Newspaper Column: Green Gift Wrap Ideas

Green Gift Wrapping

By Cathie Filian

Recycling, re-crafting and making your own gift-wrap has been around for ages. When I was little, my mom and I would wrap gifts in the “funny pages” of the newspaper, we would carve potatoes and use them as stamps to create whimsical patterns on kraft paper and cardboard jewelry boxes were decoupaged with magazine cut-outs to create new fancy boxes. We were being “green” and we didn’t even know it.

Creating recycled gift-wrap is really taking trash and creating a treasure. It is not only great for the planet it is good for your wallet. With the prices of designer gift-wrap, you could easily spend ten dollars just to wrap a small gift. For just a few pennies you can get creative and craft your own gift bags, boxes and paper flower bows.

For quick and easy gift-wrapping, you can transform plain gift bags and lunch sacks into stunning “designer” look bags with the simple addition of paper flowers.

Who says a gift box can’t be a tube? Drink mix containers can be stripped of their labels and decorated with scrapbook paper and ribbons. They are the perfect size box for a bottle of lotion.

If you have some small jewelry boxes on hand and they have a department store logo, cover it with a scrap of decorative paper, ribbons, silk leaves and a paper flower.

You can use just about any kind of paper to create the paper flower bows. Grocery bags can be cut, crinkled and layered to create a natural looking bow. You can add a layer or two of colored plastic wrap for a shinny look. By adding a petal from a mismatched silk flower you can create an organic look. To add a pop of color, use magazine tear-outs and bits of scrapbook paper. The flower bows are super easy to make and they add so much flair and style to a package.

Now that you have the basics for creating your own paper flower bows, all you need is a gift to wrap.

To Create A Small Bow

1. Cut 8 circle shapes from paper or plastic. Begin with a 3” circle and work your way down to a 1” circle.

2. Add an organic look to the edge of the circles by cutting waves, scallops or zigzags. Gently crinkle each circle in your hand.

3. Layer the circles from largest to smallest and secure in the center with an office or scrapbook brad. Attach to your package with hot glue or tape.

MITSUBISHI Motors Corporation

History Of Mitsubishi

Mitsubishi Motor's automotive tradition goes back to 1917 when the Mitsubishi Model A, Japan's first series-production automobile, was introduced. Over the next two decades the company established themselves as an innovator, developing, amongst others, Japan's first diesel engine, its first large-sized bus (the start of the world famous Fuso commercial vehicle series), its first four-wheel drive passenger car prototype, and its first diesel-powered truck.

At the end of the Second World War Japan's large industrial groups were dismantled by order of the Allied powers and Mitsubishi Heavy Industries was split into three regional companies, each with an involvement in motor vehicle development.

The country's major need at this time was for commercial vehicles, the situation being further complicated during the first few years by a severe fuel shortage. In consequence 1946 saw the introduction of a bus which could be run on either petrol or alternative fuels, and, in 1947, an electric bus; in the truck field the innovations continued with Japan's first truck to be equipped with an air suspension system, as well as the first tilt-cab truck. Passenger vehicle production was confined primarily to Mitsubishi's first scooter.

By the beginning of the 1960s, however, Japan's economy was gearing up: wages were rising and the idea of family motoring was taking off. The Mitsubishi 500, a mass market saloon, fulfilled this need; followed, in 1962, by a four-seater micro-compact with a two-stroke air-cooled 359cc engine, the Minica - a name which still lives today. The first Colt -a larger, more comfortable family car, not a predecessor of the modern Colt - was also introduced in the same year, and the first Galant in 1969. This was a genuine pacesetter in the Japanese market, representing the best and latest in automotive technology and was to sire a long and illustrious line with a string of motor sports honours and consumer awards to its name.

With similar growth in its commercial vehicle production it was decided that the company should create a single operation to focus on the automotive industry and, in 1970, the Mitsubishi Motors Corporation (MMC) was formed.

The 1970's saw the beginning of Mitsubishi's considerable international rallying success with Galants and Lancers, demonstrating the qualities of performance and reliability for which they are known today. As part of a global expansion programme in 1974 UK distribution was ensured with the formation of 'The Colt Car Company', a joint venture between the Mitsubishi Corporation and Colt Automotive Limited.

By the end of the decade Mitsubishi vehicles were picking up honours both at home and abroad, including South Africa's 1977 "Car of the Year" (the Galant) and 1979 "USA's Pick-up of the Year" (the L200). But this was just the start. In 1982 the Shogun (named Pajero or Montero in other parts of the world) was launched, a 4x4 which was quite different from anything that had been seen before. Quite incredibly, just a few months later in the Paris-Dakar rally, it took honours in the Production Class and the Marathon Class, as well as the Best Team award. Two years later it won outright and a legend was born. The Shogun became a global best-seller, winning "4x4 of the Year" awards in Britain, France, Australia, Spain and West Germany. And it was not alone on the honours list - Galants, Colts, Lancers and L200s were all being honoured worldwide.

Throughout the 1990s the Shogun continued to dominate rally events like the Dakar, and Mitsubishi vehicles also began to make their mark on the World Rally Championships. By the end of the century Tommi Makenin in a Lancer had won the Championship an historic four consecutive times whilst Lancers totally dominated the Group N Championships - for vehicles which are basically showroom standard.

Technologically this decade saw incredible advances. In 1990 MMC introduced the world's first Traction Control System, followed by Super Select 4WD and Multi-mode ABS in 1991 and INVECS in 1992. Commercial production of the Libero electric car began in 1994 whilst 1996 saw the development of the GDI engine.

Overseas production expansion was attained with the first Carismas rolling off the line at NedCar, Holland in 1995 - a joint venture between MMC, Volvo and the Dutch government - as well as the opening of production lines in Australia and Thailand. NedCar became a wholly owned MMC facility within a year.

In 2000, MMC and DaimlerChrysler (DC) developed a business partnership that involved design, development and production co-operation. DC purchased a 37% stake in MMC and at NedCar Volvo production was replaced by Smart Four-Fours. In 2004 DC's stake in MMC was sold to the Mitsubishi Family (comprising of Mitsubishi Corporation, Mitsubishi Heavy Industries and the Bank of Tokyo Mitsubishi). However, MMC and Daimler Chrysler have maintained a successful business relationship and continue to share B & C segment platforms and engines.

In terms of motor-sport, the strength of Mitsubishi's 4x4 heritage was yet again demonstrated by a record breaking 11th victory in the 2006 Dakar rally - the sixth successive victory for the Japanese manufacturer in six years.

Today, MMC has manufacturing facilities in over 30 countries and its sales and after-sales organisation is present in more than 170 countries.

Mitsubishi Motors Europe

In 2002, Mitsubishi Motors Europe was established in order to coordinate sales and after-sales specifically for the European market. European product revival started with the Colt in 2004 and subsequently the Grandis, Lancer Evolution IX, new L200 and most recently the Colt CZC Cabriolet joined the range. In 2007 the full product line-up transformation which started in 2004 will be completed with the introduction of the all new Outlander, revised Shogun, new Lancer and the Lancer Evolution X.

The Colt Car Company

The Colt Car Company (CCC) was established as the sole UK distributor in 1974. Other subsidiary companies are: Spitalgate Dealer Services (dealer wholesale stocking), Shogun Finance (retail finance company) and Colt Mid West (dealerships - currently there are 7). At present the company has a network of 142 dealerships, with an aim to increase to 150.

Prior to the end of import quotas in 1996 average annual sales were around 10,000 units, with a high mix of 4x4s. The introduction of European-built models at NedCar, together with the relaxation of import quotas on Japanese-built vehicles resulted in sales expectations increasing dramatically. However, as a result of unrealistic sales targets, inventory mounted up causing distress selling.

In 2000 a new management team headed by Jim Tyrrell took over. A new strategy was implemented for fleet business, product and pricing, with new terms for dealers and head office headcount reduced by 125. Mitsubishi soon became the fastest growing Japanese marque in the UK and annual sales more than doubled between the years 2000 - 2005 from 18,000 to 38,000.

CCC celebrated its 30th anniversary in 2004 by launching a range of new models including the Colt supermini, Grandis people carrier and Lancer Evolution IX high performance vehicle. The company went on to be named the number 1 European distributor in 2004.

The number one selling Mitsubishi vehicle in the UK in recent years has been the L200 pick-up (53,000 units sold between 1998 and 2005). In 2006, the new L200 was launched creating unprecedented interest. In the UK 1,500 orders were taken for the vehicle before it had even arrived in dealer showrooms. The new L200 looks set to maintain Mitsubishi's dominance of the pick-up segment in the UK, building on the retail share of the outgoing L200, which stood at an incredible 48% in 2005.

With the launch of four new major vehicles in 2007, CCC looks set to progress rapidly towards its ultimate target of 50,000 annual sales।

Principal Subsidiaries: Mitsubishi Motor Manufacturing of America, Inc.; Mitsubishi Motors Sales of America, Inc.; Mitsubishi Motors Credit of America, Inc.; Netherlands Car B.V.; Mitsubishi Motors Europe B.V.; Mitsubishi Motor Sales of Europe B.V.; Mitsubishi Motors Philippines Corporation; Mitsubishi Motors Australia Ltd.; Mitsubishi Automotive Techno-Metal Co., Ltd.; PABCO Co., Ltd.; Mitsubishi Automotive Techno-Service Co., Ltd.; Mitsubishi Automotive Engineering Co., Ltd.; Mitsubishi Automotive Logistics Co., Ltd.; Mitsubishi Auto Credit-Lease Corporation; Mitsubishi Fuso Bus and Truck Corp. (42%).

Principal Competitors:Honda Motor Company Limited; Nissan Motor Co., Ltd.; Toyota Motor Corporation; Ford Motor Company; General Motors Corporation; DaimlerChrysler AG.

BOEING is the world's leading aerospace company

Boeing is the world's leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Additionally, Boeing designs and manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communication systems. As a major service provider to NASA, Boeing operates the Space Shuttle and International Space Station. The company also provides numerous military and commercial airline support services. Boeing has customers in more than 90 countries around the world and is one of the largest U.S. exporters in terms of sales.

Boeing has a long tradition of aerospace leadership and innovation. We continue to expand our product line and services to meet emerging customer needs. Our broad range of capabilities includes creating new, more efficient members of our commercial airplane family; integrating military platforms, defense systems and the warfighter through network-centric operations; creating advanced technology solutions that reach across business units; e-enabling airplanes and providing connectivity on moving platforms; and arranging financing solutions for our customers.

Headquartered in Chicago, Boeing employs more than 160,000 people across the United States and in 70 countries. This represents one of the most diverse, talented and innovative workforces anywhere. More than 83,800 of our people hold college degrees--including nearly 29,000 advanced degrees--in virtually every business and technical field from approximately 2,800 colleges and universities worldwide. Our enterprise also leverages the talents of hundreds of thousands more skilled people working for Boeing suppliers worldwide.

Heritage of Innovation

his site describes the legacy of The Boeing Company. It tracks the development of the companies that merged to become a single enterprise as the twentieth century ended.

Workers at these companies built passenger planes, helicopters, warbirds and missiles, satellites and spacecraft. They sent astronauts to the moon and brought cultures together in harmony aboard the International Space Station. Their inventions blazed the trail for today's new technologies.

Choose your takeoff point from the links on this page and join us as we push the envelope of time and space.

Boeing in Brief

Boeing is the world's leading aerospace company and the largest manufacturer of commercial jetliners and military aircraft combined. Additionally, Boeing designs and manufactures rotorcraft, electronic and defense systems, missiles, satellites, launch vehicles and advanced information and communication systems. As a major service provider to NASA, Boeing operates the Space Shuttle and International Space Station. The company also provides numerous military and commercial airline support services. Boeing has customers in more than 90 countries around the world and is one of the largest U.S. exporters in terms of sales.

Boeing has a long tradition of aerospace leadership and innovation. The company continues to expand its product line and services to meet emerging customer needs. The broad range of capabilities includes creating new, more efficient members of its commercial airplane family; integrating military platforms, defense systems and the warfighter through network-centric operations; creating advanced technology solutions; and arranging innovative customer-financing solutions.

Headquartered in Chicago, Boeing employs more than 160,000 people across the United States and in 70 countries, with major operations in the Puget Sound area of Washington State, southern California and St. Louis. Total company revenues for 2007 were $66.4 billion.

Boeing is organized into two business units: Boeing Commercial Airplanes and Boeing Integrated Defense Systems. Supporting these units is Boeing Capital Corporation, a global provider of financing solutions; the Shared Services Group, which provides a broad range of services to Boeing worldwide; and Boeing Engineering, Operations & Technology, which helps develop, acquire, apply and protect innovative technologies and processes.

Boeing Commercial

Airplanes

Boeing has been the premier manufacturer of commercial jetliners for more than 40 years. With the merger of Boeing and McDonnell Douglas in 1997, Boeing's leadership in commercial jets, joined with the lineage of Douglas airplanes, gives the combined company a 70-year heritage of leadership in commercial aviation. Today, the main commercial products are the 737, 747, 767 and 777 families of airplanes and the Boeing Business Jet. New product development efforts are focused on the Boeing 787 Dreamliner, and the 747-8. The company has nearly 12,000 commercial jetliners in service worldwide, which is roughly 75 percent of the world fleet. Through Boeing Commercial Aviation Services, the company provides unsurpassed, around-the-clock technical support to help operators maintain their airplanes in peak operating condition. Commercial Aviation Services offers a full range of world-class engineering, modification, logistics and information services to its global customer base, which includes the world's passenger and cargo airlines, as well as maintenance, repair and overhaul facilities. Boeing also trains maintenance and flight crews in the 100-seat-and-above airliner market through Alteon, the world's largest and most comprehensive provider of airline training.

Boeing Integrated Defense Systems

Boeing is the world's second-largest defense company. Boeing Integrated Defense Systems provides end-to-end services for large-scale systems that combine sophisticated communication networks with air-, land-, sea- and space-based platforms for global military, government and commercial customers. The company offers an extraordinary range of defense and space systems products and services. It designs, produces, modifies and supports fighters, bombers, transports, rotorcraft, aerial refuelers, missiles and munitions and is on the leading edge of military technology through its unmanned systems development efforts. Integrated Defense Systems also supports the U.S. government on several programs of national significance, including the Missile Defense Agency's Ground-Based Midcourse Defense program, the Air Force's Evolved Expendable Launch Vehicle program and NASA's International Space Station. The company has become the systems integrator for several new programs, including the U.S. Navy's Multi-Mission Maritime Aircraft Program, the U.S. Army's Future Combat Systems and Joint Tactical Radio Systems, the Family of Advanced Beyond Line-of-Sight Terminals for the Department of Defense, and SBInet, a critical component of the Secure Border Initiative managed by the Department of Homeland Security.

Boeing Capital Corporation

Boeing Capital Corporation is a global provider of financing solutions। Working closely with Commercial Airplanes and Integrated Defense Systems, Boeing Capital Corporation arranges, structures and/or provides financing to facilitate the sale and delivery of Boeing commercial and military aircraft, satellites and launch vehicles. With a year-end 2007 portfolio of approximately $6.5 billion, Boeing Capital Corporation combines Boeing's financial strength and global reach, detailed knowledge of Boeing customers and equipment, and the expertise of a seasoned group of financial professionals.

Shared Services Group

Shared Services Group allows business units to focus on profitable growth by providing the infrastructure services required to run their global operations। The group provides a broad range of services worldwide, including facilities services, employee benefits and services, staffing, recruitment, wellness programs, enterprise help desk, security, fire protection, site operations, disaster preparedness, construction, reclamation, conservation programs, virtual workplace, creative services, transportation, business continuity and the purchase of all non-production goods and services. It also offers comprehensive travel services to Boeing employees and corporate customers through the Boeing Travel Management Company. In addition, Shared Services Group manages the sale and acquisition of all leased and owned property through the Boeing Realty. By integrating services, Shared Services Group delivers greater value, creates "lean" processes and operations, leverages buying power and simplifies access to services for all of Boeing.

Engineering, Operations & Technology

Boeing Engineering, Operations & Technology supports Boeing's business units and growth strategy by providing the right people, technologies, processes and performance at the right time and in the right place across the company worldwide। This strategy is delivered in various ways by the primary organizational groups -- Phantom Works, Intellectual Property Management, and Information Technology, and its leadership role in the Engineering, Operations, Quality, and Information Technology process councils. Through all its activities, Engineering, Operations & Technology helps ensure the future success of Boeing by winning strategic new programs, providing innovative technology and process solutions, transforming Boeing into a global network-centric enterprise, enhancing and protecting the company's intellectual capital, and fostering a culture of innovation.

TEXACO operating in US more than 100 years

About Texaco U.S. The Texaco brand is there when you travel. As Texaco leverages its heritage in the U.S. and continues to grow, look for us down the road.

Texaco has been operating in the United States for more than 100 years. From the humble beginnings of maverick pioneers in Beaumont, Texas, the Texaco brand grown into one of the most trusted and familiar brands in the world.

Founders

Born in the early days of the Texas oil boom, Texaco was the idea of two men with contrasting styles and outlooks. “Buckskin Joe” Cullinan was a risk-taking entrepreneur who had learned his trade in the oil fields of Pennsylvania. Arnold Schlaet was a financier whose prudence provided a valuable countertheyight to Cullinan’s daring and determination.

Cullinan knew every aspect of the oil business from drilling theylls and laying pipelines to running a refinery and marketing products. He had a keen eye for the potential of the sleepy agricultural region of East Texas where oil recently had been discovered. And as his nickname implied, Cullinan was a rough-hewn, forceful leader who was adept at gaining the maximum effort from his workers.

What Cullinan lacked was the financial savvy that was second nature to Schlaet. As an employee of H.P. Lapham and Co., he managed the investment firm’s petroleum interests. But despite his natural conservatism, he was so impressed with Cullinan’s plans for buying Texas crude oil at low prices and distributing it to Eastern markets that he helped Cullinan gain capital to get the venture off the ground.

Together, Cullinan and Schlaet initially founded a modest enterprise. Established in March 1901 as The Texas Fuel Company, it started out in three rooms in a corrugated iron building in Beaumont, Texas. At the outset, the company had just 12 employees, and it made up in grit what it lacked in numbers. As Pulitzer Prize winning author Marquis James wrote, “the pioneering employees…slept in their clothes and worked around the clock in the days when drinking water in the Spindletop field sold for 10 cents a cup and oil for three cents a barrel … .”

The company’s fortunes changed overnight with the discovery of oil at Sthey Lake, just 20 miles from Beaumont. Renamed The Texas Company, the enterprise had a solid foundation for the growth that would mark its ascent in the decades ahead. As Texaco Inc., it would become one of the leading global energy companies with a rich history of achievements.

The Texaco Logo History

“They company today has an emblem, the red star with the green T which, all over the globe, means superior quality,” D.P. Stewart, manager of Texaco’s Advertising Division, wrote in 1947. He had reason for pride: Since its inception, the Texaco Star has been among the world’s most distinctive logos, evolving over a century of operations.

Created in 1903, the company’s original logo was a five-pointed star based on the Star of Texas, they headquarters at that time.

An early logo that was only used for two years appeared in 1907 on tank delivery wagons. It contained a red star with the words “Made in Texas” overprinted in a white background encircled in blue and “The Texas Company” at the base of the circle.

Two years later, it gave way to they first trademarked logo ^_ a green T against a red star ^_ which was suggested by J. Romeo Miglietta, an Italian-born employee at they Port Arthur, Texas, refinery. Miglietta based his design on the green and red colors that decorated the Italian flag.

They redesigned the logo in 1913, introducing a 42-inch enameled double-faced sign to display at all company-owned filling stations. In 1936, the green T was back inside the red star in the famous banjo sign at Texaco service stations around the world. They exchanged the circle for a hexagon when they introduced they first corporate identification system in 1963.

To introduce they new System 2000 stations in 1981, they developed the streamlined star symbol as part of they new corporate identity, retaining the character of earlier logos that have added distinction to the Texaco brand.

In 2000, they updated they corporate identity. Since the star had become such a globally recognized icon, they found that it no longer needed the word Texaco below it.

Today, with its prominent star, the Texaco logo is one of the most widely recognized symbols in the more than 150 countries in which they operate.

Partnering

In shipping terminology, a partner is defined as “one of the heavy timbers that strengthen a ship’s deck to support a mast.”

Throughout they history, Texaco has embarked on many ventures with partners whose strengths complement they own. They ability to be a good partner with suppliers, agents, host governments, national oil companies and industry competitors has been a major factor in they success over the past century.

In the early history of they company, they partnered with independent consignees ^_ men and women who sold Texaco products to filling stations within a specified territory. Similarly, in they first international ventures in the period 1905-1915, they made partnering arrangements with local distributors, often theyll-established merchants who carried the Texaco flag into their communities across Asia, Europe and Latin America.

By the 1930s, as they extended they search for oil and gas into more remote areas of the world, they turned increasingly to joint ventures. In Colombia, they joined forces with Standard Oil Company of New York to develop a potentially oil-rich area in an inaccessible jungle region of the eastern slope of the Andes Mountains. Sharing the cost of exploration and construction of a pipeline across the Andes enabled the two partners to deliver oil from this giant field to markets around the world.

In 1936, they formed one of they earliest, largest and most enduring partnerships in cooperation with Standard Oil Company of California (Socal, later Chevron). Under the agreement, Texaco acquired a half interest in Bahrain Petroleum Company, which entitled us to develop oil restheyces on the island of Bahrain in the Persian Gulf. Texaco and Socal each received a half share in a new company, Caltex, which took over marketing operations in a vast region running from South Africa, through South Asia, Australia and the Far East.

That same year, they concluded another exchange with Socal, which gave us a shared interest in a concession in Saudi Arabia as theyll as an interest in a Dutch corporation with exploration rights in Sumatra and Java. In both the Middle East and in Sumatra, they discovered massive petroleum reserves and became partners in two subsequent joint ventures with Socal ^_ Arabian American Oil Company (Aramco) and Caltex Pacific Indonesia.

By working with they partners in international ventures, Texaco has been able to share risk, capital needs, technologies and expertise. Working in concert with they partners, they also have contributed to the economic and social development of each country where they operate. For example, in Colombia, after contributing land for the new city of Velasquez, they built roads, a school, a hospital and other infrastructure to foster the community’s growth. In Saudi Arabia, after building an “oasis” of homes, hospitals, schools and shops, they enlisted the chief agronomist from the U.S. Department of Agriculture to advise the local Saudis on how to develop the agricultural capability of their own arid land.

Building on they long history of partnership in Saudi Arabia, they formed a joint venture with Saudi Aramco to create Star Enterprise, a joint refining and marketing company in the East and Gulf Coast areas of the United States that began operations in December 1988. A decade later, they formed two alliances with Shell Oil Company and Saudi Aramco that transformed they entire U.S. refining and marketing operations. By combining the assets of Star Enterprise along with assets of Shell in the eastern U.S., they formed Motiva Enterprises LLC. They also formed a theystern U.S. alliance with Shell, named Equilon Enterprises LLC.

Currently, Texaco's worldwide exploration and production is involved in joint venture activities in multiple countries around the world. Key exploration areas are the Gulf of Mexico, Theyst Africa and offshore Brazil. Core production areas include the United States, the North Sea, the Middle East and Indonesia. They are currently building new core areas in Venezuela, Kazakhstan, the Philippines and Nigeria.

On October 16, 2000, they history of partnering took on a new dimension, when the Chevron Corporation and Texaco Inc. announced plans for a merger to create a company ^_ ChevronTexaco Corporation ^_ that will rank among the largest and most competitive international energy companies। Texaco and Chevron are natural partners whose historic relationship and operational fit are highly complementary। By combining with Chevron, they will have the strength and restheyces to compete and succeed around the globe. The two companies also share common values, including protection of the environment, active support for the communities where they operate, and promoting diversity and opportunity in they workforce and among they business partners.

CHEVRON is one of the world’s

Chevron is one of the world's largest integrated energy companies. Headquartered in San Ramon, California, they conduct business in more than 100 countries. They are engaged in every aspect of the oil and natural gas industry, including exploration and production, manufacturing, marketing and transportation, chemicals manufacturing and sales, geothermal, and potheyr generation. They're also investing in renewables and advanced technologies.

Company Roots

They trace they earliest roots to an 1879 oil discovery at Pico Canyon, north of Los Angeles, which led to the formation of the Pacific Coast Oil Co. That company later became Standard Oil Co. of California and, subsequently, Chevron. They took on the name "Chevron" when they acquired Gulf Oil Corp. in 1984, nearly doubling they worldwide proved oil and gas reserves. They merger with Gulf was at that time the largest in U.S. history.

Another major branch of the family tree is The Texas Fuel Company, which was formed in Beaumont, Texas, in 1901. It later became known as The Texas Company and eventually Texaco. In 2001, they two companies merged to form ChevronTexaco. The name was changed to Chevron in 2005 to convey a clearer, stronger and more unified presence around the world. The acquisition of Unocal Corporation in 2005 strengthened Chevron's position as an energy industry leader, enhancing they oil and natural gas assets around the world.

Global Scope

They diverse and highly skilled global workforce consists of more than 59,000 employees and about 5,800 service station employees. As a company and as individuals, they take great pride in contributing to the communities where they live and work. They also care deeply about the environment and are proud of the many ways in which they employees work to safeguard it.

In 2007, Chevron produced 2.62 million barrels of oil-equivalent per day. About 70 percent of that volume occurred outside the United States and in more than 20 different countries. Chevron had a global refining capacity of more than 2 million barrels of oil per day at the end of 2007. They marketing network supports more than 25,000 retail outlets on six continents. And they have invested in 15 potheyr-generating facilities in the United States and Asia.

Energy Technologies

Technology is propelling they growth. They're focusing on technologies that improve they chances of finding, developing and producing oil and natural gas. They also are investing in the development of emerging energy technologies – such as finding better ways to make non-food-based biofuels, creating hydrogen fuel systems, devising commercial uses for nano-materials and expanding they renewable energy restheyces.

They recognize that the world needs all the energy they can develop, in every potential form. They employees work daily to find netheyr, cleaner ways to potheyr the world.

First things first.

Wai Jia has been unable to share more of her musings as she has been studying for her final examinations for the year in medical school. She will then fly overseas to stay at a missionary's resthouse at a place with nothing but beach with a few friends for a good rest and holiday.

She promises to write more after this busy time blows over, when she finds some inspiration and internet connection by a lovely seashore.


But for now, first things first.

Thank you all for your well wishes and prayer.

Sending her love and thanks for your encouragement, prayer and love.

Weddings - Showers - Receptions!

So the new Paper Crafts mag arrived in my mailbox yesterday and I was thrilled to see the wedding section - actually 2 weddings sections - One section is "All Dressed in White" and it is loaded with project ideas for weddings. Everything from guest bags, frames, guest books, favor boxes, mini bags etc. I love page 70 & 71 - the designs are so cute and the soft butter yellow ,silver and black combo is so sharp! The designers Wendy Gallamore, Daniela Dobson (you can see her card if you scroll down her blog), Lisa Nichols and Mimi Schramm really did a bang up job.

If you are looking for some creative ideas/supplies for weddings check out the links below.

Pretty Wedding Stamps
My Favorite Paper Shop
Bottles and Containers for Favors
Bulk Bags, Boxes & Bows
Floral Supplies On line
Dupioni Silk Fabric

Here is a funny pic from my wedding - Nothing like fresh breath!

Help.

“This is really getting me down... I’ve had this for months, I’ve seen a podiatrist and it’s not getting better. It’s funny how this happened right smack in the middle of the time when things started spiralling downwards... and I started doing shorter sprints to relieve all that pent-up anger inside… Can't help but wonder sometimes if this is God’s way of punishing me, haha. Injuring my foot and taking running away from me. ”

Nervous laughter.

“Ya think God is punishing me? (laughs)”

Pause.


More nervous laughter.


“No, I don’t think so, Jia. I think He’s helping you to let go of what running means to you. You’ve been trying so hard to let things go- I think He’s just helping you.”

Featured Buyer at Etsy!

visit my Etsy shop

One of my favorite places to do a little crafty reading is at the Etsy Storque. So I was thrilled when Etsy wanted feature me as a buyer. I not only shop at Etsy but I also sell at Etsy.

In my opinion, Etsy has done more for artists and crafters than anything I have seen in a long time - perhaps forever. I am so proud to be a member of such a thriving community. For anyone who is not familiar, you can visit the home page here.

I must say a HUGE thanks to Etsy for helping with the push for my casting call! BIG KISSES.

Letters: Chinese Take Out Box Template

Here is a letter I received about templates.

Hi Cathie,

Do you have a template for a Chinese take out box? I am exhausted from searching.

Thank you,
BC

Hi BC,

I should and I don't. I have always made my own by unfolding a box and tracing around it. Michaels sells mini and larger boxes for around a buck or so.




You can attach fabric to the boxes with fusible webbing. Here is a link to the project on Creative Juice. Take Out Boxes

Craft On,

Cathie

Casting For a NEW Teen Craft Show!

Casting Notice – Untitled Teen Craft Show

Our production company, Two Bees and a Pea, is casting young adult & teen crafters for a new "untitled" craft show. This show will be guest based - so you could be the star of the show. :) We produce Creative Juice on DIY and HGTV and this will be a brand new show.

We are seeking crafty guests from all over the USA and will begin the process with DVD submissions. The DVD's are not for air on TV they are for casting purposes. Fear not if you don't have access to a video camera. Just send a photo of yourself (big smile) holding or showing off your handmade items.

Here are a few guidelines:

You should have high energy and great style. Show off your style - flaunt it!

Your crafts should be current, hip, cutting edge - think Urban Outfitters, Anthropology, Gossip Girl, Project Runway, MTV!

You can make anything from room decor, jewelry, clothing, soap making, knitted and crochet goods, lip balm, art, etc. The most important thing is that you know your stuff and can explain how you make it in a clear and fun way.

The deadline is May 1st – 2008. Age range: Teens, Young Adults (28 and under)

Video Guidelines:

1.Have high energy and be yourself. State your name, where you are from, how long you have been crafting and what your craft project is. Try to hold your project in your hand or have it next to you and briefly explain to us how you made it. You can show a step or two on how you made it you want.

2.Try to keep the camera as smooth as possible (using a tripod helps) and make sure you have lots of light so we can see you.

3.Fashion tips for the camera: Please don't wear prints, all black (even if you are goth), white or red. Tattoos, elaborate hair dos, and punky attire are just fine.

4.Videos should be no longer than 3 minutes and should be submitted on DVD only. Tapes cannot be viewed. On the DVD please include your name, your craft, email, city, phone number and age if you are under 18.

Photo Guidelines:

1.Have a big smile in the photo. Try to hold your project in your hand or have it next to you. You can include a picture of you at a sewing machine or at your work station or in the process of making something.

2.Fashion tips for the camera: Please don't wear prints, all black (even if you are goth), white or red. Tattoos, elaborate hair dos, and punky attire are just fine.

3.Photos should be digital, high resolution and should be submitted in print and on a CD. On the back of the photo and on the CD please include your name, your craft, email, city, phone number and age if you are under 18.

Please mail to:

Casting - Untitled Craft Show
c/o Cathie Filian
1531 Randall St
Glendale, CA 91201

www.twobeesandapea.com
www.cathieandsteve.com



ps - Thanks to everyone who has sent in submissions! Everyone is awesome. We need lots of peeps so pass this along!

A Good Thing

Perhaps one of the hardest parts of This is coming to terms with accepting that you just aren't what you used to be.

It's one of the hardest things to accept, besides the medication, and the emotionally-lacerating process of the healing process. But what’s harder is often, the inability to convey it to other people.


Ambitious projects, impressive ideas, life-threatening deadlines used to speck her planner, in between examinations and parties and presentations, and now... she realises all she can manage are a few appointments on weekdays and church in the weekend. Even school becomes somewhat unbearable.

What happened to the high-flying, high-profiled high achiever?

And she forgot... that the hardest thing to accept, is that This means you just aren't what you used to be anymore. At least for now.

Tiny things pull large triggers, and she forgot she needed to be extra careful with herself and understand how necessary, how vital it is for her to avoid these unnecessarily stressful situations, because... going through This means you just aren't what you used to be anymore.

It's hard enough coming to terms with that, but harder to have to deal with accepting that people don't understand, most are not going to understand, and you can't paste a FRAGILE sticker on your forehead to tell the Big People there are things you used to be able to handle which you can't handle now, because they simply don't understand.

"What was so hard about coping with that?! I just don't understand!"

The question commands for your Uselessness to explain itself.

And it breaks you into pieces, because you're asking yourself the same thing. Just, what was so hard about it?

She used to delegate jobs to people, organise large-scale college events, plan projects from scratch and see them come to pass, top the standard for subjects and now... She musters every fibre of her being just to handle the simplest of situations, and later, when the crowd leaves and the stage curtains draw down, she's drowning in fear, suffocating in tears, crying in overwhelming desperation and depression and groping for an arm that can hold her for just a moment because she's about to break down-no, the breakdown is happening, it already happened- because it was too much for her, she appeared that she could handle it because she had to but really, she couldn't handle it, couldn't answer Big People asking in frustration why she just couldn't handle it- "What was so hard about it?!", couldn't understand her own Uselessness and she opens her eyes to see, to realise and to accept that-

- she just isn't what she used to be.

At least for now, at This point in time.

Perhaps one of the hardest parts of This has to be coming to terms with accepting that- you just aren't what you used to be. And the hardest part, perhaps, may be accepting that most people don’t, won't understand.

The second time I went to see Miss B*, the lady before me walked out of the room, came up to me, smiled and said, "I read your blog and thank you for writing on it... I admire your relationship with God so much. Take good care."

I only smiled back. Because only I know the black moments I have with Him. I fight, wrestle, cry, get angry, disappointed, frustrated with God, and ask him why.

Oh why. Just like everybody else.

Why God, why am I not what I used to be anymore. I’m angry, I’m hot, I’m disappointed, and most of all, I feel wretched and unworthy and Useless. There are times I tell Him how very, very angry and disappointed I am. You for real, Mister God? Really?

And then I hear a whisper:

You used to be very, very capable, and also proud, insensitive and self-absorbed. You used to esteem yourself in things you could show for, and my, were there many- but you were also shallow, superficial and lonely. And then This runs you over like a steam-train, runs you right over.

And you find yourself incapacitated, incapable, inadequate. But also humble, compassionate and grateful, letting go of what entraps so many who do not yet understand- the trophies, medals, certificates, accolades, the doing, doing, doing. You find yourself embarrassed, always covered in snot and tears, contrite, lowly, little, but also deeper, more loving, more understanding. There are tears and yet an emanating radiance, there is utter brokenness and yet you've never been more whole, there is blatant weakness staring back at you in the face, and yet, you've never heard that many people tell you how strong you've been. And you’re blaming me for all this now?

And then, I come to terms with the reality that-

-I’m just not what I used to be. But that could be a good thing. A Good thing.

And it becomes... less hard. Even though it hurts that the Big People don’t understand, may not ever.

Because in some ways I know for sure, God really does know what He's doing, and He really does care more about us as individual persons, as human beings, as His children than what we could ever do, ever manage, ever handle. And this is only for a season. We will learn what we were meant to learn, come out stronger and better for it, and it will pass. Winter is but for a quarter of the year.

I'm just not what I used to be. Not as capable, go-getting, unstoppable, but also not as proud, unthinking, lonely, insensitive. And that could be a good thing.


Maybe someday at some point in our lives, we'll find ourselves asking Him why we're not who we used to be. Why so much was taken away from us, why we find ourselves under a shadow of a black cloud, why we find ourselves receiving that gaze of condescension and disappointment on the faces of those who don't understand. And then when we have a moment to ourselves to see what we do have now, in exchange, perhaps we'll also see-

-We're not who we used to be, but that could be a Good thing.


I remember once, just minutes before a major exam, a distraught girl whom I hardly knew came up to me to tell me, in between heavy breaths and covered in tears that she had been seeing the doctors, she had been having serious depression, wasn’t able to take the paper, and would somebody please help her. We had to fight through the crowd to get to the invigilators, so I could tell them what she was trying to convey. She kept telling me how nobody understood, how everybody just stood apart from her that morning, not understanding, not reaching out to her. At that point, I just thanked God… for everything, for helping me understand, reach out.


To those of you struggling, know that This has a reason, and that yes, you may not be who you used to be, but that while some of the loss is temporary, some of the changes are also life-changing. And that could be a Good thing.

You’ll never hear Him say, “What was so hard about coping with that?!” Because He planned This for a season, a season that will pass, that will not last forever. It is a time of helplessness, brokenness and fragility that ironically, will form the foundation of something wholesome, healthy and strong. It is only for a season. This is something most people will not understand, and it can indeed feel very lonely, frustrating even. But He knows, He understands and He intended that we were not to be who we used to be, that we change from faith to faith, from glory to glory- and in spite of everything, that

This could be a good thing, and the beginning of something very good indeed.

" ... he is a new creation; the old has gone, the new has come! "

-2 Cor 5:17-18

Linda Blair & Steve Go Dog Crazy!

Peek a boo we see you!

Many moons ago, I wrote about our friend, the fabulously talented and awesome animal activist - Linda Blair. She does amazing things to care for animals with her WorldHeart Foundation. Well I am pleased to say that the foundation/ranch has been going through some "dog house" improvements! Steve was on hand to help out. If you want to learn more about Linda and her efforts please visit her website: www.lindablairworldheart.com.

Steve will take two!

Everyone is all smiles!

Click Here to Donate to WorldHeart

Project: Gift Card Pouches

Gift Card Pouches
Made from re-crafted Greeting Cards

Step 1 - Fold the card in half.

Step 2 - Punch a hole through both the
front and back of the greeting card.

Step 3 - Seal the side and bottom edges with
hot glue, glue stick or double stick tape.

Step 4 - Fold the card closed to seal.

Step 5 - Fill the pouch with a the gift card and tie with a bow.

Project: Singed Silk Flowers

Singed Silk Flowers
Made with “Re-Crafted” Silk Blouses

Materials Needed:
100% silk blouse/tie/skirt/fabric
Pearl Button
Pin Back
Hand Sewing Supplies
Lighter
Bowl of Water

Steps:

1. Cut 9 rough circles from the silk fabric.
Begin with a 2.5” circle and work your way down to a 1.25” circle.

2. Using a lighter, singe the edges of each circle.
Practice on a scrap first until you get the hang of it.
Keep a bowl of water close by in case of an emergency.

3. Layer the circles from largest to smallest.
Sew a button in the center and a pin back to the center back.
Add a scrap of singed fabric round the button for interest.

Press: Sew Fresh

Click To Enlarge