Rick Cofer and Efforts to Implement Recycling in Parks

The banning of single use plastic has become widespread across the world. More cities are implementing laws and bans to help the environment and create a healthier lifestyle and world for the upcoming generations. However, in 2018, Austin residents were disappointed to learn that Texas Supreme Court made a decision to dismantle the ban of single use plastic. Many of the residents of Austin will continue to use reusable bags instead of plastic, despite the decision.

Rick Cofer, a criminal defense attorney in Travis county and a chairman of the Austin Parks and Recreation, agrees in the banning of single plastic use and believes that retailers will uphold that ban despite plastic still being available. Rick Cofer also serves in many different non-profits that benefit the environment, one of them being chairman of the Austin Zero Waste Commission, where he has led communities into recycling more and using less plastic. Since the ban on single plastic use was reversed, he has made it a mission to create more recycling areas available in parks. There are many parks that have no recycling whatsoever, so Rick Cofer Law has proposed different plans and budgets to make that a reality.

According to medicaldailytimes, two of the proposals of budget plans that the Parks and Recreation Recycling Task Force have presented are:

Option A: A one-year plan that would cost more than $1.3 million, and that money would come from the city’s budget, donors, and from a monthly clean community fee increase of 31 cents.

Option B: A two year-plan of $802,500 and the money would come from the same sources as Option A. However, the monthly clean community fee would only be 16 cents.

Although there is a proposal, one of the hurdles the task force is facing is the actual planning. There can’t be much done if there is a proposal but no action is put into either of the plans. The money from the sources would go into a recycling program coordinator, 800 additional receptacles, 900 signs at all Parks and Recreation facilities, a park ground specialist, public education, temporary employees, and ongoing collection and hauling services. Rick Cofer is really pushing for the city to recycle and take up on either option in order to not just be a city that talks the talk about recycling and being environmentally friendly.

https://chronicleweek.com/2019/01/juveniles-confess-crimes-rick-cofer-law/

THE BIRTH AND EVOLUTION OF OBSIDIAN ENERGY

What does a volcanic rock have to do with oil and natural gas? Not much really, but enough to inspire the name of a major Canadian oil company. Founded in 1979, Obsidian Energy has experienced several changes along the way with the most obvious being the recent name change from Penn West Petroleum in June 2017.

 

Obsidian Energy was founded in the Western Canadian province, Alberta to explore and produce oil in the oil-rich western sedimentary basins in Canada. It stemmed from the merging of several smaller oil companies to form Penn West Petroleum limited. The company grew asset wise as a consequence of purchasing oil and gas properties. The growth by itself was an effect of purchasing other smaller oil companies.

 

Arising from the need of a larger company with a higher operating status the company later acquired nearly all of BP Amoco’s Canadian shares. This plus several other purchases grew the company’s production harbor by more than twice its initial size.

 

More acquisition would follow in the years to come, and by 2002, Obsidian Energy, the then Penn West Petroleum was the dominant oil producer in central Alberta. This grew the company’s confidence and developed an upsurge in the desire for growth and diversity as seen by the company’s interest in coalbed methane in that same year.

 

In May 2005, Obsidian Energy completed restructuring from a corporation into an income trust, a change that had been proposed by the board of directors nine months before. The conversion to an income trust meant that the company would dispense its earning to the unitholders prior to paying tax. This witnessed major part of the company’s cash flow rechanneled from reinvestment to payment of dividends to the unitholders.

 

High growth potential and the restructuring enchanted investors to the company followed. More investors meant more financial might, and with might came the acquisition of shares in Midale oil pools and four other oil properties in the three years that followed. Go To This Page to learn more.

 

The company experienced another major change in 2011 when a federal requirement forced income trusts to revert back into corporations. A year later a shift in focus would see Penn West Petroleum major on light oil resources.

 

A name change, and nearly seven years later, with David L. French as CEO, Obsidian is well adapted to the industry.

Obsidian Energy Continues to Thrive

Advancing a company’s performance or position means making changes. These changes are meant to transform and prepare the company for the new position or level that is anticipated. This is the same approach Penn West Petroleum Ltd used. Today this company is called Obsidian Energy. The overhaul was a success because the company later stabilized. It began performing better than before. The portfolio increased worth by adding valuable assets.

Having a good idea is one thing while implementing it is another. It is not always that people with good ideas are able to implement them successfully. David French is among the ones who were able to lead the company through the overhaul. He has been with the company since 2016 yet French has achieved a lot thus far. He appreciates whatever experience he got from his previous job. French has worked for a similar company to Obsidian Energy.

 

Although David is a good leader, he does not achieve daily success on his own. He has a team of qualified and experienced people. His employees are categorized in various groups and levels. This hierarchy is important in working towards the goals of the organization. David has competent managers and other leaders that he relies on to ensure daily operations are run smoothly. Obsidian Energy has a certain company culture that guides how people relate and work within the organization. This culture has helped to run things in the right direction. See Related Link to learn more.

 

Obsidian Energy understands that it cannot function without employees. Therefore, the company is mindful of employee welfare. It ensures they work in a favorable environment. Health and safety are priorities of the company. The oil business is also dynamic. Obsidian organizes events and opportunities for employees to learn. They can only be effective and competent if they are informed. Investing the employees has yielded good results because productivity has increased.

Obsidian Energy began on a strong note that got Stakeholders’ attention. This encouraging performance ought to be maintained. Changing the face of the company has brought a good outcome and the company is targeting higher heights. David French remains with a challenge of influencing his employees to perform better and continue growing every day. Obsidian Energy was at the apex of its success and was even among the sixty most prominent firms in the Toronto stock Exchange and was also a Canadian Royalty Trust (CANROY).

 

Read More: https://globalnews.ca/news/3481168/penn-west-proposes-name-change-to-obsidian-energy/