São Paulo, Brazil, 30 October 2020 — The first virtual International Congress of Endovascular Surgery (eCongresso Internacional de Cirurgia Endovascular (eCICE)) kicked off as an online event from 7 – 8th September, 2020. As an influential conference in Latin America in the field of vascular surgery, the congress brought together vascular surgeons from around the world to showcase recent academic insights and developments in several cutting-edge application areas of endovascular treatment. Castor™ Branched Aortic Stent-Graft System (the “Castor™ Stent”), the world’s first stent system of the kind developed by Shanghai MicroPort Endovascular MedTech(Group) Co., Ltd. (“Endovastec™”), was launched on eCICE's live case demonstration.
On September 7 in Brazil, a team led by Professor Chang Shu, Director of the Vascular Surgery Center at Chinese Academy of Medical Sciences Fuwai Hospital was invited to present a live Thoracic Endovascular Aortic Repair (TEVAR) procedure using the Castor™ Stent for the treatment of an acute aortic disease. This was the first live surgery broadcast at the congress and was moderated by Congress President Dr. Armando Lotabo. The patient, a 77-year-old male, was preoperatively diagnosed with a penetrating aortic ulcer (PAU) with intermural hematoma, which extended to the aortic arch. Using the Castor™ Stent, Prof. Shu and his team completed the integrated supra-arch reconstruction within only 27 minutes.
The surgery was a success based on the postoperative angiography showing the Castor™ Stent was tightly attached to the aortic vessel wall, without obstructing the blood flow in the left subclavian artery. Participants and Prof. Shu discussed the intraoperative positioning of the Castor™ stent, as well as the unibody design, indications and other related issues. Prof. Shu also shared with international experts the clinical experience of Castor® Stent since its launch in China and the development of the Chinese aortic market.
Castor™ Branched Aortic Stent-Graft System is the first clinically available unibody branched aortic stent-graft system globally, extending the application of TEVAR surgery to aortic arch for the first time and broadening the scope of existing products. It allows more patients with complex thoracic aortic disease to receive interventions without open surgery, thus reducing patient suffering. The unique unibody design enables safe and convenient reconstruction of the LSA, reducing the incidence of various kinds of endoleaks and providing long-term stability, which can not only minimize surgical invasion, but also improve surgical safety.
South America is one of the birthplaces of endovascular surgical treatment, with the world’s first endovascular aneurysm stent repair performed in the region. The live streaming of the Castor™ Stent surgery at the eCICE was the first time the product has been presented to the academic community in South America since its approval in Argentina in July 2020. In the future, Endovastec™ will continue to promote academic exchange and in-depth medical-industrial cooperation among vascular surgery experts at home and abroad, and to introduce more high-quality and innovative medical devices to overseas markets, offering better aortic interventional treatment solutions for patients around the world.


EXCLUSIVE: Molinare managing director Julie Parmenter has confirmed that the London co-production house is stepping away from film investment.
“We don’t do equity deals,” Parmenter said. The aim now is to focus instead on the core business post-production, “to cut back to what we are really good at” as Parmenter puts it. “Let’s be proud of what we are very good at rather than trying to diversify into things that aren’t our forte.”
Last year, Molinare was bought out of administration by a consortium headed by former chief-exec Steve Milne. At that point, Parmenter came on board.
Parmenter (formerly global head of sales at Rolls Royce) has been in Cannes in this week meeting clients and prospective clients. Molinare was involved in several Cannes titles, among them Clio Barnard’s The Selfish Giant.
Projects that are headed to Molinare include recently announced UK sci-fi drama Our Robot Overlords.
The facility (already benefiting from the new tax credit for high end TV) has just completed its work on hit US TV series The Bible and is working on Carnival Films’ new version of Dracula.
Molinare has also been working on feature doc Last Man On The Moon, about astronaut Eugene Cernan.
Music video site PROMO NEWS has selected the brand new video from UK soul sensation Lulu James to appear on their industry blog. Graded by Tim Drewitt, one of Molinare’s up and coming Colourists, this stylish video really showcases Lulu’s star quality and Tim’s grading talent:
21 year old South Shields singer Lulu James signed to Sony Music last year and enjoyed radio and press support around her debut EP Rope Mirage.
For her new single Closer, the ‘Queen of 21st Century Soul’ teams up with new directing duo De La Muerte – aka photographer Debbie Scanlan and editor Liz Adams – who deliver a simple and stark promo in black and white highlighting her performance chops and natural style.
Closer (Sony Music)
Director: De La Muerte
Producer: Cal Gordon
Production Company: Burning Reel
Directors Agent: Marisa Garner @Marisa Garner Associates
DP: Nathan Mackintosh
Camera Assistant: Rob Hancock
Gaffer: Theo Milford
1st AD: Ben Mealing
Stylist: Jaimee Jarvis & Aimee Croysdill
Make-up: Kym Mezies-Foster
Editor: Phil Hignett @Marshall Street Editors
Grade: Tim Drewett @Molinare
VFX: Mike Tyler
Special Thanks: Liam @ Filmscape Media and Tom & Sean @ Molinare
Commissioner: Lisa Foo
Aiming higher: James McAvoy in Welcome To The Punch
EVENING STANDARD 19 February 2013
Film-maker Eran Creevy has gone from the micro-budget grit of his acclaimed debut, Shifty, to a high-gloss action thriller with a crack British cast for his new release — but he wants London to be the real star.
Welcome To The Punch stars James McAvoy, Mark Strong and Andrea Riseborough and the budget, at £5.2 million, was more than 50 times what it took to make Shifty.
Writer-director Creevy’s script so impressed Sir Ridley Scott, director of Blade Runner and Alien, that he hit the phones himself to help get it made.
Creevy, 36, said the new film — shot mainly amid the steel and concrete of Canary Wharf — epitomises his hopes of creating a glossy Hollywood-style genre of action thriller. “I wanted to make London look sexy and make a more aspirational level of cinema that we don’t always get,” he said.
“After Shifty it would have been very easy for me to make another gritty, socio-realistic drama. But I hope I can make commercial cinema in this country that has a broader appeal. Sometimes we can be very literal in how we portray things… American movies often look more cinematic.”
McAvoy plays a detective embroiled in a political scandal involving police corruption. Mark Strong and Peter Mullan play gangsters who, admits Creevy, “talk to each other in gravelly voices”, but he hopes he has emulated the heightened visual impact of directors such as Jerry Bruckheimer.
Creevy, who lives in east London, was a runner in Soho before progressing to ads and videos, and then making Shifty for £100,000 under Film London’s Microwave scheme for young film-makers. The new film, while involving a big jump in budget, would have cost 10 times more to make in the US.
Strong was “intrigued” by Creevy’s bid “to create a world of cops and robbers that is more exotic than we are used to” in the UK, where The Bill remains the model for many a police drama. “We largely don’t make action movies in this country because they’re incredibly expensive but Eran has rather magically been able to pull this off. I like the ambition he shows for British film.”
Welcome To The Punch is released on March 15, with picture post production completed at Molinare.
MTV recently recruited us to provide the post production on their new MTV STAYING ALIVE foundation promo, directed by David Barr and Stuart Meldrum. The Staying Alive campaign’s philosophy is to fund the teaching and support of inspirational young leaders who teach about the prevention of HIV. At the same time, MTV are creating and distributing content across their networks to raise awareness of the disease. This latest PROTECT YOUR PASSION campaign was graded and onlined by Molinare’s Senior Colourist, Gareth Spensley.
We are delighted to announce that we have joined forces with 7th Wave Broadcast Services to offer unique broadcasting opportunities throughout the 2012 Summer Games, direct from the heart of London.
Accessing the world-famous Carnaby Street location in London’s West End, 7th Wave will offer camera connectivity services to support broadcaster operations, utilising Dejero’s LIVE+ mobile transmission products and Molinare’s wireless network.
We will also provide a hospitality area to accommodate live or pre-recorded broadcaster interviews, and its state of the art screening theatre for the viewing of public broadcast material throughout the Summer Games.
Neil Tweedley of 7th Wave said, “We are delighted to be collaborating with Molinare throughout this exciting summer of sport, offering broadcasters a fantastic package for their transmission and hospitality needs in the centre of London.”
We are delighted to announce that June 2012 saw the completion Molinare Limited’s sale to Steve Milne and his consortium of Investors.
Molinare TV & Film Limited acquired the assets of the company on the 7th June 2012, and was a consortium which included Steve Milne’s British Film Company and private equity firm Next Wave Partners.
Steve has positioned Julie Parmenter as Managing Director of the new Molinare TV & Film Limited, and will take on the role of Chairman himself. He said: “I have know Julie for over twenty years. She is one of the best executives I know and was until last year Global Head of Sales and Operations for Rolls-Royce Motor Cars. She has been working with me at the British Film Company and will make a brilliant MD for Molinare.”
Steve of course first bought Molinare from the TV Corporation in 2003 with business partner Mark Foligno, before selling to Indian-based Century Communications Ltd in 2008.
He is clear that the future of Molinare is very bright, building on the successes of the past few years including winning the Broadcast Award for Best Post Production House in early 2012: “We are starting the company clean and are clear on where we are going, which is high-end factual and drama for TV and film.”
The staff at Molinare were delighted to be informed this morning that Steve Milne and his consortium are to buy the Company, the sale of which is expected to complete next week.
Steve Milne first purchased the Company in 2003 and then sold the majority of his shares in 2008 to Century Communications Ltd before making a complete exit from the Company in September 2010. The Indian company have invested substantially over the last four years, and the company was awarded Best Post Production House at this year’s Broadcast Awards.
(Full story to come upon the completion of the sale)
Next month the most eagerly anticipated film of the year, probably of the decade, reaches cinemas – Ridley Scott’s PROMETHEUS.
Molinare worked with the Prometheus team throughout the entire pre-production process, testing the whole DI pipeline from shooting and digital dailies, through editorial and full DI post production, to the creation and review of 3D stereoscopic and 2D digital and film print deliverables. We were then delighted to host them at our central Soho offices during the film’s edit.
Molinare’s technical team attended the initial test shoot on the Red Epic camera, and set up an offline edit suite with 3D stereoscopic monitoring, testing various resolutions to find the optimum performance for the creative edit and review screenings. We then conformed the edited sequence, testing EXR and DPX workflows, and performed geometric corrections, colour and depth grade in our 3D stereoscopic grading theatre, working with director Ridley Scott and cinematographer Dariusz Wolski to enhance the atmospheric look of the scenes.
To ensure the quality of final delivery, our team then created 3D stereoscopic and 2D digital cinema packages as well as a 2D film print, closely matching the tone and look for all mediums. The whole team reviewed the deliverables closely on our Dolby 3D and Xpand projection theatres, as well as screening the test at a RealD cinema in London’s Leicester Square, and validated the entire workflow and colour management for digital and film.
When the film went into full production, Molinare hosted the offline editorial team in Soho and utilised a high speed private network to Pinewood Studios to transfer dailies directly to the shared edit storage. The offline was carried out at high resolution and the output of the edit suites was fed directly to our main grading theatre to allow full 3D stereoscopic review throughout the offline process.
We were absolutely delighted to be awarded Best Post Production House at last night’s Broadcast Awards, held at Grosvenor House. The Molinare team were out in force at the event, and we were blown away when the win was announced.
2011 was a year of highs for Molinare, including relaunching our brand (including an epic relaunch party!) and some truly fantastic Broadcast projects crossing our path.
One of the Broadcast highlights was our post-production of BBC2’s The Hour for Kudos Film and Television, which led to an RTS Award nomination for Gareth Spensley’s grade on the series. Producer Ruth Kenley-Letts, who has also teamed up with us on Silent Witness, said she was “blown away” by the work we completed on the drama series.
Our relationship with the MasterChef team continued in 2011 when we helped them make the move to HD, providing technical support and a cloud-based review and editing service for the production to view and assemble rushes remotely
MasterChef series producer Karen Ross said: “Molinare is not merely a facilitator but a contributor, and there is nowhere else we would have received this kind of ongoing service.”
A huge thanks to all our clients, staff and supporters, who over the past year have helped us go from strength to strength, with the crowning glory being this accolade. We’re looking forward to seeing what the rest of 2012 will bring.
EXCLUSIVE: London-based post-production outfit Molinare has revealed that its long term strategy will be based primarily around attracting productions through the quality of its work, as opposed to being required to make equity investments.
The decision comes at a time when an increasing number of post-production companies are choosing – or being required – to offer equity investment in order to secure work on feature films, partly due to a growing expectation from producers that post houses will be able to provide them with the final piece of equity to complete their financing jigsaw.
Whilst Molinare will continue to invest in features, its head of business Richard Conway [pictured] told Screen that it would “no longer be the primary driving force.”
Molinare is currently working on the post production for Eran Creevy’s hotly anticipated second feature Welcome To The Punch, Jon Wright’s monster movie Grabbers, Dustin Hoffman’s Quartet as well as Julian Temple’s upcoming project This Is London, none of which have involved an equity investment from the company, although it has put some investment into Lionsgate’s forthcoming Keith Lemon feature, Keith Lemon: The Film.
“Our fortunate investment in The King’s Speech was a lightning strike. We must not assume it will ever happen again. That does not mean we are not investing at all, but the financing we can provide is no longer the primary driving force to attract film makers to Molinare, the quality of the post production is,” said Conway, who joined Molinare in late 2008 following its takeover by Century Communications.
“Many in the industry have become uncomfortable with post houses dictating as to what they can and cannot have within the restraints of an investment deal. It’s refreshing to see more and more respected industry figures working with Molinare through choice not necessity,” explained Conway, who points to the company’s multimillion pound two-year refurbishment plan – including a new grading theatre, equipment upgrades, client hospitality and an expanded VFX department – as helping to attract film and TV productions.
As part of a year of change for the company, there have been several high profile appointments, including Asa Shoul, who is joining the company this month as a senior colourist. Shoul’s credits include Kick-Ass and Clash Of The Titans. He is also known for grading high profile TV dramas including HBO’s Generation Kill and StrikeBack: Project Dawn.
John Palmer was appointed as head of digital film services in October, with a remit to develop Molinare’s archive/restoration, whilst Meg Guidon and George Zwier joined the VFX department last year.


Akyazı Stadium in Trabzon Comes to an End
12.11.2016 Up-To-Date News
Ergün Turan, President of the Housing Development Administration of Turkey (TOKİ), stated that the works conducted at the Trabzon Akyazı Sports Complex were inspected on-site, and that it is coming to an end.
Drawing attention to the fact that the works of germinating the pitch surface, Turan said "A total of 8.400 sqm of grass have been laid. We are about to start the hybrid grass process on the pitch surface. We are working with a big devotion to complete the final works in our stadium."
Specifying that the ongoing works in the stadium have reached their final phases, Turan continued:
"We have accelerated the finishing works, as well. The scoreboards inside the stadium have been placed. The seats on the stands have also been placed. The electric mechanism, environmental planning and landscaping are also about to be completed. Our stadium will be ready after final touches."
"It will be the apple of Turkey's eye."
Stating that the Akyazı Sports Complex will be the apple of Turkey's eye, Turan said "The Akyazı Stadium breaks grounds by many features it has. It is quite an important work for Turkey's engineering life. We are not only building a stadium, but also quite a beautiful work in terms of architecture. Thus, we are constructing a beautiful stadium both for Trabzonspor and our country.
Turan stated that the Akyazı Sport Complex has been built on a field of 400-decare area with a nearly 200-decare green area and that the social equipment the Akyazı Sport Complex has will function as new living spaces for the people of Trabzon.
"Akyazı Sport Complex will be among the most modern facilities of Europe" Turan said. "Our complex includes 2 artificial and 5 natural grass pitches. Moreover, it also has a camp training center and 1 Provincial Center of Youth and Sports."


Two weeks ago the Children’s Commissioner’s report on Child Sexual Exploitation in Gangs and Groups hit the headlines. With 16,500 young people at risk of sexual exploitation by gangs and groups, perpetrators as young as 12 years old and one third of young people questioned able to give examples of gang rape, the situation is shocking. Perhaps it is even more shocking because most of us live our lives completely unaware that this is a reality for so many young people.
The invisible nature of these events, the acceptance by victims over time that rape and abuse is an acceptable part of a relationship and the fear of the consequences upon themselves and their families if they report it, is what makes this stuff so insidious and dangerous. There are some amazing people working in the statutory sector with a real heart for helping children, but often these people will never get to see those who are the most vulnerable. As a result of being associated with gangs, these girls as a rule mistrust “the system” and would never seek its help for fear of the repercussions.
At a meeting I was at recently with the police and local council youth and mental health services, these young people were called “the invisible ones”. Those from the statutory sector pointed out that unless a criminal offence or a child protection event was reported, then “the system” cannot readily engage. The young people will not report the abuse and so will remain trapped in their world of abuse. In the same meeting it was pointed out that the voluntary sector were the ones able to successfully find “the invisible ones” due to the highly-relational way they engage and the fact that many workers and volunteers live and work in the same communities as the victims.
There is no doubt that statutory sector organisations play a vital role, whether that be through specific services or expertise that they offer, or through their support of voluntary sector organisations. However, there are things that the voluntary sector can do, that cannot be effectively delivered by the public sector. We must recognise the need for a joined-up approach that allows the best of both sectors to better collaborate for the long-term benefit of these vulnerable young people. If this cannot be achieved, we risk those most in need of help remaining those most distant from help, simply because they remain unseen.
In March 2014, in partnership with The Centre for Social Justice, XLP will be hosting an evening conference on Tackling Exploitation of Girls By Gangs. In addition to the dangers recently set out in the Children’s Commissioner’s report, we will be asking why we should particularly care about girls that are associated with gangs, what can be done to help them, who is the best placed to work with them and what should the distinct roles of the voluntary sector and public sector be. We hope you will be able to join us to continue this important discussion then. For more information and to book tickets, see the Conferences page of this website.
By Patrick Regan OBE – Founder and CEO of XLP


Climate change has become an increasingly pressing issue in recent years, with rising global temperatures and increasing frequency and severity of natural disasters. As a result, businesses around the world must take proactive measures to prepare for these threats and ensure continuity of operations.
Business continuity planning (BCP) is an essential tool for companies to prepare for and respond to natural disasters and other disruptions. It involves creating strategies and procedures that enable an organization to continue its essential functions and operations during and after a crisis. In the face of climate change, BCP is more important than ever before.
This article will explore the relationship between climate change and business continuity planning, highlighting the risks that businesses face from natural disasters and the steps they can take to mitigate those risks.
The Growing Risks of Natural Disasters
The effects of climate change are becoming increasingly evident, with natural disasters such as hurricanes, wildfires, and floods occurring with greater frequency and severity. According to the National Oceanic and Atmospheric Administration (NOAA), 2020 was one of the most active hurricane seasons on record, with a record-breaking 30 named storms. The wildfires that raged across California, Oregon, and Washington in the same year burned over 10 million acres of land, destroyed thousands of homes, and claimed at least 43 lives. These events not only cause extensive damage and loss of life but also have a significant impact on businesses and the economy.
Natural disasters can disrupt supply chains, damage infrastructure, and cause power outages that can last for days or even weeks. This can result in significant financial losses for businesses, with one study by the United Nations Office for Disaster Risk Reduction estimating that natural disasters cost the global economy $2.3 trillion in the last two decades alone. The same study found that small and medium-sized enterprises (SMEs) are particularly vulnerable to the effects of natural disasters, with up to 90% of SMEs impacted by a disaster failing within a year.
Preparing for Climate Change with Business Continuity Planning
Given the growing risks of natural disasters, it is essential for businesses to prepare for these events through BCP. This involves identifying potential risks and developing strategies to mitigate those risks, ensuring that essential business functions can continue in the face of a crisis. The following are some key steps that businesses can take to develop effective BCPs that account for the impacts of climate change:
- Conduct a Risk Assessment: The first step in developing an effective BCP is to identify the potential risks that the organization faces. This should include an assessment of the specific natural disasters that could occur in the organization’s region, such as hurricanes, floods, or wildfires, and the potential impacts on the business. This assessment should also consider the potential impacts of climate change, such as rising sea levels, increased heatwaves, or more frequent extreme weather events.
- Develop a Business Impact Analysis: Once the potential risks have been identified, the next step is to determine the potential impact on the business. This should include an analysis of the critical functions of the organization, such as IT systems, supply chains, and communication networks, and the potential impact of a disruption to these functions. This analysis should also consider the potential financial impacts of a natural disaster, including lost revenue, increased costs, and insurance premiums.
- Develop a BCP Strategy: Based on the risk assessment and business impact analysis, the organization can develop a BCP strategy that outlines the steps that will be taken to mitigate the risks and ensure continuity of operations. This should include procedures for emergency response, communication, and recovery, as well as strategies for backup systems, data recovery, and supply chain management.
- Test and Refine the BCP: Once the BCP has been developed, it is essential to test it regularly to ensure that it is effective in practice. This should include testing the plan with simulated disaster scenarios and evaluating the response and recovery processes. Regular testing can help identify weaknesses in the plan and allow for refinement and improvement.
- Stay Informed and Adapt: As the risks associated with climate change evolve, it is essential for organizations to stay informed and adapt their BCPs accordingly. This includes monitoring weather patterns and forecasts, as well as staying up-to-date with the latest research on the potential impacts of climate change. By staying informed and adapting their BCPs as necessary, organizations can ensure that they are well-prepared to respond to any potential threat.
In conclusion, climate change is a growing threat to businesses around the world, with natural disasters becoming increasingly frequent and severe. In order to mitigate the risks associated with these events, it is essential for organizations to develop effective business continuity plans that account for the potential impacts of climate change. By conducting a risk assessment, developing a business impact analysis, and creating a BCP strategy that includes emergency response, communication, and recovery procedures, businesses can ensure continuity of operations and minimize the potential financial impacts of natural disasters. Regular testing and refinement of the BCP, as well as staying informed and adapting the plan as necessary, can help organizations stay ahead of the evolving risks associated with climate change and ensure that they are well-prepared to respond to any potential threat.


Liquid Assets: A Billionaire Takes a Gamble To Fix Natural-Gas Shortage --- Mr. Kaiser Plans to Shift Processing Onto Tankers, Avoiding Terrorism Fears --- A Deal Sealed With Sweets
Wall Street Journal // 23 July 2004
TULSA, Okla. -- In 2002, Kathleen Eisbrenner, then an executive at El Paso Corp., spent months trying in vain to find a buyer for the company's novel technology for importing natural gas.
In February 2003, she left for a vacation in Cancun, convinced that El Paso would be forced to abandon the project. As she sat on the beach one afternoon, she got a call on her cellphone. A colleague had a message from an intermediary, who said he had an "interested buyer," identified only as a "Midwest billionaire."
"It's Warren Buffett calling," she recalls telling her husband as they clinked pina colada glasses together in celebration. "I was absolutely sure."
But it wasn't Mr. Buffett. It was another billionaire named George B. Kaiser.
A relative unknown even in his home state of Oklahoma, Mr. Kaiser is a publicity-shy businessman with a fortune built on oil and banks. Like Mr. Buffett, who has been acquiring natural-gas pipelines, Mr. Kaiser is making a huge bet that demand for natural gas will continue to surge because it's a clean-burning fuel for power generation.
Right now, most of North America's natural-gas supply comes from North American wells. The gas goes from the wells through a network of underground pipelines to final users, without ever changing its gaseous form. That's the most efficient way -- but America is running out of its local supply.
Imports are an obvious answer. But to travel over the seas, the gas first has to be changed into a super-cooled liquid, loaded onto tankers and then changed back into gaseous form.
Currently, tankers unload their cargoes at one of four onshore terminals in the U.S., where the liquid is heated up. The capacity is limited, and with demand for natural-gas imports rising, more terminals are needed. But they face opposition by many communities worried that the fuel-filled structures or tankers could explode or be targeted by terrorists.
Mr. Kaiser's new way of handling imports is called Energy Bridge. He's invested $660 million in the project since he took it over from El Paso in December 2003. Energy Bridge is scheduled to go into operation next January in the Gulf of Mexico, about 100 miles off the Louisiana shoreline.
The technology works like this: Special tankers carrying liquefied natural gas from places like Egypt and Trinidad would idle in the gulf. The liquid would be heated while still on the tankers, returned to gaseous form and sent via an underwater pipeline into the U.S. pipeline network.
The Energy Bridge, with its tankers far beyond the horizon, eliminates the risk of explosions on land and thus sidesteps not-in-my-backyard controversies. If everything works as planned, backers say, the gulf project could increase the U.S.'s import capacity by up to 20%.
When El Paso put Energy Bridge up for sale, several of the world's biggest oil companies took a look but decided against buying it, partly because of its untested technology. Liquefied natural gas, or LNG, has never been turned into a gaseous form aboard a floating ship, and there were concerns about the impact of the rocking motion. While the process worked in a simulator built by El Paso in Alabama to mimic the motion of 12-foot swells, the technology still hasn't been tested under real-life conditions.
Some people are also skeptical Mr. Kaiser will be able to buy enough liquefied natural gas, in part because most of the supply is already under contract. "You can't just sail up and say fill 'er up," says Ira Joseph, managing director for global LNG at PIRA Energy. "The LNG business doesn't work that way."
But if Energy Bridge succeeds, Mr. Kaiser, who is 61 years old, could become one of the top 10 providers of natural gas in the U.S., just behind ConocoPhillips.
Kaiser-Francis Oil Co. was created in the 1940s by Mr. Kaiser's uncle and parents, Jewish refugees from Nazi Germany who settled in Oklahoma. Mr. Kaiser graduated from Harvard and took over the family company in 1969. At the time, it had fewer than 10 employees and operations in a single state, Kansas. He expanded the business and his fortune dramatically, in part by buying up properties during the oil industry's inevitable busts. Today, Kaiser-Francis fills a five-story headquarters building in Tulsa, and is producing oil and natural gas in at least eight states. Production is up about 100-fold from 1969.
Last year, the privately held company generated more than $600 million in revenues from oil and natural gas production, according to estimates by IHS Energy, a Houston energy consulting firm. That puts it in the same league as Tom Brown Inc., an energy company bought in April by EnCana Corp., based in Calgary, Alberta, for $2.3 billion.
Forbes magazine estimates Mr. Kaiser's wealth at $3 billion, placing him at No. 56 on its list of richest Americans. Much of his fortune came from high-risk bets in the banking and venture-capital areas, as well as the energy business. When bad loans to the oil industry left the Oklahoma energy and banking industries in tatters in the 1980s, he snapped up the Bank of Oklahoma from the Federal Deposit Insurance Corp. for $95 million.
Mr. Kaiser now owns a 70% stake, valued at $1.9 billion, in BOK Financial Corp., a publicly traded company that owns banks in Oklahoma, Texas, Colorado, Arkansas and New Mexico. Mr. Kaiser is so intense about his work that he once outfitted the back of a delivery van with a makeshift desk so that he could spread out his papers and work during the two-hour trips between Tulsa and Oklahoma City to visit banking clients.
With his wealth, Mr. Kaiser has endowed two foundations that have combined assets of more than $800 million. The foundations have given generously to nonprofit groups such as Oklahoma chapters of pro-choice groups and legal services for the poor. A major benefactor to the Jewish community in Oklahoma, which numbers about 5,000 people, Mr. Kaiser has told associates he plans to leave the bulk of his estate to charity. For every $1,000 he has given to Republican politicians, he has given $10,000 to Democrats, according to campaign contribution records.
Mr. Kaiser invested in Energy Bridge after years of research into energy markets. In the early 1990s, he built a detailed database of North American natural-gas production, comparing drilling rig and production trends with projected use. His conclusion: An "insoluble, long term shortfall" in natural gas was inevitable because demand would soon outstrip supply. He made a series of iconoclastic and hugely profitable bets in futures markets that natural-gas prices would rise. He also became increasingly interested in the emerging market for liquefied natural gas from overseas.
"He eats data for breakfast, lunch and dinner," says David S. Fleischaker, the Oklahoma energy secretary and a longtime acquaintance.
Mr. Kaiser began predicting a long-term shortage of natural gas at a time when abundant supplies had kept prices relatively low for many years. Now, however, domestic production is declining, and most industry experts agree that there isn't enough available natural gas in North America to match growing demand. In the last three years, natural-gas prices have doubled. Imports of liquefied natural gas could help ease the pinch, but the global LNG trade is still in its infancy.
At El Paso, a Houston energy company, Ms. Eisbrenner led a small team that developed Energy Bridge as an answer to the capacity bottleneck. Under the plan, a new type of tanker would pick up liquefied gas overseas, travel to the Gulf of Mexico and use an onboard facility to convert the liquid back to gaseous form. Then the gas would be sent through an undersea pipeline onto the North American continent. It would take up to six days to disgorge the cargo. Then the tankers would disconnect and go back to get more liquefied gas.
In the summer of 2002, El Paso believed LNG would be a primary vehicle for its future revenue growth. A disastrous move into energy trading, however, left the company saddled with a $25 billion debt load and forced to sell assets to stay afloat. To reduce its debt, El Paso had to sell the Energy Bridge project.
El Paso set up a data room in Houston where potential buyers could examine the project's financial and technical details. Most of the major energy companies, including the Royal Dutch/Shell Group and BP PLC, visited the data room but didn't make offers.
In early February 2003, El Paso said it would exit the LNG business. Dispirited, Ms. Eisbrenner, who had shepherded the project, decided to take a vacation. Mr. Kaiser, meantime, had read that the Energy Bridge technology was up for sale and decided to make a move. After Mr. Kaiser's representative contacted her, Ms. Eisbrenner flew to Tulsa for the first of two meetings with Mr. Kaiser.
Around the same time, Ms. Eisbrenner called Nicolas Saverys, the chief executive of Belgium-based Exmar NV. Exmar was building two of the new-style LNG vessels. Ms. Eisbrenner gushed that there was a wealthy buyer. Mr. Saverys was initially skeptical. He changed his mind in late February 2003 after meeting Mr. Kaiser in New York. "At last, I was talking to someone who was putting his own money at stake," he says.
Mr. Saverys sealed the relationship by presenting Mr. Kaiser with a box of pralines from Belgian chocolatier Pierre Marcolini at their second meeting. Mr. Kaiser, an avowed chocoholic, returned the favor a couple of weeks later in Tulsa, giving Mr. Saverys a box of candy made by Christine Joseph, a Tulsa chocolatier who also was born in Belgium.
Convinced that Energy Bridge could work, Mr. Kaiser agreed to take over the business, closing the deal last December. El Paso paid him $75 million; in return, he assumed a $120 million obligation to Exmar. El Paso also agreed to pay to install the underwater pipeline connection that carries the gas from the ship to existing pipelines in the Gulf of Mexico.
The bulk of the $660 million Mr. Kaiser invested went to modify three specially equipped tankers and to charter them for 20 years. If Energy Bridge opens on time in January, it will be at least two and a half years ahead of any new terminals being developed by other energy companies. In addition, civic leaders in Massachusetts and Rhode Island, eager to keep LNG terminals and tankers far from the mainland, are encouraging Mr. Kaiser to build an offshore tanker-based project along the Atlantic coast of the U.S.
Mr. Kaiser, who declined requests for an interview but answered some questions by e-mail, concedes he doesn't like "taking a risk on an undemonstrated technology." But he says that the chance to import natural gas quickly was "such an obvious and alluring business opportunity" that he felt compelled to get Energy Bridge into operation. He's betting that new LNG-export facilities expected to come online next year in Egypt, Trinidad and Nigeria will create enough extra supply to provide him with ample LNG.
Some companies are looking to develop offshore platforms to accept and process LNG. Those platforms would have a bigger capacity than Energy Bridge, but would cost much more and take longer to build.
ChevronTexaco Corp., for example, plans to build an offshore platform terminal to handle LNG, but it has yet to begin the multiyear construction project. Exxon Mobil has flirted with onshore terminals but now isn't ruling out the offshore route.
Assuming Mr. Kaiser gets both the Gulf of Mexico and Atlantic projects open, he would be supplying about 1% of the natural gas consumed by the U.S. He also hired Ms. Eisbrenner to run the Energy Bridge projects.
As Energy Bridge nears its planned starting date in January, Mr. Kaiser is turning his attention back to his philanthropy projects. He's creating an early-childhood education center in Tulsa that's designed to provide high-quality childcare to low-income children. It's expected to open in 2006.
He says he acquired Energy Bridge as a challenge. "I don't gain much pleasure from personal expenditure or recognition," he wrote in an e-mail. "And any gains I make from the enterprise will accrue to charity. But I enjoy problem solving and I want to keep my brain active to forestall (or at least diminish) atrophy."


The school has fished more than 1,200 kilograms of fish for free.
Recently, a video about Zhejiang Jinhua Vocational and Technical College was posted on Weibo. The school has fished more than 1,200 kilograms of fish in the lake of the school for the teachers and students of the school to taste. The netizen shouted, and it was "the school of someone else's home."
Teachers and students can go to the cafeteria for free tasting
On October 18th, it was the day of Zhejiang Jinhua Vocational and Technical College. The school collected more than 1,200 kilograms of fish in Jinhu, which was used for free tasting by teachers and students. It is reported that these fish are raised by the school itself, there are fat head fish, white cockroaches, video school cafeteria chef made a full pot, looks delicious and mouth watering.
Mr. Hu, the head of the propaganda department of the party committee of the school, said that every teacher and student can taste it for free in the cafeteria. “Very popular, very happy. Every year at this time, there are a lot of people in the cafeteria. When I go to the cafeteria to eat free fish, the students are very proud and become a university of others,” she said. The relevant person in charge of the college said that the fish is very popular and will send fish to the lake every year.
A two-year-old student told reporters that there is a free fish activity every year at school. He said that he missed it very much. "Super fish, great, miss the good times of the university."
Many netizens also commented on the relevant microblogs, "is another university of others", "I want to eat too." This also evokes the memories of many graduates of Jinhua Vocational and Technical College. "This time it is not someone else's school, but I have already graduated." "It is my university, and my classmates often go fishing there."
Jinhua Vocational and Technical College official microblogging also issued a document saying, "This is a scented Weibo", and reminded friends who did not eat dinner to be psychologically prepared, so as not to see the full screen of various flavors of fish being stimulated.
Other universities also have fish welfare
The fish is not unique and these schools have also sent them.
In addition to Zhejiang Jinhua Vocational and Technical College, other universities also have a variety of similar free benefits.
South China University of Technology in Guangdong is known as the “South China University of Technology”. In January last year, the school distributed the thousands of catfish that were harvested to teachers and students free of charge. Some of them were provided free of charge by teachers and students through the canteen processing, and some were distributed to teachers and students.
In July this year, Guangxi Medical University also collected thousands of pounds of tilapia, squid, squid, grass carp, etc. from the apricot lake in the school. The canteen was made into steamed fish, braised fish, squid and dried fish, and dried fish for the whole school. Eat for free. In order to let the students "eat the rest assured", the school also made an inspection report on the fish in the lake.
Wuhan University of Science and Technology also fished in the campus lake and let the teachers and students of the school try it. There are fish balls, fried fish fillets, braised fish, and pepper heads, which will help the teachers and students to have a good time.


In today’s digital age, e-commerce has become an integral part of our lives, with Americans spending over $1 trillion online for the first time in history last year. However, as the online shopping landscape continues to flourish, so does the threat of counterfeit products. U.S. Senators Chris Coons (D-Del.) and Thom Tillis (R-N.C.) have taken a significant step to protect consumers from potentially harmful counterfeit goods sold on e-commerce platforms. Their joint initiative, known as the “Stopping Harmful Offers on Platforms by Screening Against Fakes in E-Commerce” (SHOP SAFE) Act, aims to address this growing concern.
The rapid growth of e-commerce has provided consumers with unprecedented convenience and access to a wide array of products, from toys and electronics to clothing and car parts. However, this convenience comes with a dark side: an increasing vulnerability to counterfeit goods, which can pose significant risks to consumer health and safety. Counterfeit products, often originating from various sources, are finding their way into the online marketplace. The SHOP SAFE Act is designed to reduce the availability of such harmful counterfeit goods by encouraging e-commerce platforms to adopt best practices for vetting sellers and goods and by curbing repeat counterfeiter sellers.
Senator Coons underlined the urgency of this legislation, stating, “As Americans have increasingly turned to e-commerce for convenience, selection, and safety, some third-party sellers have begun to exploit consumers’ trust in established online marketplaces to trick them into purchasing dangerous counterfeit goods. These counterfeit goods pose health and safety risks, damage the reputations of legitimate brands, and line the pockets of organized crime. The bipartisan SHOP SAFE Act is an important step that will protect consumers and encourage greater transparency and accountability.”
As more Americans continue to rely on online shopping, the threat of counterfeit sales, often originating from overseas, remains a pressing concern. The SHOP SAFE Act addresses this challenge head-on. Senator Tillis emphasized the Act’s potential to safeguard consumers from these dangerous products, noting that “with Americans continuing to rely on online shopping, it’s crucial that we do all we can to protect consumers from dangerous counterfeit sales, which are often coming from China.”
The SHOP SAFE Act outlines several key provisions:
- Trademark Infringement Liability: E-commerce platforms will face liability for trademark infringement when a third-party seller offers counterfeit products that endanger consumer health or safety, and the platform has not implemented specific best practices.
- Advanced Notice to Platforms: Brand owners will be required to provide e-commerce platforms with advanced notice of their trademarks and a designated point of contact. This information will enable platforms to proactively prevent the sale of counterfeit goods.
- Safe Harbor for Compliant Platforms: Platforms that thoroughly vet sellers for legitimacy, remove counterfeit listings, and take action against repeat offenders will be granted a safe harbor from liability.
Senator Coons, as Chair of the Senate Judiciary Committee’s Intellectual Property Subcommittee, has been a long-standing advocate for protecting U.S. intellectual property rights and consumers from counterfeit goods. In line with these efforts, he held a hearing on the oversight of the U.S. Patent and Trademark Office (USPTO) in July, aimed at ensuring that U.S. intellectual property laws are effectively enforced.
Furthermore, Senators Coons and Chuck Grassley (R-Iowa) introduced a bipartisan resolution in July, designating August as National Anti-Counterfeiting and Consumer Education and Awareness Month. This resolution highlighted the vital role of trademarks in protecting consumer safety and the American economy.
The SHOP SAFE Act enjoys support from industry organizations and associations such as the American Apparel & Footwear Association, the Alliance for Automotive Innovation, the Toy Association, the National Association of Manufacturers, the Footwear Distributors and Retailers of America, and the Council for Innovation Promotion.
Steve Lamar, President and CEO of the American Apparel & Footwear Association, applauded the leadership and commitment of Senators Coons and Tillis in the fight against counterfeit products. He emphasized that the legislation levels the playing field for online platforms, ensuring that they meet the same standards of accountability as traditional retailers.
Hilary Cain, Vice President of Technology, Innovation, and Mobility Policy at the Alliance for Automotive Innovation, highlighted the importance of the Act in preventing counterfeit auto parts from reaching consumers, which could endanger public health and safety.
Steve Pasierb, President and CEO of The Toy Association, expressed gratitude for the legislation, noting that it holds online marketplaces accountable for the products they offer, safeguarding children and families from potentially dangerous counterfeits.
Charles Crain, Vice President of Domestic Policy at the National Association of Manufacturers, commended Senators Coons and Tillis for their commitment to protecting American citizens, workers, and businesses from counterfeit products.
Matt Priest, President and CEO of the Footwear Distributors and Retailers of America, underlined the significance of the SHOP SAFE Act in the battle against counterfeit footwear, which not only puts consumers at risk but also threatens jobs in the industry.
In conclusion, the SHOP SAFE Act represents a crucial step in the ongoing fight against counterfeit products in the digital age. As e-commerce continues to flourish, this legislation aims to create a safer and more trustworthy online shopping environment, ultimately safeguarding consumers and preserving the integrity of brands and industries. With bipartisan support and backing from industry leaders, the Act signals a proactive approach to addressing the challenges posed by counterfeit goods in the modern marketplace.


Mowasalat will introduce hybrid buses shortly. Mowasalat director of business development Ahmed al-Ansari said the buses, which would be introduced on trial basis later this month are dual powered, using diesel and electric-battery.
The buses were shown yesterday to journalists at the company compound in Abu Hamour.
Al-Ansari said hybrid buses would also be eventually used for other jobs, including ferrying school children. More than 1,400 buses of the company are currently used for transporting school children.
The company official said at least six hybrid buses would hit the road when it is initially launched. “More hybrid buses are expected to join the company’s fleet of public transport buses in the coming months. The initial batch of buses has already arrived and the company’s technical teams are currently undergoing operational training.”
The buses use American technology. The batteries on the buses derive power from diesel fuel and hence no external charging is required.
On successfully completing their operational training, company technical teams will train drivers and technicians.
The Faresaver smartcards the company introduced recently for regular bus passengers, are going down well with the travellers. The cards were first introduced on November 24 and in about a fortnight, more than 8,500 regular passengers have purchased them.
The rechargeable cards, said al-Ansari, are currently sold at 26 retail outlets across the country, besides at the 10 kiosks set up by Mowasalat exclusively for their sales. The company has also appointed 15 promoters. Soon cards would be available at more retail units all over the country.
Later speaking to Gulf Times, al-Ansari said the company is exploring the possibility of marketing the cards at locations other than retail outlets. This includes the possibility of selling the cards through money exchanges, he said.
The official said in another three months, the present system of issuing tickets on board by drivers would be wholly done away with.
“By introducing the smartcards, our plan is to strengthen the country’s public transport and also to make more people regular users,” said al-Ansari.
Cards are available in denominations starting from QR10 to QR100.


Matt Patricia '96 named head coach of the Detroit Lions.
For the first time in Institute history, a Rensselaer graduate has been named head coach of a National Football League franchise. Matt Patricia ’96, defensive coordinator of the New England Patriots with whom he made six trips to the Super Bowl, was named head coach of the Detroit Lions.
In the lead-up to the announcement February 5 that Patricia would lead the Lions, a flurry of articles appeared examining his past accomplishments, upbringing, even his beard. Not one failed to mention that he is, truly, a rocket scientist.
In January, with the ink all but signed on the deal, two reporters from Sports Illustrated visited campus to experience exactly the kind of course Patricia would have taken as an undergraduate. They sat in on a Space Flight Mechanics class in DCC 330, taught by Kurt Anderson, professor and associate dean of mechanical, aerospace, and nuclear engineering.
“Patricia’s reputation as the only rocket scientist coaching in the NFL precedes him,” they wrote. “He graduated from RPI in 1996, earning his degree from the School of Engineering’s Mechanical, Aerospace, and Nuclear Engineering Department, while also suiting up as an undersized offensive lineman for a football team that then played its games on a tiny field a few steps from this classroom (capacity: 1,000).”
During a break in the two-hour class, the reporters spoke with Anderson.
“Engineers are taught to be logical, to look at data, and then find good solutions based on that data,” Anderson said, “and from what I’ve seen on a football field, that is largely what he’s doing, though his system is a little bit more chaotic than the ones I deal with.”
Patricia, who was featured in the fall 2016 issue of this magazine, discovered the joy of coaching when he served as a graduate assistant to Rensselaer Coach Joe King while pursuing his MBA on campus.
“It was during that year I received my first taste of how thrilling it was to see a player you were helping coach make a fantastic play,” he said. “That feeling — focusing on the players and their potential, not just the plays and plans — never left me.”
He began his rise to coaching fame as a volunteer at Liverpool High School near Syracuse, New York, where he had accepted an engineering job at Hoffman Air and Filtration Systems. After two years at Hoffman, he was offered a position at almost double the salary at Westinghouse. At the same time he found an assistant coaching job — at a salary of $5,000 — at Amherst College. After wrestling with both offers, football won out, and his path to the Lions got underway.
After two years as defensive line coach at Amherst, he spent three at Syracuse University as offensive graduate assistant. Next stop: the New England Patriots in Foxboro, Massachusetts.
Patricia had circulated his resume to several NFL teams, and in 2004, the Patriots offered him an entry-level job collecting and reviewing video, and only 24 hours to accept the offer. He did, and off he went to professional football.
Patricia joined the Patriots under head coach Bill Belichick as an offensive coaching assistant. In addition to collecting and reviewing video, he accepted numerous extra tasks and was promoted to linebackers coach in 2006. Six years later he was named defensive coordinator — one of the two highest coaching positions beneath the head coach on an NFL team.
Along the way to his current position, he retained the focus on hard work that began during his days in Troy.
“Many of the traits he displayed at Rensselaer stayed with him and helped make his way to Foxboro,” said his former teammate and past Rensselaer assistant football coach Ray Moran ’95. “Once he sets his mind on something, he stays on track until he succeeds. He was never the biggest of our offensive linemen, but he always found a way to execute plays so that he remained part of our starting lineup. No one could out-work Matthew then, and no one can now.”
Patricia fit in quickly with coach Belichick’s approach to the game. The son of a football coach at the U.S. Naval Academy, Belichick had over the years developed a technical, meticulous approach to designing intricate game plans — something he looked for in his coaching staff. Many of his assistants have gone on to head coaching jobs in the NFL and Division I football, spreading the Belichick coaching gene pool far and wide. Patricia is the latest success story.
The Patriots won three Super Bowls with Patricia: Super Bowl XXXIX at the end of the 2004 season, Super Bowl XLIX at the end of the 2014 season, and Super Bowl LI at the end of the 2016 season.
A major part of his success, Patricia told Rensselaer magazine, is his family. His wife, Raina, and children Dominic, Dante, and Giamina form a life core that grounds him in what he feels is really important. “My family has sacrificed so much for me to be able to coach at this level,” he said. “I could not have come this far without them.”
Former Rensselaer head coach Joe King, who led the team for 22 seasons before retiring in 2011, isn’t surprised by Patricia’s success or his approach.
“We saw it right away when he worked with us as a graduate assistant after receiving his degree. He was smart and he was great at absorbing and retaining information, but most of all he knew how to treat people right,” he said. “I am so proud of him and happy for him. And I do think he has what it takes to be a head coach some day.”
And so do the Detroit Lions. Congratulations, Matt Patricia!


One of the largest oil and gas companies in the U.S., Occidental Petroleum Corp. (NYSE: OXY) is expected to report its first quarter FY 2011 earnings on April 28, 2011. In the last four quarters, the company's reported EPS exceeded analysts' consensus estimates for quarter ended September 2010 and December 2010 by margins of 8.90 percent and 2.60 percent, respectively. For quarters ended March 2010 and June 2010 Occidental's reported earnings missed analysts' consensus estimates by margins of 2.90 percent and 1.50 percent, respectively.
Occidental conducts its operations through various oil and gas, chemical, midstream, marketing and other subsidiaries and affiliates. Occidental's principal businesses consist of three segments. The oil and gas segment explores for, develops, produces and markets crude oil, including natural gas liquids (NGLs) and condensate, as well as natural gas. The chemical segment manufactures and markets basic chemicals, vinyls and other chemicals. The midstream, marketing and other segment gathers, treats, processes, transports, stores, purchases and markets crude oil (including NGLs and condensate), natural gas, carbon dioxide (CO2) and power.
For the fourth quarter 2010, Occidental reported net income of $1.2 billion, or $1.49 per diluted share, for the quarter, compared with $938 million, or $1.15 per diluted share, for the fourth quarter of 2009. Net revenue for the quarter was $5.06 billion, up 15 percent, compared with revenue of $4.38 billion in the same quarter previous year. Net income for the twelve months of 2010 was $4.5 billion, or $5.56 per diluted share, compared with $2.9 billion, or $3.58 per diluted share for 2009. Full year 2010 core results were $4.7 billion or $5.72 per diluted share, compared with $3.2 billion or $3.92 per diluted share for 2009.
During the first quarter, Occidental had to cut the quarter's production outlook due to turmoil in Libya and Yemen, slower capital spending in Iraq and bad U.S. weather. Occidental expected output to be 29,000 barrels of oil equivalent per day (boed) lower in the quarter, with half of that decline due to the effects of winter weather on U.S. production and oil price movements. The company had previously given production guidance of 740,000 to 750,000 boed for the quarter, but has now lowered that to 711,000 to 721,000 boed.
During the first quarter, the company's board of directors increased the company's annual dividend 21 percent to an annual rate of $1.84 per share, compared with the previous annual rate of $1.52 per share. The Occidental board announced in December its intention to increase the dividend. The $.46 per share quarterly dividend was paid on April 15, 2011, to stockholders of record on March 10, 2011.
The main competitors for Occidental Petroleum are Exxon Mobil Corp. (NYSE: XOM) and Chevron Corp. (NYSE: CVX). In the last one year, Exxon Mobil reported earnings of $6.22 per share on revenue of $342.60 billion. Chevron reported earnings of $9.48 per share on revenues of $189.61 billion. On the other hand, Occidental reported earnings of $5.56 per share on revenue of $19.04 billion.
Occidental has a total market capitalization of $80.24 billion. The company has a P/E ratio of 17.75, lower than the industry's average P/E of 25. The P/B and P/S ratio of the company is 2.47 and 4.21, respectively, compared with the industry's P/B and P/S ratio of 2.51 and 7.70, respectively. The net profit margin of the company is 26.25 percent, much higher than industry's average margin of 8.80 percent. The ROE of the company is 15.06 percent, higher than that of the industry's ROE of 11.90 percent.
For the first quarter, analysts' EPS estimates range from a low of $1.63 to a high of $1.95 per share, compared with a consensus estimate of $1.79 per share to $1.32 per share in the year ago quarter. For this quarter, analysts' revenue estimates range from a low of $4.32 billion to a high of $5.59 billion, compared with a consensus estimate of $5.17 billion to $4.77 billion in the same quarter a year ago. For the quarter ended March, 2011, the consensus EPS forecast has increased from $1.77 per share estimated 7 days ago to the current estimate of $1.79 per share.
In the last 52 weeks, the company's stock has been trading in the range of $72.13 to $107.56. The last trading price of the stock was $98.71 on April 19, 2011. During the first quarter, on April 5, 2011, RBC Capital downgraded OXY's rating to sector perform from outperform.


Next May it will be 30 years since the terrible tragedy that cost 56 people their lives when a fire destroyed the main stand at the Bradford City v Lincoln City match at Valley Parade.
It is important that football comes together to mark the tragedy and remember those who lost their lives. The Football Association sends its sincere condolences to those families and friends affected by the tragedy.
“The FA welcomes the Football League and Premier League’s commitment for other clubs to join Bradford City FC in their minute’s silence ahead of their final home game of the season on April 25th. The FA will also mark the anniversary at Wembley where we will also encourage fans to support fundraising for the Plastic Surgery and Burns Research Unit at Bradford University”


That is the official description that Jack in the Box Inc. has assigned to this sandwich. The Smoky Chipotle's official description is; a tasty crispy chicken sandwich on chewy ciabatta bread with cheese, bacon and a deliciously smoky chipotle sauce! There we said it!
The Chipotle Chicken Ciabatta sandwich, winner of the 2007 MenuMasters Award for Best Menu/Line Extension, was developed to give consumers more choices within the chain’s popular ciabatta line, which was introduced in 2005, said Margaret Barretto, director of new product development for Jack in the Box.
After considering many possible flavor combinations, Barretto and her team ultimately decided on the chipotle chicken combination as it helped to “differentiate” the product line while still fitting into the ciabatta category that consumers already loved. It also added a flavor profile unlike those of the other sandwiches, she says.“One of the thoughts behind the Chipotle Chicken Ciabatta was that consumers like bold flavors and more authentic flavors,” Barretto says. “As far as ethnic flavors go, I think chipotle is a nice authentic flavor that can add some smoky and spicy notes. It’s a well-rounded flavor, and it’s definitely becoming more familiar."
Thank you Jack In The Box for thinking of us Chipotle-heads!


On Wednesday 4thJuly, Robert Davison, Chairman of the Alexir Partnership, received a BPIF Award.
On Wednesday 4thJuly, Robert Davison, Chairman of the Alexir Partnership, received a BPIF Award for his outstanding contribution to the UK printing industry at the House of Lords. His evangelical vision and knowledge in the folding carton industry are unrivalled and this was duly recognised by the trade association for the printing industry. He was presented the award by Charles Jarrold, CEO of the BPIF, at an All-Party Parliamentary Group reception on the sunny terrace at the House of Lords. The reception was hosted by Baroness Donaghy who highlighted the economic importance of print.
“It was wonderful to see so many members, Lords, Ladies and MPs enjoying a drink together on the terrace at the House of Lords. The APPG provides a unique opportunity for us to bring together those in the industry with government to ensure that we can forge a better dialogue. I would like to congratulate Robert on his award”.
Robert Davison founded Alexir Packaging Ltd in 1989 and under his lead has widened the business proposition into the Alexir Partnership, with a turnover of £30m. The Alexir Partnership now covers carton design and manufacture, packaging sourcing, contract manufacturing, co-packing and gifting. In fact it is the only UK business in the food sector that can create, package and pack products from design to delivery within one enterprise. Solving customers’ needs is the main motivation and with five specialist divisions within the partnership it can offer a unique turnkey solution, with one point of contact responsible for the smooth running of all projects.
“The UK manufacturing industry employs 2.7 million people and we are now the 8th largest industrial nation. It is often an industry overlooked by schools and colleges alike and, as the industrial workforce is getting older, we are struggling to attract young workers. In the Packaging industry, we have been particularly hit by this decline and it is one of my missions to address this shortfall and regenerate an ageing industry. This, in particular, is one of my drivers and I am delighted to have been presented with this prestigious award.”
Robert has always seen the BPIF as a vitally important cog in the printing industry and has recently moved from Chairman to President of BPIF Cartons, an off-shoot trade association representing the equally important carton-converters in the UK. He has been fundamental in raising the profile of BPIF Cartons and has been particularly keen to develop training schemes as well as an e-learning platform for the carton industry, in order to attract and keep a younger generation in the industry.
“It is fantastic to see Robert being recognised for his outstanding contribution and commitment to the carton industry. His passion for cartons is truly remarkable and he is a great ambassador for the industry . He is a firm believer in promoting training and to encourage younger people to enter our industry. As Chairman and latterly President of BPIF Cartons his legacy to the industry will be long remembered”
In his role at the Alexir Partnership both innovation and sustainability have always been close to Robert’s heart and consequently Alexir is recognised in the carton industry for being at the forefront of food packaging for a sustainable planet. Robert was also instrumental in piloting digital print technology for folding cartons and Alexir was the first major carton packaging manufacturer in the UK to install a digital press in Europe to print cartonboard up to 610 microns. He is Chairman of the newly-founded Digital Packaging Partnership, a pan-European collaboration of Xerox users of digital technology for folding cartons.
The Alexir Partnership comprising Alexir Design, Alexir Packaging, Alexir International, Alexir Co-Packing and Alexir Brands operates between two production facilities in Uckfield, East Sussex and Edenbridge in Kent, where it is the town’s largest employer. Alexir Packaging is also a member of the International Packaging Group, Association (IPG), a global affiliation of folding carton and packaging producers and world-leading suppliers to the packaging industry.


Accreditations & Awards St. Jude Earns "A" Rating for Safety The Leapfrog Group, a national nonprofit health care ratings organization, awarded St. Jude Medical Center an “A” rating for the hospital’s commitment to keeping patients safe while meeting the highest safety standards in the nation. The Leapfrog Hospital Safety Grade uses 27 measures of hospital safety data to assign a grade to U.S. hospitals based on their performance in preventing medical errors, infections and other patient harms. (Fall 2018) American Association of Cardiovascular and Pulmonary Rehabilitation Certification St. Jude Medical Center’s Pulmonary Rehabilitation Program is among the select programs to be recognized and certified by the American Association of Cardiovascular and Pulmonary Rehabilitation (AACVPR). This honor highlights the hospital’s commitment to using today’s most advanced practices to help restore the health and quality of life of those with chronic lung conditions. (2017-2020) Highest Distinction for Total Hip and Knee Replacement Demonstrating exemplary care and outcomes in joint replacement, St. Jude is one of only 62 hospitals in the nation to receive The Joint Commission’s Advanced Certification for Total Hip and Knee Replacement— the highest distinction available from the country’s premier healthcare accrediting body. To earn the prestigious designation, St. Jude and St. Jude Heritage Medical Group, Orthopedics, underwent a rigorous, two-day, on-site review of the quality and safety of the hospital’s joint replacement services, including pre-operative, intraoperative and post-surgical care and outcomes. St. Jude is one of only eight hospitals in California to meet the designation’s quality requirements. (Accreditation is for 2018-2019) U.S. News & World Report List of Best Hospitals St. Jude was named one of Southern California’s top hospitals by U.S. News & World Report. The 2018-19 Best Regional Hospitals list named St. Jude a high-performing hospital in 10 areas, including: colon cancer, diabetes and endocrinology, gastroenterology and GI surgery, hip replacement, heart failure and heart bypass surgery, knee replacement, neurology and neurosurgery, orthopedics and pulmonology. Magnet® Recognition St. Jude received Magnet® designation, the highest accolade for nursing excellence that any hospital can receive. Earned by less than eight percent of the nation’s hospitals, this coveted honor recognizes hospitals that exceed national standards and benchmarks and display innovation and leadership in improving outcomes. Independent research shows that Magnet-recognized hospitals consistently outperform other hospitals, including creating better patient outcomes, shorter lengths of hospital stay, and higher patient satisfaction. (2015- 2019) Blue Distinction® Center Blue Cross and Blue Shield named St. Jude Medical Center a Blue Distinction Center for cardiac care and spine surgery. The honor recognizes hospitals that demonstrate expertise in providing quality care and is designed to help consumers identify which hospitals offer better outcomes (e.g., fewer medical complications, fewer readmissions and higher survival rates) in the delivery of specialty care. Blue Distinction® Center+ Blue Cross and Blue Shield named St. Jude Medical Center a Blue Distinction Center + for cardiac care, maternity care and spine surgery. The honor recognizes hospitals that demonstrate the highest level of quality patient care and is designed to help consumers identify which hospitals offer better outcomes (e.g., fewer medical complications, fewer readmissions and higher survival rates) in the delivery of specialty care. Baby-Friendly Designation St. Jude Medical Center has once again earned accreditation as a Baby-Friendly Hospital, an honor recognizing hospitals that provide optimum, evidence-based care to mothers and babies. To qualify as “Baby-Friendly,” a hospital must demonstrate national best practices that offer infants the best start in life by creating an environment where breastfeeding is made easy and mother-baby bonding is improved. Baby-Friendly Hospital Initiative is sponsored by the World Health Organization and the United Nations’ Children’s Fund. (2016 - 2021) Nation's Highest Honor in Stroke Care St. Jude Medical Center is one of only a few hospitals in the state to be recognized as an Advanced Comprehensive Stroke Center. This recognition, given by The Joint Commission and the American Heart/Stroke Associations, identifies an elite group of hospitals capable of offering the highest level of stroke. The prestigious designation recognizes the significant differences in expertise, resources and training necessary for the treatment of complex stroke. (Accreditation is for 2017 - 2018) Rehabilitation Services Recognized St. Jude Medical Center’s comprehensive inpatient and outpatient rehabilitation services were recognized by CARF (Commission on Accreditation of Rehabilitation Facilities). St. Jude is one of only two facilities in Southern California to receive accreditation in both spinal cord and brain injury (inpatient and outpatient), and one of three in the state to receive accreditation in comprehensive stroke rehabilitation (inpatient and outpatient). (Accreditation is for 2016 - 2019) Breast Center Honored for Quality The St. Jude Kathryn T. McCarty Breast Center was named a Certified Quality Breast Center by the American College of Surgeons National Accreditation Program for Breast Centers (NAPBC). One of the few Breast Centers in Southern California to be designated a Quality Breast Center, the recognition is granted to those meeting stringent performance measures, including providing a multidisciplinary approach that encourages optimal care and the most effective treatment options available. (Accreditation is for 2016 - 2019) St. Jude Earns Gold Plus Award For the fourth year in a row, St. Jude Medical Center’s Stroke Center has been awarded the American Heart/American Stroke Association's Gold Plus Award, an advanced level of recognition that acknowledges St. Jude’s compliance with the Quality Measures within the Get With The Guidelines® Stroke Program. Get With The Guidelines® is a program that helps ensure consistent application of the most recent American Heart Association/American Stroke Association scientific guidelines for patient treatment. Physicians of Excellence Nearly 50 members of SJMC's medical staff were distinguished by the Orange County Medical Association as "2017 Physicians of Excellence." The annual program honors the region's outstanding physicians for their dedication to the profession and for their service to the community. Three-year Accreditation by The Joint Commission By meeting the highest national standards in patient safety and quality of care, St. Jude earned 3-year accreditation by The Joint Commission. The accreditation is based on the results of an unannounced on-site survey. Founded in 1951, The Joint Commission is dedicated to continuously improving the safety and quality of the nation's healthcare through voluntary accreditation. (Accreditation is for 2015 - 2019) Target Stroke Honor Roll-Elite Award St. Jude has received the American Heart Association/American Stroke Association’s Get With The Guidelines®–Target: Stroke Honor Roll-Elite Quality Achievement Award. The award recognizes the hospital’s commitment and success ensuring that stroke patients receive the most appropriate treatment according to nationally recognized and research-based guidelines. Hospitals must meet quality measures developed to reduce the time between the patient’s arrival and treatment with the clot-buster tissue plasminogen activator, or tPA, the only drug approved by the U.S. Food and Drug Administration to treat ischemic stroke. St. Jude has also met the stringent guidelines to be distinguished an Advanced Comprehensive Stroke Center. Top 100 Hospitals for Patient Experience St. Jude was selected as one of the nation’s top hospitals in six categories by the Women’s Choice Award, including receiving the 2018 Women’s Choice Award as one of America’s 100 Best Hospitals for Patient Experience. St. Jude was also recognized as one of America’s Best Hospitals in Obstetrics, Cancer Care, Stroke, and Orthopedics, as well as one of America’s Best Breast Centers. Center of Excellence in Robotic Surgery St. Jude Medical Center’s robotic surgery program was designated as an Epicenter and Case Observation Site—one of only a handful in the nation—by Intuitive Surgical, maker of the da Vinci Surgical System. The national designation recognizes St. Jude’s highly experienced surgeons, dedicated robotic surgical team, and exceptional outcomes. Critical Care Unit Receives National Recognition St. Jude was honored with the Beacon Award for Excellence from the American Association of Critical-Care Nurses (AACN), a distinction earned by only 5 percent of California’s hospitals. The award distinguishes critical care units who exemplify excellence in clinical practice and utilize today’s best evidence-based practices to create superior outcomes for critically ill patients. (Accreditation is for 2017-2018) St. Jude Crosson Cancer Institute Distinguished St. Jude’s Crosson Cancer Institute was among an elite group of hospitals to receive accreditation from the Commission on Cancer (CoC), a program of the American College of Surgeons (ACoS). The accreditation recognizes those cancer programs capable of providing comprehensive, high-quality, and multidisciplinary patient-centered care. (Accreditation is for 2017-2019) St. Jude Named a National Center of Excellence for Gastrointestinal Endoscopy St. Jude Medical Center has been named a national Center of Excellence by the American Society for Gastrointestinal Endoscopy (ASGE), the nation’s leading medical society of quality and safety in endoscopic diagnosis and treatment. St. Jude is one of fewer than 20 hospitals in California to be recognized by the ASGE, and both the hospital’s inpatient endoscopy unit and the outpatient Knott Family Endoscopy Center were distinguished for their use of best practices, elevation of patient safety, and overall excellence in the use of endoscopic procedures to diagnose and treat issues involving the GI tract.


SUEZ Wins Multiple Excellence Awards in China’s Water Industry
Recently, SUEZ was recognised as one of the 2021 Top 10 Most Influential Water Companies in China – a flagship annual award of China’s water industry. This makes SUEZ the only foreign company to have received the award each year since the award was created 19 years ago. At the same time, three SUEZ joint ventures, Macao Water, Jiangsu Sino French, and Chongqing Sino French, received the Most Socially Responsible Water Company in China designation for their exemplary performance and social impact. Among them, Macao Water and Jiangsu Sino French have been recipients of this award for 10 consecutive years since its first edition in 2012.
Additionally, five of SUEZ’s water treatment infrastructure projects in China were selected as case studies on best practices in the water industry, and the Tangjiatuo wastewater treatment plant in Chongqing was also recognised by the industry as a benchmark for sophisticated operation and management of wastewater treatment.
Since its inception in 2003, the Top 10 Most Influential Water Companies in China award has been widely recognised among Chinese water companies as a credible and authoritative source, with strong industry influence. The 2021 selection attracted entries from approximately 400 water companies. SUEZ was recognised as a “Model Foreign-invested Water Company” for its innovative solutions developed over the course of nearly five decades of operations in China, its specialised water operations and management services for municipal and industrial customers, and its prominent role in unlocking the value of China’s water industry and contributing to China’s 2030/2060 decarbonisation goals.
Steve Clark, CEO of SUEZ Asia, said, “Over the past 50 years of our steady growth in China, SUEZ has built solid and amicable relations with governments and industrial partners. We have developed and offered our world-class technology, operational and managerial expertise, and innovative solutions for climate change mitigation and sustainable resource management to governments and industrial customers in China. We are incredibly proud and excited to witness the rapid and dynamic growth of China’s environmental industry, and I am confident that foreign companies will remain important contributors to China’s sustainable development going forward. In 2022, SUEZ embarked on a new journey, one in which we have continued to prioritise business development, producing landmark solutions in water and waste management with local partners and maintaining our unwavering commitment to China’s sustainable development.”
SUEZ is a major player in environmental services. For almost 160 years, SUEZ has supported local communities and industrial companies in the management of essential services such as water, waste, and air quality. As such, SUEZ produces drinking water for 66 million people worldwide, recovers 2 million tons of secondary raw materials per year, and generates 3.1 TWh of renewable energy from waste. In our ongoing management of the ecological transition and climate change challenges, SUEZ will rely on the expertise and commitment of its 35,000 employees (particularly in France, Italy, Central Europe, Africa, Asia, and Australia) to offer high value-added and customized environmental solutions to all its customers. SUEZ’s expertise allows, for instance, its customers to avoid the emission of 4.2 million tons of CO2, thus improving their carbon footprint and their impact on climate. With a turnover of over EUR 7.5 billion in 2021 and backed by its expertise and capacity to innovate, SUEZ has strong growth prospects. SUEZ relies on a solid consortium of investors made up of Meridiam and GIP – with 40% stakes each – and the Caisse des Dépôts et Consignations Group – with a 20% stake in the capital, including 8% held by CNP Assurances – to pursue its strategic development plans in France and internationally.
In Asia, SUEZ’s journey began some 70 years ago, first in Southeast Asia before expanding to China nearly 50 years ago. With 6,500+ employees and 40+ joint ventures with local partners, SUEZ has built 600+ water and wastewater plants. The company also provides water and waste services to 20+ million people and delivers environmental services to 16 industrial parks. SUEZ manages China’s first PPP water contract in Macau, operates one of Asia's largest hazardous waste treatment facilities in Shanghai, and has invested over RMB 4 billion in Chongqing. Today, SUEZ is recognised as one of the most influential companies and a service benchmark for leading the region’s environmental industry.


The Monetary Authority of Singapore (MAS) has issued prohibition orders (POs) against two former bank employees and two former insurance agents for fraud and dishonest conduct.
Former Barclays representative Kale Jagdish Purushottam was slapped with a 25-year PO whilst former DBS and Standard Chartered representative Liaw Tick Kwan was handed a 10-year ban. Ex-Manulife agents Mike Chew Jun Yong and Priscilla Tien Ling were each handed out six-year bans.
POs were issued after the four were convicted by the State Court of Singapore. Court cases involving Chew and Tien were related, whilst the others were unrelated. Purushottam was sentenced to 13 years in prison, Liaw will serve 46 months in prison, Tien will be imprisoned for eight months, and Chew will serve six.


SEISS Extended: The Last Round and What You Need to Know Now
Despite the final stage of England’s lockdown lifting measures being pushed back four weeks to July 19, 2021, the self-employed income support scheme (SEISS) is not expected to be extended.
All social constraints in England were supposed to be lifted on June 21st, according to the government’s lockdown roadmap. However, due to the recent increase in Covid cases, this deadline has been delayed until at least July 19, meaning that some workers will continue to lose work opportunities or be unable to work at all.
The fifth SEISS grant, which covers lost earnings from May to September, is currently the last of the financial assistance available to self-employed workers, but applications will not be available until late July. The deadline for the fourth grant was June 1st.
HMRC should contact anyone who is eligible by mid-July to let them know when they can claim, but if you don’t hear anything and believe you are entitled to a reimbursement, you should check the government’s online claims service.
Here, we’ll go over SEISS self-employment assistance and what it could mean for your finances, as well as how to avoid becoming a victim of a scam.
About the Fifth SEISS Grant
The fifth SEISS grant is the government’s final one, and it will be available to apply for starting in late July – the exact date has yet to be determined.
The amount of money you’ll get from this grant will be determined by how much money you’ve lost in turnover. If it has been reduced by 30% or more, you will receive a grant of up to 80% as usual.
The fifth grant will be worth 30% of lost earnings subject to a limit of £2,850 for those whose turnover has been decreased by less than 30%.
The fourth SEISS grant was worth up to £7,500 and covered up to 80% of monthly average profits in February, March, and April. This is now closed for applications.
How Much Will Self Employed Workers Get This Time?
The majority of your eligibility and grant amount is determined by looking at your 2019-20 tax return to see if your trading profits exceed £50,000 and equal or exceed your non-trading income.
If you’re not eligible based on your 2019-20 tax return, HMRC will look at your tax returns from the previous three years.
To calculate your average three-month income, you’ll need tax returns from all four tax years; if you have a gap in the years you’ve traded, only the most recent tax returns will be used.
To calculate your three-month average income, divide your average annual profit by 12 and multiply by three. Your grant will cover up to 80% of this amount.
Am I SEISS Eligible?
According to the Office for National Statistics (ONS), the United Kingdom currently has 5.02 million self-employed workers, many of whom would have been among the first to feel the effects of the coronavirus outbreak’s restrictions.
To apply for the SEISS fifth round, you must be a self-employed individual or a member of a partnership who meets the following criteria:
- In 2019-20 you traded, and intend to trade again in 2020-21.
- Have a yearly trading profit of less than £50,000
- Self-employment accounts for the majority of your income (50 percent or more).
- By midnight on March 2, 2021, you must have filed a tax return for the 2019-20 tax year.
If I Receive SEISS Funds, Will I Have to Pay Them Back?
The money received through the self-employed income support scheme will not be required to be repaid.
However, the Chancellor has previously stated that the taxation of self-employed workers may need to be reconsidered.
The Chancellor has previously stated that the equal level of assistance received by employed and self-employed workers may lead to future questions about whether self-employed workers should pay the same level of National Insurance.
However, as per the 2021 Budget, this is unlikely to happen anytime soon, with Class 4 National Insurance rates remaining unchanged in 2021-22.
Avoiding SEISS Scams
Unfortunately, the coronavirus outbreak has resulted in an increase in all kinds of scams. In fact, according to the City of London Police, they’ve seen a 400% increase in scams as a result of coronavirus-related fraud according to figures they released in March 2021.
Scams involving HMRC have been around for a while, so it’s pretty obvious that fraudsters are trying to take advantage of the self-employed income support scheme.
If you think you are SEISS eligible this round, HMRC will contact you to let you know if you qualify for the scheme. It will send you a link to an online form where you must enter your bank account information. HMRC will then make a payment to you directly into the bank account you specified.
If you’re contacted and told to do something different, you should probably ignore it. You can call HMRC’s helpline or use its webchat services to see if it’s really them contacting you if you want to confirm your suspicions are correct.
You should also be very wary of phone calls claiming to be from HMRC, and read the details of any email correspondence you receive carefully. There are no announced plans for HMRC to ring anyone about their SEISS eligibility, so such calls are almost certainly a scam.
What Other Help is Still Available for Self Employed Workers?
Chancellor Rishi Sunak announced in the Budget on March 3, 2021, that the government would provide an additional £5 billion in funding to businesses that had to close due to the recent lockdowns.
When businesses in the hospitality and leisure sectors, including personal care, are allowed to reopen, the new Restart Grant will provide up to £6,000 to non-essential retail businesses and up to £18,000 to businesses in the hospitality and leisure sectors.
Mr Sunak announced £4.6 billion in new government grants to help businesses during the national lockdown on January 5, 2021.
This includes £9,000 one-time grants for retail, hospitality, and leisure businesses, as well as a £594 million discretionary fund for other affected businesses.
What Is the Recovery Loan Scheme?
You may have also heard of the Recovery Loan Scheme.
The government-backed recovery loan scheme, which was first announced in the Budget on March 3, can be paid out to any companies still trading in the UK that have been impacted by Covid-19.
The government will back up to 80% of the loans, allowing for payouts of up to £10 million.
The loans are intended to assist businesses in getting back on track as lockdown measures are eased, but businesses can decide how to spend the funds.
Businesses can get term loans and asset finance for three months to six years, as well as overdrafts and invoice finance for three months to three years, under the scheme.
There are fees and charges, as well as interest of up to 14.99 percent.
The British Business Bank website lists accredited lenders, but it recommends that business owners first contact their own finance provider to see if they offer the scheme.
Self-employed and in need of an accountant? Pearl Lemon Accounting specialises in helping businesses of all sizes maximise their finances, while also making sense of them all! Contact us today to chat about just how we can help you!
What does the SEISS grant extension cover?
The grant covers about 40% of the average trading profits.
Need more detailed information? Feel free to book a call with our experts.
How can I claim the SEISS grant extension?
To claim the SEISS grant, you need to meet certain qualifications.
Mainly, you need to be self-employed, meet the qualification criteria from the original SEISS grant, and be experiencing a low product or service demand due to the Coronavirus (from November 1, 2020, to the claim date) but still be actively trading.


The European Commission has decided to withdraw its request for an Opinion of the CJEU on the compatibility of ACTA with EU law, and more specifically the EU Charter of fundamental rights (the decision was allegedly taken on Wednesday’s meeting of the Commission, although we are still waiting for an official press release). As I reported earlier, the admissibility of the request was doubtful in any case. Nonetheless, this is a nice Christmas present from the Commission to the CJEU, which will not have to deal with this political hot potato anymore. Too bad for the academic world I guess; I was quite curious what the CJEU would make of the request.
Well, that came as no surprise. Today, the European Parliament officially rejected ACTA. In a vote today 478 MEPs voted against ACTA, 39 in favour, and 165 abstained. As we mentioned earlier on the blog, the Commission already requested the Opinion of the Court on the compatibility of ACTA with the Treaties and the Charter in accordance with article 218 (11) TFEU.
Now that the European Parliament has rejected ACTA, what happens to this request? The Commission could retract its request, saving the Court from a lot of headaches and drawing it into this political mud-fight. That would be kind of the Commission of course. However, since the Commission has been so determined in arguing the benefits of ACTA, as well as defusing concerns over fundamental rights issues, the Commission might be tempted to hear the Court’s Opinion anyway. The advantage for the Commission would be that it obtains legal certainty on whether ACTA is compatible with the Treaties and the Charter, possibly opening the door to ratification or renegotiation. And if the Court were to rule that ACTA is compatible, the Commission would have proven its case and save some face.
The question is: does the Court still need to give an Opinion now that the European Parliament has rejected ACTA?


In France, the #MeToo movement has a livelier name: #BalanceTonPorc, or “Name and Shame Your Pig.” It inspired hundreds of women to denounce sexual harassment on the streets and in the boardroom.
The latest workplace harassment scandal, exposed online in mid-February, involved France’s so-called “LOL League” – an anonymous boys club in the media industry – that in 2010 began bullying female colleagues online.
Prominent news editors, including the managing editor of the French edition of Slate and of the venerable news daily Libération, had targeted female colleagues on Twitter and on Facebook, mocking them on their looks and ethnic origins or making sexist and racist slurs.
Many of these men had since climbed up in hierarchy in the news business, and, as #MeToo unfolded in 2017 and 2018, claimed that they were feminists.
France’s everyday sexism
Sexism is an everyday occurrence in France, where clothing advertisements still use sex to sell products and men comment on women’s looks at the office and on the streets. Lewd comments are often defended as “just flirting.”
Flirtation was the argument some prominent French women – including actor Catherine Deneuve – have used to denounce #MeToo. In an open letter published in January 2018, 100 women denounced #MeToo as a puritan witch hunt, driven by a hatred of men, and claimed that French culture was simply different, more sexually expressive, than American culture.
Feminists across France rushed to defend #MeToo’s goals of exposing workplace misogyny and holding sexual harassers accountable. By summer 2018, thanks to their efforts, France passed a law criminalizing street harassment.
But the French backlash against #MeToo demonstrated a certain confusion in the country between what constitutes sexual freedom and what constitutes abuse.
Sexual violence at school
Children do not always understand the difference between an intimate touch that is a consensual act of sexual discovery and a nonconsensual, inappropriate touch. And violence and harassment that take other forms – insults, mockery and rumors – are particularly hard for children to identify, and for adults to detect.
Both boys and girls may be subjected to sexism or sexual violence in the guise of a joke or of a game.
Recently, students in a school near Paris were all playing a game they’d learned on the social network Snapchat. It consisted of touching the other children’s private parts to earn “points.” During “Ass Day,” as the students called it, boys and girls allowed each other to touch or squeeze their genitals.
Not participating in this “game” was not really an option.
One female student told a school guard she did not consent to being touched. He looked the other way, and the groping continued. Even after school, the girl was trailed by boys trying to touch her on her way home.
She informed her parents, who went public with the story.
Other common coerced sexual encounters between students include forced kisses and voyeurism, especially spying on the boys’ or girls’ bathroom.
Smartphones and social networks put the tools of voyeurism in kids’ pockets.
“Revenge porn” – when angry friends, school bullies or ex-partners post sexually explicit photos of a person without their content – is another danger children face on social networks.
In January 2018, about 50 high school girls in the eastern French region of Strasbourg discovered nude pictures of themselves – previously shared only with friends or boyfriends – published on Snapchat and Facebook groups linked to the school.
Boys are not the only ones to ridicule girls for their sexuality, a form of harassment known as slut shaming. In a bid to earn male approval and popularity, girls, too, post revenge porn and circulate upskirts at the expense of their female classmates.
Stereotypes create violence
Tension and aggressive behavior among teens is attributable to various factors in their development: puberty, identity building, peer group influence, seduction games.
But gender stereotypes are at the heart of this problem, too.
Stereotypes about how men and women should behave are conveyed by the media, at home and in the classroom. In France, teachers’ own internalized sexism may unintentionally lead them to enforce social norms about “flirtation” and the stereotypical roles of boys and girls.
“The socialization of boys draws two distinct groups,” says the French educator Eric Debarbieux. “Those who manage to show their strength, to be the strongest, the most virile; and others who risk being downgraded to the category of sub-human, or ‘fags.’”
Better sex education
Schools in France mostly address gender-based behavior and sexual violence during sex education classes.
Teachers discuss public health issues, relationships between girls and boys, the culture of equality, sexual violence, pornography and gender and homophobic prejudices.
Efforts since #MeToo to make French sex education more progressive – starting it at a younger age, for example, or to teach French elementary school children more about gender, sex and identity – have proven controversial. Last September, the French government found itself debunking accusations that it wanted to teach toddlers how to masturbate.
But if French schools contribute to national confusion about the difference between flirting and harassment, schools need to do more to develop students’ ability to think critically about gender roles as they are conveyed by the media, film, television and advertising.
Critically, younger children must be taught about consent, which will help them distinguish between seduction and aggression. France’s anti-#MeToo women wanted to protect the “freedom to bother,” which they say is necessary to give women the “freedom to say ‘no.’”
But children need to know, too, that they have the right to not be bothered.
Citer ce billet
Bérengère Stassin (2019, 10 mars). France’s ‘everyday sexism’ starts at school. Cyberviolence & Cyberharcèlement. Consulté le 18 avril 2024, à l’adresse https://doi.org/10.58079/ompc