ArcelorMittal Atlantique and Lorraine announces intention to permanently close the liquid phase in Florange

- Commits to maintain and invest in high-quality finishing operations 

- Accepts request from the French government to find a buyer for the liquid phase

Luxembourg, 1 October 2012 - ArcelorMittal Atlantique and Lorraine met today with its central works council to discuss its intention to present a proposal for the future of its Florange plant.

Given the continued economic difficulties affecting the French and European economies, the company wishes to propose to permanently close the liquid phase and concentrate efforts and investment on the high-quality finishing operation, which employs more than 2,000 employees. To date the company had implemented a strategy of temporary idling the Florange furnaces whilst waiting to see if the economic situation would improve. However after four years of challenging conditions, it is clear that there will be no swift return to pre-crisis levels. Today European demand is still approximately 25% below 2007 levels.

This proposal has not been made lightly but it is a reality that the Florange liquid phase and the slab it produces are not competitive in today’s difficult economic context. This is due to a combination of factors, including crucially its location 400 kilometres from the nearest harbour as well as the small production output that negatively impacts fixed costs.

Although there is significant overcapacity in the European steel industry, the company has accepted the French government’s request for the government to find a buyer for the liquid phase within the next 60 days. Although the coke plant would not be part of the proposed closure, ArcelorMittal has agreed to include in the sale.

In parallel, ArcelorMittal would like to begin an exemplary social dialogue for the proposed closure of the liquid phase. Some 629 people would be affected by the project. The company understands that this information is very difficult for those employees who are affected. However the company believes that it can avoid any compulsory lay-offs by utilising a number of social mechanisms, such as mobility and the news release age profile of the plants, which will be agreed as part of the social dialogue in order to find a solution for each person.

The company is proposing that in the future, slab for the Florange site will continue to be transported from Dunkerque, a world class site, thereby maintaining the industrial chain in France. ArcelorMittal will then focus on enhancing Florange’s position as a centre of excellence for developing high-quality value-added products for its customers, most notably in the automotive industry. Florange’s geographic location close to important customers in the industry; its expertise and capacity in producing high-tech steels, the group’s patents and its proximity to the Maizieres-les-Metz research and development centre, all support this strategy. For example the recent € 7.2 million investment in the existing galvanizing line will see Florange being able to produce the highest width Usibor®, in the world.

ArcelorMittal is committed to continue to invest the appropriate amount to ensure a sustainable future for the finishing operations in Lorraine.

Impact of the economic crisis

ArcelorMittal’s Flat Carbon Europe segment, which includes ArcelorMittal Atlantique and Lorraine and therefore Florange, produces steel for three main sectors: automotive, industry and packaging, all of which have been significantly impacted by the economic situation and recession. The result of this has had a very negative impact on demand for steel in Europe. Today European demand is still approximately 25% below 2007 levels and any recovery is expected to be slow in the coming years.

This has in turn had a significant impact on the financial performance of FCE. Operating loss for the six month period ended June 30 2012 was EUR340 million, following a loss of EUR499 million in the second half 2011. Even in challenging economic times, steel remains a capital intensive industry. FCE capital expenditure reached US$1 billion in 2011.

Despite these significant challenges, ArcelorMittal remains very committed to its presence in France, where the company runs over 50 industrial activities across 150 operations and employs approximately 20,000 people. 35% of our flat products European production is located in France, even though the country only consumes 10% of the EU flat products market.

Commenting, Robrecht Himpe, CEO Flat Carbon Europe and member of the ArcelorMittal Management Committee, said:

“ArcelorMittal’s operating performance has been significantly impacted by the economic situation and recession in Europe. After four years of this very difficult environment, we have regrettably concluded that given steel demand is still significantly below pre-crisis levels, we need to reconfigure our operating profile in order to strengthen the company in France and Europe to meet the ongoing challenges.  ArcelorMittal fully recognises that this is a difficult announcement for those who work at the liquid phase. However it is important to emphasise that this does not represent the end of the steel industry in Lorraine. On the contrary, we will continue to invest and focus in Florange as an important centre in the transformation of slab into value-added high-quality steels for the automotive, industry and packaging sectors. Overall France remains a very important country for ArcelorMittal with 35% of our European flat products production located here, as well as the headquarters of our research and development.”

About ArcelorMittal

ArcelorMittal is the world's leading steel and mining company, with a presence in more than 60 countries. ArcelorMittal is the leader in all major global carbon steel markets, including automotive, construction, household appliances and packaging, with leading R&D and technology. The Group also has a world class mining business with a global portfolio of over 20 mines in operation and development, and is the world’s 4th largest iron ore producer. With operations in over 22 countries spanning four continents, the Company covers all of the key industrial markets, from emerging to mature, and has outstanding distribution networks.

Through its core values of sustainability, quality and leadership, ArcelorMittal commits to operating in a responsible way with respect to the health, safety and well-being of its employees, contractors and the communities in which it operates. It is also committed to the sustainable management of the environment. It takes a leading role in the industry's efforts to develop breakthrough steelmaking technologies and is actively researching and developing steel-based technologies and solutions that contribute to combat climate change. ArcelorMittal is a member of the FTSE4Good Index and the Dow Jones Sustainability World Index.

In 2011, ArcelorMittal had revenues of $94.0 billion and crude steel production of 91.9 million tonnes, representing approximately 6 per cent of world steel output. The Group's mining operations produced 54 million tonnes of iron ore and 8 million tonnes of metallurgical coal.

Cluff Gold plc

(“Cluff Gold” or “the Company”)

CHANGE OF NAME AND CORPORATE UPDATE

Cluff Gold plc, the dual AIM and TSX listed West African focused gold mining company, announces that it has changed its name to Amara Mining plc, effective immediately. The Company also announces the resignation of three Non-Executive Directors as part of the Board’s review of its structure.

These changes mark the beginning of the Company’s transition into a mid-tier gold producer, through the extension of production at the Kalsaka/Sega gold mine, which funds the progression of its pipeline projects, Baomahun and Yaoure, where the Company is completing a feasibility study and expanding the resource base respectively.

They also symbolise a new era for the Company in terms of leadership, with John McGloin’s appointment as Executive Chairman on 28 May 2012 and the resignation of Mr Nicholas Berry, Dr Bobby Danchin and Mr Ronald Winston, effective 30 September 2012. From 1st October 2012, the Board will comprise of three Executive Directors and three Non-Executive Directors, a more appropriate number for a company of Amara Mining plc’s size.

The word Amara is of African origin and means grace, eternal and immortal. The logo is a fern, which is a West African Adinkra (symbol) representing endurance and resourcefulness. The new branding reflects the Company’s operational ethos across its assets.

The Company’s ticker will change to AMA on the London Stock Exchange’s AIM and to AMZ on the Toronto Stock Exchange once approval has been received from the TSX, which is expected by the end of this week. The corporate website address will change during the course of today to www.amaramining.com and Company email addresses have changed to the format of firstname.surname@amaramining.com

In addition, the Company has changed its registered office to 29-30 Cornhill, London, EC3V 3NF, effective immediately. The main office telephone number has changed to +44 (0)20 7398 1420 and the fax number has changed to +44 (0)20 7398 1421.

Peter Spivey, Chief Executive Officer of Amara Mining plc, commented:

“The Company is at an exciting time in its development and the change of name seems a fitting start to an era that will see us transition into a mid-tier producer. We could not have reached this point without the knowledge and experience of Bobby, Nicholas and Ron, so I’d like to thank them for their good counsel during the Company’s formative years. The name Amara and the symbol of the fern represent our focus on West Africa and I am delighted that the Company’s founder, Algy Cluff, has given the change of name his blessing. With John McGloin’s appointment as Executive Chairman and a number of key milestones across our assets on the horizon, we look forward to the growth of Amara Mining plc in the years to come.”

RECOMMENDED ALL-SHARE MERGER OF EQUALS OF

GLENCORE INTERNATIONAL PLC AND XSTRATA PLC

FINAL TERMS

1 October 2012

SUMMARY

The Glencore Directors and the Independent Xstrata Non-Executive Directors announce that they have reached agreement on the final terms of a revised recommended all-share merger of equals, on the basis set out in this announcement.

· The strategic rationale for the Merger remains compelling and the transaction has the potential to create superior value for Xstrata Shareholders

· The increased merger ratio of 3.05 New Glencore Shares for every Xstrata Share represents an 17.6 per cent. premium over the ratio of 2.59 implied by undisturbed closing share prices on 1 February 2012, and is 25.5 per cent. higher than the ratio of 2.43, being the average of the ratios implied by the middle market closing share prices of the two companies between 3 September 2012 and 6 September 2012, the latter being the last business day prior to the announcement by Xstrata of the revised proposal from Glencore

· The original board structure remains unchanged, except that Mick Davis will become CEO of the Combined Group for a period of six months from the Effective Date. Upon his departure, Ivan Glasenberg will become CEO of the Combined Group. A current Xstrata Group operational executive will replace Mick Davis upon his departure as an executive director of the board of the Combined Entity, to preserve the majority of Xstrata directors on the board

· The Independent Xstrata Non-Executive Directors continue to believe the proposed exchange ratio, governance structure and the retention of key Xstrata managers through the Revised Management Incentive Arrangements are essential elements of the Merger

· The Merger will be implemented via a Court-sanctioned scheme of arrangement to safeguard the requirement that a significant majority of Xstrata Shareholders approve the Merger and to ensure a binary outcome

· In response to Xstrata Shareholder feedback, the Independent Xstrata Non-Executive Directors have determined that the New Scheme will no longer be conditional on the approval of the Revised Management Incentive Arrangements, meaning that the Merger could proceed even if the Revised Management Incentive Arrangements are not approved. Accordingly, the Independent Xstrata Non-Executive Directors, with the agreement of Glencore, propose that under the New Scheme, eligible Xstrata Shareholders will vote on two resolutions at the New Court Meeting as follows:

1. To approve the New Scheme subject to the resolution to approve the Revised Management Incentive Arrangements to be put to the Further Xstrata General Meeting being passed. The Independent Xstrata Non-Executive Directors intend to recommend unanimously that eligible Xstrata Shareholders vote in favour of only this resolution at the New Court Meeting; and

2. To approve the New Scheme subject to the resolution to approve the Revised Management Incentive Arrangements to be put to the Further Xstrata General Meeting not being passed

· Eligible Xstrata Shareholders should vote on both New Scheme resolutions, which in each case require approval by 75 per cent. by value and a majority by number of eligible Xstrata Shareholders voting (in person or by proxy)

· Eligible Xstrata Shareholders should also vote on the resolutions to be put to the Further Xstrata General Meeting, one of which will be the ordinary resolution to approve the Revised Management Incentive Arrangements

· The outcome of the vote on the ordinary resolution to approve the Revised Management Incentive Arrangements will determine which of the two New Scheme resolutions will be disregarded. The result of the vote on the remaining resolution to approve the New Scheme will then determine whether or not the Merger proceeds. Further details are set out in paragraph 13 of this announcement

· Mick Davis will no longer participate in the Revised Management Incentive Arrangements and will receive only his current contractual entitlement upon termination of his existing Xstrata service contract. The contracts of employment for all other members of Xstrata’s Management and Xstrata Senior Employees will be amended to reflect the fact that Mick Davis will cease to be CEO of the Combined Group and that this will no longer constitute an amendment to the agreed governance structure

The Independent Xstrata Non-Executive Directors, who have been so advised by each of the Xstrata Financial Advisers, consider the terms of the Merger to be fair and reasonable, but only if the Revised Management Incentive Arrangement Resolution is passed at the Further Xstrata General Meeting. In providing its advice, each of the Xstrata Financial Advisers has taken into account the commercial assessments of the Independent Xstrata Non-Executive Directors.

Accordingly, the Independent Xstrata Non-Executive Directors intend unanimously to recommend eligible Xstrata Shareholders to vote to approve: (i) the New Scheme, but only if the Revised Management Incentive Arrangements Resolution is passed at the Further Xstrata General Meeting; and (ii) the Revised Management Incentive Arrangements (in each case, as the Independent Xstrata Non-Executive Directors who hold or are beneficially entitled to Xstrata Shares have irrevocably undertaken to do in respect of their own Xstrata Shares (representing approximately 0.1 per cent. of the issued ordinary share capital of Xstrata)).

Sir John Bond, Xstrata plc non-executive Chairman said:

“The Independent Xstrata Non-Executive Directors have carefully considered the terms of the revised Glencore proposal to assess the value proposition and ensure safeguards and an appropriate governance structure are in place for Xstrata Shareholders, in view of Glencore’s condition that Mick Davis will step down as CEO of the Combined Group six months after the Merger closing. In doing so, we have consulted with our major shareholders and taken their views into account. We have preserved the original board structure, including after Mick Davis’s departure and the board has received satisfactory assurances on the governance, future strategy and management of the Combined Group. The scheme of arrangement structure remains a critical element of the transaction, ensuring a definitive outcome and requiring a significant majority of non-Glencore Xstrata Shareholders to approve the Merger.

“Without the ability to retain key Xstrata managers to run the Combined Group’s mining operations through the Revised Management Incentive Arrangements, the Independent Xstrata Non-Executive Directors believe that the value proposition of the Combined Entity is at risk. This view was reaffirmed by major shareholders, in particular in the light of the change of CEO and remains the rationale for retention arrangements. Nonetheless, some other shareholders remain opposed either to the principle of retention payments or to the originally proposed inter-conditional nature of the Merger resolutions.

“Accordingly, we have decided to decouple the resolutions to approve the Merger from the resolution to approve the Revised Management Incentive Arrangements. This will, we believe, enable shareholders to vote in line with their convictions in respect of retention arrangements, without influencing their voting intention on the New Scheme. Importantly, shareholders who would only support the Merger if key Xstrata personnel can be retained are able to approve the New Scheme only if retention arrangements are approved by shareholders. The Independent Xstrata Non-Executive Directors intend unanimously to recommend that eligible Xstrata Shareholders vote in favour of the resolution to approve the Revised Management Incentive Arrangements and in favour of the Merger but only if the Revised Management Incentive Arrangements are approved.”

Mick Davis, Xstrata plc Chief Executive Officer commented:

“The strategic rationale for combining Xstrata and Glencore remains highly compelling. A merger will fuse the respective strengths of the two companies into a unique, vertically integrated natural resources group. It will also resolve Xstrata’s ownership structure in a way that I believe will create superior shareholder value as part of a larger, more diverse company with an enhanced ability to grow and create value for its owners.

“My objective during my time as CEO of the Combined Group will be to preserve and enhance the value Xstrata’s management team has created over the past ten years through a well-planned integration process and to lay down the foundations for the Combined Group’s success over many decades to come.”

Ivan Glasenberg, Glencore International plc Chief Executive Officer, said:

"We are pleased that Xstrata’s Independent Non-Executive Directors have recommended our revised terms which offer Xstrata shareholders a significant premium.

“We have always been in favour of the proposed retention arrangements to incentivise key Xstrata employees. Their commitment is vital as we look to capture the full synergy and value creation benefits of the transaction and realise the potential of both companies’ strong long-term organic growth plans.

“The amended proposed voting structure should allow Xstrata shareholders to fully express their own views on the proposed structure of the transaction.”

Simon Murray, Glencore International plc non-executive Chairman, commented:

“The Glencore Board fully supports the strategic rationale for the merger with Xstrata, which will strengthen the existing strong relationship between these two leaders in the commodities industry.

“The complementary focus, combined industrial assets, logistics and marketing capabilities of these two companies will create a larger, more diversified player with excellent prospects for growth through the cycle. Together the Combined Group will have the scale to play a key role in meeting the growing global demand for commodities whilst helping resource holding countries create value from their natural endowments.”

The Glencore Directors consider the Merger to be in the best interests of Glencore Shareholders taken as a whole. Accordingly, the Glencore Directors intend unanimously to recommend Glencore Shareholders to vote in favour of the resolution to be proposed at the Glencore General Meeting to approve the Merger and related resolutions as the Glencore Directors who hold or are beneficially entitled to Glencore Shares have irrevocably undertaken to do in respect of their own Glencore Shares (representing approximately 16.9 per cent. of the issued ordinary share capital of Glencore).

The revised terms of the Merger set out in this announcement are final. The full detail of these revised terms will be set out in the New Scheme Document to be posted and made available to all eligible Xstrata Shareholders during October 2012.

Timing

It is expected that the New Scheme Document, containing further information about the Merger and notices of the New Court Meeting and Further Xstrata General Meeting, together with the Further Forms of Proxy, will be posted and made available to Xstrata Shareholders during October 2012. It is also expected that the New Scheme will then become effective before 31 December 2012, subject to the satisfaction of the Conditions and certain further terms set out in ‎Appendix 1 to this announcement.

It is also expected that, in accordance with the Prospectus Rules, Glencore will publish further documentation containing updated information about the New Glencore Shares during October 2012.

It is further expected that Glencore will formally notify the European Commission of the Merger shortly. The processes in respect of South Africa and China are ongoing. It is anticipated that the requisite approvals will be obtained before 31 December 2012.

The Further Glencore Circular will include full details of the Merger, together with the notice of the Glencore General Meeting at which the relevant resolutions will be proposed for the approval of the Merger by Glencore Shareholders, including as a “Class 1” transaction under the Listing Rules. The Further Glencore Circular is expected to be posted to Glencore Shareholders at or around the same time as the New Scheme Document is posted to Xstrata Shareholders.

This summary should be read in conjunction with, and is subject to, the full text of the following announcement (including its Appendices). The Merger will be subject to the Conditions and certain further terms set out in Appendix 1 and to the full terms and conditions to be set out in the New Scheme Document and the Further Forms of Proxy. Appendix 2 contains the sources and bases of certain information contained in this summary and the following announcement. Appendix 3 contains details of the irrevocable undertakings received by Xstrata and Glencore. Appendix 4 contains the definitions of certain terms used in this summary and the following announcement.

Outokumpu submits an alternative remedy proposal related to the Inoxum transaction

OUTOKUMPU OYJ

1 October 2012 at 9.30 am EET

Following the market testing of Outokumpu’s initial remedy proposal announced on 20 September 2012, the EU Commission has informed Outokumpu that the divestment of the Swedish melting and coil operations may not be sufficient to permit the approval of the Inoxum transaction.

Outokumpu is therefore submitting an alternative remedy proposal to the EU Commission under which the Inoxum stainless steel mill in Terni, Italy would be divested. The proposed remedy also includes select European service centers.

“Strategic importance and our commitment to the Inoxum transaction remain unchanged despite the EU Commissions’ new demands,” says Mika Seitovirta, Outokumpu CEO. “We’re confident that we’ll find a solution that will enable us to move forward with the transaction. We estimate the Inoxum transaction to result in annual synergy savings of approximately 200 million euros despite this proposed remedy.”

The EU Commission is expected to promptly commence market testing to form a view on the suitability of this alternative remedy. No definitive agreements or decisions on the remedy have been reached at this time.

The review process of the EU Commission is expected to continue until 16 November 2012. Outokumpu targets to finalise the transaction by the end of 2012.

Walkathon and Heart-Shaped Human Chain mark World Heart Day Vikram Hospital, a leading multi-speciality hospital today organized a Walkathon and a Heart-Shaped Human Chain to mark World Heart Day 2012 based on the theme of ‘Save Your Heart’. The walkathon started opposite Vikram Hospital on Millers Road and then proceeded to Ali Asker Road, Infantry Road, then entered Dr. B R Ambedkar Veedhi, then Cunningham Road and ended at the St. Anne’s College grounds. The participants also took part in formation of a heart-shaped human chain spreading the message of ‘Save Your Heart’. Nearly thousand individuals which included students from St. Anne’s First Grade College, Garden City College, Kamalabai School, senior citizens, volunteers, senior police officers, cine artistes and staff of Vikram Hospital led by Shri. B G Jyothi Prakash Mirji, Commissioner of Police – Bangalore City participated in the early morning walkathon and human chain formation. Others present on the occasion were Shri. N L Narendra Babu, MLA, Dr. M A Saleem, Additional Commissioner of Police (Traffic) Bangalore City, cine artistes Thara, Soundarya and Dr P Ranganath Nayak of Vikram Hospital. Commenting on the Save Your Heart Walkathon and Human Chain, Dr. P Ranganath Nayak, Senior Consultant Cardiologist, Vikram Hospital said, “according to a projection by the World Health Organisation (WHO) and the Indian Council for Medical Research (ICMR) India is the heart-attack capital of the world. In India Cardio Vascular Diseases (CVD) is the single largest cause of death and heart attacks being responsible for 1/3rd of all the deaths caused by CVD. Indians are generally more susceptible to CVD because of changing lifestyles and rapid urbanization. There is an urgent need for collective action to fight this serious issue. Vikram has embarked on a structured and sustained campaign to create awareness on the same.” Vikram hospital has been committed to delivering standard-setting medical care having the most advanced multi-specialty services and facilities, with more than 150 specialists and 2000 allied health staff working for the hospital group and is set to change the landscape of healthcare delivery across Karnataka.

Hertz turns Six – to continue to provide customized speakers to music aficionados.

The Kolkata based provider of customized speaker systems Hertz has completed six sonorous years in business. The company is highly sought after by connoisseurs for its ability to custom design Speakers according to the requirements of the client and location of the site – customizing shapes, sizes and colour matching with the surroundings so that the speakers may blend in and do what they are meant to – caste a spell of sound!

As an ethical entity, the company is known for its eagerness to provide the customers with full information and knowledge about the product upfront so as to help the customer make the right choice.

Hertz speakers are built to last and every attention is paid to the quality so that the quality of the sound for which Hertz is acknowledged as a master, is matched and backed by the quality of the build. The company is also known for its excellent after sales support, which is customized and helps users build a relationship that lasts – wired by sound.

Says Kausik Mitra, the prime moving force behind the brand: “We believe in the simple philosophy of the product speaking for itself. If it is good and is backed by quality after sales service, the business model is complete.” Little wonder, the company with no advertising and only word of mouth publicity has come this far, having traversed the years. “A referral from a satisfied customer is all the publicity one needs and most of our business comes through referrals only.”

That is no tall claim considering the fact that Hertz speakers can be found adorning the rooms of most of the city’s musicians – who understand the science of sound and are extremely fussy about their equipments.

The company has also successfully completed the installation of speakers in some of the most prestigious auditoriums of the city and is currently besieged with similar orders from different parts of the country.

But considering the kind of success that the products have and the goodwill that has been created around the brand, why not go mass market? “Hertz started out of a passion and we are here because our heart is in our ears. We love what we do and would continue to create speakers that beat the tune of our hearts. By going mass market, we will lose our niche, our effectiveness which is our ability to create a new product suited to a particular need every time. Yes, we too have growth pangs and growth plans as well, but that is restricted to the niche that we have built.”

For More information contact:

Kaushik Mitra

+91 98310 17957

Blooming Blunders of Bengal

I was in school then. My father was carefully ingraining in me the habit of newspaper reading and the one debate I recall from those days was about computerization. The ruling left was vehemently opposing the impending entry of computers in the work place – their “pro people” logic being that the computers will eat away millions of jobs, forcing the state into the jaws of poverty. There were bank strikes, and bundhs and pen downs. Rally’s were held, processions were taken out. Slogans were raised and vitriol spread, taking the pitch to a crescendo. Such was the din that the lone voice of sanity was lost. But on parting, it sealed the fate of the state, pushing it into the backwaters of apathy as the rest of India marched on.

It looks so childish in hindsight. Politicians putting petty politics above the interest of the state and the people, whose interest they profess to fight for. An attempt to look at economics through the eyes jaundiced with communism. To embrace populism that in the long run is bound to be anti people. To shout at the top of the voice but say precious little that makes sense.

Today when I hear the argument against FDI in the retail sector, I see the parallels clearly – of history repeating itself. The left, hoist in its own petard is still on the red corner of defeatist dissent. That there are no takers for their argument is a different thing. But what stuns me is the strident stand taken by the State Government. Strapped for cash it should have gone all out to attract the investment which has the potential of being the magic wand. Instead it is out to prove that they are more leftist than the left.All for the thatrical sake of it.

With rising food and vegetable prices being one of its primary concerns, the Government could have deftly used the opportunity to cut through the swathe of brokers who eat away the cream while the two ends – the farmers are denied remunerative prices and the consumers pay through their noses – suffer. Being closely associated with PepsiCo, I have had the pleasure of watching in wide eyed wonder how the entry of the MNC’s can transform the grassroots and help spread prosperity. I have seen with my own eyes how just one Frito Lay’s factory transformed the way even farmers thought about harvesting potatoes, in Bengal itself. It is there for all to see and I do not believe that the Government is blind and cannot read the writing on the wall.

Walking the other way, the Government is now proposing to open Kisan Mandis where farmers can put up their produce for auction. It is nothing but the failed effort of the earlier left regime’s desperate ploy to put stilts of communism on their eyes to arrest price hike, albeit in a new bottle. Forget about the mechanisms, the very fact that the state will not have enough money to open such mandis is enough to make it a non starter. As a matter of fact, the move to scale down the number of such mandis has already begun and the Government will do well to quietly scrap it. It is good to make such promises in the election manifestos. It is a completely different thing to be foolhardy enough to try and implement them. Who reads manifestos of political parties in any case?

I am alarmed by the signs. The Hon. Chief Minister seems to be selecting the path of defeatist nihilism that was popularized by the communists. As she prepares to gather political brownie points by upping her ante against the Center and its economic policies - shouting about the state being deprived in mock protest; history in indeed repeating itself. Albeit, in the greater context of change and under a new banner. But the sad fact remains – the political shenanigans and blind brinkmanship will only push the state on the path of economic destruction. But who cares?  

- Chawm Ganguly