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The new young voter demographic in India's 2014 general elections with 100 million voters voting for the first time. The election tilts to the BJP and leader Narendra Modi as he promises economic expansion similiar to that of his home state of Gujarat.

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Varghese George of The Hindu provides this analysis of the elctions in Madhya Pradesh, Rajasthan and Chhatisgarh.  He points out that primeminister Modi's own popularity may have prevented a worse result. There are questions about how much Hindutva politics will play a part in 2019 elections and the role Yogi Adityanath plays after campaigning in this election. There is alo a question of how the opposition can unite if the Congress party becomes an alternative to the BJP, and the lack of any particular leader in the non-Congress opposition. How will the campaign take shape in the 2019 election in which a national election without the local incumbency politics and local issues makes a national focus emerge between competing visions for the future- that of the Congress and the BJP. And how these visions are articulated and not lost in the clamour and din of political wrangling particularly in the case of the BJP's focus on development that pushed it forward in the last election. ...

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Comments in the report on the settlement with BP of the U.S Justice Department for pipe line leaks and a refinery fire as well as a violations by BP energy traders to manipulate the propane market. Interesting comments about the background of Tom Hayward and Sir Browne his predecessor, and about how one started out as a geologist on a oil rig in 1982, was exploration manager in Colombia and headed up th BP Venezuela, before becoming head of BP Exploration and Production. That Tony Hayward was known as the turtle, a term for managers being prepared for leadership, and Sir Browne as the sun king inside BP, is revealing, as it says much about the 2 leaders. Hayward having started out on an oil rig is more hands on and mixes easily with workers. Hayward has given himself 18 months to clear the redundant layers of management to bring him closer to operations at BP, and to fix the maintenance and other problems that led to the pipeline leaks and the refinery fire.

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Igor Sechin, CEO of Russian oil company Rosneft, talks to the Journal's Gregory White after the completion of the BP-Rosneft deal giving BP nearly 20% stake in Rosneft. He says his goal is to make Rosneft "the most efficient." The deal made Rosneft the largest oil company in the world. Sechin sees that not as a goal set by management. Sechin started out as an aide to Putin in the early 1990's, and became chairman of Rosneft in 2004. The deal with BP gives Rosneft access to western technology to become the most efficient oil company in Russia. Sechin sees Rosneft's core business as technology.

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BP Russia is the only large joint venture in which a foreign company has a 50% ownership and it is highly profitable with net profit of $5.7 billion on annual revenue of $24.9 billion. The Russian government is consolidating the oil industry to make it largely a state owned industry and renegotiating old contracts for a majority position in all oil joint ventures. In the light of that policy and its implementation for several years it would appear that the BP joint venture also would be seen as part of the same scheme of things. The minority partners and BP would negotiate their way for the best possible situation in this scheme of things.

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BP will cut an additional 5000 jobs by mid 2009 with most of these cuts at places like its London headquarters. This is on top of about 9500 jobs that are part of a plan to sell gasoline stations in the USA. The refinery that had a fire in Texas will be back to production at full capacity by mid 2008. Profit excluding one-time items was $4.0 billion for 4rd quarter 2007, less than analysts expected because of declining production and smaller refining margins. BP sees oil at between $60 and $90 a barrel for 2008 and 2009, and plans to increase production to 4 million barrels a day in 2009 and 4.3 million barrels a day in 2012. New production will come from places like Canada, Oman and Libya. Spending for exploration will increase by $3 billion to $22 billion this year. Under Browne BP had stayed away from Canadian oil sands, but Hayward has formed a joint venture with Husky Energy to link a BP refinery in Ohio with Husky's Sunrise oil sands project in Alberta.

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BP is continuing efforts to fix the oil leak.

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The election strategies of the ruling Congress party and the opposition BJP party in India for the 2014 general elections.

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BP has committed to cooperate with the government and pay fines to put the problems related to the refinery fire, oil pipeline leaks and the improper energy trading in propane behind it. A firm response to BP's failure from the EPA, CFTC, and the Justice Department.

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Young people in India express their rising expectations for the next government- for better infrastructure, for jobs and better incomes and a better vision for the future. Narendra Modi, leader of the BJP party and chief minister of Gujarat state, gives the development and high growth rates in his state as an example for what can be achieved in the the rest of India.

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The 129 page internal report on what caused the trading losses of $6 billion at the London based investment unit of JP Morgan Chase bank. The report shows the trading was intended to offset losses of $100 million. Instead the trading assumed large proportions and supervisors ignored the risks, management showed lax oversight. This type of situation occurs in other industries. The costcutting at BP and suppliers resulting in the Gulf Oil Spill and the Toyota costcutting saved small amounts by creating large risks that threatened the companies, with bankruptcy in BP's case and loss of confidence of the customer base in Toyota's case. They also reflected years of costcutting that were showing up in smaller problems that remained unrecognized. BP refinery fires occurred for lack of adequate maintenance. Problems were already developing at JP Morgan Chase with managment changes at the London unit leading to poor oversight and complacency of top management, a culture that took undue risks even as management remained confident in its strategies....