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The steel and chemical industries are bright spots in the Russian economy, helping Russia weather the economic downturn of 2014-2015. Costs denominated in rubles have fallen much further increasing profits for companies like Severstal.

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A number of factors hitting at the same time Chinese factories in the south, in Guangdong province and the Pearl River delta. Currency exchange rates, stricter labor laws, eliminated government tax benefits and incentives, stricter pollution laws, high oilprices, and higher wages, all have combined to make the apparel and footwear factories in the south less profitable and harder to run. In recent years about 10% of the footwear makers in the province have closed operations. Manuy are smaller operations. About 10% of the 60,000 to 70,000 HongKong owned factories in the delta region will close in 2008. Not just apparel companies making products for HP and Apple have longer term plans to shift production to othcountries. Hon Hai Precision Manufacturing Company has said it will quintuple its planned investment in Vietnam to $5 billion. Apparel makers VF corporation which owns labels like North Face and Nautica says it takes 30 days from Cambodia compared to 20-25 days from China to get product on retail shlves so the advantage of China in this respect is also diminishing...

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President Goodluck Jonathan as "Mr. Clean" aroused many of the same hopes now aroused by the election of Buhari as president of Nigeria. Under Goodluck Jonathan Nigeria's foreign reserves declined from $50 billion to $33 billion, and there is $1 billion in the sovereign wealth fund. About $20 billion in pilfering of state funds was reported by the Central Bank of Nigeria, but no action was taken by Jonathan. Indians may pride themselves on a better performance, yet prime minister Singh of India, seen as "Mr. Clean," allowed auctioning of telecom licenses in the second term, that had to be cancelled because of corruption. Throughout emerging markets not just in oil producing countries, poverty remains entrenched, because funds that should go into infrastructure and services are misused, which creates a disincentive for foreign investment, further adding to the problems in these countries. India and Nigeria are the two fastest growing countries in the planet, and the unspoken fear is that the demographic dividend with so many young people will be wasted by corrupt and inefficient management of the economy and resources of the two countries. The time lost in the last years of the Singh administration and the four years of the Jonathan administration will never be regained, the hopes of millions of young people are dashed again and again, and the goodwill of Europe and the U.S. eager to participate with the latest technologies in the development of the two countries, as they have done in China, is wasted....

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Toyota has passed GM in sales worldwidefor the first quarter 2007. But this is happening against a changing backdrop which is that worldwide sales and markets are shifting to China and India, and GM has the initative in both countries. Its Chinese sales increased by 32% to 876,000 units in 2006 and it plans to inroduce 10 new models or upgrades in the Chinese market in 2007. The other change is that after years of growth Toyota sees a relatively stagnant US market and its strategy is shifting to extracting more profit from each car, by increasing the flexibility of US plants to make more and diverse models, and building plants in low wage areas like the one in Mississippi. Note that the plant in Mississippi is expected to come onstream a year later in 2010 and produce 150,000 not 200,000 Highlander SUV's. Also related to this is the disappointment in Tundra pickup sales which may miss the modest target of 200,000 for 2007. On the manufacturing front Toyota is slowing down product development to ensure that all needed quality checks are performed by engineers. Mr Watanabe, Toyota's CEO, and a manufacturing man himself, has referred to quality checks being skipped or neglected in the rush for sales growth. GM is pursuing cost, efficiency and quality goals of its own and $9 billion in cost savings are planned for this year compared to 2006, another $9 billion is expected to be achieved in 2008. Another factor that is relevant to Toyota's experience in the US market is its fear of being labeled as a foreign company taking away American jobs. Hence the build up of US manufacturing capacity to 1.8 million now to increase to 2.2 million by 2010. And advertising for Toyota continues to foster an image of cars made in America, by American workers for the American buyers. In this new environment leadership in a worldwide market may actually shift back and forth between competitors and new challenges will come up as the Asian market explodes, and profitability and quality will become just as important or more important than sales....

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Portugal leads the world in developing soccer players, no country has hundreds of soccer professional players all over the world. A country of just 10.3 million, the defending European champion, it has 292 professional players in 45 countries. Even Italy, another soccer crazy nation has only 105 pros abroad. Much of the development of soccer players from a very young age happens at sporting clubs Benefica, Porto, and Sporting. They act as scouts, finishing schools after rigorous practice, and places that transfer players to other clubs, all put together in one place with large soccer academies. The uniformity of coaching, and the primacy of soccer as a sport helps Portugal dominate soccer in a way that is not reflected in its size. Soccer fields in all directions is what you see at Benefica's training facilities in Portugal. 10 soccer pitches are not enough for the director of Benefica's youth academy. 10 different teams of exciting preteens to Portuguese pros need to practice every day.  Christiano Ronaldo was found at Sporting, Ricardo Carvalho at Porto. One boarding school at Benefica has 89 students who do their academic studies at the club and play soccer, attend classes in the morning and play in the afternoon. There are 3 different teams under 14. A pathway puts some of them into the senior squads or for them to become attractive enough to draw a large transfer fee outside Portugal. Five different talent centers and 200 people search for talent by watching under 10's or 12's play soccer games. Once they are chosen they move to Seixal, outside of Lisbon for training. The clubs essentially create value through selection and training for years in soccer academies within the clubs. The clubs support their activities by having a lower cost way to access talent at home, and by generating the hefty transfer fees. Since 2014-2015 season the surplus for Benefica is about 540 million euros. Costs are in the eight figures making it possible to generate a profit by having a sale of a few good players to lower profile teams such as Israel, even if they are not at the level of the top players in the Champions League.  ...

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Boeing reaches a tentative agreement with the International Association of Machinists & Aerospace Workers in Nov. 2011. Under the agreement Boeing will build the 737 MAX, a retooled version, at a union plant in Renton, Washington. In exchange the union will not oppose Boeing's use of a new nonunion plant in South Carolina for assembling some 787 Dreamliners. The agreement when approved by union vote would extend the contract for 4 years till 2016. Advantages to Boeing lie in labor peace during a period when Boeing plans to increase production by about one third, over 2012-2014, to meet aircraft orders of $332 billion. Existing 737 production has been moved up to 35 a month, going up to 42 a month, accelerating the pace significantly, making it important for both sides to avoid labor discord. The Max first delivery is planned for 2017. In the current unemployment crisis there was considerable incentive on both sides to resolve the issue quickly, after the union had raised the issue with the National Labor Relations Board. It provides Boeing with flexibility in assembling some of the 787's in S. Carolina along with assurance for union commitment to productivity, and gives the union assurances that Boeing will continue to maintain significant maufacturing presence in the Washington area, a win-win for both sides. The NLRB appeal will be dropped by the union....

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This report in the Economist points to the improved situation for Mexico after the scare from Trump's plans to build the wall and deport large numbers of immigrants. The peso dropped by 15% between mid November 2016 and January 2017, but has since recovered, and non-oil exports were up 5.5% in February 2017 over prior year with the manufacturing growth in the U.S.  Growth forecasts are now up from about 1% GDP growth previously to 2% for 2017, close to the 2.3% in 2016. Much of the change in mood in Mexico is a result of the failure of the early travel bans being blocked in the courts, the failure to get health care legislation through Congress, and the effort by the trade advisers and economic advisers around Trump to move Trump's positions more to the centre and closer to traditional Republican party positions. Wilbur Ross, the Commerce Secretary, says " a sensible agreement" can be reached with Mexico. Peter Navarro, trade adviser, talks about making "a mutually beneficial regional powerhouse." Robert Lighthizer, a veteran from the Reagan days, is likely to be made the new U.S. Trade representative. Still as the Economist points out the "20% border adjustment tax" continues to be supported by Paul Ryan in Congress to pay for tax cuts. But certainly the mood has lifted in Mexico in the first 100 days. This is true for economic policy in relation to China and Germany, and the close circle of Ross, National Economic Council head Gary Cohn, and Secretary of State Tillerson is moving Trump to the centre in policy statements to get things done. Mexico is faced with internal challenges of reestablishing the rule of law, improving infrastructure, reducing red tape and corruption, addressing problems in the education system, to promote economic growth. These challenges may prove to be as large as the external challenges were once thought to be. ...

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Japan's NTT telecommunications takes a $600 million stake in NEC so that it can compete more effectively against Huawei of China in 5G technologies and for developing 6G. Huawei has 30% of the global base station business in the new technologies, NEC 1%. NEC plans are now to build this up to 20% by 2030 in this new push. Meanwhile the U.S. is limiting Huawei in 5G by imposing restrictions in manufacturing, and restricting use of American technologies by Asian 5G component manufacturers such as Taiwan Semconductor. NEC and NTT now see the opportunity to partner with other trusted countries and partners  to create a new open system of development. Japan's government has blocked Chinese vendors Huawei and ZTE from official contracts. The U.S. has already done this and is pushing allies to stay away from Chinese vendors. The UK is now reconsidering its decision to allow Huawei into its 5G network and is likely to follow the U.S. Sweden's Ericsson has 27% of the global base station market in the new technologies. The U.S. is pulling together American companies in an alliance for American companies to compete in 5 and 6G network equipment manufacturing. Many of the technologies originate in the U.S. ...

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As stimulus money reaches factories making products like hybrid buses, another trend is working to undo the positive effects. States are cutting back on their orders as they face budget shortfalls. See link to states budget shortfalls. The New Flyer hybrid bus fatory in St Cloud, Minnesota, is one such factory. The Chicago Transit Authority used some of the stimulus money to buy 58 hybrid electric buses. At the same time Chicago had to put aside plans to order 140 more buses using state money which now has disappeared. According to the Center on Budget and Policy Priorities these effects of undoing, with one hand giving and another taking away are acting out across the economy. While the stiluus law cut federal taxes to put more money into the economy, about 30 states have raised taxes according to the Center. The Stimulus provides $27.5 billion in federal money on highway projects, but according to the American Road and Transport Builders Association, 19 states are planning to cut their highway spending in 2009. Even as the Stimulus provides $8.4 billion for mass tranisit, tranist systems are facing cutbacks in service and capital spending. Says Dean Baker, co-director of the Center for Economic and Policy Research, and author of a paper called "The State and Local Drag on the Stimulus," these cutbacks and the tax increases at the state and local levels are heading in the direction of offsetting much of the Stimulus impact....

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Lessons for startup Jive, social networking software for business financed by Sequoia Capital. It did well in the beginning with a number of high profile sales. Then things fell apart with inexperience and a series of mistakes. With $15 million of capital raised from Sequoia in August 2007 discipline started to fall away, bad hires were made in a hurry to speed things up, staff tripled to 150 by the beginning of 2008, and there were a lot of problems with the new software. In October Sequoia went in and fired 25, 3 managers, and cancelled a project. Sequoia Capital held a direct talk in October with executives of its 100 companies, and about 1000 layoffs were made. The presentation was direct, showing a pig with a butchers knife in its head and the slide reading R.I.P. Good Times, saying that for startups it would be the survival of the quickest, the companies quickest to cut costs and be profitable. The sales people just took on as customers anyone who was interested or called. And as the economy worsened and this software was not an essential purchase they cancelled. Now the new sales approach is to say no, and get customers who actually save money from using the product or see some vitally important benefit. The sales person actually tries to find out about a company's plans, its budgets, to see if there is a good fit. Jives at this point is a survivor....

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McInerney takes personal responsibility and puts top priority on the Dreamliner. He says we will be defined by the 787, though not at this moment. This means he is personally walking through Boeing's and Boeing supplier's plants to see things first hand, and have the daily progress reports coming directly to him. This means closer supervision and taking steps to get things right. One step was to get some managers from its Defense unit into the 787 program management to correct things, buying Dallas based Vought Aircraft out of a joint venture with Italy's Alenia Aeronautica in South Carolina where sections ofthe 787 are being joined. He also stepped in taking control of key parts of the 787 program, and insisted on Boeing mangers closely monitoring and getting involved with first hand knowledge on supplier's sites and getting action where needed, and stationing Boeing people at each supplier's plant. His earlier style was a bit hands off in comparison. The 15 month delay in the 787 launch and the rather ill timed gala in Seattle for a plane that was hollow inside, and with managers having no idea that supplier's were already behind in their part of the program or not doing anything about it, may have suggested to investors that Boeing's McInerney and his key people were really not at grips with what was going on in their own company. From its July high of $107 Boeing stock has dropped 27% to $78 and recovered only slightly to $83 still 23% below the highs. Experts feel that McInerney will either lose big or win big. He wasn't there when the 787 program was started. Now he has to show he can get things right. His initial moves look like the right ones, taking personal responsibility, making decisions to fix things, and not hesitant to take corrective action in the midst of difficulties such as getting into suppliers factories first hand to see things on the inside. And gettiing his best people from other parts of the company into a team and putting them on the 787, and so on. See the link to the Airbus experience with their jumbo jet A380 which ran into similiar problems in the WSJ. There the French teams who were the better able to solve the problems were brought into the German plants to help get things right, even though there were cultural issues to be overcome. McInerney has process based experience at GE where quality and manufacturing were important, and he has delivered good results with an 84% increase in income to $4.07 billion, on an 8% increase in revenue to $66.4 billion in 2007. This comes just 2 to 3 years since joining Boeing in July 2005. Boeing may have to pay $4 billion in concessions and penalty payments for late deliveries, and Boeing is going to set aside this cost by booking the first 25 delieveries at zero-profit margin....

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Robert Stavins of the environmental economics program at Harvard is cited in this NYT article by Coral Davenport. Stavin says that even with the change in policy favoring fossil under Trump administration the trend is towards using less fossil fuel and this trend is unlikely to change. This makes the claims of Trump that half a million jobs can be created with less regulation of the coal industry and shale oil industry, less likely. Industry is shifting away from coal for economic reasons and investors preferences, say experts. At the same time the progress away from fossil fuels is likely to be inadequate to avoid the worst effects of global warming, says Stavins. The change by industry is reflected in the decisions made by executives such as Nicholas Akins at American Electric Power, Ohio based electric power company. Akins tells NYT that he is making decisions for power generation 20, 30 and 40 years from now, and this assumes some form of carbon control. He says no question but that industry will move forward with cleaner energy and that means closing large coal facilities. The incoming Trump administration does not affect his policy. Another factor away from coal is dictated by economics- the availability of cheap natural gas from hydraulic fracturing. Incentives for renewable sources such as wind, solar, are not likely to change either say experts, because the solar panels and wind turbines are made in Republican and Democratic favoring districts and have support of Republicans in places like Arizona, Texas and Kansas. ...

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After failing to come to an agreement for early elections with the central government in Madrid, Catalan leader Puigdemont says he will put the matter of secession from Spain to the region's parliament. This makes it certain that the government in Madrid will assume emergency constitutional powers over Catalonia. Mr. Puigdemont is the head of a coalition that has 72 seats of 135 in the Catalan parliament. As this NYT report points out Mr Puigdemont heads a coalition of separatist parties that won about 48% of the vote in parliamentary elections of Catalonia in 2015. He announced a referendum in 2017 which created more uncertainty because Spain made an effort to suppress voting and many Catalans stayed away from the voting booths. Other reports show it is not clear that a majority of Catalans favor all out independence from Spain, though they oppose the way prime minister Rajoy of Spain has handled the crisis. Control of the police and broadcasters under Article 155 of the Constitution is a step Mr Rajoy now plans to take. Mr. Rajoy says it was a decision forced on Spain by the "capricious decisions" of Mr. Puigdemont, and that it endangers Spain's economic recovery from the financial crisis with high unemployment. Puigdemont faces an internal revolt inside his separatist party if he backs down, according to this report in the NYT. As a result of this Spain is likely to move ahead with constitutional backed rule by the central government over Catalonia till a solution can be found. Mr. Puigdemont's action has created the biggest crisis for Spain since it moved to democratic elections in 1978, coming at a time when national elections led to no clear winner and the economic recovery was just beginning. Public perception is that both Mr. Puigdemont and Mr. Rajoy appear to have handled the situation poorly. ...

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China bans smoking in public places in June 2015. The authorites say unlike previous bans before the Olympics this one will be enforced. The damage to public health is immense, with about one third of smokers in the world in China. Public spaces include restaurants, offices, bars, nightclubs, airports and trains. Included also are areas around schools and hospitals. There are 301 million smokers in China, according to the World Health Organization. About 53% of men and 2.4% of women smoke regularly, and this contributes to 1 million deaths from heart disease, cancer and other diseases. WHO estimates about 100,000 deaths from second hand smoke. About 28.1% of the population are smokers, based on the 2010 survey. The survey was organized by the WHO and China's Center for Disease Prevention and Control. The figure of 2.4% shows women are less affected than men by the damage done to public health. Women also are leading the way to fight smoking and effects of second hand smoke. People in Beijing already have to deal with the effects of pollution in the air they breathe, and are keen on eliminating the additional harmful effects of secondhand smoke added to this....

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Production delays, outsourcing issues and other problems are now hurting Boeing with cancellation of orders as airlines with lower profits in today's economic uncertainty are unable to take advantage of the new fuel efficient 787's in timely manner. Quantas first placed its order for upto 115 Dreamliners in 2005, and it hoped to reduce fuel costs with the 20% more fuel efficient Dreamliners than its 767 planes, which it hoped to retire. 28 Dreamliners were to be delivered by the end of 2011. This never happened as Boeing ran into production problems and only 17 were delivered to all airlines by September 2011. With the global economic uncertainty and slowdown Quantas is predicting a 90% drop in pretax profits for the fiscal year ending in June 2012 to A$50 million. With the situation changed Quantas decided to change the order by cancelling the orders for the larger 787-9 Dreamliner and keep the order for the 15 smaller 787-8 jets to save $8.5 billion. This follows a change made by China Eastern Airlines to cancel orders for 24 787s and buy smaller single aisle 737s for domestic flights. As a result Boeing's total orders stand at 824 in mid 2012, with only 7 new orders since 2007. Boeing says it needs to sell at least 1100 Dreamliners for the 787 program to be profitable. Its own forecast is for sales of an additional 2700 small twin aisle jets like the 787 between 2012 and 2031, with Boeing getting half of the market. The larger longer range 787-9 model will start delivery in 2014 and another version for more capacity on shorter routes the 787-10 is being discussed. Both programs Boeing's 787 Dreamliner and the competing Airbus A-350 program have suffered a series of production problems, outsourcing issues and delays in recent years. ...

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A good account of the history and weaknesses of the Amtrak based system of rail service in the USA. Questions abound about the queer situation where you find rail popular in Europe and so not prevalent and scarce in the USA. How efficient is Amtrak's rail service in conserving energy? Amtrak uses electricity made from coal, it uses 17% less fuel than a passenger car and 32% less than a airline airplane according to the Oak Ridge National Laboratory. Is this based on new fuel efficient locomotives? No the locomotives are old and Amtrak equipment is aging, so much more fuel efficiency gains could probably be made with new technology and investment. Rail service is coming out of a 40 year period of neglect, and Amtrak itself was probably created to put in one place and hold together a dwindling service, as the passenger services of freight railroads were consolidated to create Amtrak in 1970 by the federal government after the interstate highway system built during the postwar Eishenhower years led to a boom in car travel and the spread of housing to spread out suburbs. At the time private operation was not a consideration as Amtrak itself was a rescue operation to preserve some semblence of rail service before it died out. Now with fresh incentive to do mass transit the whole question being posed is whether private operators should be brought in and would do a better job than Amtrak. Today Amtrak has in all 632 usable rail cars an astonishingly small number, its Amfleet cars are 30 years old, and the Acela trains are 8 years old. In all it carried 25 million passengers last year and in 2008 probably will get to 27 million. Many of these are on long haul routes and where passengers can get to small towns where there is no plane service. Its labor contracts require it to keep these routes. So its a peculiar Amtrak that exists today as a result of historical events and shift to road travel, and it may not be the best vehicle to move the USA towards greater use of mass transit to conserve energy, as its slow to change and takes years to introduce new technology and is not spread out evenly over short and long haul routes. The customer service suffered all these years with no competiton and competition may be healthy for better technology, better service and service on new routes. The UK rail service from London to different parts of the country has been privatised for instance. Better technology and fast service are essential to attract new customers and this is an area in which Europe has made significant progress. At this point even with federal money Amtrak would take years to get new technology from the current manner of writing specification for bids, picking a vendor and waiting for delivery especially as vendors have dwindled because of the lack of demand in prior years....

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This article in the NYT provides a look at the features of the Republican House Health Care Plan- Both the Affordable Health Care Act and the House Plan provide incentives for buying insurance- the ACA bases these incentives on income levels whereas the House Plan does not provide additional help for low incomes or elderly. Incomes at $20,000 would see a loss greater than  $2000 under the House Plan and as many of the elderly poor living in high cost areas may not have the resources to make up for this loss of subisidies they may forgo buying insurance or have insurance coverage that protects only in a limited way. President Trump has given assurances that all will be covered. For people with incomes of $50,000 or $75000 the loss of $2000 subisidies would also have some impact. At larger incomes or the well to do the subsidies are not handed out under either plan. Under the ACA the emphasis was on income levels and high cost insurance areas the subsidies were greater, under the House Plan the subisidies would be higher for the elderly compared to the young but very low income levels are not given additional help.     ...

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The story of Brazil's sugarcane plantation industry, and also of its ethanol producing region. A detailed account of the people who own these plantations and why they are reluctant to sell. The difficulties of getting into the sugarcane planation industry in brazil with its small owners and fragmented nature, and use of labor that violates Brazilian laws and international standards. These sgar cane plantations are located next to the mills because of the available infrastructure, and family owned sometimes handed down for generations, even hundreds of years, as Brazil was once a portuguese colony and a location for the slave trade which provided labor to the plantations. Note that most of the plantations use poorly paid labor and most of the work is done by hand, with the owners living in large ranchlike fazendas. Its probably another world for international investors not used to such a landscape. There are labor and environmental liabilities in owning some of these mills. Then most of these mills do not keep reliable accounting books and have tax and debt issues which cannot be easily resolved in Brazil's slow legal system. There are about 210 companies running 368 sugar and ethanol mills. The five largest companies generate only 17% os sales gives some idea of the fragmentation in the industry. There is also the perception that if large foreign companies like the ADM, Australia's CSR, Germany's Sudzucker AG, or even India's Bajaj Hindusthan, or others gain control over Brazil's ethanol industry Brazil's sugar producing regions would benefit less than if they get loans from large Brazilian or international banks and consolidate and modernize themselves, leading to political pressures in this direction. One such example is given here, one valuable sugar mill Vale de Rosario has been pursued by Bunge with an offer of $640 million for outright ownership, but Vale de rosario's board rejected the offer. Cargill looked at the possiblilty of owning 30% but was also turned away. Attempts at consolidation by Cosan, Brazil's largest sugar manufacturer, which made agreements with relatives owning 50.2 % of the shares in the company which has about a 100 relative clan with shares in the company over generations, also failed. The Biagi and Franco families which run the company made use of a defense under the cooperative's bylaws which allows the smallest shareholder to have 30 days to equal any takeover offer. The Biagis offered their own Santa Elisa mill to secure a $675 million credit line from Brazil's largest private bank Bradesco which was then used to buy out relatives who wanted the money. Now the Vale de Rosario and Santa Elisa mills have merged and are looking for international financing for the new company Santelisa Vale, which becomes the second largest after Cosan. Goldman Sachs plans to invest 200 million in Santelisa Vale.What this shows is the extraordinary lengths these family owned mills would go to to preserve their independent ways of operating and hand over to the next generation. Another difficulty is that industry experts are hard to recruit from these family owned companies as they have spent alifetime working there and remain loyal. With allthese obstacles the logic that the foreign companies can use Brazil to supply the world with ethanol from sugarcane does not take hold. Some of the attraction of sugarcane is that it contributes less to global warming than corn as a source for ethanol because sugarcane absorbs some of the CO2 when it is replanted. With a 51 cent per gallon tax credit subsidy on USA corn based ethanol and a 50 cent tariff on Brazilian ethanol imported into the USA, corn based ethanol can sustain in the US especially with the current high price of gasoline. Brazillian ethanol is more efficient to make from sugarcane and can be made to compete with gasoline even if gasoline prices drop. Instead there may be more years of unstable supply of ethanol from Brazil ahead which is what the Japanese in their negotiations for a supply of ethanol from Brazil have discovered since seeking such an agreeement since 2001. In the 1980's Brazilian sugar producers chasing high sugar prices lowered production of ethanol and left drivers without ethanol at the pumps. One company that is looking at another solution is Brenco, Brazilian Renewable Energy Company, a startup company backed by Ron Burkle and Vinod Khosla. It plans to put up its own green field sugar cane fields away from Sao Paulo state where the Brazilian sugar cane industry is presently concentrated. But this will take six year before the fields are ready for ethanol production. Henri Reichstul, a former head of Petroleo brasileiro, Brazil's national oil company, now leads Brenco. ...

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A test supply of 170 megawatts from the Kudankulam nuclear project in Tamilnadu state is added to India's southern grid. Full supply of 1000 megawatts is to be added by the Nuclear Power Corp. of India Ltd. by end of 2013. India's Supreme COurt dismissed petitions questioning the project's safety in May 2013. India signed a preliminary contract for nuclear project in Gujarat with Westinghouse. The state owned Nuclear Power Corp. of India is in negotiations for a project planned in Maharashtra state. Over the next 20 years India plans to increase nuclear production capacity from 4700 megawatts to 63,000, a 12 fold increase. The first Kudankulam reactor going into operation in 2013 comes into operation after a delay of 7 years because of antinuclear and land protests as well as court cases. The slowing of growth in India, depreciation of the currency, and the acutely felt energy shortages as industrialization moves forward, are leading to a new perception of the importance of nuclear energy to supplement energy generated from coal and other sources. China is also moving forward aggressively with development of nuclear energy and working with Areva and other companies for safe nuclear energy development. The new planned reactor by Areva in the south of England is also likely to offset the perception of nuclear energy after the Fukushima nuclear disaster. For these reasons nuclear energy development in India is likely to accelerate without the long delays seen earlier....

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What Handan Iron and Steel in Hebei Province 300 miles south of Beijing and ThyssenKrupp in Dortmund, Germany, have in common. The transplanting of Germany's aging defunct iron and steel furnaces and plant to Handan, boxed and crated away- its unreal that in 1998 Handan Iron and Steel bought and transferred an aging polluting plant to a city where the steel works are located in China which has 8.5 million residents. When years later the steel works were debated to be moved to a distance away from the city with Baoshan Steel, the decision was made to instead put a new plant there instead. The solution was to make pollution payments to residents of Handan. It was Mao's dream to build a steel industry in Hebei province ,which has large deposits of iron ore and coal and a rail line. Couple of questions come up to mind- one why did the first steel works go up right in Handan, and same is true of Dortmund, labor supply perhaps but couldn't homes be built nearby instead and these plants located away from cities. Second the deal for bringing the ThyssenKrupp plants was as recent as 1998, by this time China was already a big steel producer (producing more than the US by one estimate) and in a few years Chinese steel production was to exceed the US, Europe and Japan combined. With steel production already on the rise why didn't China move more carefully. Some of the Thyssen Krupp assets were built only a few years before 2000 and met stringent environmental control. China bought these.. Why didn't China pick out the best assets instead of old aging blast furnaces. The possible answers are that they were available at cut rate prices, but were they worth it. The second is that Hebei must be competing with other parts of China, and there wasn't a rational allocation of capital as would happen if a sophiticated company like a Mittal or a Tata Steel is involved. Is China operating on a outmoded concept- nationalism, competition between provinces with local government officials running the show? The other question is that in the case of the automobile industry a different pattern is seen, the most modern technology was selected , and in the case of Cherry, the most recent technology was selected for manufacturing cars, then why was this same pattern not adopted in the case of steel. In the end China has a surplus of steel mills, which makes this rush into steel production without carefully thinking through this appear to have been a mistake. The visual picture if one flies into Dortmund of manmade lakes, green park areas and residential housing and shopping from the $22 billion the EU and Germany are investing to turn the Ruhr valley region of Dortmund into a centre of education, technology and tourism now contrasts sharply with Handan in Hebei province. Can emerging countries do better, build manufacturing for jobs but keep living conditions in mind, be patient and work to achieve the best overall results, and build education, technology, appropriate for their own situation. ...

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Swiss bank UBS plans to make 10,000 job cuts in the next 3-5 years. Most of the job cuts will come at the investment banking operations which has 16,432 employees. Carsten Kengeter will be made chief of investment banking to concentrate on the downsizing effort. Andrea Orcel, who was brought in by new CEO Sergio Ermotti to be co-head of investment banking will run the remaining businesses of advising on mergers and equity underwriting. Trading businesses, especially fixed income, will be closed down. A third of the employees and 15 lines of business in the investment banking operation will be cut. The strategy is focus on businesses that do not require much capital to run and to build on its competitive advantages. This means focussing on its strong points in wealth management operations and the asset management division, which combined have $2 trillion under management. This move away from capital intensive business is part of an effort by Mr. Ermotti to dispel notions that UBS is not adequately capitalized. UBS suffered losses of $50 billion during the early part of the 2008 financial crisis, followed by the rogue bets by a trader in the London office leading to a loss of $2 billion in 2012. Following the most recent losses Sergio Ermotti was hired to replace Oswald Grubel in 2012. UBS now provides an example for other banks to overhaul their banking operations and downscale the importance and risks of investment banking....

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Schools, shops, restaurants, cafes and offices are reopening and people are getting back to work and outdoors. What are the ways to reduce chances of getting the coronavirus and what is the latest advice from public health experts.  More attention is now being given by CDC and other experts to the aerosols, the smaller particles that are airborne that can spread the virus to people unawares in breathing, talking and singing activities. larger droplets come down to the ground, smaller droplets can be airborne for hours. This makes masks wearing very important, call it essential protection. Air filtration and proper ventilation is also important. What about social distancing? Experts now say 6 feet is good, 10 feet is better. This is from Joseph Allen director of the Healthy Buildings program at Harvard School of Public Health. No magic number but 6-10 feet or more is good for safety. Can one start expanding one's social circle? The fewer contacts the better says Dr. Allen. You can he says expand the circle but this depends a lot on how serious the other family is in taking precautions. Are elevators risky? If one can one should take stairs but do not board a crowded elevator unless the lobby is more crowded. Do not touch buttons, if you do use elbow or use sanitizer from your shirt pocket after pressing. This is where mask is essential. Here a tip is useful. Talking does not help as talking emits 10 times the particles than when you are quiet and this is true for small spaces such as elevators. Continual talk is not a good idea such as a long time spent talking, here watch that habit of getting into long conversations face to face.  Is it good to take a summer vacation. Here the answer is yes, as no one really knows how the winter will be. And remember outdoors is good for renewal of health, and one can look for places that are not crowded where the 10-12 feet or more can be easily done. One tip here is to take your own food and supplies from home so there is no need to go to crowded restaurants. Swimming in a lake or ocean is fine. Camping outdoors is fine and actually a good idea if you are with your own family. Try to use an empty restroom and one that is clean and wear the mask. While camping keep the 6-10 foot rule with people outside your immediate family, do not share food and drinks and try not to touch each other's supplies, and sanitize your hands or wash if you do. When hiking keep the mask in your pocket so you can wear it when you see others passing on trails. In hotels skip the cleaning service, in a rented property ask the owner to keep the windows open before you arrive, and put a day or two between your coming and the last person who rented the place. Renting a car is tricky allow a couple of hours to elapse between you and the last rental, open windows. Public restrooms. Always wear a mask many are poorly ventilated. Open the door without use of hands if possible,or use a paper towel to open and discard. Do not use air dryers. Is it safe for your house cleaning person to return. Keep the windows open to let in fresh air. Make sure your cleaner wears gloves. And all should wear masks. How to visit grandparents? Experts advise keeping visits outside and wearing masks when not 6-10 feet apart. Anyone not feeling healthy should avoid the visit. And bathrooms should be sanitized after people leave even wait a day if there is another bathroom. Experts advise against sharing food and buffet type meals. Ten feet distance is better than six feet. Can one use a gym? Here the advice is to exercize outdoors or at home if one can. It says be cautious unless your gym is limiting the number of people or spacing the equipment adequately. Ask about open windows, air filtration systems, ventilation.  This is excellent advice from experts with the latest information. Over the last few months from March to May most of the information was during lockdown, and a lot can be forgotten or seen as not necessary as things return to normal, as shops schools and cafes, office reopen, and cases remain steady and under control. Being vigilant is good for safely navigating this period through the summer and into winter till a vaccine is found. It is also about being a good civic minded person aware of one's own responsibilities, as when all take safety seriously and practice it everyday, it builds another layer of protection for everybody- because it creates a safer environment for all.     ...

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With its slogan "Expect More, Pay less" Target has tried to combine low prices with moving upmarket, carrying designer merchandise and chic styling without breaking the family budget. Now with the recession and consumers becoming frugal in the USA, Target and its new CEO who took on the role in May 2008, Steinhafel, is looking at Wal-Mart to see how it can also emphasize the low prices in this recessionary climate. With store sales fallig by 10% in early 2009 Target executives were concerned that something needed to be done. And the thing was to bring even lower prices withor making customers feel cheap. Its chief marketing officer natty Francis always believed in the marketing philosophy of the 1952 book about Marshall Field "Give the Lady What She Wants." Question was what the lady wanted in today's environment. Instead of the old aspirational image of the designers behind Target apparel, Francis now put up the idea of how good value can be chic too. Target designers emphasized how the lady can look "frugalista fabulous." The other challenge was introducig groceries in the store. And instead of packaged foods he idea was to introduce fresh foods which have higher margins. Protype grocery stores were put up and the concept launched. And now instead of gradual rollout, Target went hyper local putting fresh food in all 30 Philadelphia stores. And the marketing ads, radio, newspaper circulars, TV everything made Philly residents aware of the move. Sales went up by 5to 10%. Now the concept has proven to work and Target plans to put in in 350 stores in 2010. And Nat Francis thinks Target did not move fast enough considering how quickly consumers have turned frugal. In the new frugal environment Target research showed its working-mom was obsessing about the price of milk not the thigh-high boots, and she was visiting the grocery store twice aweek and Target only 3 times amonth. Showing groceries mattered. Meantime Target's markeing is ore focussed and its creating the perception that Target and Wal-mart are so close on price. Target is actually devoting 75% of its advertising budget to price compared to 25% in 2008. So a 32 inch panel TV is $246, a coffeemaker is $3. Yet Target executives don't want to undo a strategy built up over years of a better customer experience, designer merchandise at lwer prices, something that would differentiate it from Wal-Mart. So the moves may simply be an adjustment to comport with the thriftier savings oriented times....