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Matt Dickinson of The times of Lonson gives this story of the youngest winner of the Tour de France, 22 years old,  from a small town 25 miles north of Bogota, Colombia. His dad is a guard for the local cathedral and is his son's motor pacer and mechanic.  Cycling is huge in Colombia. Zipaquira is 2600 metres or 8600 feet up in the Andes mountains. A nearby climb of 23 kilometres is described by Bernal as his "office" and his father rides up ahead with him on this daily training.  In the trials Bernal was 22nd and this never fazed him even though on Stage 13 in Pau he fell behind colleague Geraint Thomas by 1 minute 22 seconds. In the final run in the Alps Julian Alaiphilippe of France who had shaken up the race faltered, Geraint Thomas  also did not keep up. so that Bernal with the Andean training and serious work prevailed with 1 minute 11 seconds to spare to win. Much of his maturity comes from working within a family where the mom and dad live together to keep costs down but have separated. As the elder of two children Bernal gained maturity in having to work with both parents to keep the home together. The first thing he has done with his new earnings is to buy a flat for his mom. Sky team's Brailsford who hired Bernal describes the confidence and maturity he has encountered in Bernal. At 22 years of age he is seen as having a bright future ahead of him. ...

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Arminia Bielefield is one of Germany's well known soccer teams today. One cannot say it is a unknown town. I took a picture of the stadium and the passionate soccer fans on a major television station on German television just yesterday. It is in North Rhine Westphalia, and like other German teams in the Bundesliga has a whole soccer fan culture behind its stadium, the city and its surrounding areas, that one can only find in Germany. Entire families different generations grow up attending and cheering for their team.

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Hurt looks at the study of the impact of changes at Boeing between 1996-2006, by Greenberg, Grunberg, Moore and Sikora, in a book titled: "Turbulence: the Pain of Change at Boeing." Boeing is an iconic American company, a pioneer in aviation manufacturing, and one of only two such companies in the world. How have workers and managers felt about the changes from teams (concept imported from Toyota), outsourcing of manufacturing to different locations around the world, and other changes, and how has this impacted the company that is Boeing. The authors tracked 525 workers and managers at Boeing in 4 separate surveys. Many workers worry that outsourcing will lead to giving away the farm, as one engineer with 27 years of experience put it. Eventually Boeing would put work out to 135 sites in two dozen countries to cut costs and gain access to foreign markets. It ends up pushing the Dreamliner 2 years behind schedule. Many managers worry about the loss of engineering and jobs to global partner companies, which would hurt the US in the long run. Even the team model imported from Toyota has a negative effect, by affecting employee morale. The career ladder becomes compressed and opportunties for advancement are no longer there. Employees expressed a sadness that the old feeling of the value of contributions, as a source of the company's competitive advantage was missing....

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Sure Start is a child education program for the early years to provide community centres and services to children started in 1998 under Labor prime minister Gordon Brown and later reduced in funding by the Tories. Efforts to revive the program under Labor party with high degree of child poverty in Britain. Results of the program show children improved in later grades in their learning ability and educational level proficiency. Children from low income households and mothers could benefit from such programs in the US and UK. This is part of an overall effort under Starmer in the UK as Labor returns to government with an expected majority and as Biden continues efforts to raise levels of educational opportunity for children in the US.

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An indepth look at Nigeria, the pervasive corruption that prevails in the country, the election of a new President, and the hope for change. It may come as a shock to many to know that the most populous country in Africa, and a large oil exporter, has a power grid according to the Economist, the size of the city of Bradford in England. Most of the electricity is generated with private generators. Most of the oil revenues of $40 billion get siphoned off and there is very little government investment in infrastructure. The manufacuring sector has actually declined from what it was a few years earlier. And money that should have gone into refining capacity has also been siphoned off by corrupt officials. Parliamentarians make $2 millon a year, according to the Economist. And a huge network of patronage and corruption ensures that most revenues are allocated among this elite. The north and the main city of Kano is even poorer, with one estimate putting the people suffering from deprivation and poverty in Kano put at 2 million out of a population of 9 million. The south with the cities of Lagos and Onitsha does somewhat better. Jonathan is from the south and won most of his votes in the south, the previous president was from the north. With the sectarian and religious divisions, most presidents depend on the support of regional bosses. Each of the country's 36 regions gets to choose one cabinet minister. In this climate a lot of hope is placed by the people of Nigeria on the shoulders of Jonathan Goodluck, the new president. The Economist calls for honest appointments to key positions to make a break from the past, and serious effort to make investments in the nations power grid and in industry. ...

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As Citigroup shares dropped to $3.77 a share last week abruptly losing 50% of their value in a week, the Federal Reserve, Treasury and the FDIC were in negotiations over the weekend with Citigroup. Mr Paulson had several discussions with Robert Rubin, influential executive and director of Citicorp. And Citicorp CEO Vikram Pandit spoke with regulators and lawmakers. The deal that was worked out is as follows. Under the deal about $306 billion of largely residential and commercial real estate loans and certain other assets, which will remain on the balance sheet, will be backed up by Citigroup and the government. Any losses will be shared in the following manner. The first $29 billion in losses on that portfolio will be Citigroup's responsibility. Any losses over the $29 billion will be shared 10% by Citigroup and 90% by the government. Of the government's losses Treasury will use $5 billion from the bailout fund, FDIC bear the next $10 billion in losses, and the Federal Reserve will guarantee any additional losses above this $15 billion. What will the government get in exchange? Citigroup will issue $7 billion of preferred stock to government regulators. In addition the government is buying $20 billion in preferred stock in Citigroup with all preferred shares paying a 8% dividend. The other aspects of the deal are that all dividend payments by Citigroup will be halted for 3 years, certain executive compensation restrictions, and Citigroup will put in place the FDIC's loan modification plan which is similiar to the plan it recently announced....

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Google faces antitrust cases calling for its breakup as a monopoly that controls 90% of internet searches. 

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Turmeric a health herb popular in India has beneficial effects on health and is only now getting the attention it deserves.

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The world depends on rare earths supplies for automobiles, mobile phones, and jet planes. The Washington Post says the US can take up the strategic vulnerability challenge presented by rare earth's supplies 80% control by China in 2026. The Washington Post looks at the US Rare Earths planning- US government as buyer, faster permitting and predictable rules needed to setup US supply chain by 2030. China's Rare earths monopoly can be loosened but not in 2 years says the Washington Post. It will take 5-7 years by 2030 or 2032. Countries such as the US, Canada, Australia, Malaysia and Brazil are resource rich places where rare earth can be mined by the US. for the US government and US companies. Australia's Lynas is the largest non-Chinese company It has a $96 million contract with the US War Departent. America's MP Materials is building domestic supply and is expanding production at Mountain Pass, California. MP Materials is building a rare earths magnet manufacturing plant in Northlake, Texas for $1.25 billion. MP Materials has a "transformational public-private partnership with the US War Department. As long as the US remains the buyer private companies can step up their development of rare earths around the world in the best locations. European Union and India have a separate plan for rare earths supplies of their own with large investments that should further diversify and create new supply chains for rare earths in Asia, Africa and Latin America. ...

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How quickly the wind's direction has changed. For decades since 2000 American companies moved operations to China for manufacturing upto a point where there was over concentration and risks in the supply chain seen during the pandemic and as US- China relations diverged on issues such as Hong Kong, Taiwan, Ukraine. This report looks at the US companies shift to looking for ways to shift operations to India, Vietnam and other locations.

In an annual survey 30% of American Chamber of Commerce in China companies out of 360 respondents are shifting their operations for manufacturing to other countries from China. About 25% of tech and R&D companies said they had already begun moving their supply chains out of China.

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Walmart comes out in favor of requiring employers to provide health insurance to all workers, a central feature of President Obama's effort to provide near universal coverage in the USA. As the country's largest private employer, employing 1.4 million Americans, this change is significant. In a letter to the President, Walmart CEO Mike Duke, joined by Andrew Stern of the Service Employees International Union, and John Podesta of the Center for American Progress, who also signed the letter, say they are for an employer mandate which is fair and broad in its coverage. Walmart had a couple of reasons for doing this. For one Walmart needed to join the negotiations, as the Senate Finance Committee is considering other proposals that are less favorable to Walmart than employer mandate. Already Walmart is covering 52% of its employees, and has improved health benefits in recent years in response to criticism of the company. The industry average is 45%, according to a 2008 Kaiser Foundation study, and some companies do not provide the health benefits that Walmart does, so this helps level the playing field by requiring all large companies to share the burden. Walmart wants to see effective cost controls to keep costs down, and Rahm Emmanuel, the President's chief of staff, assured Walmart that "cost control and employer mandate are heads and tails of the same coin." Under the plans considered by the Senate Finance Committee under Max Baucus, small businesses are exempted from the employer mandate. Republicans have opposed employer mandate. And the U.S. Chamber of Commerce has opposed it saying it would make companies lower wages and cut jobs. Walmart's shift has been gradual. From a company used to providing skimpy benefits, it has evolved as it improved benefits, and two years ago it joined the SEIU union to call for affordable health care for all Americans by 2012. It has Mr Dach as its governmental affairs vice president, and this is significant, as Dach is an advisor to Democratic party politicians....