Texas A&M AgriLife – agriculture teaching, research & service

What is AgriLife? Its a simple word for a diverse organization. With teaching, research, extension education, laboratory, and forestry facilities throughout Texas, we serve people of all ages and backgrounds. Led by Dr. Mark A. Hussey, vice chancellor and dean, Texas A&M AgriLife includes the Texas A&M AgriLife Extension Service, Texas A&M AgriLife Research, Texas A&M University College of Agriculture and Life Sciences, Texas A&M Forest Service, and the Texas A&M Veterinary Medical Diagnostic Laboratory.

Were problem solvers. Collaborating with members of The Texas A&M University System statewide as well as with other public and private partners we take on todays most critical issues in protecting our environment, feeding our world, growing our economy, improving our health and enriching our youth.

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Texas A&M AgriLife – agriculture teaching, research & service

Virginia Cooperative Extension | Virginia Cooperative …

Virginia Cooperative Extensionputs university knowledge into the hands of people. We are credible experts and educators who provide information, education, and tools you can use every day to improve your life.

Visit one of our107 local offices, explore our website, read a publication, attend a program, or join a 4-H club just a few of the many ways you can tap into our knowledge and use it to make a difference in your life.

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Virginia Cooperative Extension | Virginia Cooperative …

Rangers Renew Partnership With Globe Life For Stadium Naming Rights – CBS DFW

August 24, 2017 11:10 AM

ARLINGTON (CBSDFW.COM) The Texas Rangers have a name for their new ballpark slated to be open in 2020 and its very familiar.

The Rangers and Globe Life announced an extension of their naming rights partnership through the year 2048.

Proposed Rangers baseball stadium (credit: City of Arlington)

In a pressconferenceon Thursday, officials announced that the new ballpark will be called Globe Life Field, not to be confused with the Rangers current home, Globe Life Park.

The futurebillion-dollar climate-controlled stadium deal will keep the Texas Rangers in Arlington at least through 2054.

Half of the money for the new stadium comes from the city, the other half from the Rangers.

Last November, Arlington voters approved the extension of a half-cent sales tax, 2 percent hotel-occupancy tax and 5 percent car-rental tax for the new Rangers stadium.

That revenue previously went to defray Arlingtons $155 million debt on its share of the cost of AT&T Stadium, the home of the NFLs Dallas Cowboys.

The stadium should be completed in time for the 2020 MLB season.

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Rangers Renew Partnership With Globe Life For Stadium Naming Rights – CBS DFW

The life-saving browser shortcut everyone should know – CNET

Lost tabs? No problem.

If I had a dollar for every time I’d accidentally closed a browser tab — or worse, an entire windowful of ’em — I’d be rich.

But there’s a simple keyboard shortcut that can instantly correct this error: Ctrl-Shift-T.

OrApple-Shift-T, if you’re using a Mac.

Honestly, I’m a little embarrassed to admit I only discovered the shortcut a few months back, but it’s changed my life ever since. (I used to use a browser extension called TooManyTabs to do something similar, but this is way better.)

Just know that some browsers work better than others. With Chrome or Safari, you can restore an entire window full of tabs with this one quick three-button press, so long as your browser is open.

But with Firefox or Microsoft Edge, you can only restore tabs one at a time, and only if you opened those exact tabs in the same browser window.

If this keyboard shortcut is new to me, I’m betting it could be new to you too. If not, maybe it’ll help someone else?

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The life-saving browser shortcut everyone should know – CNET

South32 plans a BEE boost – Business Day (registration)

Manganese ore production from mines in the Northern Cape rose 19% to take advantage of strong manganese prices.

South32 spent $356m on capital projects in the past year, including $37m on the second phase of underground development at the Wessels manganese mine. In the past year, the company has also made an $81m investment into Arizona Mining and signed other agreements in exploration projects.

An additional $7m was spent on greenfields exploration, mainly for base metals in the Americas and Australia. Kerr said copper, zinc, nickel and cobalt were attractive commodities, suited to Chinas move to a consumption-led economy, and South32 has decades technical expertise.

In SA, the feasibility study into the $265m Klipspruit life extension project has been completed and a final investment decision will be made before end-December. Kerr said Klipspruits current reserve would be depleted by 2020.

Mike Fraser, president and chief operating officer for Africa, said Klipspruit was close to Eskoms Kusile power station and although it was an export coal mine, the mix could be changed to suit Eskoms needs.

At the end of June South32 held $1.6bn in net cash, five times more than a year ago.

It recently began a $500m share buyback programme, which was raised to $750m, as the most efficient mechanism for returning cash to shareholders. About $539m of the programme is still to be spent.

The shares added 1% to R30.73 after the announcement.


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South32 plans a BEE boost – Business Day (registration)

Keppel secures order worth more than US$400m to build two LNG containerships – Hellenic Shipping News Worldwide

Keppel AmFELS, a wholly owned subsidiary of Keppel Offshore & Marine Ltd (Keppel O&M) in the United States (US), has secured a contract worth more than US$400m from Honolulu-based Pasha Hawaii for the construction of two Liquefied Natural Gas (LNG) fueled containerships.

The dual fuel LNG vessels will be built to Keppels proprietary design with delivery of the first vessel expected in 1Q 2020, and the second vessel in 3Q 2020.

Mr Simon Lee, President of Keppel AmFELS said, We are pleased that Pasha has chosen us to build their first two LNG fueled containerships to our innovative design. Keppel O&M is at the forefront of designing vessels that run on LNG propulsion systems and has the experience in LNG vessel conversions as well as the expertise in newbuild specialised vessels. In addition, Keppel AmFELS is ideally located and well-equipped to build a wide variety of vessels for the Jones Act market. We look forward to building these ships which will have a direct impact on American jobs at our shipyard and suppliers across the country.

This contract with Keppel allows Pasha Hawaii to continue to move forward in our commitment to providing the best resources possible for our customers and Hawaiis shipping industry, while minimising our environmental footprint, said George Pasha, IV, President and CEO of The Pasha Group. We are proud supporters of the Jones Act and look forward to working with Keppels team of highly skilled shipbuilders.

Customised to Pasha Hawaiis requirements, the new, 774-foot Jones Act vessels will be able to carry 2,525 TEUs (twenty-foot equivalent units), including a fully laden capacity of 500 45-foot containers, 400 refrigerated containers, and 300 40-foot dry containers, with a sailing speed of 23 knots. The ships hull has been fully optimised using computational fluid dynamics (CFD) and will be one of the most hydrodynamically efficient hulls in the world.

The containerships will be able to run completely on LNG fuel, dramatically reducing their environmental impact and increasing fuel efficiency. Energy savings will also be achieved with a state-of-the-art engine, an optimised hull form, and an underwater propulsion system with a high-efficiency rudder and propeller.

When compared to conventional fuels, LNG is a much cleaner alternative fuel for shipping and offers significant environmental benefits, including the reduction of up to 95 percent sulphur oxides, nearly 100 percent particulate matter, up to 90 percent nitrogen oxides, and up to 25 percent carbon dioxide emissions from engine exhaust emissions.

Located in Brownsville, Texas, Keppel AmFELS possesses comprehensive facilities, a highly-capable workforce, and a strong track record in the construction, refurbishment, conversion, life extension and repair of a variety of projects.

The Jones Act requires vessels carrying goods between US ports to be built in the US, and Keppel AmFELS is well-positioned to capture opportunities in this market. The average age of the US-built fleet of vessels is more than 30 years old, beyond the typical operating life of most ocean-going vessels, and new vessels will be needed to meet the latest safety and environmental standards.

The above contract is not expected to have a material impact on the net tangible assets or earnings per share of Keppel Corporation Limited for the current financial year. Source: Keppel AmFELS

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Keppel secures order worth more than US$400m to build two LNG containerships – Hellenic Shipping News Worldwide

Texas A&M AgriLife – agriculture teaching, research & service

What is AgriLife? Its a simple word for a diverse organization. With teaching, research, extension education, laboratory, and forestry facilities throughout Texas, we serve people of all ages and backgrounds. Led by Dr. Mark A. Hussey, vice chancellor and dean, Texas A&M AgriLife includes the Texas A&M AgriLife Extension Service, Texas A&M AgriLife Research, Texas A&M University College of Agriculture and Life Sciences, Texas A&M Forest Service, and the Texas A&M Veterinary Medical Diagnostic Laboratory.

Were problem solvers. Collaborating with members of The Texas A&M University System statewide as well as with other public and private partners we take on todays most critical issues in protecting our environment, feeding our world, growing our economy, improving our health and enriching our youth.

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Texas A&M AgriLife – agriculture teaching, research & service

Virginia Cooperative Extension | Virginia Cooperative …

Virginia Cooperative Extensionputs university knowledge into the hands of people. We are credible experts and educators who provide information, education, and tools you can use every day to improve your life.

Visit one of our107 local offices, explore our website, read a publication, attend a program, or join a 4-H club just a few of the many ways you can tap into our knowledge and use it to make a difference in your life.

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Virginia Cooperative Extension | Virginia Cooperative …

Global Naval Ship Modernization Assessment, Forecast to 2026 – PR Newswire (press release)

Countries have to maintain a large number of operational naval assets in order to build deterrence, protect sovereignty, and secure Sea Lines of Communication (SLOC). Operators are initiating comprehensive midlife upgrades and life extension programs in order to field adequate operational assets. The naval ship modernization market will grow at a compound annual growth rate (CAGR) of 4.3% during 20162026 and result in a total valuation of $49.10 billion. The market will be dominated by upgrades for surface combatant and submarine segments (92.5% of the total market).

Through this research service, Frost & Sullivan provides an assessment of global naval ship modernization programs, opportunities, forecasts, and technology trends from a macro level and also from a comprehensive micro-level countrywise assessment.

Key Target Audience

The key target audience includes: Defense OEMs and Integrators (especially their marketing and sales teams) Tier 1/ Tier 2/Tier 3 Suppliers Defense Consultants and Researchers Educational Bodies Personnel Working with Ministry/Department of Defense

Research ScopeThe market trends are analyzed for the study period 2016 to 2026, with the base year being 2016. The scope of the study is global, covering most nations which field a naval force.

The market is segmented across surface combatants, submarines, support ships, and patrol boats. Each segment is broken up into different vessel types and classes for granularity in information. Companies mentioned in the study include Lockheed Martin, Terma, Atlas Electronick, Raytheon, STM, TKMS, Kongsberg Marine, HII, and DCNS among others.

Country-specific modernization, life extension, and upgrade programs are arrived at using a combination of data including vessel acquisition and commissioning time frames, defense contract data, previous upgrades, defense spending patterns, and geopolitical exigencies.

Key Questions This Study Will Answer What are the committed, planned, and upcoming opportunities in the naval ship modernization market over the next 10 years? Which geographical markets and segments are growing? What are the key success factors that OEMs should consider in the market? What drives the need for modernizing naval ships in different nations and how do their procurement preferences and market dynamics differ? What are the major programs underway and planned within these markets and what opportunities do they open up for OEMs/contractors? Read the full report: http://www.reportlinker.com/p05075872/Global-Naval-Ship-Modernization-Assessment-Forecast-to.html

About Reportlinker ReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need – instantly, in one place.


Contact Clare: clare@reportlinker.com US: (339)-368-6001 Intl: +1 339-368-6001

View original content:http://www.prnewswire.com/news-releases/global-naval-ship-modernization-assessment-forecast-to-2026-300508722.html

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Global Naval Ship Modernization Assessment, Forecast to 2026 – PR Newswire (press release)

COD board approves 4-year contract extension with adjunct faculty – Suburban Life Publications

Mark Busch file photo – mbusch@shawmedia.com


College of DuPage adjunct faculty will receive a four-year contract extension under an agreement approved by the COD Board of Trustees and COD Adjuncts Association.

We appreciate our positive relationship with CODAA and we are very pleased to have reached this agreement, which we believe reflects the role and contributions of our adjunct faculty colleagues, COD President Ann Rondeau said in a news release from the college. We look forward to continued collaboration as we work together to serve our students.

The COD board has agreed to a pay schedule incorporating a 2.6-percent overall increase for fall 2017, according to the release. Increases in subsequent years will be determined by the Consumer Price Index Urban, plus 0.5 percent, with a minimum increase of 1 percent and maximum of 3 percent, the release stated.

Additionally, the contract includes an increase in the available pool for professional educational development funds and compensation for committee participation, according to the release.

“We believe CODAA and the college negotiated a contract that has resulted in significant improvements for adjuncts and is a move toward greater equity and fairness, COD Adjuncts Association President Cheryl Baunbach-Caplan said in the release.We thank the college’s bargaining team, COD President Dr. Ann Rondeau, and the Board of Trustees for working with us in a respectful and mutually beneficialmanner.”

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COD board approves 4-year contract extension with adjunct faculty – Suburban Life Publications

Life Extension – Vitacost

Dear Vitacost.com Customer:

We regret to inform you that Burts Bees, which is owned by parent company Clorox, has decided to stop selling their products through Vitacost.com. Neither Clorox nor Burts Bees offered an explanation for this change, other than saying that selling through our website is not consistent with their current strategy.

We find it unfortunate that you will no longer be able to benefit from the convenience of online delivery of this product, as well as Vitacost.coms competitive pricing.

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Life Extension – Vitacost

For The First Time Ever, A Woman in China Was Cryogenically Frozen – Futurism

Preserving Life Through Cryonics

Cryonics is the practice of deep-freezing recently deceased bodies(or even just the brains of those who have recently died)in the hopes of one day reviving them. It has been the subject of serious scientific exploration and study as well as a fair share of pseudoscience, lore, and myth. Fictional accounts like Batmans Iceman, and the (untrue) rumors of Walt Disney being cryogenically frozen have, unfortunately, cast a speculative shadow over the field of cryonics.

But recently, for the first time ever in China, a woman has been cryogenically frozen. Zhan Wenlian died at the age of 49 from lung cancer and her husband, Gui Junmin, volunteered her for the cryonic procedure. Bothhe and his late wife wanted to donate her body to science to give back to society. He told Mirror UKthat hewas initially pitched the idea of cryonics with it being described as a life preservation project.

This procedure which has Wenlians body restingfacedownin 2,000 liters of liquid nitrogen was completed at theYinfeng Biological Group in Jinan. This project is the collaborative effortof the Yinfeng Biological Group, Qilu Hospital Shandong University and consultants from Alcor Life Extension Foundation, a nonprofit cryonics company based in the United States.

Even with all the faith many have in the procedure, the question remains: how scientifically possible is a project like this? Is this just an experiment to allow us to better understand human biology, orcould cryonics one day become a feasible option?

Cryonics is all about timing.The bodies of the deceased arecryogenically frozenimmediately after the heartstops beating. Freezing is a bit of a misleading term, because cryonic freezing is actually very specifically trying toavoidice crystal formation which damages the cells of the bodys tissues. Rapid cooling, rather than freezing, is a more accuratedescription of the process. A chemical cocktail of preservatives likeglycerol andpropandiol, in addition to antifreeze agents, are commonly used to get the body into a stable state where it wont be decaying, but also wont suffer damage from being stored at low temperatures for, conceivably, a very long time.

From there, the bodiesare given specific care that caters to the idea that death is a continuing process; one that can ultimately be reversed. The aim of cryonic preservation would be to one day be able to thaw the bodies and reanimate them at a cellular level preferably without too many epigenetic changes.

I tend to believe in new and emerging technologies, so I think it will be completely possible to revive her.

With ourcurrent understanding and technology, this process of reversingdeath so completely is just not possible. The closest kind of revival we have are themoments after clinical death where patients are revived by something such as cardiac defibrillation. Cryonics acts within this critical, albeit brief, period as well but works within the belief that death is a grey area. More of a processrather than a definite, final, event.

Just because we havent succeeded in reviving the dead yetdoesnt mean the field of cryonics isunnecessary or unimportant.This first case inChina is a major step forward for everyone researching inthe field of cryonics and those of us who may, one day, hope to benefit from advancements in it.

We may not be able to reverse death just yet,but it doesnt seem outof the realm of possibility to imagine that, with such wild scientific advancements underway, technology could one day allow it to be possible. Whether or not it does in our lifetimes, this most recent development is certainly a positive one.

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For The First Time Ever, A Woman in China Was Cryogenically Frozen – Futurism

Extension brings finance class to jail – Nevada Herald

David Black, Family Financial Education Specialist with the University of Missouri Extension, teaches a 90-minute course entitled, Establishing A Financial Foundation, to a class of 10 women at the Vernon County Jail on Tuesday afternoon. This was the second time Black has taught this class. He will lead this and other finance courses on a bi-weekly basis at the jail as part of the sheriffs effort to help people stay out of jail by providing them with job and life skills.

Johannes Brann

Sooner or later, nearly all of the prisoners in the Vernon County Jail will be released into society. To be successful on the outside, they will need a number of so-called soft skills or work-readiness training which include such things as how to interview, showing up for work, being on time and getting along with difficult people, whether they are supervisors, co-workers or customers.

Said Vernon County Sheriff Jason Mosher, They will also need to know how to manage money other than by stealing, selling drugs or by relying on payday loans and pawn shops.

This last needed skill is the reason behind the Establishing A Financial Foundation class taught by David Black, Family Financial Education Specialist with the University of Missouri Extension. For Black, who has a Masters of Business Administration and serves Vernon and four surrounding counties; Tuesday afternoon was his second one-hour class at the jail.

The first class was earlier this month and with all the questions it went about an hour-and-a-half, said Black. I think they were interested in what we covered.

Tuesdays class was even livelier as 10 women prisoners filed into a classroom in the jail.

Knowing that one of the most requested treats by prisoners is ice cream, the Sheriff put the students in a good frame of mind by providing cups, vanilla ice cream and root beer to make a root beer float.

Once all were seated, Black had a quiet and attentive class as he opened with one of his favorite quotes, Learning how to handle money is just as important as making it.

He went on to cover four areas: getting a transitional job, creating a spending plan, keeping your money safe and avoiding money traps.

Introducing the last topic, Black held up his hand and asked, How many of you ever got a pay day loan or used a pawn shop?

All hands shot up.

And how did that work out for you? asked Black.

Several called out, Awful.

Tell me, said Black pointing to one who had spoken aloud.

I pawned an air-compressor which cost over a $100 but he only gave me $8 to pawn it, said the sole person in the third row.

And what did it cost you to get it back? continued Black. I bet it cost you a lot more than eight dollars.

Yeah, it cost me like $15 for the compressor and it cost me a lot of trouble because the compressor wasnt mine to begin with.

Amidst laughter, another called out, Doing things like that is why youre here.

Being a skilled teacher and with the experience gained from his first career, Black waited for the laughter to die down and with all eyes on him asked, Do you see why theyre called money traps?

Every head nodded in agreement.

Realizing he had a teachable moment Black said, Mistakes happen to everyone. He paused and said, Everyone. But smart people learn from their mistakes and change things for the better, both with money and with life.

Heads nodded; message received.

Besides having a background in finance, his first career made him a natural fit for teaching in the jail.

Before I got into finance, my first career was in law enforcement, said Black. Altogether I put in about seven years with about three of those with the Joplin Police Department as a member of the patrol and the Special Response Team before joining Greene County.

Mosher and Chief Deputy Shayne Simmons had been discussing the need for various short term classes when Simmons attended a monthly meeting of the Vernon County Resource Group in place of the sheriff.

The VCRG consists of people from businesses, law enforcement, social service and religious groups across the county who have committed themselves to tackle various problems including public transportation and jobs for those released from jail.

At one particular meeting, Black mentioned the classes he has available through Extension and would be glad to teach. After the meeting, Simmons spoke to Black and that led to what are, for now, bi-weekly classes on finance at the jail.

Following Tuesdays class, Black said, The first two sessions were the same material and everyone in each class was female. In two weeks, the next class will be with males. The chief (Simmons) and I talked about varying things up so we cover other topics but all of mine will be on finance.

Black knew the material and clearly was at ease with his class.

Also on hand was Tonya Raines, program specialist with MU Extension for SkillUp, a state job-training program which is a partnership with the Missouri Department of Social Services, Missouri Job Centers and the Missouri Community College Association.

Raines was on hand to explain how those receiving food stamp benefits may be eligible for scholarships for short-term job training programs.

Its a case management program and for those who qualify, they can get up to $10,000 in short-term job and career training/education and even some equipment needed for a job as well as child care assistance, said Raines.

Asked for examples by the class she spoke of help getting a commercial drivers license and learning to drive a truck or becoming a Certified Nurse Assistant and then moving on to being a Medical Technician, Medical Assistant or Licensed Practical Nurse.

Several asked for contact information.

Shortly after the class ended, the sheriff returned from having served a search warrant.

Mosher said the purpose and goal is for those in class not to return to jail.

Said the sheriff, And if were not seeing them in here because theyre not breaking the law, thats a burglary report were not taking, thats a drug house were not having to kick the door in on. The bottom line is well increase safety and decrease crime in our county by helping people realize theres a better alternative and route they can keep on choosing.

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Extension brings finance class to jail – Nevada Herald

Competition to replace US nuclear missiles is down to 2 companies, but uncertainties remain – CNBC

The competition to replace America’s 1970s-era nuclear-tipped intercontinental ballistic missile program is now down to two large defense companies in a contract that the Air Force originally estimated would cost about $62 billion.

Yet there’s still a lot of uncertainty about the project, and its acquisition costs for taxpayers could go up to as much as $140 billion. Also, some critics of the program suggest we should just continue maintaining the current nuclear missiles as a deterrent for another decade to save money.

Regardless, the Air Force announced late Monday that Boeing and Northrop Grumman each won three-year contracts for the “technology maturation and risk reduction,” or essentially the preliminary design phase, of the Ground-Based Strategic Deterrent intercontinental ballistic missile weapon system program.

Lockheed Martin had been in the running, but it didn’t prevail.

GBSD is a modernization planned for the land-based Minuteman III, one leg of the nation’s nuclear triad land, sea and air-based capabilities.

Boeing was the prime contractor on the Minuteman III system, which dates back to 1970s and has been undergoing continued maintenance to keep it in service.

“It was an important win for Boeing,” Jefferies analyst Howard Rubel said in an interview. The analyst said Boeing’s defense business has suffered several setbacks in recent years, including losing the long-range strike bomber contact to Northrop and having problems with its aerial tanker program.

However, he said Boeing and Northrop each are now “competing to be the eventual prime contractor” on the GBSD program. “You went from three competitors to two. You went from what I call broad concepts to now, two competing designers, who will come up with an industrialization concept that will…probably have some testing done to prove certain points along the way.”

Boeing has yet to announce all of its partners in the GBSD program, and Northrop has announced some but not all.

Rubel said in a research note that he expects Orbital ATK and Aerjet Rocketdyne to also eventually get some work from the GBSD “as producers of large solid rocket motors. We expect the two companies to split the propulsion work in some fashion.”

This is the first of several phases in the contract process for the GBSD program, although the Pentagon isn’t expected to settle on a sole contractor for another few years. Production and then deployment aren’t expected until the late 2020s.

The two contracts announced Monday, valued at no more than $359 million apiece, are just a small portion of what the overall program will cost. The Pentagon’s independent cost assessment and program evaluation office last year upped the estimated acquisition cost to between $85 billion and about $140 billion.

“We are moving forward with modernization of the ground-based leg of the nuclear triad,” Secretary of the Air Force Heather Wilson said in a statement. “Our missiles were built in the 1970s. Things just wear out, and it becomes more expensive to maintain them than to replace them. We need to cost-effectively modernize.”

The modernization of the nation’s nuclear comes at a time when superpowers such as Russia and China are modernizing their weapons. Also there are rogue countries such as North Korea that also are a nuclear threat with missile development programs.

Even so, some have suggested that the nuclear weapon capability using bombers and submarines is a more effective deterrent because they are harder to detect and can be dispersed. The Trump administration is conducting a nuclear posture review that will debate whether the U.S. should maintain the triad.

Also, some critics of the GBSD program believe the Pentagon should keep the current Minuteman III missiles as a deterrent for at least another decade rather than replacing it right away.

“Sustaining the Minuteman III for a period of time (say 10-15 years) beyond 2030 would be cheaper than GBSD over that period,” said Reif Kingston, director of disarmament and threat reduction policy for the ACA. “The case for deferring a decision on GBSD and pursuing another life extension of the Minuteman III is strong.”

To be clear, Kingston said deferring the modernization would require a reduction, but not elimination, in the size of the current force of land-based nuclear ICBMs. “A smaller force would not diminish the overall strength and credibility of the U.S. nuclear deterrent,” he said.

Added Kingston, “We haven’t built a new intercontinental ballistic missile in decades. As the program proceeds, they will have start to get a better sense of the costs. But at this point, there’s a lot of uncertainty, and the Air Force’s estimate ($62 billion) by all accounts is unrealistically low.”

According to Kingston, a good portion of the data that the Air Force and others in the Pentagon had to work with to get an acquisition estimate on the Minuteman III replacement is “old and incomplete.”

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Competition to replace US nuclear missiles is down to 2 companies, but uncertainties remain – CNBC

Home – Life Extension

Founded in 1980, Life Extension is a global authority on health, wellness and nutrition as well as the leading supplier of high-quality vitamins and supplements. With a strong track record of generating protocols which often vastly precede those of the medical establishment, Life Extension offers a dynamic environment with a primary focus on discovering and communicating lifesaving medical breakthroughs. If you are an energetic individual and an exciting, fast-paced environment appeals to you, we encourage you to check out our current career opportunities below.

Life Extension is an Equal Opportunity Employer.

Our Reputation

Over the years, Life Extension has earned a reputation for premier quality, exceptional service, sound scientific research, and a commitment to longer living. Our reputation is due to the loyal, dedicated, and superior efforts of our employees. Our employees reflect our core values, delivering exceptional service to our customers, providing premium quality products and demonstrating our passion to succeed.

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Life Extension – Vitacost

Dear Vitacost.com Customer:

We regret to inform you that Burts Bees, which is owned by parent company Clorox, has decided to stop selling their products through Vitacost.com. Neither Clorox nor Burts Bees offered an explanation for this change, other than saying that selling through our website is not consistent with their current strategy.

We find it unfortunate that you will no longer be able to benefit from the convenience of online delivery of this product, as well as Vitacost.coms competitive pricing.

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Udall Touts Kirtland’s Critical Mission & Cutting-Edge Technology In Meeting With Gen. Ellen Pawlikowski – Los Alamos Daily Post

Udall and Pawlikowski agree that sequestration and threatened government shutdown would be dangerous for national security and service member morale. Courtesy photo


ALBUQUERQUE Aug. 14,U.S. Sen.Tom Udallmet with Gen. Ellen Pawlikowski, commander, Air Force Materiel Command (AFMC) at the Air Force Nuclear Weapons Center to discuss Kirtland Air Force Bases critical national security mission, cutting-edge technology, and future plans for harnessing the bases research and development capabilities to maintain the United States technological advantage.

As a senior member of the Senate Appropriations Subcommittee on Defense, which oversees funding for New Mexicos defense programs, Udall has secured strong funding for missions at Kirtland and the jobs and economic growth the base supports.

Pawlikowski commands AFMCs mission of conducting research, development, test and evaluation, and providing acquisition management services and logistics support to keep Air Force weapon systems ready.

During their meeting, Udall touted the essential national security mission being carried out at Kirtlands Air Force Nuclear Weapons Center, as well as the leading technological developments, such as directed energy technology and small satellites, being advanced at Kirtland to provide more tools for the armed forces.

Udall cited the unmatched experience and expertise at Kirtland and the Air Force Research Lab, again making the case for why New Mexico with its premier military bases, and national laboratories, and supporting businesses is an ideal location for a Defense Innovation Unit Experimental (DIUx) office that can help promote technology transfer and build the private sector economy in New Mexico and the Southwest.

Udall and Pawlikowski also discussed the W80-4 life extension program as well as the damage that a threatened government shutdown and return to sequestration, or automatic spending cuts, could do to morale and recruitment — especially for service members and lab employees with in-demand technical skills — and the missions at New Mexico’s bases.

Every day at Kirtland, service members and civilians are expertly carrying out an essential national security mission doing the cutting-edge work that helps keep our nation safe and grows New Mexicos economy. General Pawlikowski agrees that steady governance and consistent funding levels are vital to our national security. We can’t afford a shutdown, and a return to sequestration would be dangerous for New Mexico’s labs and military bases and their surrounding communities,Udall said. As a senior member of the Defense Appropriations Subcommittee, Im proud to fight for the strong funding Kirtland needs to support these critical investments in our national security and in New Mexico jobs and economic growth. I was glad to talk to General Pawlikowski today about how the first-rate technology being developed in New Mexico directly benefits war fighters and civilians, spurring progress, bolstering national security, and benefiting our economy.

Elizabeth Driggers, executive director of the Kirtland Partnership Committee, who attended the meeting, said, The Kirtland Partnership Committee and its members, who include some of the most innovative tech companies in New Mexico, are thrilled with General Pawlikowskis visit and her commitment to breaking down tech barriers and speeding up software issues, which are critically important to progressing our Air Force at a more commercial speed. We appreciated Senator Udall again demonstrating hes committed to fighting sequestration, which we have seen has had devastating short-term and long-term impacts to our bases.

As a member of the Senate Appropriations Subcommittee on Defense, Udall has for years secured strong funding for Kirtland and New Mexicos other military bases and installations. For example, 2017 funding for programs at Kirtland includes:

Continue reading here:

Udall Touts Kirtland’s Critical Mission & Cutting-Edge Technology In Meeting With Gen. Ellen Pawlikowski – Los Alamos Daily Post

AngloGold Ashanti’s (AU) CEO Srinivasan Venkatakrishnan on Q2 2017 Results – Earnings Call Transcript – Seeking Alpha

AngloGold Ashanti Limited (NYSE:AU)

Q2 2017 Results Earnings Conference Call

August 21, 2017 09:00 AM ET


Stewart Bailey – IR

Srinivasan Venkatakrishnan – CEO

Chris Sheppard – COO, South Africa

Ludwig Eybers – COO, International

Graham Ehm – EVP, Group Planning & Technical

Christine Ramon – CFO


David Haughton – CIBC World Markets

Patrick Mann – Deutsche Bank

Tanya Jakusconek – Scotiabank


Good afternoon ladies and gentlemen and welcome to AngloGold Ashantis First Half 2017 Results Conference Call. All participants will be in listen-only mode. There will be an opportunity for you to ask questions at the end of todays discussion. [Operator Instructions] Please note that this conference being recorded.

I would now like to hand the conference over to Mr. Stewart Bailey. Please go ahead, sir.

Stewart Bailey

Thank you, Judith. And welcome everybody to our first half financial and operating results. We appreciate you making the time. And Id ask you please to go to the front of your presentation, which youll find on our website, and there is a Safe Harbor disclaimer. Right at the front, it has very important information. Wed urge you to read it carefully. Please get back to us if you have any question as far as that goes. We have a full slate today with our executive team and talking about the various aspects of the business.

Im going to hand over to Venkat for some introductory remarks.

Srinivasan Venkatakrishnan

Thank you, Stewart. Good morning, ladies and gentlemen. Before we move to the results for the first half of 2017, lets revisit our overarching strategy which has since 2013 remained consistent. We continue to be guided by our five key business objectives and how they can support our central strategic goal of delivering sustainable improvements to cash flow and returns. This is especially relevant today, as we provide a progress report on our plans to invest in delivering better quality production, improving margins, extending mine lives and shaping our international portfolio for the long-term.

Were also taking steps to address losses of some of our older operations in South Africa in order to ensure the viability of our core assets shift. Chris Sheppard will speak more about that shortly. This internal focus has been fundamental to our strategy over the past four years when we directed our efforts yielding opportunity that lies within our pipeline was optimizing our existing portfolio, improving our cost structures whilst fortifying our balance sheet. We continued to build our ability to withstand gold price shocks and to weather the challenges that tend to crop up, as you manage a globally diverse portfolio of long life gold assets such as ours, whilst executing on the self-funded, quick payback options that exist within our portfolio.

Now, turning on to slide five on safety. This is the proudest element of our results for the half year being our exemplary safety record to-date. At the end of June, we had passed more than 283 days without a fatality in the group and for the first time ever, we logged three back-to-back calendar quarters with no fatal accident at our operations. The achievement is also more noteworthy when you consider that at the end of the first half of the year, our ultra-deep South African operations registered 339 days fatality-free with every unit surpassing 1 million fatality free shifts. To this end, whilst we are proud of this accomplishment, well never be satisfied until we eliminate fatalities from all of our operations.

Again, while this shows world-class standards and safety management that we have developed over several years, it also reinforces our commitment to hazard management and the analysis of high potential incidents as we look to improve even further.

Turning now to slide six. Before we move on to our six months performance, Id like to spend some time on the second quarter results. This is especially important given the improving trends in South Arica from our core operations, after a weak start of the year, in the first quarter, coupled with steady improvements from our international portfolio. As youll see through this presentation, we have continued to follow our strategy of improving the quality of our portfolio through our inward investment in a strong suite of Brownfield project opportunities, as well as by continuing to remove loss-making ounces from our production profile.

Ive already covered safety, but its worth noting that we achieved that result whilst delivering a very strong second quarter with a 20% jump in our South African production from the levels seen in the first quarter and a 10% drop in the rand denominated costs. In fact, we saw improvements right across the portfolio in the three months through to June. Production was up 11% quarter-on-quarter and 4% year-on-year. All four regions reported quarter-on-quarter increases in production levels; that means cash cost reduced 4% from Q1 and the escalation year-on-year was contained at 10% despite mining inflation and markedly strong currencies.

Now, moving on to the six months results through to June of slide one. We saw production of 1.75 million ounces, which puts about 48% of our production in the bag when you take the midpoint of guidance, and very much at the levels seen last year. Thus, despite the abnormally slow start to the year, which shows the extent of catch-up weve been able to do in the second quarter.

In line with prior years, we see a stronger second half with most of the pick-up coming during the fourth quarter. Our all-in sustaining cost of $1,071 were up from the levels seen in the first half of last year, as they come on the back of stronger currencies in all of our key jurisdictions and also planned increase in our capital investment program which we flagged at the beginning of the year. Christine will break all of that down in detail during her discussion of the financials.

Well be working very hard to maintain an improving trajectory over the remainder of the year, though its important to note that similar to last year, there will be a continued element of seasonality in the third quarter, driven by our mine plans in Brazil, the DRC and Australia before the customary strong finish in the fourth quarter.

With that said, we are keeping guidance intact on all key metrics. Id like to spend a moment to discuss the situation in Tanzania. Geita is an important asset for us and one that we are investing in for the long-term. As you can see from slide eight, its worth remembering that Geita has had a challenging past and has required capital injections at various points over the last 17 years. Starting with the initial investment to develop the mine back in 1999, then youll remember the collapse of the main pit wall in 2007, which took several years to dig ourselves out of and then with the major mill replacement in 2012.

As the life of the open pit starts to taper, were now investing in the extension of mine life through underground development. Were progressing well with the construction of the new power plant, guaranteeing reliable power over the extended life, whilst we have also commenced developing the underground mining infrastructure that will extract the ore from beneath the current Nyankanga and Star & Comet pits.

Tanzania has historically always been one of our preferred investment destinations, given both its geological endowment and the predictability afforded by our mine development agreement. Under the agreement, we have continued to operate and invest in a true Tier 1 gold asset for the benefit of all of our stakeholders. And analysis of the cash flows in and out of Geita since it was developed in 1999 shows that over this period the mine has delivered more than $1 billion to the Tanzanian government in the form of royalties, corporate taxes and employee income tax.

Turning to the important slide nine. As you see from the slide, in nominal terms, we only repaid the development capital Geita in 2011. It also shows that the government through tax and royalty payments has been a beneficiary since day one with its cumulative share of total benefit from Geita increasing as the mine life progressed.

In terms of net cash distribution to stakeholders, after accounting for repaying capital and obviously funding the operation, the net share of cash flows for the government of Tanzania thus far has been about 55% and our share 45% in nominal terms. When one takes into account the time value of money, the government share is significantly higher.

We hold as one of our core values, the beliefs that communities whether those directly affecting our operations or host countries at large must be material beneficiaries of our activities, if this enterprise is to remain sustainable. We have continued to strive to ensure that we strike that balance in Tanzania. We are one of the largest tax payers in Tanzania and the largest in the mining industry, and have received recognition from the authorities to this effect. It is a distinction we are proud of. We believe that as Geita goes from strength-to-strength, it will be an important tool in enabling Tanzania realize its goal of reaching middle income status.

Turning on to slide 10. In addition to making the requirement to list 30% of our Tanzanian mining operations on the local stock exchange during late June, over the course of less than a week, the government of Tanzania tabled, debated and approved a number of laws that could alter the landscape for the countrys extractive sector.

Whist we are seeking a dialogue with the authorities to gain clarity on how these new rules may affect our operation, given the protection afforded by our mine development agreement, we have continued to operate as normal at Geita. It has however been necessary to pay on a without prejudice basis, the additional 2 percentage points on royalty on revenue and the 1% clearing fee in order to ensure that the continued export of our gold dore` bars can take place.

During this capital investment phase, we are currently operating Geita on a self-funded basis, given the higher royalties combined with the continued lock-up of VAT receivables on eligible inputs at the mine. However, as a precautionary measure, as said in our announcement on July the 13th, our subsidiaries have initiated arbitration to protect the status of our mine development agreements.

We have, as I mentioned earlier, continued to seek dialogue with the government on the issue of how the new law and the associated impact will have with regard in the context of our mine development agreement, and we will continue on both of those tracks until we find resolution. This is the situation that requires patience, diplomacy and the need to take a long-term view. We must balance the optionality of this important asset on the goodwill of our Geita and Tanzanian stakeholders whilst planning for different contingencies and remaining careful custodians of shareholders capital.

With those introductory comments, I will pass you over to Chris Sheppard.

Chris Sheppard

Thank you, Venkat. Good day, ladies and gentlemen. If you can turn to slide 12 in the pack. The South Africa region has now accumulated more than 7 million fatal-free shifts, including Kopanang, which reached 1 million fatality-free shifts last month and Moab Khotsong which passed 2 million fatality-free shifts during the reporting period. In fact, at the end of June, Moab registered 21 straight months without a workplace fatality. These are impressive stats but we cannot declare victory yet in this important aspect of our business. We are as focused as ever on pursuing the implementation of our safe production strategy which we launched at the end of 2015, following, if you recall, a particularly challenging period of safety. A huge amount of effort has gone into entrenching integrated workplace planning, workplace management routines and workplace service strategies. Leadership accountability remains critical for effective execution of the safe production strategy and delivery of the required outcome. So, at this stage, we are certainly proud of the achievement but definitely not satisfied.

Turning to slide 13. Our core assets operated in line with plans during quarter two, clawing back quarter one underperformance and delivering strong results. We experienced continued challenges at TauTona and the hard rock surface sources units.

In the Vaal River, Moab Khotsong production was up 3% year-on-year due to improved throughputs and face time. And in the West Wits, Mponeng mined according to plan with localized lower grade areas, which resulted in lower year-on-year production and higher costs.

Production improvements at Mine Waste Solutions resulted from reclaiming higher grades, and this has partially offset the disappointingly low grade of some of our marginal ore dumps, as well as plant availability constraints in the ore receiving sections with limited mill availability due to plant shutdowns for a pit.

Kopanang and TauTona both posted unsustainable losses with half-one cash costs of $1,472 per ounce and $1,639 per ounce respectively. Kopanang was affected mainly by declining grades as well as mining mix and dilution, thus perpetuating the negative margins.

The Savuka section of TauTona continued to operate at lower volumes, resulting from reduced available mining ground. And finally, we halted the opening up project on a 116 level following the seismic incident of April 2016.

Turning to slide 14. The South Africa region produced 435,000 ounces for the first half compared with 486,000 ounces in the same period last year. The second quarter registered a recovery from a poor first quarter whereby the poor adherence to mining schedules experienced in the first two months of the year and this resulted in poor face-length availability and limited access to higher grade areas; these have been largely remedied. All-in sustaining cost for the South African operations was $1,259 per ounce compared to $958 per ounce in the same period of 2016. Total cash costs were unfavorably impacted by lower output, the markedly stronger local currency against the dollar, inflationary pressures mainly related to labor, consumables and power and an unfavorable byproduct contribution.

Turning to slide 15. Given the challenging operating conditions, a tough decision has to be taken to restructure the South African assets after review of our assets in quarter one, in order to ensure that our long-term assets are positioned for sustainable future. While we made our initial disclosure on this at the end of the June, I must affirm our clear view that job loss is always a last resort, particularly within the context of elevated unemployment within South Africa.

We have considered integrated TauTona into our long life Mponeng, similarly as was done with the previous integration of Savuka mine into TauTona mine from years back which led to an extension of profitable life. Unfortunately, it does appear at this stage that there is simply limited potential to replicate that model on a sustainable basis. Our initial number of roles impacted catered for this eventuality; there is no change in that regard. We have commenced two separate processes of engagement, firstly with the Minerals Board subcommittee convened under the auspices of MPRDA Section 52. We have provided plans, forecasts, options and assumptions to unions and DMR for scrutiny and expert review as committed.

Secondly, as from the end of June, a mandatory consultation is progressing in terms of Section 189 of the Labor Relations Act to mitigate job losses. We anticipate reaching a conclusion during the second half of the year, meanwhile in parallel with these consultations, a voluntary severance package or program has been opened up to all employees. And depending on the timing and the outcome of the process, we will make the necessary amendments to our outlook and an update on our future cost and production profile.

On that note, Ill hand over to Ludwig.

Ludwig Eybers

Thank you, Chris. Good day ladies and gentlemen.

Turning to slide 17, Im pleased to report that our international portfolio again delivered strong performances with increased production from all our operations in the second quarter relative to the first. That trend is encouraging and one that we are working on extending into the second half of the year, which as Venkat has pointed out, well see a very strong fourth quarter at key operations.

Looking out for year, its the fact that year-on-year despite stronger currencies and ever present mining inflation as well as the higher cash cost at Kibali, weve managed to contain our overall increase in cash cost to less than 5%. The increase in all-in sustaining cost was driven mainly by higher sustaining CapEx. We saw exceptionally strong operating performances over this period from Siguiri, Iduapriem and of course Tropicana, which Ill talk to you in a lot of more detail in a minute. Siguiri in particular was a knockout performer during the first half. On the back of commencement of mining at new Seguelen pit, which came with the anticipated increase in grades, we also saw better grade performances from Geita as well as weve expected. Kibali has moved on from last years plant commissioning challenges and now moving towards a ramp up of the underground, which will allow it to fully show and embrace its potential. Graham has more on that in a moment too. The Americas also showed improved performances from Minerao where underground tonnages improved and at CdS where the gains are driven by better plant performance.

Moving to slide 18. As I mentioned earlier, we have continued to maintain margins over the extended period of time, which boosted our focus on operational efficiencies through our operational excellence program. The bars for quarter one and two show that weve managed to hold out a good all-in sustaining cost margin even as we increased sustaining CapEx into our Brownfield projects, which will drive fundamental operating improvements in the medium to long term.

Turning to slide 19. A quick look at our progress on some of our value-adding projects shows that all aspects within our control are progressing exactly to plan. At Geita, the power plant is 80% complete, underground development is on track and Brownfield exploration is looking very promising. At Sunrise Dam, the project is bearing a 6% improvement in recovery, its tracking a planned, the grades [ph] at bulk are meeting our high expectations and Graham will talk to the excellent regional potential were uncovering at the nearby surface drilling program at Butchers Well.

At MSG in Brazil, we are on schedule to develop the high-grade Palmeiras and Inga ore bodies and are ensuring the pipeline remains [indiscernible] Brownfields and reasonable drilling program. The collection of intervention aimed at increasing mine life and margins at Minerao are on track and yielding good earlier results. Finally, whilst we remain positive on the potential at Sadiola, the ball is firmly in the mining [ph] government support with respect to negotiations around the agreements we need to proceed. Meanwhile, well mine oxides into early next year and continue processing into 2019. Our mine plans are being reviewed and will change depending on the progress of our negotiations.

Turning to slide 20. On to a very good new story that is develop ping at Tropicana, weve continued to exceed our initial planning assumptions. Weve now accelerated mining rate to 90 million tonnes per annum with the introduction of a 600 tonne face shovel. This, combined with increased throughput following the processing plant optimization and expansion project, has enabled us to resume grade streaming and bring forward 200,000 ounces of production into the 2017 through 2019 timeframe. Further optimization of the plant will lift throughput to 7.7 million tonnes per annum by the end of the year from a feasibility design of 5.5 million tonnes per annum. In addition, we have identified an opportunity to increase production at this mine by introducing a second ball mill. This will lift the throughput rates to 8.2 million tonnes and more importantly, at the finer grind size, thereby increasing recovery at the same time. The accelerated mining rate has brought productivity improvements to lower mining unit cost by 37% over the past two years. Importantly, the successful transition to a higher mine rate has set us on the pathway to implement the proposed Long Island mine plan, which will see mining rates of between 100 to 110 million per year.

Turning to slide 21. We have also made excellent progress on the Long Island strategy. This concept has been driven by signing a more cost-efficient way to mine wastes in CapEx. [Ph] It involves using strip mining approach that minimize waste [indiscernible] by using input backdrop. [Ph] The Long Island life of mine plan gives us optionality. Long Island comprises eight stages and there are three major decision points, which is great, because it gives us the flexibility to tailor our approach at each decision point depending on the market conditions.

The mineralized zone for Tropicana remained open as is, and there is potential to carry out underground mining in conjunction with the Long Island mine plan. The extensive drilling program carried out last year further enhances underground potential and identified additional high-grade underground zones at Boston Shaker. We have underground resource of almost 3 million ounces at Tropicana with the potential to grow this further. Well be carrying out underground studies over the next year, and this is — underground providing higher grade additional mills [ph] in parallel with the Long Island mine plan from 2021 onwards.

And that completes the international operations. I will hand it over to Graham.

Graham Ehm

Thanks, Ludwig. Good morning, everyone. Ill start on slide 23. Today, Ill make comments on the progress at Kibali; the progress on the Siguiri hard rock project; Ill provide an update on our thinking around Obuasi; and share some exploration results that are proximal to Sunrise Dam.

At Kibali, the focus is on the completion of the shaft materials handling system and commissioning of the automated loading system, enabling ore hoisting in quarter four this year. Once completed, underground production will increase to 3.5 million tonnes per annum. Grade control, stope design and the build up and drilled and broken stalks is on track to enable this ramp up. Apart from the construction of the third hydropower station at Azambi, this will complete the construction of the Kibali project thats been in progress for the few years. Then 2018, Kibali will be producing at a rate of 760,000 ounces per annum. You will recall the low recovery issues in 2016 with four additional concentrate fine grinding mill and the expansion of the pump-cell circuit has been commissioned. Plant recoveries have improved substantially and are now at or above design. The process plant is operating very well with good run time and above nameplate capacity. The second hydropower station at Ambarau was commissioned earlier in the year, lifting hydro capacity to 32 megawatts. The third and final hydropower station, Azambi will be commissioned late next year and it will increase hydro capacity of 42 megawatts.

On the next slide and still on Kibali, underground exploration is delivering very good results. As shown on the left hand side of the slide, drilling of the up plunge extension and central sections of the 3,000 load has added approximately 360,000 ounces of 4 grams. [Ph] Drilling at the down plunge has commenced and caught of service 660,000 ounces. On the right hand side of the slide, drilling of the up plunge extension of the 9,000 load has added 700,000 ounces. And drilling further up plunge, towards the Sessenge pit has scope to add a further 1 million ounces.

On the next slide in regard to the Siguiri combination plant, the project adds hard rock milling capacity and expands the power station capacity from around — by around 20 megawatts to 40 megawatts, the whole project has a capital cost of $158 million. The project extends the mine life of more than five years, adding 1.6 million ounces. All the long lead items have been ordered and major commitments have been made. As you can see from the photographs, the mill sells have been fabricated and are on their way and the construction camp has been assembled. The project is on budget and schedule for commissioning in quarter four next year.

Now in regard to Obuasi. The site remains clear of illegal miners, and care and maintenance activities are ongoing. Ghana as a country has definitely done a 180 degree turnaround in the first half of this year, following the election of the new government and the President Nana Akufo-Addo. The government has made its support for Obuasis redevelopment very clear in its election manifesto. Were engaging with the government of Ghana to obtain all the requisite consents and approvals. Were very pleased to say that this engagement is progressing well and we anticipate having everything in place before the end of the year.

On the environmental front, we have agreed and executed a new reclamation security agreement which defines the approach and the cost range for reclamation of this 120-year old mine site. Following public consultation and approval of the stoping report by the EPA, we have submitted the final EIS, based on which the EPS will issue the permit.

Assuming that all the government consents and other approvals are received, we would approach Obuasis redevelopment in a phased manner which enables a reasonably quick start to gold production and reduces the capital cost. The long section in this slide illustrates the main mining areas. Mining will start in the Sansu and Block 8 areas progressing to Block 10 and then to the very high grade Block 11 areas.

The first year would involve establishment of the project and operating teams, the recommencement of mining and the refurbishment of plant and infrastructure to enable the commencement of operations in the second year at 2,000 tonnes per day. Production would ramp up to 4,000 tonnes per day in the third year and be at that level for subsequent years. Gold production would start at 200,000 ounces a year in the second year, increase to 300,000 ounces for the next [ph] and then increase further to 400,000 ounces a year when the high grade area at Block 11 is reached. Mine life would be over 20 years, producing over 8 million ounces. Compared to a larger project, this approach provides very good capital efficiency and returns that are comfortably above our benchmarks. We will provide further update in the next quarter.

Turning to the next slide, we look out to exploration near Sunrise Dam. We have been progressing work on the area that was part of a farm-in with Saracen Mineral Holdings announced late last year. This has provided a consolidated tenement package along the western side of Lake Carey. Despite its location, this area is underexplored due to a long history of fragmented tenement holdings and because the drilling carried out to date has only been to the base of oxidation or about 40 meters.

The first round of diamond drilling beneath the Butchers Well pit over a 3 kilometer strike length has returned high-grade intercepts from beneath the Hronsky-Enigmatic pits and identified a new mineralized zone. The results indicate that the steeply west-dipping Enigmatic zone extends down dip to a vertical dip of more than 400 meters. The drilling also picked up the northerly offset extension of the Enigmatic zone and a dip of about 300 meters. Follow-up diamond drilling is in progress while aircore drilling is testing the strike extent to the north. The resource potential currently estimated at around 500,000 ounces to 1 million ounces.

Thanks very much. I will hand over to Christine.

Christine Ramon

Thank you, Graham. Good day, everyone. We have delivered a solid operational performance, reflecting good recovery in Q2. Our cost performance reflects our planned capital reinvestment plan as well as the impact of stronger currencies. Finally, our balance sheet remains strong and positions the Company well to fund its Brownfield reinvestment strategy and weather the current volatility.

Moving to slide 30. Our focus remains on improving margins despite currency headwinds and lower grades anticipated for this year. The all-in sustaining cost margin has significantly narrowed H1 to 13% due to the planned higher capital spend signaled earlier this year which was exacerbated by stronger currencies.

We will continue to focus on improving margins through our operational excellence program, which is what Ludwig referred to which looks to innovative ways to improve efficiencies and enhance recovery as well as our targeted investments to improve the portfolio mix.

Slide 31. Despite the marginal increase in the gold price and improvement in the overall production for the six months, our cash costs and all-in sustaining costs reflect the impact of stronger currencies, inflation and our significant capital reinvestment program.

Adjusted EBITDA was impacted by the one off silicosis provision of $63 million, contributing to the lower adjusted EBITDA margin of 30%. Finance costs are $16 million lower than last year, benefiting from Group cash optimization and the settlement of the high yield bond last year. However, free cash flow has declined due to planned higher CapEx, stronger currencies and the working capital lockup in Continental Africa which I will elaborate on later in the presentation. Free cash outflow in Q2, however, improved to $42 million compared to the outflow of $119 million in Q1, largely on the back of improved production.

Slide 32. The half year adjusted headline earnings have been impacted by non-cash once off provision. The adjusted headline loss of $93 million reflects the SA redundancy provisions of $47 million relating to the potential outcome of the Section 189 process and an estimated provision in respect of the silicosis class action lawsuit of $46 million, both these amounts are stated post-tax. On a normalized basis excluding the impact of these once off non-cash provisions which are also referred to efficient items, adjusted headline earnings would be neutral for the first half.

In addition, as a consequence of the restructuring of certain South African business units and impairment of $36 million post-tax was recorded in earnings for the period, which impacted basic earnings but was excluded from the excluded from headline loss and adjusted headline loss.

Looking the cost performance in detail year-on-year. We note that cash cost has increased by 6% excluding the impact of stronger currency, due to the adverse impact of inflation. However, lower grade was offset by positive movement in inventory and byproducts. Cash cost is Q2 was down by 4% compared to Q1 at $781 an ounce. In addition, all-in sustaining cost increased by 18% on the back of higher cash cost and significantly higher planned sustaining CapEx which increased by $67 an ounce in H1 compared to the prior comparable period. Sustaining CapEx increased by 46% to $400 million compared to $274 million in H1 2016.

In Q2, all-in sustaining cost at $1,082 an ounce increased by 2% from Q1, primarily due to a $22 an ounce quarter-on-quarter increase in sustaining CapEx. The higher capital spend, reflects the groups strategic inward investment on life extension and margin improvement, principally across its international operations. All-in sustaining cost $1,259 an ounce for the South African operation was 31% higher due to the slower than anticipated ramp up in production in Q1 after the festive break, despite the claw back in production in core assets in Q2 as explained by Venkat and Chris. We also saw a 14% stronger rand -dollar exchange rate.

All-in sustaining cost for the international operations at $988 an ounce was underpinned by solid performance across the operations and reflects the impact of the capital reinvestment program, inflationary pressures, as well as a 14% stronger Brazilian real.

Moving on to slide 34. The free cash flow lockups relating to the increase in net VAT receivables across Continental Africa and the Argentinean Patagonian port rebate has negatively impact on the groups free cash flow generation and earnings. These receivables have increased by $61 million year-on-year after currency devaluation. Geita in Tanzania is the most significant contributor to the VAT lockup over the period amounting to $40 million. [Ph] We have received $5 million in the current period from the Argentinean authorities and this picked up the Patagonian rebate which is positive. In addition, our attributable share on VAT and fuel levies receivable from Kibali which is treated as an associate and therefore not included in the groups working capital movement, but does impact on free cash flow generation from associates amounted to $64 million as at 30th of June, 2017, after the impact of $15 million due to currency devaluation and also had a negative impact on free cash flow generation.

We continue to spend significant effort engaging with the authorities to recover VAT and fuel levies across Continental Africa. However, this remains an area of concern and continues to impede free cash flow generation across our business, whilst also exposing the group to the adverse impact of the devaluation of local currencies in these jurisdictions.

Slide 35. Net debt was 3% higher at $2.15 billion compared to $2.1 billion in the first half of last year due to the free cash outflow of $161 million. Negative free cash flow was impacted by higher CapEx of $136 million, which includes Kibali, adverse working capital movement of $62 million and increased operating costs. We expect production improvements to benefit our cash flows over the remainder of the year, similar to what we saw in 2016. Our capital investment plan which we constantly review will impact cash flow as will possible retrenchment costs in South Africa. And we are seeking to put additional Vaal facilities in place to fund the possible retrenchment costs. We remain strongly leveraged to the gold price from which we expect continued benefit as well as from efficiency improvements, which will offset currency headwinds.

Net debt to adjusted EBITDA ratio of 1.56 times reflects ample headroom to our covenant level of 3.5 times. That shows a balance sheet that remains robust. We have strong liquidity, ample undrawn facilities and long-dated maturities, providing us the flexibility required in the current volatile environment. We remain focused on self-funding our Brownfield capital program and preparing our facilities as the opportunity arises. Our credit ratings remain intact despite the downgrade in the SA sovereign ratings.

Finally on guidance for the year, slide 36. Our cash costs and all-in sustaining costs guidance remain intact for the full year, on the back of improved second half production, despite stronger key exchange rates and including our assumption of $10 per barrel lower Brent crude oil prices. Guidance for corporate and exploration costs have been reduced. Our cost and cash flows remain highly sensitive to changes in commodity process, operating currencies and production. We provide indicative pre-tax sensitivities on all-in sustaining costs and cash flows with a health warning at our forecast average commodity prices and exchange rates.

Total CapEx for the year remains within the original guidance at $950 million to $1,050 million. About 85% that figure is sustaining capital relating directly to ORD and infrastructure at AGA Minerao, Geitas underground development and power plant, the cutback at Iduapriem, recovery improvement at Sunrise Dam and the mine optimization at Tropicana. We expect to incur about 56% of our capital expenditure in the second half, in line with our stream. We continue to see sustaining capital reducing to levels between those we saw in 2016 and 2017, in 2018. We reaffirm this years growth capital at between $100 million and $150 million, which relates primarily to the Siguiri hard rock project and power plants, Kibali underground and Mponeng.

Finally, Ill hand back to Venkat.

Srinivasan Venkatakrishnan

Thank you, Christine. So, after that detailed presentation, please allow me to recap. We are executing our strategy of realizing the options that exist within our portfolio. In Brazil, for example, our exploration work is looking very promising indeed and we are confident of extending mine life there, whilst our investment in increased oil reserve development will yield future benefit to the productivity of those operations. Continental Africa is a hive of activity. Our investment will see production ramp ups coming through from Siguiri, Kibali and Geita, with significant latent potential still come from Obuasi and Sadiola once we have reached agreement with our host governments there. Iduapriem continues to tick along very well.

In South Africa, we are investing in the significant restructure of our South African capacity, stripping out loss-making production and focusing on a core set of cash generative assets that we have proved can be operated safely. In Australia, leading edge optimization work has turned Tropicana from a short life low margin operation into a true Tier 1 asset with world-class margins and more upside to be realized through the Long Island project. Sunrise Dam remains an excellent regional option but looks more attractive with each hole drilled on site and on the neighboring tenements. Together, these two operations remain one of Australias most attractive gold packages. We have advanced all of this work in a self-funded, self-executed package of projects that are on-budget and on-schedule and are underpin by solid balance sheet and appropriate overhead structures, given our operational base. We will continue to look for latent value in the business and take steps to realize it, whilst keeping our eyes firmly on the fact that we are careful custodians of our shareholders capital.

In conclusion, we are pleased with the first half operating performance despite a slow start to the year and are confident in our ability to meet full year guidance. We have a clear-eyed view of the fact that as Ive said many times before, mining is indeed a long-term game. And as managers of the worlds largest emerging market gold producer, we need to take a long view in managing some of our current volatility whilst keeping a tight rein on capital. For the remainder of the year, well be focusing our efforts on, first, continuing our strong safety performance; second, completing the restructure of our SA assets to ensure a vibrant cash generative business for the longer term; third, continuing to execute on advancing our high return Brownfields projects; engaging with our host governments and jurisdiction where we see significant long-term potentially; and finally, further enhancing the portfolio which should result in improving free cash flow trends across the business.

With that, Im happy to take questions.

Question-and-Answer Session

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AngloGold Ashanti’s (AU) CEO Srinivasan Venkatakrishnan on Q2 2017 Results – Earnings Call Transcript – Seeking Alpha

Which Role Saved Brandy Norwood’s Life? – Parade

August 21, 2017 10:46 AM ByJeryl Brunner Parade @jerylbrunner More by Jeryl

Just last week, Brandy Norwood came back to Broadway for a special engagement to play Roxie Hart in the razzle dazzle musical Chicago. The Grammy Award-winning, multi-Platinum selling artist credits the role for saving her life. A year before I got the call to do Roxie, I was very depressed. I wasnt dreaming. I was heartbroken. And I got tired of feeling like that, Norwood explains. I started writing in my journal, working out, changing the way I was eating and began affirming that I am here for a reason. I finally decided I was getting getting ready for something big.

At that moment she got the call about Chicago. When she got the part, everything changed for her. When I walked on stage everything I felt before went completely away. She saved me, she shares. In fact, the part was the gift that kept giving. In 2015, after playing Roxie with a four month extension, Norwood went on to reprise the role in Los Angeles and Washington D.C.

Norwood continues to cherish revisiting Roxies vaudevillian jazzy world. Roxie is every kind of emotion. Shes up and down. Shes crazy. Shes passionate. She funny. Shes bubbly and sexy. She wants to dance and sing and do it all. She wants to be a star and make all of her dreams come true, says Norwood. I cant relate to all the stuff she does, but I can relate to her dreaming and wanting her dreams to come true.

Norwood shared more with Parade.com.

What is exciting about coming back to play Roxie?

Brandy Norwood:The joy is that it never gets old. Its new every night. I just love this team of people. I was so embraced and welcomed by the company. They made me better because they have been on Broadway for years. They were really supportive of trying to bring me up to where they were. So thats amazing. Also, all my teachers are great.

Was there a moment you knew you had to be a performer?

Norwood: From the time I was around seven, I knew I wanted to be a singer. When I was young, I went to a Little Richard concert. He called all these kids onto the stage. He sang with all of them. But I veered off, started waving to the crowd, blowing kisses and bowing. I saw myself as a star. I felt that was my crowd out there, even though it was Little Richards crowd.

Do you have other dream roles?

Norwood: Annie Oakley in Annie Get your Gun. I love the songs. I love the choreography. I just love the story. I want to feel how I sound singing those songs. I especially love, Anything You Can Do I Can Do Better.

How proud is your daughter of you?

Norwood:My daughter is so proud because she has never seen me in this light. When she first saw me as Roxie, she cried. She said, Mom, you were phenomenal! It was the first time she said that word about me. Phenomenal is my favorite word to this day, because she said it.

What was the first Broadway show you ever saw?

Norwood:Actually, Chicago was the first Broadway show I ever saw. It was unbelievable. I thought, I have to do this one day. But I was too frightened. It was ten years ago. At the time I wasnt ready because I was so afraid. I knew it would take a lot of discipline. I knew it was going to be a lot to do eight shows a week. So I was always afraid of it. But then I couldnt turn it down, especially ten years later. I kept saying Im getting ready for something big.

If somebody had said to you ten years ago, when you first saw Chicago, that you would be Roxie one day, what would you tell them?

Norwood:I wouldnt believe it. Roz Ryan [who has played Matron Mama Morton in Chicago for many years] says, Do you understand that you came backstage ten years ago and told us that you wanted to play Roxie? Then it happened ten years later. So you just never know.

What advice would you give to your younger self?

Norwood:Be patient. Everything is working in divine order. Youre fine. Everythings going to be okay. Stay away from boys. And stay focused.

Brandy says hello to Parade.com below.

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Which Role Saved Brandy Norwood’s Life? – Parade

Acquisition could boost NWSV life extension case | Business News – Business News

Some of the North West Shelf Venture partners might either sell their stake in the operation or take an equity interest in potential projects such as Browse as one potential solution to find backfill liquids for Karratha gas plant in the next decade, according to a report by Wood Mackenzie.

The venture, which has been shipping liquefied natural gas for 28 years, will have an excess capacity of around 5 million tonnes per annum by 2025 as existing reserves are drained, Wood Mackenzie projected.

Wood analyst Saul Kavonic toldBusiness Newsthat there had never been a better time for the Woodside Petroleum-led venture to commence work on a solution, with a number of options competitive with other global projects.

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Acquisition could boost NWSV life extension case | Business News – Business News