Eni signs a Memorandum of Understanding on cooperation with Zhejiang Energy. (Credit: Free-Photos from Pixabay.) Eni and Zhejiang Energy signed today a Memorandum of Understanding (MoU) on strategic cooperation in the energy sector.The MoU establishes a cooperation framework aimed at facilitating joint initiatives between Eni and Zhejiang Energy across the gas and LNG value chain in China and internationally. The MoU builds on the companies’ shared goal of promoting a reduction in emissions by favoring a switch from coal to gas in the production of electricity. The initiatives identified in the MoU range from developing long term LNG supply agreement to joint participation in gas/LNG projects.Using gas to produce electricity instead of coal reduces by as much as half the greenhouse gas emissions of a power plant, providing an immediate step forward in decarbonizing the sector.For Eni, the MoU represents a further step in the energy transition process. The company has recently launched a new strategy, which will lead the company to be carbon neutral by 2050, in all its operations, processes and products. In the long term, gas – which will be increasingly decarbonized – will represent more than 90% of Eni’s production.Eni has been present in China since 1984 and has recently established a new Representative Office in Beijing. Source: Company Press Release The agreement establishes a framework for the two companies to work together in the gas and LNG sector in China and abroad
USA: Bluefin Robotics, The Columbia Group to Invest in Next Generation Large Submersible Vehicle View post tag: Vehicle View post tag: generation View post tag: large Equipment & technology Bluefin Robotics, a subsidiary of Battelle, is joining with The Columbia Group to invest in the next generation large submersible vehicle.Bluefin is a leader in design and manufacture of Unmanned Underwater Vehicles (UUVs) and related technology. Battelle has a long history of meeting the technology needs of the U.S. Navy including work on the Advanced SEAL Delivery System. The Columbia Group has provided the U.S. and foreign navies with Swimmer Delivery Vehicles for more than 20 years.The Columbia Group currently is developing the hull mechanical and electrical systems for the large Dual Mode Undersea Vehicle, capable of operation in either manned or autonomous modes. Called Proteus, it will be advanced by incorporating Bluefin’s autonomy technology for use in unmanned missions. Bluefin is also supplying mission planning capabilities and the power solution. Battelle is providing battery charging and systems integration support. Developers plan to hold an at-sea demonstration in the spring.The Navy has persistently outlined the need for industry to develop next-generation UUVs with increased mission time, range and payload capacity.“Our team has overlapping competencies, proven products and ongoing efforts that will benefit this development,” said David P. Kelly, President and CEO of Bluefin Robotics. “By combining the strengths of our organizations, we can field a vehicle that will meet the Navy’s needs and take UUV capabilities to the next level.”Dubbed a “beastly drone” by Wired Magazine last year, the vehicle is 25-feet long, weighs 6,200 pounds and has up to 400 pounds of lift capability. It is capable of operating unmanned or manned.“The Columbia Group has a strong history of developing and manufacturing both manned and unmanned undersea vehicles for military customers around the world,” said Ross Lindman, Senior Vice President for the Columbia Group’s Engineering Solutions Division. “Working with Battelle and Bluefin only strengthens our ability to build this specialized craft for our Navy customers.”About Bluefin RoboticsBluefin Robotics designs, manufactures and operates Unmanned Underwater Vehicle (UUV) systems and related technology. Founded in 1997, the company has grown to become a world leader in UUV products designed for defense, commercial, and scientific applications. Bluefin Robotics is a wholly-owned subsidiary of Battelle.About BattelleAs the world’s largest independent research organization Battelle provides innovative solutions to the world’s most pressing needs through its four global businesses: Laboratory Management; National Security; Health and Life Sciences; and Energy, Environment and Material Sciences. It conducts $6.5 billion in global R&D annually through contract research, laboratory management and technology commercialization. Headquartered in Columbus, Ohio, Battelle oversees 22,000 employees in more than 130 locations worldwide.About The Columbia Group (TCG)The Columbia Group’s Engineering Solutions Division is a design and development organization that specializes in military undersea vehicles, diving systems, and shipboard launch and recovery systems for the Navy, as well as ground robotics for the Marine Corps. TCG has over 30 years of experience in design and construction of undersea vehicles, including both manned and unmanned vehicles. They are the US Navy’s support contractor for the Navy Special Warfare SEAL Delivery Vehicle Program, as well as a provider of vehicles for mine hunting and neutralization. The Columbia Group has a total employment of over 1100 employees serving all five branches of the military in locations throughout the United States. It is headquartered at 20 M Street, Washington, DC, just outside the Washington Navy Yard.[mappress]Naval Today Staff , February 22, 2012; Image: bluefin View post tag: Navy View post tag: Naval View post tag: Bluefin View post tag: next View post tag: Submersible Back to overview,Home naval-today USA: Bluefin Robotics, The Columbia Group to Invest in Next Generation Large Submersible Vehicle View post tag: invest View post tag: Group Share this article View post tag: usa View post tag: News by topic View post tag: the View post tag: robotics View post tag: Columbia February 22, 2012
Only in its third year, Tesco’s latest ’Enjoy the Taste of Scotland’ has already become the biggest Scotland-only food and drink show in the UK and probably the world, says its initiator and Tesco’s senior buyer for Scotland, Sarah Mackie.Previously staged in Edin-burgh, this year’s event took place in George Square in the heart of Glasgow. According to Mackie, the show provides “a platform for suppliers to shout about their products” and a reason for journalists to head to Scotland to hear their latest news. And with the event open to the public, “to get direct feedback from customers is a real bonus”, she adds.Taste of Scotland is a highly visible manifestation of Tesco’s support for Scottish companies and Scottish jobs, claims the supermarket, and it enhances the multiple’s image north of the border. It also represents an opportunity to “encourage our customers to get to know the locals” and to help them gain a better understanding of the provenance of their goods, explained Tesco’s chairman David Reid, when visiting the show on the first day. In retail value terms, Tesco buys more than £2 billion worth of produce annually from Scottish suppliers and there is an increasing expectation among Scotland’s consumers that it will offer even more local food in the future, he acknowledged. In this context, many of this year’s exhibitors took the opportunity to organise product tastings.In addition, the event attracts a range of buyers and enables suppliers to network face-to-face with each other, leading to mutually beneficial inter-trading. “That, I think, is a real success story,” ventures Mackie.Some of the companies attending the Glasgow show have been supplying Tesco for many years or even decades. By way of example, she notes that J G Ross Bakers of Inverurie has been listed in some of the retailer’s regional stores for more than 30 years. Other firms, such as Lanark-based Border Biscuits, began by supplying Tesco stores in Scotland, but have subsequently secured a national listing.From Tesco’s perspective, the success of Taste of Scotland is not measured in terms of additional sales generation. Far more important, Mackie suggests, is its value in building rapport. Tesco is keen to develop long-term relationships with suppliers and events such as Taste of Scotland help to strengthen these links, she explains.However, she also emphasises the scope for new suppliers to join the Tesco fold: the recent acquisition of stores on the islands of Orkney, Shetland and Lewis “will inevitably lead to new suppliers coming along”. Such companies qualify to participate in Taste of Scotland, which is open to all of Tesco’s Scottish suppliers, Mackie points out, adding that Kingdom Bakery of Fife and Island Bakery Organics from the Isle of Mull were among the companies making their debut this year.Scotland’s deputy first minister Nicola Sturgeon congratulated Tesco on “providing the opportunity for a wide range of Scottish suppliers to showcase their products”, adding that the Scottish government was “absolutely committed to doing whatever it can to boost the profile of Scottish products for economic, environmental and health reasons”.
The Alliance for Bakery Students and Trainees’ (ABST) Annual Conference is to take place over the first May Bank Holi- day weekend.Students and members of the baking industry are encouraged to take part in the three-day event, from 2-4 May 2009, to be held at the TLH Leisure Resort in Torquay, Devon. The conference will include the live judging of bakery and confectionery competitions, banquets, live bands and the AGM.There are cash prizes available for the competitions, which include the British Confectioners’ Association Award, the Innovation Trophy, the Slattery Trophy and the President’s Cup.ABST general secretary David Mizon said: “We have nine colleges interested in attending this year, which is more colleges represented than any year in the last 10.” However, he is keen to get more colleges involved.Tickets for students cost £75 and include accommodation, access to all activities and competitions, and free transport from six pick-up points across the UK. The conference is supported by the California Raisins Admini-strative Committee.l For more information or to book tickets, please email David Mizon on [email protected]
If we leave the EU without a deal we will continue to deliver on the referendum result and end free movement once and for all – giving us full control of our borders for the first time in decades. However, we need to take a practical approach and minimise disruption to ensure the UK stays open for business. That is why we will introduce time-limited transitional arrangements and grant EU citizens coming after March 29 temporary leave. Let me be clear. This policy does not apply to those here before exit day, whose rights to live and work will be protected by the EU Settlement Scheme. We want them to stay and value them hugely. Home Secretary Sajid Javid has today (28 January 2019) set out provisions for EU citizens coming to the UK after EU exit in the event of a no deal.If Britain leaves the EU without agreeing a deal, the government will seek to end free movement as soon as possible and has introduced an Immigration Bill to achieve this. For a transitional period only, EEA citizens and their family members, including Swiss citizens, will still be able to come to the UK for visits, work or study and they will be able to enter the UK as they do now.However, to stay longer than 3 months they will need to apply for permission and receive European Temporary Leave to Remain, which is valid for a further 3 years.EU citizens wishing to stay for longer than 3 years will need to make a further application under the new skills-based future immigration system, which will begin from 2021.Home Secretary Sajid Javid said: The information set out today also confirms that if there is no deal: The Home Secretary has set out plans for a new single skills-based immigration system which will operate from 2021. It will enable employers to attract the skills they need from around the world, while ensuring net migration is reduced to sustainable levels. EU citizens arriving in the UK who wish to stay longer than 3 months and apply for European Temporary Leave to Remain will be subject to identity, criminality and security checks before being granted permission to stay for three years non-EU family members who wish to accompany an EU citizen under these arrangements will need to apply in advance for a family permit EU citizens will be able to enter and leave the UK as they do now, using e-gates when travelling on a biometric passport the initial 3 months’ leave to enter for EU citizens will be free of charge but applications for European Temporary Leave to Remain will be paid for. Fees will be set out at a later date Irish citizens will not need to apply for European Temporary Leave to Remain and will continue to have the right to enter and live in the UK under the Common Travel Area
Due to losses suffered during the last growing season and new tariffs, Georgia farmers are facing a sense of uncertainty surrounding the upcoming production season, according to University of Georgia agricultural economist Adam Rabinowitz.Just four months removed from Hurricane Michael — the devastating October storm that contributed to more than $2 billion in agricultural-related damage — farmers are unsure of how to proceed. Crop insurance does not fully cover those losses.Farmers are also unsettled about the current tariffs and how they will impact commodity prices that are already extremely low.“We had the market facilitation program last year to cover some of those losses that were a result of trade and (U.S. Secretary of Agriculture) Sonny Perdue has said he doesn’t want to do that again this year,” said Rabinowitz, an assistant professor with the UGA College of Agricultural and Environmental Sciences. “If those tariffs do not get removed, then there’s questions on what’s going to happen in terms of prices and indications are there will not be any other type of government support.”The growing season is just around the corner for Georgia row crop farmers who are trying to figure out what to plant and how much.Corn producers usually begin planting their crop in late March and early April. Rabinowitz believes Georgia’s corn acreage could increase this year depending on the future of soybean exports to China. Prices remain at $4 per bushel, though Rabinowitz believes an increase to $4.50 is likely.Cotton prices are 71 cents per pound, far below the 93 cents per pound farmers received last June. Georgia producers planted 1.45 million acres in 2018, an increase from the 1.28 million acres in 2017. If cotton prices continue to drop, farmers may shift some of those acres to peanuts.However, Rabinowitz believes peanut farmers need to continue to reduce peanut acreage if prices are going to improve. Georgia produced 628,000 acres last year, down from 714,168 acres in 2017. Another 5 to 10 percent reduction in peanut acres would start to move prices favorably for farmers, he said.Peanut prices range between $400 and $430 per ton depending on peanut type.“There’s certainly hope for higher prices, but it doesn’t look like there will be on the row crop side. There may be a little bit of an increase on corn, but the fact that we’re going to see increased acreage in the U.S. just because prices have gone up a little means that, overall, it’s not going to be that impactful,” Rabinowitz said.More discouraging news for farmers is that, while prices remain low, input costs are rising.“We’re seeing some increases on fertilizer costs, machinery, labor, interest rates. They’ve all gone up a little bit,” Rabinowitz said. “Diesel prices have come down, so that certainly helps.”Land values remain stable, with a small decrease on the cost of irrigated land rent. This is good news for farmers who need equity when they apply for this year’s loans.For a copy of this year’s Enterprise Budgets and Crop Comparison Tool put together by Rabinowitz and other economists in the UGA Department of Agricultural and Applied Economics, see http://agecon.uga.edu/extension/budgets.html.
MONTPELIER, Vt. In a move designed to boost effectiveness and save money, the Douglas administration is proposing to merge the Departments of Economic Development and Housing and Community Affairs.The move would create a single Department of Economic and Community Development according to Commerce and Community Development Secretary Kevin Dorn, whose agency includes both departments as well as the Department of Tourism and Marketing, and the Division for Historic Preservation.This consolidation will result in a more integrated and coordinated effort to retain and expand Vermonts employment opportunities, invest in communities, foster economic vitality and build housing that working Vermonters can afford, Dorn said. In a time of shrinking revenues, state government must use innovation and technology to do more with less.The move will result in the elimination of one commissioners position and accompanying savings, but is not expected to require any additional staffing changes.Dorn also announced that Betsy Bishop, who is currently serving as Governor Jim Douglas Deputy Chief of Staff, will be appointed Commissioner of the Department of Economic Development and will lead the initiative to streamline the two departments into one. She replaces Mike Quinn, who stepped down after serving six years in the position.Dorn said Bishops experience in the private sector; familiarity with policy issues; and her relationship with legislators will be crucial in advancing the merger and other critical economic development issues.Betsy will work with me to pass the Governors 7-point economic growth plan in the first 100 days of the legislative session and spearhead our proposal to merge the housing and economic development departments, Dorn said. Her experience will be a valuable asset to the Agency of Commerce and Community Development.Bishop has worked for Douglas since his election in 2002, beginning with his transition team and leading his policy and legislative team for six years.Prior to joining the Governors staff, Bishop advocated for businesses in the state, federal and regulatory arenas.Betsys ability to successfully lead and manage many complex issues while working with diverse interests will benefit the Agency of Commerce and Community Development and help to ensure that Vermont acts quickly to pass an economic plan that grows our economy, creates jobs and helps struggling families, Douglas said.
FacebookTwitterLinkedInEmailPrint分享ChinaDialogue.net:If Angela Merkel is to win another term in Germany’s upcoming election on September 24, then winning the western state of North-Rhine/Westphalia (NRW) will be essential.NRW is the country’s most populous state, making up a fifth of the electorate. It’s also the epicentre of another political tussle: What to do about Germany’s coal sector?The state is the historic heart of Germany’s industry; an industry that is largely powered by coal. NRW sits atop Europe’s biggest lignite coal region, and despite Germany’s rapid adoption of renewables, NRW still generates 75% of its electricity from coal, making it responsible for almost 1% of global annual greenhouse gas emissions.So it’s no surprise that the Rhineland coalfields near Cologne have become a hot spot for climate activists in the past few years. Internationally, Germany is well-known for its Energiewende energy policy, a transition away from nuclear and fossil fuels to renewables. But despite the aggressive push toward renewables, coal remains central to Germany’s power supply. In recent years, electricity production from coal has hardly fallen, unlike in other developed countries such as the UK and US. In fact, lignite coal provided 23% of gross power production in 2016, and hard coal 17%.Some critics argue that coal still dominates Germany’s power generation because the country has chosen to phase-out nuclear power, with the remaining plants to shut by 2022. In the aftermath of the Fukushima disaster in Japan, around a dozen new coal plants opened in Germany.What’s missing from reports about the alleged “German coal renaissance” though is that Germany’s coal surge was part of a Europe-wide trend, and not just a reaction to the nuclear phase-out. Construction of many of the plants started long before the meltdown in Fukushima.German utilities began abandoning coal projects around 2011 for the simple reason that there was no demand for them. By then, it was clear that renewables growth had been underestimated. Investors cancelled two dozen projects. The surge in wind and solar power combined with on-going coal power production led to an oversupply of electricity. As a result, power exports hit a record high by 2016. Almost 8% of electricity generated in Germany last year was used in neighbouring countries.These developments have led to the so-called “Energiewende paradox”: Germany’s rapid development of renewable power has barely dented carbon dioxide (CO2) emissions even though electricity generated from renewables has more than replaced nuclear power.The result is that Germany’s greenhouse gas emissions actually increased in 2016, and are expected to grow even more in 2017.This begs the question: how will Germany kick its coal habit?To get back on track with climate targets, Agora Energiewend is calling for Germany to adopt an emergency “Climate Protection 2020” programme as soon as possible after the federal elections this month.And some utilities are already shutting down old coal plants for economic reasons. The power company STEAG, for instance, will decommission five coal-fired units because of low wholesale electricity prices. Other companies are hoping that a political agreement on phasing-out coal power will be sweetened by financial benefits for those shutting down plants.An EU agreement on stricter pollution standards for existing power plants starting in 2021 will also factor into plans for a phase-out. Notably, the German government voted against these stricter standards.Gerard Wynn from the Institute for Energy Economics and Financial Analysis (IEEFA) estimates that Germany has many gigawatts of coal and lignite generating capacity above the new limits. Owners are facing multiple headwinds: competition with renewables, sluggish power demand growth, and carbon emissions targets. Owners will have to decide whether to retrofit or close their plants. “Utilities may use this opportunity to close or sell certain coal plants before the new standard is implemented in 2021,” he said.Germany’s current government coalition has avoided specific discussion of a coal phase-out. But there are signs that preparations for one are underway.More: Future of Germany’s coal sector hangs on elections On the Blogs: The German Transition
Scott is the Principal of Your Credit Union Partner, PLLC.Your Credit Union Partner (YCUP) is a trusted advisor to the leaders of more than 100 credit unions located throughout … Web: www.yourcupartner.org Details 37SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Scott Butterfield The credit union movement was founded on the principle of service.We’ve all heard the phrases:Not for profit, not for charity, but for service.People helping people.The real job of a credit union is to prove, in modest measure, the practicality of the brotherhood of man.Credit union history teaches us that the ideal of service means more than better rates, lower fees, and friendly service. My experience as a credit union employee for more than 25 years, and as a strategic consultant for past seven years, has taught me that credit union service was founded on a little bit more. “It was the best of times, it was the worst of times…”Like the fictional world depicted in Charles Dickens’s “A Tale of Two Cities,” the world around us is full of hope and despair. It’s a time of the haves and the have-nots; it’s a time of peace and a time of war; it’s a time of prosperity and it’s a time of poverty. While times and the world have changed drastically since the beginning of the credit union movement, the need for meaningful service is higher than ever. There are a lot of people who need financial help today, and that involves more than a lower interest rate, a smile, and a cool mobile app. They need you.Most of us (but not all) get itI talk to a very diverse group of credit union people every single day. It’s what I do. Many of these conversations are focused on why their credit union exists, what makes their credit union uniquely stand out, and how they can remain relevant in a changing world. The most successful conversations (and strategies) are centered on a deeper definition of service. By deeper, I mean these credit union leaders will tell you that they exist to help people who are experiencing financial challenges. They do this by truly listening, then offering good financial advice, flexible products (and underwriting), and second chances. Their teams trip over each other trying to find ways to help those members experiencing the greatest need. They are less judgmental of people and the financial challenges they are faced with, they have empathy, and they spend more time looking at situations from the member’s perspective. I get to work with a host of credit unions strongly engaged in their local communities, taking on tough community and consumer challenges. These leaders are investing (financially and in Human Resources) to help overlooked consumers attain affordable housing, reliable transportation, and micro small-business loans to help create wealth and lift families out of poverty. Ask these credit union folks and they will tell you they have a very strong and clear cause, and it resonates with their people and the communities they serve.They love to share amazing stories of how they helped members through a difficult challenge. Their measurement of success is deeper than earnings, capital, and growth. Examples of what they measure and track include credit migration scores to see how borrowers who had less than prime credit at the time of the loan have improved their overall credit score over time; the number of jobs created (through new micro-business lending); first-time account holders (previously unbanked); the number of first-time homeowners; and the number of consumers they helped achieve citizenship. This list isn’t all encompassing, but it provides good examples of a deeper level of service and impact.I love to talk to these CU people. Whether it’s their boards, management or their staff, these people light up whenever they get the opportunity to tell you about the special services they provide to their membership and their communities. And their stories aren’t one-offs; they happen frequently, and are common themes between branches.Why it mattersThere are a lot of people and communities struggling today. If you take a moment to look closely around you, you will find people who need you. Sick family members, discouraged friends, stressed-out coworkers, and struggling credit-union members. They need someone to notice and help them. Your help – whether it’s a word of comfort or encouragement, removing an obstacle, financial help, advice, or just active listening – could have a meaningful, positive impact. Today, you could make a meaningful difference in someone’s life.From a personal perspective, giving service gives us a stronger sense of purpose and fulfillment. I believe there is a difference between fulfillment and happiness. Fulfillment is more important to me, as it’s deeper and more long-lasting than happiness. I’m happy when I get to go fly fishing, but that happiness isn’t long-lasting. However, the fulfillment I receive from helping someone is deeper: I become a better person, and it is long-lasting. We all want to be happier, but I would recommend pursuing those things that provide greater fulfillment and personal growth.From a credit union’s perspective, the more our people help one another, our members and our communities at large, the greater the fulfillment for the individual and the culture. This will lead to a stronger brand, and greater growth and financial results. I believe that culture eats strategy for breakfast: greater growth and financial success will follow a stronger credit union service culture. A helpful culture will make us employers of choice, and we will attract community partners that share our values and purpose.From a credit union movement’s perspective, doubling down on our legacy of selfless service is all that will separate us from the rest of the mainstream financial services. I know that our cooperative structure is different, but I honestly don’t think it matters much to consumers en masse. If I’m like most average consumers, I don’t think the world needs more for-profit banks or “bank light” credit unions. There are plenty available to take care of those who are in good financial shape. My research and experience with best-practice community development credit unions has taught me that there is high need for not-for-profit credit unions that will help people with financial challenges and address real challenges in the communities they serve. I also know that these service models are sustainable, and among the fastest-growing and most profitable. It’s true, credit unions can do very well by doing good.If you haven’t yet done so today, I encourage you to take a moment, look around you, identify someone in need, and go make a positive difference. If you are in leadership, I ask you to take an extra moment to consider your membership and the communities you serve. Who needs your help the most, and how can you marshal the resources needed to make a remarkable difference? Now, get after it.
While members are set to vote on 12 proposed credit union mergers in January and February, four credit unions announced this month their members have given the green light for their consolidations to finalize in 2020.The $54.9 million, 3,769-member Southwest Colorado Federal Credit Union in Durango, Colo. will merge into the $1.5 billion Credit Union of Colorado Federal Credit Union in Denver. Founded in 1958, Southwest Colorado employs 10 staff members.The $31.7 million, 8,681-member Health Facilities Credit Union in Florence, S.C. will consolidate with the $1.8 billion South Carolina Federal Credit Union in North Charleston, S.C. Health Facilities FCU was founded in 1977 and employs 14 staff members. Health Facilities President/CEO Robert Harris will continue in the role as a city executive once the consolidation becomes effective on March 2.The $24 million, 3,247-member Turbine Federal Credit Union in Greenville, S.C. will merge with the $1 billion Self-Help Credit Union in Durham, N.C. Turbine FCU, which employs eight staff members, was founded in 1976 as the Greenville Gas Turbine Employees FCU to serve General Electric employees. continue reading » ShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr