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Home > Counties > Kapseret MP Surrenders to Police.
Kapseret MP Oscar Sudi was on Sunday put in custody when he presented himself at Langas police station after going missing since a warrant for his arrest was issued over alleged hate speech..
Sudi who was accompanied by MPs Didmus Barasa, Caleb Kostany, Cornelius Serem, Governor Stephen Sang, and Uasin Gishu Woman Representative Gladys Shollei is wanted for alleged hate speech and incitement.
a police chopper flies Kapseret MP Oscar Sudi to Nairobi after being arrested at Langas Police station on Sunday morning. The MP is expected to record a statement with NCIC over incitement and hate utterances.
The MP was was later flown to Nairobi from the Eldoret Airstrip is expected to record a statement with the National Cohesion and Integration Commission (NCIC).
“Tension that was building up in the area has now reduced, after the MP surrendered,” said Ipara as he appealed to leaders to preach peace for peaceful coexistence and development.
Uasin Gishu Women Representative Gladys Boss Shollei who accompanied the MP also confirmed that Sudi presented himself and was in safe custody of the police.
“Hon. Sudi presented himself voluntarily to the police. Contrary to media reports, there was no warrant of arrest or any summons for Sudi and it is not true that he was on the run,” she said.
“We are satisfied that the law has been followed and there should be no panic at all. We plead with the residents to remain calm as the law takes its course,” Shollei said.
There was drama on Friday night as police surrounded Sudi’s home in a bid to arrest him but he managed to sneak out, despite the officers disconnecting power to the home and gaining entry.
About 100 police officers camped at the MP’s home near Kapseret trading centre along the Eldoret-Kisumu highway for hours.
DOWNLOADS Open interactive popup Article (PDF-298KB) As the world grows, in both wealth and population, so will the demand for energy: global primary-energy consumption is on course to increase by 25. Since the turn of the 21st century, energy costs have risen steadily. Even when prices have fallen, as happened most dramatically with oil from 2014 to 2015, such rapid swings can be difficult for companies to cope with. Moreover, when costs are low, there is a tendency to question whether energy-efficiency measures are worth the effort. The answer is yes, many are—and not just because energy efficiency offers protection against price volatility. Energy forms a sizable share of operating costs (Exhibit 1). Globally, the chemical, cement, and metals and mining sectors, for example, spend about one-third of their operating budget on energy. Those figures are typically higher in developing regions, where the cost of labor is lower. Exhibit 1 We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: McKinsey_Website_Accessibility@mckinsey We strive to provide individuals with disabilities equal access to our website. If you would like information about this content we will be happy to work with you. Please email us at: McKinsey_Website_Accessibility@mckinsey. Our five core principles of resource productivity are used to help make sense of what technologies to use and how to put them into long-term practice: Think lean. Build a resource-productivity strategy within the organization. Lean thinking and green thinking are based on the same fundamentals and work together well. For instance, an Indonesian power plant reduced its cost per megawatt by 7 percent in four months by creating performance indicators and then tracking them systematically. Think limits. Use the theoretical-limit concept—an analysis that identifies the lowest amount of energy required for a given process—to set ambitious but realistic goals. This fosters the kind of creative thinking that can deliver substantial resource-productivity improvements. One Chinese iron-and-steel enterprise reviewed its theoretical limits and analyzed its key sources of operational loss; on that basis, it changed its operations to use waste heat to generate additional power, significantly cutting its production costs. Think profit per hour. Review the full profit equation when making changes. Evaluate trade-offs such as throughput, yield, energy, and the environment as a whole—changes in one will likely affect the others. Profit should be the main factor in making final decisions. By applying advanced statistical analysis, a pharmaceutical company was able to increase its yield by 20 percent while using the same amount of energy. Think holistic. Making and sustaining change is not only a matter of technical improvement; it also means changing mind-sets, behaviors, and the management system throughout the organization. Think circular. Consider your product as a future resource that can be used repeatedly, moving from the usual linear supply chain toward supply circles. A global data-services company applied the “think circular” principle by using analytics to design a facility that streamlined energy to its most important function. This resulted in more capacity and less capital expenditure. Around the world, and across sectors, getting smart about energy should be seen as a strategic imperative. The chance to do better is there for the taking. This article is an edited extract from Greening the future: New technologies that could transform how industry uses energy (PDF–7.50MB).A series of lawsuits aimed at farmers and farm labor contractors allege that farm employees who travel to and from agricultural jobs in company buses should be paid for their time in transit—despite company policies making clear use of the buses is voluntary.
The suits, filed in Monterey and San Diego counties by California Rural Legal Assistance, charge that the employees are actually required to use the buses to get to the fields.
Farmers and farm labor contractors should be watching the cases closely, according to John Segale, who is leading outreach efforts for the newly formed California Farmers for Fairness. He said mandated travel pay, coupled with the rising minimum wage and changes to overtime laws, would represent "an economic tsunami" for farmers.
"This is all occurring at one perfect storm, and it's going to result in severe economic harm," Segale said.
Carl Borden, senior counsel for the California Farm Bureau Federation, said the state Supreme Court ruled in 2000 on a case involving whether farm employees must be paid for time spent riding to and from a worksite in company buses at their employer's insistence.
In that case, Morillion v. Royal Packing Co., the state's highest court ruled that because Royal required employees to use buses, those workers were under the employer's control and were therefore owed travel pay.
"However," the court wrote, "employers may provide optional free transportation to employees without having to pay them for their travel time, as long as employers do not require employees to use this transportation."
"For the last 18 years, that