ABC News(NEW YORK) — Gusty, dry winds continue to impact parts of the West, including California, Thursday. Some of the wind gusts have already surpassed 50 mph in parts of Northern California, with humidity as low as 3 percent. Because of the very dry conditions, the Briceburg fire in Mariposa County has more than doubled in size, and evacuations are in effect. The fire is burning in relatively rural area near Yosemite National Park.On Thursday, the worst of the gusty dry winds will shift into Southern California, where they’re called Santa Ana winds. The National Oceanic and Atmospheric Administration (NOAA) has issued a rare extreme fire danger warning for Los Angeles and Ventura counties, with wind gusts possible up to 70 mph and very low relative humidity. With these conditions, any fire can spread very quickly.Meanwhile, a record snowfall brought nearly half a foot of snow to Billings, Montana, Wednesday. Some areas of Montana have received up to 13 inches of snow. Denver is getting slammed Thursday with temperature whiplash: It was 83 degrees Wednesday in the city, but by Thursday night the temperature will be in the teens. This could be a 60+ degree temperature drop in a very short period of time, possibly close to all-time record. Already, seven states are under winter storm warnings, watches and advisories.On the southern end of the storm system, we could see severe storms with damaging winds, hail, and a few tornadoes, from Dallas to Tulsa, Oklahoma and into Missouri. The heaviest snow will be in the Dakotas on Friday and Saturday, where some areas could see up to two feet of record-breaking October snow. Combined with gusty winds over 45 mph, the weather could shut down I-90 and I-94.Finally, an ocean storm is backing up toward the Northeast U.S., with gusty winds 30-50 mph, heavy rain up to 5 inches, and coastal flooding. The worst hit areas will be eastern New England and eastern Long Island, especially Cape Cod and Suffolk County, Long Island, where wind alerts and flood alerts have been posted. The worst of the storm will be through Friday, after which the storm will begin to weaken and move away from East Coast by the weekend. Copyright © 2019, ABC Audio. All rights reserved.
iStock/ChiccoDodiFCBy: BILL HUTCHINSON, ABC News (NEW YORK) — Amid a series of nationwide protests over police treatment of African Americans, a report released Monday shows that 64% of civilian complaints against New York City police officers were filed by or on behalf of young black people ages 8 to 18 who claimed to have been mistreated after being stopped for innocuous activities like high-fiving and carrying backpacks.The report by the New York City Civilian Complaint Review Board (CCRB), a police watchdog agency, analyzed 112 completed investigations between Jan. 1, 2018 and June 30, 2019, showing an overwhelming number (nearly 90%) of grievances involved children of color (black and Hispanic youth).The report also found that the number of complaints by youth of color was significantly larger than in the overall population (69.1%) and that nearly half of the complaints (46.3%) came from or were made on behalf of black male youth.“Sadly, after years of witnessing news about police misconduct and possibly experiencing it themselves, even the youngest among us have an awareness of the tension that too often exists between the police and civilians,” CCRB Chairman Fred Davie said in a statement. “As young New Yorkers lead the way in calling for change in our city following the deaths of George Floyd, Breonna Taylor, and countless others, it’s time for the NYPD to re-consider how officers police our youth, address disparities in law enforcement, and commit to swift discipline when officers engage in misconduct.”Among the complaints probed was a March 2018 incident in which a group of black and Hispanic boys was stopped by multiple police officers simply for talking, laughing and playing with sticks picked up off the ground as they walked home, according to the report. A lieutenant had two of the boys, an 8-year-old and a 14-year-old, whom officers saw running with sticks in their hands handcuffed and taken to a police station in tears, according to the report.Two of the officers testified that they were looking for “a group of Hispanic men in their 20s with a machete and a stick chasing and fighting other individuals” but their stories were inconsistent.“The mother of the 8-year-old complained that her son was not treated properly and that his dreams of being a police officer were over,” the report reads, adding that the complaint was substantiated and two of the officers and a lieutenant are facing a trial on administrative charges brought against them.Other complaints substantiated by the board, include:— An 11-year-old black boy who was stopped and frisked by an undercover officer after they saw him shaking hands with and high-fiving a group of adults he knew in a housing project. “One of the bystanders told the officer that he should not be searching the victim as he was under the age of 13, but an officer replied that drugs can be given to younger children,” the report reads. “The officers then got back into their vehicle and drove away.”— A 16-year-old Hispanic boy stopped for jaywalking by an officer and a sergeant in plainclothes and searched without probable cause, according to the report. The officers discovered a small pocket knife on the boy. While the teenager was not arrested or issued a summons, the board “determined by a preponderance of the evidence” that the officers wrongfully invoked their authority because the boy’s behavior did not amount to founded suspicion of criminality allowing the officer to question him.— A 15-year-old black boy was holding a deli bag and walking to a homeless shelter when a plainclothes detective and sergeant in an unmarked vehicle ordered him to stop without announcing they were police. The teenager ran but was tackled and handcuffed, suffering minor injuries. The bag the boy was holding contained a cheese roll and a piece of cake, according to the report.In response to the report, NYPD officials said just one case of substantiated police misconduct is unacceptable.“A top priority Commissioner (Dermot) Shea has set for the NYPD is to reimagine doing all we can to protect and serve New York City’s kids,” the police department said in a statement. “After careful review, we accept each of the CCRB’s thoughtful and constructive recommendations — some of which are already in the process of being implemented and all of which will strengthen our new Youth Strategy.”The report showed that 407 total complaints were filed against New York City police by or on behalf of youth between Jan. 1, 2018 and June 30, 2019. Of the 112 fully-investigated complaints analyzed, 72% were filed by young people ages 10 to 18.The report says that 42% of the fully-investigated complaints were unsubstantiated and 29% were substantiated. About 93% of the fully-investigated complaints involved young people ages 10 to 18 that were filed on their behalf by adults.The CCRB also noted that between Jan. 1, 2018 and June 30, 2019, the NYPD reported 15,279 interventions with children ages 10 to 18. Of those interventions, 88% were with black or Hispanic children while just 6% were with white children.The report was released along with a public service announcement encouraging young New Yorkers who experience police misconduct to call the CCRB.The CCRB recommended that the NYPD use the report in taking steps to avoid the “over-policing” of New York City youths of color and make public its use-of-force data, including breaking it down by age and race.Copyright © 2020, ABC Audio. All rights reserved.
Star serviceOn 1 Jan 2002 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos. Eurostar’s OH department uses a proactive approach to innovate ideas andprovide a comprehensive range of services covering all aspects of the health ofits staff, by Elizabeth Harvey and Julia Wason After many decades of deliberation, construction for a Channel tunnel beganin 1987. In 1994, Eurostar services started, initially with high speed, passenger-onlytrains between London and Paris and Brussels. Within a short time Eurostarfirmly established its position as leader on the London to Paris and London toBrussels air/rail markets – a position it has maintained and strengthened. In 1999 Eurostar Group was formed to provide a centralised management todetermine commercial strategy and development of the product and service. The service was, and continues to be operated by railways from the threecountries it serves – in the UK, by the private company Eurostar (UK), and inFrance and Belgium by their national railways SNCF and SNCB respectively.Together they provide around 60 services daily. These run from London andAshford in Kent to the European capitals with Lille and Calais Frethun en route.Services also operate direct to Disneyland Paris and to the ski resorts of theFrench Alps. The British operating arm, Eurostar (UK), employs 1,500 people of variousnationalities who work at the international terminals at Waterloo and Ashford,North Pole International Depot, Ashford Call Centre and offices in London. Staff requirements A high percentage of customer service and safety critical staff are requiredto speak more than one language. Train drivers require a minimum of five yearsdriving experience on national railways before joining Eurostar. They then have an extensive training programme including French languagetuition to enable them to drive trains on international routes. A highpercentage of staff work shift systems and travel regularly between Paris andBrussels. There are mandatory medical standards for particular categories ofoccupations both for those employed and for potential employees. Thesecategories include drivers, train managers, engineering staff, and all otheremployees who work in safety critical positions. Background of the OH service The occupational health service is managed as a job share between theauthors who both have 15 years experience in occupational health, and both ofwhom have worked within commercial, educational, and railway environments. Theyare used to working with a high degree of autonomy within a safety criticalbusiness and have found sharing the job to be beneficial in many ways, such aslearning from each other’s strengths and solving problems by encouraging eachother to think laterally. As Savage puts it, “Good communication skillsare fundamental to successful job sharing”1. Other key elements are to plan and organise time and workload effectivelythrough handover procedures, to be flexible and to agree and present a unitedview on issues. They provide peer supervision to each other on a day-to-day basis andacknowledge the need to obtain independent supervision to enhance theirprofessional development and practice. To this end they attend clinicalsupervision on a monthly basis. Within the framework of Eurostar (UK) human resources the aim is to providean occupational health service for all employees that attains the highestprofessional standards possible and where there is a commitment to bestpractice in occupational health nursing. In order to achieve this aim acomprehensive range of OH services has been developed covering all issuesrelating to the health of the employee. Objectives The Eurostar (UK) business objectives are to maintain and improve safetystandards and the service it delivers to customers; to increase passengerrevenue and reduce operating costs, and to help employees achieve improvedperformance. With clear business objectives the role of occupational health can betailored to the business needs. As Artus and colleagues state, “Theobjective of occupational health nursing practitioners is to contribute to thebottom line financial performance of the companyÉ through the protection andpromotion of the most costly elements in an organisation – theemployees”2. The railway environment Railways are a high hazard environment. Employees may witness fatalitiesfrom suicides, and assaults, both verbal and physical, are a feature of theindustry. Public transport workers are therefore in a high risk group3. Employees may be involved in a distressing incident and the company aims toensure that if they are exposed to a traumatic incident they are offered theopportunity to talk to the occupational health manager for a critical incidentdebriefing. Employees are offered an appointment 24-72 hours after an incident.A company leaflet designed by the occupational health managers onpost-traumatic stress is given to employees who have experienced a traumaticevent to inform them of how they may feel and where to seek further support ifnecessary. Employees may also be referred to GPs or counsellors trained intraumatic stress when necessary. Eurostar employees were closely involved in the rescue following thePaddington/Ladbrooke Grove disaster on 5 October 1999 when two trains collided.This occurred on the main line track adjacent to Eurostar’s engineering depotwhere 200 people were working. Eurostar employees were some of the first at thescene and worked alongside the emergency services to free passengers from thetrains. At the time almost all employees were affected in some way. Theoccupational health department conducted a series of debriefings for staffduring this period and also on the first anniversary of the crash. The development of the OH service The Paddington/Ladbroke Grove incident raised the profile of the role ofoccupational health and the contribution it can make to a company, andhighlighted mental health as an important factor which could form the basis forfurther research. It is not anticipated that Eurostar (UK) Ltd will employ anabove average number of people with mental health problems, but it isacknowledged that mental health is becoming one of the main contributory causesof sickness absence in industry4. It has been recognised that within the functions of the company, employeesare exposed to different potential health risks, such as the effects of shiftworking, location, working away from home and working directly with the generalpublic, who can be verbally and physically aggressive3. Also, as previouslyillustrated, employees may witness a critical incident resulting in fatalities.Stress management programmes including workshops had been offered to managersand employees for several years and although these had always been wellreceived they were not necessarily addressing any fundamental organisationalstress factors. To be able to introduce a proactive programme, an assessment of the actualsituation was necessary and independent occupational psychologists werecommissioned to carry out an occupational health well being audit. Well-being audit The aim of the audit was to identify the extent of stress and causes ofstress within the company. Initially only the safety critical sections of thebusiness were to take part. But if a clear assessment was to be achieved theaudit needed to be wider and include such areas as the call centre in Ashfordwhere exposure to stress was becoming more recognised. The OH managers and the occupational psychologist agreed a methodology andthe researchers designed a questionnaire specific to Eurostar (UK) and met withfocus groups. A summary of the findings together with the researchers’ recommendationswere presented within 12 weeks and from this a structured action plan wasformulated for the company. This included company objectives together withaction points for the occupational health department. This audit provided the opportunity to develop the OH service and introducehealth programmes designed specifically to meet the needs and tasks of people’sjobs, location and shifts. Action points The key areas which were developed as a consequence of this audit haveincluded relaunching the occupational health service, developing andimplementing a back care programme, introducing lifestyle assessments andoffering eye tests for customer service employees. The fundamental areas of work, which include managing medical and EAP(employee assistance programme) contracts, health referrals, critical incidentstress debriefing and DSE awareness training, remain a core part of the OHmanager’s function. With the implementation of specific health programmes theOH service now provides employees with readily available specialist support andinformation. Conclusion Occupational health managers have found that working within a proactiveenvironment allows innovative ideas to develop. However, it is necessary tocollect and collate data of all activities to an agreed time scale and presentthese in a format familiar to the organisation. To provide a cost-effective occupational health service it is necessary – To identify the need, justify the reason and reference this to businessneed – Focus specifically on key functions of the business but not forgettingother employees – Confirm clear objectives and time scales – Carry out regular occupational health service audits both of a qualitativeand quantitative nature including clinical audits – Work to set OH protocols to provided the tool for audit References 1. Savage S (2001) Flexible Working, Personnel Today. 2. Artus K, et al (undated) A Professional Perspective of OccupationalHealth Nursing. SOHN and the Association of UK OH Nurse Practioners. 3. HSE (1999) British Crime Survey. 4. CBI (2000) Focus on Absence. 5. ENB, DOH (1988) Occupational Health Nursing Contributing to HealthierWork Places. Elizabeth Harvey and Julia Wason are occupational health managers atEurostar (UK) Ltd, London Eurostar’s occupational health objectives– To ensure that all safety criticalstaff (such as drivers and maintenance staff) are medically fit – To reduce costs by reducing sickness absence levels– To prevent costly litigation against the company by providingoccupational health advice on matters such as the DDA– To encourage better individual performance by a programme ofhealth promotionThe cost to industry of sicknessabsence is significant in all businesses and affects not just those people whoare ill but also their families and colleagues5
Previous Article Next Article A career in reward: what it means in practiceOn 5 Mar 2014 in Careers in HR, HR specialisms, Pay & benefits, Personnel Today Comments are closed. Reward has been identified as one of the high-growth HR careers areas for 2014, as organisations look at how reward strategies can be used to attract and retain staff in a more buoyant employment market.Making the most of limited reward budgets is likely to be a key theme in reward planning over the coming year, but what else can you expect to be working on in a reward department over 2014?XpertHR Salary surveysXpertHR Salary surveys enable you to benchmark the pay and benefits of your staff against market rates. Find out more…Pensions top the list of the most important reward activities for 2014, according to research released today by XpertHR. More specifically, pensions auto-enrolment is cited – both the administrative work associated with the previous introduction of auto-enrolment for those who have already passed their staging date, and preparing for auto-enrolment for those yet to reach theirs.Aside from their statutory obligations around pensions auto-enrolment, the next priority for reward departments in 2014 will be benchmarking salaries against the market.This is closely followed by conducting the annual pay review, communicating to employees about benefits, reviewing performance incentives and conducting a wide-ranging review of benefits.Research author Sheila Attwood said: “Employees working in a reward department are likely to cover a wide range of topics at any given time.“The varied nature of the work – from putting together a reward strategy to benchmarking salaries against the market – means that there is also scope to develop a specialism within the profession.”Browse reward roles on Personnel Today Jobs Related posts:No related photos.
Full Name* Email Address* Message* Opendoor CEO Eric Wu (Twitter)UPDATED, 9:01 p.m., Feb. 2: After Covid forced Opendoor into a five-month homebuying limbo in 2020, the newly public company is projecting a 45 percent drop in annual revenue. The instant homebuying startup projected $2.58 billion in 2020 revenue, down 45 percent year-over-year from $4.7 billion, it said in a regulatory filing Tuesday. It anticipates losing between $98 million and $103 million on an EBITDA basis. That’s compared to a net loss of $339 million in 2019. Opendoor shared the preliminary financials in conjunction with a disclosure that it is looking to raise more than $600 million through a stock offering, just six weeks after it went public via a SPAC. It plans to offer 24 million shares of its common stock. Opendoor is yet to price the shares, but estimated net proceeds based on a closing price of $26.12 on January 29. The company could raise just under $700 million if underwriters at Citigroup and Goldman Sachs exercise their shares. Read moreOpendoor’s value soars to $18B Who are the big winners from Opendoor’s IPO Opendoor is ready to go public. Is its balance sheet? Share on FacebookShare on TwitterShare on LinkedinShare via Email Share via Shortlink This story was updated with Opendoor’s revenue disclosures. Share via Shortlink Opendoor currently operates in 21 markets around the U.S. It sold nearly 19,000 homes in 2019. In the filing, Opendoor said it plans to invest in existing and new markets, and will add to its working capital. “The principal purposes of this offering are to increase our capitalization and financial flexibility,” the filing stated. In addition, the Company plans to continue to invest to double the markets it serves in 2021.”Like other iBuyers, Opendoor suspended homebuying in March when the pandemic threw the housing market into disarray. Between February and July 2020, Opendoor reduced its inventory to $172 million from over $1 billion, according to previous financial reports. For the first nine months of 2020, Opendoor generated $2.3 billion in revenue, compared to $3.5 billion during the same period in 2019. Its net loss was $198.9 million, down from $247.4 million.Led by CEO Eric Wu, Opendoor buys homes from owners who want the certainty of a quick closing. After making minor improvements, it aims to sell at a premium and also make money on ancillary services.The San Francisco-based startup went public in December after merging with a blank-check firm sponsored by Chamath Palihapitiya. Ahead of trading, Opendoor’s valuation soared to $18 billion, about three times its enterprise value of $5 billion in September when it struck the deal with Palihapitiya. The stock closed at $31.25 per share on December 21.The shares have dipped over the past six weeks. Opendoor’s stock closed at $28.47 per share on Tuesday, up from $26.25 a day prior, giving it a market cap of just over $15 billion. After going public, Opendoor had $1 billion in cash. But homebuying is an extremely capital-intensive business, and the startup is likely looking to build on its momentum and the liquidity in the financial markets to grow its market share. Earlier Tuesday, brokerage giant Realogy announced a $200 million offering of senior notes, adding to $1 billion raised over the past 12 months. Opendoor has projected $10 billion in revenue by 2023. It said by capturing 4 percent of the U.S. housing market, it can be a $50 billion company. Contact E.B. Solomont TagsiBuyingIPOopendoorProptech
Brad James FacebookTwitterLinkedInEmailMOSCOW, Idaho-Tuesday, as the Big Sky Conference outdoor track and field championships commenced at Dan O’Brien track, the decathlon and heptathlon competitions took center stage.While not all of the events were completed in these partcular categories during Day 1 of competition, many impressive performances occurred.The current leader in the men’s decathlon is Montana State’s Mason Storm who has 3884 points. Southern Utah’s Erik Ostrom placed ninth overall in the standings through the first day of competition with 3289 points.For the women’s heptathlon competiton, Kristen O’Handley of Portland State has the lead with 3062 opints and Southern Utah’s Jentry Skidmore currently finds herself in 11th place with 2685 points.Both the decathlon and heptahlon resume Wednesday, while the majority of the events commence Thursday. Written by May 8, 2018 /Sports News – Local Big Sky Conference Track and Field Championships: Day 1 Tags: Big Sky Conference/Southern Utah/Weber State
Image: Drilling of the Etame 9P appraisal wellbore would take approximately four weeks. Photo courtesy of QR9iudjz0/Freeimages.com. US-based independent hydrocarbon exploration company Vaalco Energy has started its 2019/2020 drilling campaign and spud the Etame 9P appraisal wellbore at the Etame field, located offshore Gabon.Vaalco said that drilling of the Etame 9P appraisal wellbore would take approximately four weeks, followed by drilling the Etame 9H development well targeting the Gamba reservoir.Vaalco chief executive officer Cary Bounds said: “We have entered into the first phase of our growth strategy starting with the Etame 9P appraisal wellbore where we are seeking to de-risk significant resources in the Dentale formation with a view to future exploitation opportunities.“The resources we are targeting were identified in oil-bearing Dentale reservoirs encountered in wells drilled beneath the Gamba reservoir at the Etame field. The Etame 9P appraisal wellbore represents the first of many opportunities where we are attempting to create substantial value for our shareholders by converting resources to reserves in a cost-effective manner.”Vaalco hired Vantage Drilling International Topaz jackup drilling rig for the drilling campaignEtame 9P appraisal wellbore is aimed at testing the Dentale reservoirs beneath the Etame field, and estimates up to 4.6 million gross barrels of recoverable oil is present in the Dentale reservoirs beneath the Etame field.Vaalco is expected to drill additional wells to exploit the reservoirs. if resources are found in the Dentale.The company has contracted the Vantage Drilling International Topaz jackup drilling rig to execute the 2019/2020 drilling campaign, for two appraisal wellbores and up to three development wells.Vaalco has signed definitive agreements to conclude the previously announced agreement in principle with the Etame joint venture owners to resolve past audit findings valuing $4.4m (£3.5m) for the period from 2007 to 2016.The company is engaged in the development and production of crude oil, and its holds properties and acreage located mainly in Gabon and Equatorial Guinea in West Africa. The Vantage Drilling International Topaz jackup drilling rig has been contracted to execute the 2019/2020 drilling campaign, for two appraisal wellbores and up to three development wells
Legacy of Saudi-Russian volume war should not disrupt long-term rebalancing effortsWhile adding near-term pressure to a US sector that is bearing the brunt of an industry-wide financial squeeze, Reuters analyst John Kemp believes the deluge of Saudi crude flooding into the country will not deal too much damage to the global effort to restore stability to oil markets that have been thrown into disarray by the onset of coronavirus.He says: “If these imports are part of a one-off wave – the legacy of the volume war between Saudi Arabia and Russia fought in late March and early April – they will not change the picture of a market rapidly rebalancing.“Domestic crude production was estimated to have fallen again last week to just 11.4 million bpd, slowing sharply from more than 13 million bpd at the beginning of March.“Crude inventories around the Nymex WTI delivery point at Cushing in Oklahoma fell by more than three million barrels last week, the third consecutive draw, with stocks now down by a total of 12 million barrels.“Cushing storage is now 68% full, down from a peak of 83% at the start of May. Local tank farms have spare capacity to store up to an extra 25 million barrels if needed.“But it may be some time before anxiety among futures traders about deliverability is assuaged and they are confident to trade the front-month contract again.” While the Saudi-Russian price war might have been on hold since the early-April Opec+ deal to slash global output, the repercussions of the short-lived production binge have now sailed their way into the US market.Before Riyadh and Moscow settled their differences to agree on deep cutbacks that have gone some way to stabilising the global oil market in recent weeks, state-backed Saudi Aramco confirmed it was raising production levels to a huge 13 million barrels per day, as the Kingdom sought to wrestle market share from its competitors by flooding key markets with cheap crude.Many of those barrels were loaded onto a fleet of oil tankers destined for the US, which, after a long voyage across the seas, have now started to arrive in the country, unloading cargoes of discount Saudi crude ready to compete with domestic products. Oil tankers that left Saudi Arabia during the price war have started arriving in the US At a time when many US oil producers are holding back production due to the low-price environment triggered by the coronavirus market crash, millions of barrels of Saudi crude imports have started arriving on its shores. NS Energy takes a closer look at how the effects of Riyadh’s volume war are finally catching up with the US oil industry. US crude oil imports increased nearly 40% in a weekLatest data from the US Energy Information Administration shows overall US crude oil imports were 7.2 million bpd in the week ending 22 May – a sharp increase of two million bpd compared to the previous week, around half of which came from Saudi sources.The influx of new imports adds unwelcome strain to storage inventories, which, after the Cushing scare in April that sent West Texas Intermediate (WTI) plummeting into negative pricing for the first time, have been gradually easing as production curtailments take effect.According to the EIA figures, total stocks of crude oil and petroleum products – not including the national strategic petroleum reserve – grew by almost 15 million barrels during the week to a record 1.41 billion barrels.Inventories of crude oil, which have been in decline throughout May as domestic production shut-ins have become prevalent, grew by around 1.5% week-on-week to 534 million barrels – a level 13% above the five-year average for this time of year. Millions of barrels of Saudi crude oil imports, produced at the height of the March price war have reached the US market, exacerbating domestic industry woes US oil production falling as operators hit pauseThe Saudi oil dump comes at a time when many US shale operators are under extreme financial pressure amid the low-price environment, with bankruptcies in the sector a very real possibility unless reports of a federal lifeline in the form of royalty discounts can prove enough to ease the strain.Last week, the International Energy Agency reported that US shale is poised to undergo a 50% reduction in investment activity this year, as the appetite for capital spending dries up amid the crisis.US operators have resorted to shutting in production as the persistence of low prices – despite a moderate rebound for WTI in recent weeks – makes higher levels of production economically unviable.According to the EIA, US crude oil production stood at 11.4 million bpd last week, having peaked at 13 million bpd as recently as March, and with cheap Saudi crude now sloshing around the market, US oil producers could be feeling the heat for some time to come.
Gazprom and Wintershall Dea have been developing the Area 4A and 5A blocks under the Achim Development joint venture. (Credit Wintershall Dea/Georgy Pavlovsky) Gazprom and Wintershall Dea have achieved production of the first gas and condensate from Area 4A in the Achimov formations of the onshore Urengoyskoye field in Western Siberia, Russia.The companies’ joint venture Achim Development has also started hot commissioning of Area 4A.According to Wintershall Dea, the hot commissioning process involves filling up of the production complex with raw gas to test it under operating conditions.After the hot commissioning is successfully completed, Achim Development will move ahead with commercial production of hydrocarbons, said the German oil and gas producer.The joint venture is also planning to start the commissioning process for Area 5A in the first quarter of this year. Area 5A is also part of the Achimov formations.Area 4A/5A is located north of Area 1A of the Urengoyskoye field. Since 2008, Achimgaz, a 50:50 joint venture between Wintershall Dea and Gazprom Dobycha Urengoy, has been producing gas and gas condensate from the Area 1A block.Wintershall Dea board chairman and CEO Mario Mehren said: “Our gas projects in Russia are the cornerstone of our company’s business in terms of both reserves and production. A gas-focused portfolio is our strategy for the future, and the partnership with Gazprom remains a strategic priority.“So the successful start-up of the Achim Development project makes a significant contribution to our strategic goals, and is an impressive highlight in the long and fruitful history of our partnership.”Drilling campaign for Area 4A/5A includes over 140 wellsThe Achimov formations lie at a depth of nearly 4,000m. They are characterised by very high formation pressures, which makes the development of Area 4A/5A a technological challenge, said Wintershall Dea.Gazprom and Wintershall Dea plan to drill more than 140 wells at Area 4A/5A.The Russian state-owned energy company currently has a 74.99% stake in Achim Development, while Wintershall Dea holds the remaining 25.01% stake.Austrian oil and gas producer OMV is set to join the duo having signed a €905m deal in June 2019 to acquire a 24.98% stake in the Achimov 4A/5A project from Gazprom.In March 2020, OMV and Gazprom introduced amendments to the asset sale deal while agreeing to extend the negotiations for the final agreement on the transaction until June 2022. Commercial production from Area 4A of the Urengoyskoye field is planned after completing an ongoing hot commissioning process
Back to overview,Home naval-today UK: Construction on Forward Island Structure for Queen Elizabeth Class Aircraft Carrier Begins View post tag: forward View post tag: News by topic View post tag: UK Industry news View post tag: Naval View post tag: Carrier UK: Construction on Forward Island Structure for Queen Elizabeth Class Aircraft Carrier Begins View post tag: Navy View post tag: construction View post tag: Queen View post tag: Elizabeth July 14, 2011 View post tag: class View post tag: structure Portsmouth, United Kingdom: Construction on the forward island structure for the first Queen Elizabeth Class aircraft carrier began today at BAE Systems’ facility in Portsmouth Naval Base.Employees and guests watched as Second Sea Lord and Commander in Chief Naval Home Command, Vice Admiral Charles Montgomery CBE ADC cut the first steel, formally marking the start of production on the island structure. Housing the bridge and navigation systems for the Queen Elizabeth Class aircraft carriers, the forward island is fundamental to the effective command and control of the vessel. The island also includes the vessel’s long range radar, providing wide area surveillance up to 400 kilometres.Vice Admiral Montgomery said: “I am pleased to start official construction for HMS Queen Elizabeth’s forward island. The Queen Elizabeth Class will be joint assets for defence and, as such, will be a fundamental component of the UK’s joint capability over the coming decades.“By routinely carrying a Joint Force Air Group they will deliver air power from the sea wherever and whenever required and in a stronger and more decisive form than ever before. They will undoubtedly prove a tremendous asset for promoting and protecting Britain’s national and global interests. Real progress is being made on this project and I look forward to seeing the next major block, Lower Block 03, arrive in Rosyth in August.”Geoff Searle, Queen Elizabeth Class Programme Director for the Aircraft Carrier Alliance, said: ”Today’s steel cut demonstrates the huge amount of momentum behind the Queen Elizabeth Class programme. With all but one section of the ship now in production, we are seeing significant progress, with thousands of people across the country working to deliver the nation’s flagships to our armed forces.”Designed with a twin island configuration, the Queen Elizabeth Class will benefit from its flying operations being separated from the running of the vessels, resulting in maximum flexibility and greater control of flight deck operations. BAE Systems will also undertake the build of the aft island, which will be responsible for all air operations and air traffic control, with production expected to start in the autumn.Today’s steel cut is the latest achievement in the programme and comes just two weeks after all of the rings of Lower Block 02, the forward hull section being built at Portsmouth, came together for the first time. Meanwhile, workers at the company’s Govan shipyard are gearing up for the departure of Lower Block 03 for transportation to Rosyth in August.As a member of the Aircraft Carrier Alliance, BAE Systems is working in partnership with Babcock, Thales and the Ministry of Defence to deliver the biggest and most powerful surface warships ever constructed in the UK. The company provides overall leadership and programme management to the QE Class programme, as well as playing a central role in the design and build of the ships. BAE Systems is also responsible for the design, manufacture and integration of the complex mission systems for the aircraft carriers.Each 65,000 tonne carrier will provide a four acre military operating base that can be deployed worldwide and will be versatile enough to be used for operations ranging from supporting war efforts to providing humanitarian aid and disaster relief. The QE Class will be the centre piece of Britain’s military capability and will operate at least 12 of the carrier variant Joint Strike Fighter jets, allowing for unparalleled interoperability with allied forces.[mappress]Source: BAE, July 14, 2011 View post tag: begins View post tag: Aircraft View post tag: Island Share this article