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BP is by far the oil company most concentrated in deep water oil exploration. So it is coming up for criticism in the industry for not having prepared better for a subsea oil leak at this depth. Talking with journalists BP's President Tony Hayward acknowledged this failure to "prepare for an emergency of this kind. " BP appears to observers to be trying to create the technology to deal with the leak on the go, and Hayward accepted this criticism by saying BP should have done things differently and had the capability to act instantly. Hayward went through two days of hearings in Congress, and the exchange of blame between Transocean Ltd, the Swiss based company that owned and operated Deepwater Horizon, and Halliburton which provided services for the rig, and BP, only worsened its image. Testimony showed that company managers at BP decided to go ahead with finishing work on Deepwater Horizon well even though tests showed highly combustible gas had seeped into it. The failure of a massive effort at its Houston offices to have much to show for results, only demonstrates that poor quality systems and maintenance cannot be corrected easily no matter what the scale of the effort. The publicity surrounding BP's handing out contracts to potential claimants to seal off future claims has not helped....

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The new interim board chairman of GM i Kent Kresa, 71 years old, who was CEO of Northrop Grumman Corporation between 199o and 2003, and previously served on the board of Chrysler. He is described as being very down to earth, pragmatic, who is expected to do well dealing with the government, by a senior partner at Korn Ferry International recruiters. Mr Kresa said in a statement that a new slate of directors will be submitted at the next annual meeting that will include a majority of new directors. That meeting is scheduled for August but might be pushed up. Kresa and Philip Laskawy, Ertnest & Young's retired CEO, had tried for 2 years to persuade fellow directors to replace Wagoner. They felt that Wagoner had fialed to change GM's corporate culture but were opposed by George Fisher, retired CEO of Eastman Kodak, and Eckard Pfeiffer retired CEO of Compaq. Of the 11 outside board members, seven are in place since 2003. Interestingly they are all retired CEO's except for Kathryn Marinello, CEO of Ceridian Corp. This has prompted one remark at ameeting of the administration task force that the board was "a collection of failed CEO's". Many experts advising the taskforce and the bondholders put some pressure on the task force to replace the board because of its complete failure....

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The Supreme Court chastises the governor's role yet leaves the decision on qualification or disqualification of 16 MLA's who crossed over to the Opposition in Maharashtra to the Speaker of the legislative assembly of Maharashtra state in India. The speaker Mr. Rahul Navrekar is expected not to disqualify the 16 MLA's. With the support of these and other MLA's Mr. Shinde had formed a new government in Maharashtra in a 2 party coalition with pm Modi's BJP party in the state.

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The Willow oil project in Alaska by Conoco-Phillips which has leasing rights was allowed to go ahead by president Biden with some environmental protections. The leasing rights would have given Coonco-Phillips the right to challenge the government in court with potential damages awarded of about $5 billion, says this report in NYT. It also comes as Biden is faced with the issue of oil prices and supplies, and the impact on inflation with the cost of living crisis, as well as the impact of climate change.

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After rapid growth during 2021 home sales in the US are expected to decline by 10% in 2022, according to the National Association of Realtors. The rise of remote work and homebuyers seeking more space had pushed up sales in 2021 with low interest rates. Mortgage rates are now up to 5% in an higher interest rate environment having an impact on home sales. Higher median home prices with the median price of a home up 15% in March compared to the previous year, and 9.5% lower inventories are also having an impact.

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Increased maritime and defense cooperation as Dominic Raab, UK Foreign Secretary visits India and has talks with Jaishankar, India's External Affairs minister. For the UK there is no stronger partner than India looking east, says Raab. India, UK and Australia form a core of the British Commonwealth of nations, an idea that brings together the English speaking world in Asia and Africa. After Brexit Britain is free to form its own relationships based on its history, and links of culture and language. Boris Johnson will visit India in January 2021.

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President Trump wins two victories in his efforts to build a border wall on the southern border with Mexico and control the flow of migrants which he has called a national security crisis. The Supreme Court votes 5 to 4 to allow president Trump to use $2.5 billion in Pentagon funds to proceed building the wall. Mr. Trump also made an agreement with Guatemala where that nation will act a a gate keeper for people seeking to get asylum in the U.S. from economic problems in Central America.

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The U.S. and India see a surge in coronavirus cases. Per day cases surged to 40,000 on June 25 in U.S. and 17,000 in India. Alabama, Idaho, Nevada, Arizona, California, Florida are seeing a surge in new cases. Texas, California and Florida all recorded more than 5000 cases each. In California cases for hospitalization surged 32% with more than 4200 in hospitals.

India now has 490,000 cases with death toll of 15,301. Indian Railways cancelled all bookings. In the U.S. Texas is paused reopening plans.

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 South Korea has run about 300,000 coronavirus tests, double that in Italy and ten times that in the U.S., says this report in the WSJ. This report shows how the South Korean testing works and the workday of Lee Hyuk-min, a clinical microbiologist at a testing lab of Yonsei University Health System Severance Hospital in Seoul, who is working from 4.45 am to 11 pm. South Korea's effectiveness in controlling the spread is based on a strategy of efficient testing that enables isolating quickly people and areas. South Korea's testing network is a legacy of the MERS coronavirus outbreak in 2015, and the government failure at that time to control it.  It brings together doctors, medical staff, labs, and political leaders in roles following the protocols established since then. Dr Lee and others are the final checkpoint in the system which coordinates a diagnostic operation that combines together 633 test sites and 100 labs. The protocol includes a uniform setup- same testing equipment, same training, same decision making process. At 8 am each day all labs upload results to a shared database, which allows public and private hospitals to monitor patient results and report them to Korea Centers for Disease Prevention and Control. Hospitals upload testing details to an online directory. This surveillance allows South Korea to predict where to concentrate its efforts for controlling spread, says Dr Lee who advises the South Korean government on lab testing issues. Action plan took 2 years for the new rules to be implemented following MERS in 2015. The plan included accelerated bio testing company approval for tests. The first company got approval on Feb 4, followed by 4 other firms. Dr Lee says testing is only part of the equation as labs are needed to process and confirm results. Another key is innovation. South Korea setup testing in drive thru locations, that limit contact and speed up testing, which the U.S. is adopting. Dr Lee says early identification is key, and identifying the first coronavirus patient which was done in South Korea on January 20. Other countries including the U.S. took too long to identify the first patient, says Dr. Lee. ...

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The Hulme Company mail order catalog business in Minnesota may not be representative of small business, considering the errors and the scale of the debt taken on. But even if a small fraction of this debt taking tendency is representative of small business, it means that small business will not generate jobs as it did in the past. Small business will actually layoff people. And small business will not be able to provide the bounce the economy will need in years to come. The following is an an anaysis of this venture. The owners of this small business Bidwell and Ms. Guarino bought a luxury goods maker that was losing money for $600,000. Their business was to sell $500 garment bags and $1200 duffel bags. The experience of Bidwell was with Target, Tonka Toys and a cigarette distributor. Ms Guarino had a $130,000 job with a magazine publisher, running regional magazines like Minnesota Parent, which she quit. She had some experience as a handbag designer in California before that. They had never seen hard times, no, they had only seen good times. And were willing to spend heavily on the business like the $600,000 for a business, Hulme Company, that lost $150,000 on sales of $450,000 making duck hunting gear, the business they bought in 2003. All this for a tiny factory employing 3 seamstresses, and with no brand name for luxury goods like leather duffels. Their lender's experience- Kassim who founded Maple Bank in Champlin, Minnesota, considered it pretty typical of small business in those days to do everything on debt and loaned $550,000 over 5 years. So the lender was in for the ride. Another bank Stephens bank loaned on SBA approved loans which were later cut off. Guarino had no experience in this business, and simply relied on Bidwell's experience. The borrowing went on and on from friends, taking in debt with total lack of understanding of what debt means, from their daughter, the entire $50,000 savings of Bidwell's wife, and finally with banks refusing to lend after having friends put up their CD's and collateral on loans. Debt to equity ratio gets to 5 to 1. Second mortgages on the house getting Bidwell and extra $130,000. Even in the best year 2006 sales at $1.4 million, and earnings before taxes and other items at $325,000, not enough to pay the interest and other payments on loans that later totaled $2 million by year end 2007. $500,000 from friends and family including $20,000 from his daughter or two thirds of their savings. 600,000 catalogs went out in 2007. With the Hulme Company behind on payments in 2008, the catalogs mailed in 2008 dropped to 175,000. It is a very capital intensive business from the standpoint of catalog cost. $1 million in inventory at year end 2007, or two thirds of sales of $1.5 million in 2007, was a sign of how expansion preceded even getting the financing in place, and going out into the dark thinking sales wil materialize. So even in the best year 2006 the business was not viable, and would have collapsed even without the financial and credit conditions of 2008, ruining the owners in the process. By 2008 it led to the usual things in this kind of business failure, Bidwell's divorce, loss of his home as he falls behind on mortgage payments, Guarino's loss of job and friends whom she borrowed from, and both deeply in debt. Evaluation of the failure is as follows. Seamstresses and the small factory space could be obtained for a fraction of the cost in an emerging market country, even in an eastern European country, and no cost needed to be incurred for the purchase of Hulme Company or for sending out catalogs. Only travel expenses to meet high end retailers who might carry this merchandise, and go to the country where the plant was setup. Sales would come first, and expansion to meet sales very carefully done so that the plant could be downscaled if sales dropped. Even then scores of small luxury goods makers in China or other emerging market countries could put the owners out of business. The lesson if you can't watch costs, if you don't understand what debt means, then you don't pass the most basic of tests. You cannot run business on savings, home equity or credit card loans, or business loans with personal guarantees. Costs tend to just run up to the money one has artificially created. It will ruin you. If you don't have experience with the business and the product area, or can't put together a group of people with the experience to guide you on the pitfalls and what to watch for, you don't pass the next basic test. Only then does one get to the other tests about whether there is a market, the price and value of the offering and so on. This is before the current economic crisis. Now all these tests become more important than ever, or it will kill you and quickly. One has to be paranoid and very careful after 2008. Stephens Bank loaned money on SBA loans ...

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Japan's energy efficient industry is a role model for the western world and for India and China. For years Japan has had a national consensus on consuming less energy an industry has focused on developing energy efficent technologies and investing in it even when oil prices were low. Japan wants to now contribute to the world in this area at the G8 summit on the island of Hokkaido. According to the International Energy Agency in Paris, Japan consumes half as much energy per dollar worth of economic activity as the European Union or the United States, and one-eighth as much as India or China in 2005. According to the Japanese Economic Ministry data corporate Japan has kept its energy consumption annually at a billion barrels of oil since the early 1970's even as the country's economy doubled in size during the 1970's and 1980's. The Japanese steel industry invested $45 billion dollars between 1972 to 2006 in developing energy saving technologies, according to the Japan Iron and Steel Federation. By capturing heat and gases that go into waste JFE Steel at its Keihin mill on Tokyo Bay uses it to power generators that produce 90% of the plant's electricity. The Japanese government is now pushing an initiative that sets Japan's level of energy conservation as targets of global industries. For instance the group leader of JFE's climate change policy group says that by adopting Japanese conservation technologies the global steel industry could reduce carbon emissions by 300 million tons a year. The sector approach advocated by Japan means setting the same numerical goals for all companies in an industry, regardless of location. At next week's summit meeting Japan willl back an initiative that sets its conservation induced energy levels as the new standards for global industries. This will also promote the sale and use of Japanese energy saving technologies around the world....

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Facebook says in its IPO filing that it has 845 millon users worldwide. This is up 39% from the prior year. Revenue is up 88% from the prior year. Facebook's 2011 revenue is $4.27 billion, according to eMarketer. Facebook's 2011 profit was up 65% from the prior year. Analysts say costs and expenses are growing faster than revenues. R&D costs including employee hiring and equity compensation went up to $114 million in 2011 from $9 million in 2010. Facebook had 3,200 employees in Dec. 2011, compared to 2,172 in the prior year. Revenues come from online ads. Ads on the Facebook site increased by 42% in 2011 over the prior year, and average price per ad increased by 18% in this period. Ads are generated using the information provided by users on demographic factors, age, location, gender, education, work history and specific interests- so that subsets of users can be targeted by advertiserrs of products.

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Anil Kumar, was adirector of Mckinsey & Company. He is alleged to have past insider information on AMD and other clients to Galleon founder Rajaratnam. He had investments with Galleon funds. He was closely connected to Mr Gupta, a former managing director of McKinsey who heads the executive board of the Indian School of Business in Hyderabad, and which was founded with the collaboration of Wharton and the Kellogg School of Management. It has a number of Indian executives on its board. He is agraduate of the Indian Institute of Technology in Mumbai and of Wharton. He joined McKinsey in 1986 and relocated to India in 1993 to build the Indian practice of McKinsey. He launched the McKinsey Knowledge Centre in Gurgaon, New Delhi, as a knowledge outsourcing centre, that supports Mckinsey consultants. Because of the close secrets confided to McKinsey, Richard Cavanaugh, a McKinsey partner says client confidential information leaking is the most mortal sin a person could commit.

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S&P credit analyst put GM and Ford on credit watch with negative implications saying both companies face a serious challenge to liquidity in 2009. And said in an interview that "these companies need a lot of liquidity to run their businesses, and they could approach the minimum levels they need if nothing changes." For GM liquidity concerns are rising because losses for the last 3 and half years have reached $70 billon and credit markets have locked it out of new financing and stalled asset sales such as the Hummer brans and its medium duty truck unit. All this has rattled investor confidence including slipping sales numbers in the US, Europe and in emerging markets like Russia. GM had the larges one day decline in its history by 31% to $4.76 on October 9, 2008, a postwar low for GM stock, and Ford fell 22% to $2.08. In fact GM's intraday low was $2.26! for an astonishing collapse.

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US effort to strike economic deals and business deals that will change the direction of South and Southwest Asia in ways that are the need of the hour. DJT replaces the failures of the Republicans under Reagan, and his 1983 Middle East Envoy Donald Rumsfeld, who knowing about the use of chemical weapons intervened on the Iraqi side with arms support that led to the subsequent wars. Rumsfeld was to lead the US into Afghanistan War in 2001 and into Iraq War in 2003 by his Office of Special Plans intelligence. By contrast DJT wound down these wars and is now setting a new path to peace in the Middle East by showing the economic path that India now leads for South Asia, and South west Asia's Saudis, Qatar, UAE and Pakistan. This is a remarkable change for Republicans and the Nation, which has the support of well meaning Democrats, including Biden.

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The failure of three layers of quality checks Boeing are shown here in the WSJ video after failure events on airline flights. Two CEO's step down. What is the real problem? It is that the company is run by executives trained in finance and accounting and have too little of a background in the workplace where the manufacturing and assembly components is taking place or grasp of what it takes to turn out quality products by workers on the line. The basic approach is flawed because it is not quality checks that build in quality into a product but the workers on the assembly line who have to be trained and the investment made in quality processes to turn out a quality product. This has long been a focus in the earlier days of America's industrial revolution till the focus shifted to finance in the US and the focus on manufacturing shifted to Asia, to Japan, China and now India. It will take a complete shift in America's company leadership to hands on CEO's who are with and understand the workers on America's assembly lines, who can live some days and nights with workers on the production line to see and feel the problems first hand. This will take a decade, and for America as Jake Sullivan said at Brookings for president Biden and his team- this is a fight we must, and we will achieve. ...

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Biden's hard work and going into details and seeing that projects are delivered on time and in quality for the $1.2 trillion infrastructure law will make him an enduring president in the 21st century. Tyler Pager gives this report on the Biden style of making decisions and of getting things done on time that are making a big difference for the ease of living for all Americans.  Of Biden using his 36 years of negotiating in the Senate more than any Congressman including LBJ who only had 12 years, and the hard work from someone who commuted by Amtrak for all those years and attended to every detail. For the president who started out as county councilman in Delaware details matter, he looks into the details of rebuilding infrastructure by delivering projects on time and on scale. In late 2022 Tyler says Biden checked into the details of delays and wanted specifics which projects were not delivered on time for the $1.2 trillion infrastructure law passed a year earlier. Seeing this only one leader comes to mind prime minister Modi of India who is faced with a huge task of infrastructure projects and investments that are intended to make India the third largest economy in the world. Modi like Biden uses his experience of getting into details and checking that work is delivered on time, putting in the hard work in earnest, from Modi's work with state projects in Gujarat when he led the state for 15 years as chief minister. ...

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The Washington Post's Lillian Cunningham interviews Christine Lagarde, head of the IMF, in April 2014. In this exceptional interview Lagarde talks about her personal life experiences that have given her new strength to tackle the difficult jobs as finance minister of France and head of the IMF, during a period of turmoil at the organization, and the global financial crises of 2009 followed by the eurozone financial crisis. No other woman in recent times has faced a series of crises of this magnitude and tackled them with such fortitude, exceptional insight, and ability to stand up for what she believes is the right course of action. She says she has seen many instances where women are given jobs which are tough and expected to sort out a mess or revitalize an organization. Her own approach she describes here emerged from personal anguish of losing her father to a debilitating illness at a young age as the eldest in her family, and remembering her dad's advice to stand up for what she believed, to face a tough situation and come out stronger. Lagarde's view on leadership is that it is about getting people excited about the purpose of an organization. Just as every human being has a purpose in life, so organizations with people working together develop a joint purpose, and the job of a leader is to enable people to get them to achieve that purpose....

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Mark Frazier, a professor at the New School, is the author of the book "Socialist Insecurity: Pensions and Politics of Uneven Development in China." Here he describes the situation in China for the elderly and pensions. There is no Social Security Administration in China like the one in the U.S. Pensions are the responsibility of local authorites. Urban pensions were established in 1951. Pensions for rural areas and farmers came only in 2009. The situation in China for pensions is much like that in the U.S. before FDR's New Deal, being run by a patchwork of local programs- about 2500 county and city governments running pension funds. The problems of pension programs being run for the benefit of well connected groups and making risky investments exists in such local programs. Local governments taking on large levels of debt is a serious problem. The pension program in Shanghai came under scrutiny because of risky investments. A report in Dec 2012 cited by Frazer cites empty accounts at 2.2 trillion yuan or $353 billion. The National Social Security Fund has only $140 billion. Overall pensions account for about 3% of GDP in China compared to 4.9% in the U.S....

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Japan's car exports have grown in the last six years to double what they were before, growing to $40 billion. This includes a jump in export of SUV's vehicles. Just in the first quarter of 2018 the export of automobiles from Japan to U.S. is up by 10%. Japan is not keen on talking about this issue. President Trump is looking at negotiating a one on one trade deal with Japan instead of through the TPP agreement. as this is seen as a better way to address a $60 billion trade deficit. TPP is not a solution for the U.S. imbalance in trade with Japan as Japan already has no tariffs on imported cars. Yet other barriers exist that make it difficult for U.S. automakers. Ford exited Japan in 2016 and the U.S. has only 1% of the Japanese market. Japanese buyers stay away from American cars and prefer the smaller highly fuel efficient cars made in Japan by Japanese automakers. Perception of buying home made also exist. Other barriers also exist such as zoning and for setting up dealerships, unique safety standards. Japanese automakers make most of the sedans in the U.S. but export the SUV's from Japan. ...

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Mervy King, Governor of the Bank of England and his position on the recent mortgage crises, rate cuts , moral hazard in the UK economy. Debate about his standing on principle and having to take action anyway as the crisis deepens as at Northern Rock. His approach contrasted with Bernanke's approach to reduce the damage and still focus on inflation. The issues where a principled stand may not be educated enough in the interests of the whole economy, and all the people in society who may be damaged by a principled approach if a crisis has devastating effects on unemployment, investment and confidence; even though some of those who helped build the crisis are helped along the way. Is the idea of a bailout and moral hazard taken at the surface too simplistic in the modern world with the economic fate of all mankind intertwined with the US economy and the other industrialized and leading economies of the world. Is it impossible to punish a few without punishing the whole? Are their other ways those involved would be chastised such as the CEO's of financial institutions losing their jobs, companies losing their reputation, being disciplined as new CEO's like Pandit at Citigroup and Thain at Merrill Lynch provide new leadership? ...

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Osborn and Gauthier Villars describe how Russian president Putin and his former Dresden KGB associate Chemezov executed their strategy for Avtovaz to create a Russian state owned autombile industry in alliance with Renault. Troika Dialog and state banks put in hundreds of millions of dollars, and Renault put up $1 billion with more of it in cash up front, to get the necessary restructuring and financial setup to obtain state ownership and control of all of Avtovaz's assets. This had to be done because the company had descended into control by gangs and criminal elements by 2005 when Putin put Chemezov in charge with help of state police and prosecutors. And Putin conceded only 25% ownership to Renault as the Russians have gradually reasserted control of their companies and driven out gangs and elements that have grabbed assets in the lawless environment that prevailed with the collapse of communism. What is happening is that the state is then attracting capital and technology from foreign companies by selling them a stake at the best price possible. In the case of Avtovaz because of the highly deteriorated lawless situation, the state will use some of the Renault money to take financial ownership of Avtovaz in addition to loans from state banks. Putin says he has attracted $80 billion in foreign capital in 2007. During the Brezhnev years Fiat invested in Russian automobile factories which became part of Avtovaz. In 1993 it was privatized, but by 2005 it had fallen into Mafia type gangs hands and the state had only about 2% control of ownership. From this low level Avtovaz has recovered, and now is where it was before privatization, with the added infusion of technology and capital and part ownership by foreign companies interested in expanding in a fast growing Russian market. Note that its location is Southern Russia, and its employment base is huge employing 104,000 people. The company is now back on its feet and improving its prospects with newer models to replace the old Lada, of which 736,000 are turned out each year. With the help of Renault, Russians hope to create a large automobile industry of their own. Compared to 2004 when 24% of companies were state owned, now 40% are stateowned as the Putin strategy continues. By getting much better deals and selling off stakes at higher prices, keeping state control of the bulk of the assets, and seeing that capital and technology infusions occur as technology moves forward, this strategy is proving to be a winning proposition for Russia. For foreign companies the growing attractiveness of the Russian market, and the probability that even at the higher prices these assets might be worth much more in the future, makes it a win-win proposition. This is the direction Russia will increasingly take under the Putin-Medvedev administration. Note that Chemezov may take up Aviation industry reorganization next....

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Denmark plans a huge wind farm project in Germany on an artificial island with 200 turbines. This will be Denmark's biggest infrastructure project. Germany plans to reduce emissions by 65% over 1990 levels by 2030. This means projects like this will be needed. Denmark prime minister Witte is on a 3 day visit to India with renewable energy projects under discussion. Germany's Economics Ministry has set up a joint working group with Denmark. 

The new project will be the size of 18 soccer fields setup on this artificial island in the Baltic Sea, to generate 3 GW enough for 3 million households. After this the project second stage is to install more turbines, for a total of 650 turbines, according to Der Spiegel. The project will cost 28 billion euros ($32 billion) with energy planned flowing by 2033.

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A fascinating look in DW.com at pictures of an iceberg 158 kilometres long and 48 kilometres wide, on its way to hit the British territory of South Georgia in the South Atlantic. The island of South Georgia is known for large populations of penguins and seals, albatrosses, and humpback as well as blue whales. Prior to its splitting up the iceberg was even larger about the size of Luxembourg. The iceberg is a few hundred metres thick. The iceberg has already travelled for 1600 kilometres, and will reach South Georgia in 10-20 days.

Antarctica is the most southern region in the world, with 99% covered with ice some 5000 metres thick, 1.3 times size of Europe. Lowest temperature at -99 degrees centigrade, windspeeds can reach 155 mph. On it there are 4000 scientists in summer on research stations of 30 countries.

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The Economist magazine describes Trump's business assets based on a few buildings in Manhattan, including one on Fifth Avenue. Compared to other real estate firms Trump's assets are small and lack the organization and structure typical of real estate firms. Asset values estimates also have a large range, as it lacks transparency. Not much can be concluded about his business skills says the Economist, other than that his company is not exceptional, has not raised permanent captal in capital markets, or developed a truly global business. Much of the business now relies on licensing the Trump name to properties, especially golf courses, following Trump's success with a television show "The Apprentice." In terms of cash flow the television show may have produced much of Trump's income in the last decade. The Economist says Trump's performance in the real estate business is mediocre when compared to his peers.