KenGen Limited (KEGN.ke) listed on the Nairobi Securities Exchange under the Energy sector has released it’s 2007 interim results for the half year.For more information about KenGen Limited (KEGN.ke) reports, abridged reports, interim earnings results and earnings presentations, visit the KenGen Limited (KEGN.ke) company page on AfricanFinancials.Document: KenGen Limited (KEGN.ke) 2007 interim results for the half year.Company ProfileKenya Electricity Generating Company Limited (KenGen) generates and sells electricity in Kenya and for consumption in East Africa sub-regions. Electricity is generated through hydro, thermal, geothermal and wind power generation plants with a combined installed capacity in excess of 1 600 megawatts. KenGen was incorporated in 1954 under the Companies Act as Kenya Power Company (KPC) to construct the transmission line between Nairobi and Tororo in Uganda, as well as develop geothermal and other power generating facilities in the two countries. KPC sold electricity in bulk at cost to Kenya Power under a management contract. Following energy sectoral reforms in 1996, the management of KPC was separated from Kenya Power and a new enterprise was established called KenGen. The power utility owns 31 power-generating plants and operates in a liberalised power generation environment. Its head office is in Nairobi, Kenya. Kenya Electricity Generating Company Limited is listed on the Nairobi Securities Exchange
LIMERICK based chef Danny Martinez Doyle has won the title of All-Ireland Chowder Champion and brings the coveted national award back to Newcastle West for all to savour.Head Chef at Dan Cronin’s Bar and Bistro, Danny won the Limerick heat organised by Limerick Food Group, the Limerick Local Enterprise Office, and LIT, together with Innovate Limerick, and Limerick City and County Council to become the Limerick Champion last month.Sign up for the weekly Limerick Post newsletter Sign Up Last weekend, Danny brought his creation to Kinsale where he did battle with some 25 other professional chefs from all over the country all seeking top spot.With a public vote deciding the winner, the best chowder was judged by the ticket holders at the event with over 1,000 casting votes.Winning chef Danny Martinez Doyle said afterwards, “I never thought I’d win…it was great just to come here and cook, I can’t believe we’ve won!” The modest young chef and his team, when chosen, raised many a cheer from the crowd.Organiser Liam Edwards from the Good Food Circle thanked all, chefs and their teams for travelling to Kinsale and putting on such a fine display of seafood. “It is a great day for seafood, a great day for chowder, and a great day for everybody,” he said.See more Limerick news here Linkedin Email Advertisement Billy Lee names strong Limerick side to take on Wicklow in crucial Division 3 clash Limerick’s National Camogie League double header to be streamed live WhatsApp LimerickNewsCome to Limerick for the best chowder in IrelandBy Staff Reporter – April 25, 2018 1177 Twitter Previous articleLimerick promoters host new Trip to TippNext articleAdare Ryder Cup bid could bring millions to local economy Staff Reporterhttp://www.limerickpost.ie Limerick Artist ‘Willzee’ releases new Music Video – “A Dream of Peace” Predictions on the future of learning discussed at Limerick Lifelong Learning Festival Facebook RELATED ARTICLESMORE FROM AUTHOR Limerick Ladies National Football League opener to be streamed live Limerick chef Danny Martinez Doyle after winning the All Ireland chowder competition in Kinsale WATCH: “Everyone is fighting so hard to get on” – Pat Ryan on competitive camogie squads Print TAGSAll Ireland ChowderChef Danny Martinez DoyleDan Cronin’s bar and bistrolimerickNewcastle West
News WhatsApp NPHET ‘positive’ on easing restrictions – Donnelly Facebook Google+ Three factors driving Donegal housing market – Robinson WhatsApp Pinterest By News Highland – August 22, 2012 Twitter Google+ Previous articleFire at Limavady Fire StationNext articleShowband Show News Highland A man accused of killing journalist Eugene Moloney has been remanded for a further 4 weeks for service of the book of evidence.21-year-old trainee mechanic Gary Burch of Kennington Close, Templeogue has been charged with manslaughter.The 55-year-old journalist received a blow to the head while walking home on Camden Street in Dublin city centre in the early hours of the morning on June 24th.Gary Burch is due to be be sent forward for trial at his next appearance at Dublin District Court on the 19th September. Calls for maternity restrictions to be lifted at LUH Pinterest Man charged with Maloney killing further remanded in custody RELATED ARTICLESMORE FROM AUTHOR Facebook Twitter LUH system challenged by however, work to reduce risk to patients ongoing – Dr Hamilton Guidelines for reopening of hospitality sector published Almost 10,000 appointments cancelled in Saolta Hospital Group this week
Top Stories[Breaking] Gujarat HC Finds Yatin Oza Guilty Of Contempt Of Court [Read Order] LIVELAW NEWS NETWORK6 Oct 2020 5:48 AMShare This – xThe High Court of Gujarat on Tuesday held Advocate Yatin Oza guilty of contempt of court.A bench comprising Justices Sonia Gokani and N V Anjaria pronounced the verdict in the criminal contempt case suo moto initiated by the High Court after Oza, the President of the Gujarat High Court Advocates Associations made public allegations of maladministration of justice within the HC.On July 18, the…Your free access to Live Law has expiredTo read the article, get a premium account.Your Subscription Supports Independent JournalismSubscription starts from ₹ 599+GST (For 6 Months)View PlansPremium account gives you:Unlimited access to Live Law Archives, Weekly/Monthly Digest, Exclusive Notifications, Comments.Reading experience of Ad Free Version, Petition Copies, Judgement/Order Copies.Subscribe NowAlready a subscriber?LoginThe High Court of Gujarat on Tuesday held Advocate Yatin Oza guilty of contempt of court.A bench comprising Justices Sonia Gokani and N V Anjaria pronounced the verdict in the criminal contempt case suo moto initiated by the High Court after Oza, the President of the Gujarat High Court Advocates Associations made public allegations of maladministration of justice within the HC.On July 18, the HC had revoked the senior designation given to Oza recalling the Full Court decision of 1999 designating him as a Senior Advocate.The cause of action was a Facebook live conference held by Oza in June, where he alleged that the HC regsitry was following corrupt practises and that undue favours were being shown to high profile industrialists and smugglers.The HC took suo moto cognizance of Oza’s statements, and initiated contempt proceedings, observing :”As the Bar President has by his scandalous expressions and indiscriminate as well as baseless utterances has attempted to cause serious damage to the prestige and majesty of the High Court and thereby of independent judiciary as also attempted to lower the image of entire Administration and also created demoralising effect amongst the Administrative wing, this court in exercise of powers conferred under Article 215 of the Constitution of India, prima facie finds him responsible for committing the criminal contempt of this Court within the meaning of Section 2(c) of the Contempt of Courts Act and takes cognizance of such criminal contempt against him under Section 15 of the said Act.”The bench observed that Oza had, with frivolous grounds and unverified facts, targeted the HC Registry and had questioned the very credibility of High Court Administration.Though Oza had approached the Supreme Court against the contempt notice, the SC refused to entertain the plea, and asked him to agitate the matter in the High Court itself.He told the SC that he was offering “unconditional apology” for his remarks against the HC.The SC observed that as a leader of the bar, Oza had greater responsibility and that he ought to be restrained in conveying the grievances of the lawyers. The apex court did not express anything on the merits of the matter, and said that it was appropriate that the High Court dealt with the issue first, taking note of his apology.Oza, as the GHCAA President, had earlier voiced strong protest against the transfer of Justice Akil Kureshi from Gujarat HC to Bombay HC by terming it “unwarranted, uncalled for and unjust” The Association under his leadership had also approached the Supreme Court against the Centre’s delay to act on the SC Collegium’s recommendation to elevate Justice Kureshi as the Chief Justice of Madhya Pradesh High Court.In June, he had tendered his resignation as the GHCAA President following differences among the Office bearers of the Association regarding re-opening of the courts for physical hearing. Oza had addressed a letter to Chief Justice Vikram Nath, urging him to let the High Court function “full fledgedly” via video conferencing and allow all matters to be heard.Later, he withdrew his resignation, following request by several members.Click Here To Download Order[Read Order]Next Story
DL Debate – 24/05/21 Google+ Pinterest WhatsApp News, Sport and Obituaries on Monday May 24th Facebook Pinterest Homepage BannerNews Twitter By News Highland – December 5, 2017 Important message for people attending LUH’s INR clinic Nine til Noon Show – Listen back to Monday’s Programme Previous articleOver 30 people waiting for a bed Letterkenny University HospitalNext articleWorks on Buncrana Road given cautious welcome News Highland Facebook Loganair’s new Derry – Liverpool air service takes off from CODA RELATED ARTICLESMORE FROM AUTHOR Breaking: Convoy man appears in court charged with murdering his wife Twitter Google+ Arranmore progress and potential flagged as population grows A Convoy man appeared at Omagh Magistrates Court this morning charged with the murder of his wife in April this year at Devenish Island Co Fermanagh.Stephen McKinney was also charged with possession of the drug Zopiclone.Objecting to bail a police witness said “people have expressed genuine fear of his actions should he be released.”The witness also said McKinney was a flight risk, as he had money and property in China.Judge Bernie Kelly refused bail, and remanded 41 year old McKinney of The Flax Fields, Convoy, in custody to Enniskillen Court on Monday next. WhatsApp
Rawf8/iStock(LOS ANGELES) — U.S. federal prosecutors have announced a 252-count indictment charging 80 people, mostly Nigerian nationals, with being part of a widespread conspiracy to steal millions of dollars through a variety of scams and then launder the money.The federal grand jury indictment was unsealed Thursday after authorities arrested 14 defendants across the United States, including 11 in the Los Angeles area, according to the U.S. Attorney’s Office for the Central District of California. Three other defendants were already in federal custody. Six defendants believed to be in the country are fugitives, while the dozens of remaining defendants live in other nations, mainly Nigeria.U.S. Attorney Nick Hanna said the defendants allegedly used various “sophisticated” online fraud schemes to prey upon businesses, elderly individuals and people who may have been susceptible to a romance-related scam.“We believe this is one of the largest cases of its kind in U.S. history,” Hanna told reporters at a press conference Thursday. “We are taking a major step to disrupt these criminal networks.”Paul Delacourt, assistant director in charge of the FBI’s Los Angeles field office, said the defendants defrauded victims out of around $10 million and attempted to steal at least another $40 million.Billions of dollars are lost each year through these types of frauds, according to Delacourt. In the first seven months of 2019, more than 14,000 people filed complaints with the FBI’s Internet Crime Complaint Center alleging they were victims of business email compromise, or BEC, scams, reporting total losses of almost $1.1 billion“This crime is growing exponentially in terms of losses and victims,” Delacourt told reporters at Thursday’s press conference. “While we are happy to announce these charges today, we are not going to arrest our way out of this problem, and so we continue to educate potential victims.”The lead defendants named in the 145-page indictment are Valentine Iro, 31, and Chukwudi Christogunus Igbokwe, 38, both Nigerian citizens who live in California and were among those arrested Thursday morning. Prosecutors allege that the pair essentially operated as “brokers of fraudulent bank accounts.”Co-conspirators based in Nigeria, the United States and other nations contacted Iro and Igbokwe for bank and money-service accounts that could receive funds fraudulently obtained from victims. Once co-conspirators convinced victims to send money under false pretenses, Iro and Igbokwe allegedly coordinated the receipt of funds and oversaw an extensive money-laundering network based out of Los Angeles, according to the indictment.Prosecutors allege Iro and Igbokwe did all this in exchange for a cut of the stolen money.The indictment stems from a yearslong investigation led by the FBI. Iro, Igbokwe and another Nigerian defendant named in the indictment, 39-year-old Chuks Eroha, face additional charges for attempting to destroy their cellphones when the FBI executed a search warrant in 2017 at Iro’s apartment in Carson, California. Iro allegedly broke his phone in half while Igbokwe and Eroha allegedly threw their phones out a window seconds after FBI agents knocked on the apartment door. Eroha is believed to have fled to Nigeria shortly after the search.“In the days ahead,” Delacourt said, “we will be working with our foreign counterparts in nine countries to apprehend 57 additional defendants.”Copyright © 2019, ABC Radio. All rights reserved.
Previous Article Next Article Comments are closed. Related posts:No related photos. Hand it all overOn 1 Jun 2001 in Personnel Today Peopletasks have been passed down to line managers in recent years, but withoperations spreading across the world, HR increasingly relies on technology tospread the workload, says Sally O’Reilly It’sa truism that global HR managers need to think strategically, rather than spendtheir time on routine administration. But achieving that goal isn’t alwayseasy. And while devolving some of the day-to-day responsibility to linemanagers has, for some years, been seen as one of the solutions, increasing workpressures have made it difficult for line managers to take on additional peoplemanagement roles. Forglobal firms, this has been further complicated by the sheer scale of theiroperation, and the legal and cultural variations in different countries. Now,however, technology seems to be unblocking the log jam, and global IT companiessuch as Cisco Systems and Oracle are leading by example. “Technologyis the enabler to provide the type of information in real time which gives linemanagers the ability to take on more HR responsibilities,” says PetraElliott, managing consultant with Chicago-based management consultancy HewittAssociates, which works in 40 countries across the world. “Prior to theexistence of portals, it was difficult to give line managers this type ofinformation.” Forinstance, while line managers could be given relatively static informationabout the pay received by an individual employee, they couldn’t be given themeans to look at different pay options for that person. For global firms, therewas the additional difficulty of maintaining consistency and control across theorganisation. Elliotbelieves there is an obvious reason why technology firms have now taken thelead in this area. “IT companies have more consistent technology platformsto base this on,” she says. “To work effectively, the softwareproducts need to be flexible enough to host the appropriate content, and toallow flexibility to evolve over time. Any firm with a devolved HR system inplace needs to keep up with corporate change caused by mergers and acquisitionsor developments in business strategy and hiring profile.”Areasthat can be most effectively devolved using IT include performance management,career development, e-learning and salary review. Line managers can also haveinstant access to information about HR functions which have been outsourced –such as pensions, flexible benefits and induction processes. In companiesoperating globally, a unified system for storing and retrieving information isan essential tool for HR departments. KevinDelany, a partner at PricewaterhouseCoopers, says that this is another field inwhich the US leads the way. “There are different markets and differentfactors across the world, but this approach to devolving HR is mostly happeningin the US and Europe. For instance, General Electric has devolved peoplemanagement down the line.”CiscoSystems is another major US firm that has used IT to devolve HR. The company,which employs over 43,000 staff worldwide, provides computing devices andcomputer networks to client companies, which allow them to access or transferinformation across the globe, and sells its products in around 115 countries.It also uses the Internet to streamline nearly every aspect of its own internalbusiness – a method of working known in the US technology industry as”eating your own dog food”. Employeesarrange benefits, file expense forms and complete training programmes on-line,while managers use it to monitor staff performance. A typical Cisco employee isestimated to tap into the company intranet more than 30 times a day. Prospectiveemployees are also encouraged to apply on-line – and more than 80% use thismethod. Much of the company’s training also takes place on the Web – forinstance, the company posts audio-visual presentations about new acquisitions,products and technology. YochananAltman, professor of international HRM at the University of North London and anindependent consultant who has worked in France, Austria, Hungary, Israel,Australia and Hong Kong, warns that the Anglo-Saxon background of thisIT-enabled trend could cause global firms to overlook national differences.Technology makes the process more efficient, but not less complicated. “Youhave to be cautious about delegating too much to the line without taking intoaccount the legal framework in the country you are operating in – for instance,Marks & Spencer made this mistake in France when it tried to close down anoperation without going through a 30-day consultation period,” he says. “Often,you have to have staff of a certain position in the hierarchy to make decisions– in Belgium, which has the highest union density of any country in Europe,there are certain matters which have to be dealt with by staff at board level.”So,whatever system is used to streamline and focus global HR policy, there aresome areas of responsibility that senior personnel managers will need toretain. But Vance Kearney, European HR director with Oracle (see case study),says that if IT systems are thought through by HR managers strategically enoughat the outset, such considerations can be built into the overall strategy. Andit is possible to create a new way of operating a personnel strategy which canreact to changes and developments as they occur. “WhereHR involvement is key, is in drawing up the right system in the firstplace,” he stresses. “You have to have a common language, by which Idon’t mean English, but an agreed way of defining such things as jobs, skillsand staff turnover. Everything needs to be standardised across thecompany.” That means acknowledging national differences and the need forregional flexibility while still building a consistent system. “If thereis too much compromise across international borders, then everybody will bedoing everything slightly differently – and that is a recipe fordisaster,” he asserts. “Andyou won’t be able to take advantage of new technologies as they arise, becauseit won’t be a case of switching off the old way, and turning on the new, but oftrying to switch off 200 old ways – which could literally take years. You haveto take a very strong leadership position and be determined to fix it once –for everybody.”PetraElliott of Hewitt Associates agrees, and says that this calls for improved linksbetween IT and HR staff at senior level. “There has to be a strong bridgebetween HR and IT,” she says. “Both sides need to consider thepotential of the other when developing new products or introducing newpolicies.”Shesees IT staff as offering not only the means for personnel strategies to bedevolved to the line, but also as role models for HR managers who are seekinggreater corporate influence. “IT has really risen in importance in thepast five or six years – the CIO is now one of the most important people on theboard,” she points out. “And HR is going down the same route.”Tipsfor devolving HRDevolvingHR has enormous implications for an organisation, says Adrian Hobbs, COO of HRPayroll at Microsoft Great Plains Business Solutions. He offers somefundamental points to help ensure successful implementation and fullorganisational support:–Know your people. Understand how employees adapt to new working processes andwhether they adopt new technology easily; what will help them to work with thesystem?–Involve key colleagues at the start. Getting “buy-in” fromstakeholders can make or break the process. These could be the IT department,senior executives, line managers or even “evangelists” who willpromote the system down the line.–Create a clear business plan with defined goals. The plan should be allencompassing, but goals can focus on particular organisational areas that needimprovement – this will also provide a clear measurement tool afterimplementation.–Ask for expert advice about the solutions available to implement the right onefor your organisational needs.–Create a rollout schedule that fits your organisation. Once the human resourcemanagement system (HRMS) is up and running, create small steps to helpencourage employees and managers to take part. Show how easy the system is touse – and, importantly, why it eases their workload or benefits them.–Support the employees; support the new system. Show the organisation that you are on hand to answer questions and helpwith dilemmas. Deal with employee questions straight away to help get themonside. Always remember that some people take longer to adapt to new processes.–You may want to use the marketing department to promote the system, explain whyit is being implemented and raise its profile with success stories. Consider”launching” it by showing it in the office reception or anothervisible employee meeting place; hold breakfast meetings or seminars;communicate via the company intranet or newsletter. It may also be worthregularly researching how the system is working by holding focus groups orissuing surveys.Foryour copy of the Microsoft Great Plains Business Solutions white paper on thefull implications and strategies surrounding e-HR, contact +44 (0)1628 404505or visit www.greatplains.com/europe/hrpCasestudy: OracleInEurope, the Middle East and Africa, Oracle has 14,000 employees in 32countries, whose needs are met by an HR department of around 140 people. Forthe past four years, the HR department has been devolving certain HR functionsto the line, using its own Oracle HR system. “Westarted with pay slips on the Web, instead of having hard copy pay slips,”says Vance Kearney, European HR director. “Then we enabled employees toaccess and update their own data, and since then we have introduced more andmore Internet-based processes.” The full range of HR activities nowavailable on the Internet includes: –employee data– pay slips– salary reviews– flexible benefits – management of purchasing of products and services bought from internaldepartments of the company.”Ithas given us far more flexibility,” says Kearney. “And it has endedthe linear relationship between the number of people in the HR department andthe number of people in the organisation as a whole. We could probably increaseoverall staffing levels by 50% without adding more HR people.”Towork effectively, stresses Kearney, a devolved HR system needs to be thoughtthrough in detail before implementation starts. It will need to be updated andadded to over the years, but getting the system right in the first instance isessential if the organic process is to work properly. “Youneed to work out what needs to be different and what needs to bestandardised,” he warns. “It doesn’t make sense to have 32 differentsystems to do one thing. But there will be a slight difference in the way thatthings are done in each country. For instance, when we started, we had 32different telephone systems in operation, and now we have one global system.That is a process that can be standardised.”Otherfunctions need more careful handling as well. Kearney cites the example ofupdating records – a simple process in the UK, but in Switzerland, wherecitizens are taxed according to the canton in which they live, the line managermust inform the tax authorities if an employee has moved from one canton toanother. Asfar as the role of HR is concerned, Kearney says staff at all levels have benefited.”Admin staff have been trained in dealing with people, rather thankeyboards – they come in when there are specific problems to be dealtwith,” he says. “Beforethis system was set up, we couldn’t answer a simple question like ‘What is thestaff turnover across the company?’ because each country had a different way ofdeciding what this meant. It only took one computer to blow up in Kazakhstanfor the whole thing to be out. Now we have one system which works across theworld.”Furtherinformation…–Cisco Systems: www.cisco.com– PriceWaterhouse Coopers: www.pwcglobal.com– Oracle: www.oracle.com– Hewitt Associates: www.hewitt.com
Previous Article Next Article Working together is the best way to keep out of the courtsOn 8 Jul 2003 in Personnel Today Related posts:No related photos. Comments are closed. Ifrecruitment firms took responsibility for their agency workers there would beno need to go to tribunal when a client company restructures and leaves itstemporary workforce out in the coldWhenis a temp not a temp? When you end up in an employment tribunal, it wouldappear.Therecent ruling in Frank v Reuters hasreceived a great deal of attention, highlighting the need for organisations toreview the way in which they use agency workers. The anticipated EU AgencyWorkers Directive will add to the pressure for change.Butsurely, the key to this problem lies in the forging of closer relationshipsbetween the recruitment agency and the client.Manyagencies, although sadly not all, want to take responsibility for our temps.After all, we recruit them, we pay them, they are contracted to us, they arehow we make money.Thedifficulty arises as a result of the way employment tribunals are interpretingthe situation. Frankv Reuters was not the first case to decide the client was the employer, orthat, as in other cases, the agency and client were equally responsible. Nomatter what we want to happen – and no agency wants its client to have to facea tribunal as a result of using one of its temps – the decision as to who theemployer is, is largely out of our hands.Clientsand agencies need to work together if they are to avoid going to tribunal inthe first place, which has to be our ultimate goal. Thatis not always as easy as it might sound. Iwas recently involved in a case with a temp who had been working in a clientorganisation for six years – longer than any of their contracted employees.This was complicated by the fact this temp was ‘TUPEd’ to us from the outgoingagency. Wewere aware that the client, who was re-organising, would be relocating thedepartment outside of London. The client had no intention of taking the tempwith them, and we knew the temp would not want to go. The difficulty lay in thefact the client had decided not to tell any employee about the move until thelast minute. We felt very strongly that the temp deserved at least six weeks’notice of their contract ending, even though our contract with the clientallowed for only one week. They had after all been there for six years.Ourclient’s initial position was that it was our problem, not theirs, and onpaper, it probably was. Weworked closely with the client over the months leading up to the relocation andeventually agreed that we could give the temp the six weeks’ notice we feltthey were entitled to. There was no difference in cost to the client as thetemp continued to work as normal during the notice period. During that time, wewere able to place her in another assignment.Theclients’ original position was that we were the employer and it was ourproblem. Carefulexplanation of the fact that tribunals are choosing to interpret the factsdifferently and our joint desire to treat the temp fairly meant that apotentially litigious situation was avoided.Thesesorts of relationships between agencies and clients don’t happen overnight.They need both parties to work together, to communicate regularly andeffectively and to share their responsibilities. Goodindicators of those agencies who will be prepared to work in this way are thosewho train their consultants to understand the legal pitfalls, who provide themanagement expertise and back-up to support their clients in managing temps,and who share information openly. Somerun briefing sessions for their clients on changes in legislation and therights of temporary workers, which include open discussions about how they canwork effectively together in the future.Wewant organisations to be able to continue to enjoy the flexibility andcompetitive edge the UK’s way of working with temps offers, without fear ofredress at tribunals.Wecan’t predict the way in which tribunals will decide individual cases, or whothe employer will be, but we can work together to avoid going to a tribunal inthe first place.ByHeather Salway, HR director, Eden Brown
The first swath bathymetry and side-scan sonar imagery from the South Sandwich forearc reveals detailed seafloor morphology, tectonic fabric, and sedimentary features in an area where plate convergence is approximately normal to the trench. Simultaneously collected seismic reflection, gravity, and magnetic data provide information about the structure and composition of the forearc crust. Interpretation of these data together with the marine magnetic record of seafloor spreading in the east Scotia Sea back arc basin since 15 Ma has enabled quantitative estimation of sediment subduction and subduction erosion rates. Any accretionary prism present is constrained to be very small, extending 6 km or less from the trench. The contrast between this result and a time-integrated estimate of potential accretionary prism volume suggests that >95% of the sediment which has entered the trench since 15 Ma has been subducted. The position of the South Sandwich island arc in relation to back arc magnetic lineations implies that the arc has migrated ∼70 km westward relative to the Sandwich plate since 15 Ma. Taking account of published observations concerning the typical geometric evolution of arc-trench systems, the average rate of forearc slope retreat during this interval is inferred to be 3.1–4.7 km Myr−1. Gravity modeling suggests that the forearc crust averages ≤10 km in thickness within 110 km of the trench. For 10-km-thick forearc crust the rate of slope retreat implies an average rate of subduction erosion of forearc crust of 31–47 km3 km−1 Myr−1. At the present convergence rate of 74 km Myr−1 this erosion rate requires a 420–635 m thick layer of subducting material derived from the forearc crust. A time-integrated estimate of the potential volume of forearc-derived trench fill sediments subducted since 15 Ma implies that frontal erosion can only account for <40% of total subduction erosion. Therefore basal erosion must significantly exceed frontal erosion. The new data also provide insights concerning forearc strain regime and forearc basin evolution in the area studied. Extensional faulting near the trench slope break is probably caused by gravitational instability of the steep lower forearc slope. A lack of extensional strain indicators in the upper forearc and arc may be a consequence of the fact that the east Scotia Sea is a mature back arc basin contributing significant “ridge push” in the vicinity of the arc. The data reveal no evidence of arc-parallel extension or of large serpentinite seamounts, as found in the Mariana forearc, and a causal link between these two observations is proposed. Seismic profiles across the forearc basin suggest that the balance between sediment accumulation and erosion is sensitive to changes in the elevation of the trench slope break. It is hypothesized that the basin is a dynamic feature which goes through repeated cycles of growth and destruction controlled by cyclic uplift and collapse of the trench slope break.