F.A.A. Sets Terms for Boeing’s Battery Fixes on 787

After meeting with Boeing executives, top federal aviation officials said on Friday that they would not approve any fix to the battery problems on the 787 jetliner until they were certain that the batteries would not fail again.

“The safety of the flying public is our top priority and we won’t allow the 787 to return to commercial service until we’re confident that any proposed solution has addressed the battery failure risks,” Laura J. Brown, a spokeswoman for the Federal Aviation Administration, said in a statement.

At the meeting on Friday, more than five weeks after the plane was grounded, Boeing executives outlined the company’s latest proposals on how to keep the 787’s new lithium-ion batteries from overheating and how to vent any smoke or hazardous gases out of the plane.

Raymond L. Conner, the president of Boeing’s commercial airplane division, led the group of executives that met with Michael P. Huerta, the administrator of the F.A.A., and John Porcari, the deputy transportation secretary.

The meeting, however, was unlikely to bring about a quick lifting of the 787s’ grounding order. Boeing is asking the F.A.A. to approve the fixes even though safety investigators have not figured out precisely what caused the battery on one plane to ignite and the battery on another to start smoking last month.

After the meeting, federal officials said Boeing would be allowed to conduct a series of test flights to see how the fixes work and to fine-tune its proposals.

Boeing officials say that even though the causes of the battery episodes have not been determined, they have identified the most likely ways in which the new lithium-ion batteries failed. They now want the F.A.A. to approve changes meant to virtually eliminate the odds of future cases and to protect the plane and its passengers if a problem does arise.

In that sense, the meeting on Friday was also aimed at expanding the company’s emphasis from engineering work to the political arena. Besides evaluating the merits of its proposals, Mr. Huerta and the transportation secretary, Ray LaHood, might have to make difficult decisions about how well the fixes minimize the safety risk. Mr. LaHood said last month that the planes “won’t fly until we’re one thousand percent sure they are safe to fly.”

But battery and aviation-safety experts say that it could be hard to meet that standard if the causes of the recent episodes are not totally clear. And the F.A.A. often has to walk a delicate line in balancing its role in promoting aviation as well as ensuring safety.

Engineers at the agency have worked closely with Boeing in developing the possible fixes, and their general support for the concept was crucial in enabling the company to bring those proposals to Mr. Huerta and Mr. Porcari.

But Peter Goelz, a former managing director of the National Transportation Safety Board, an independent board that is investigating the battery problems, said: “These kinds of things always raise the basic question: Is the F.A.A. really a participant or a regulator in this, and how does it play the role of regulator when the only way to get to a solution is by being a partner? It’s always a fine line.”

Mr. Goelz and other former safety officials said Boeing’s proposals were on the right track. But some battery experts said they would like to hear more details about how Boeing would keep the batteries from overheating before judging how well the plans would work.

Boeing has delivered 50 787s so far to eight airlines. The company has much riding on the innovative planes. They are the first commercial jets to be built mostly out of lightweight composite materials that reduce fuel costs. Boeing has orders for 800 more of these planes, nicknamed the Dreamliner.

Investigators at the safety board said a battery that ignited on a 787 parked at Logan Airport in Boston in January had suffered thermal runaway, a chemical reaction that leads the battery to overact. They said the problem started in one of the eight cells in the batteries and spread to the others.

On Friday, Boeing proposed adding insulation between the cells to minimize the risk of a short-circuit cascading through most or all of them.

The company also proposed to add systems to monitor the temperature and activity inside each cell. It would enclose the batteries in sturdier steel boxes to contain any fire, and it would create tubes to vent hazardous gases outside the plane.

Boeing said the redesigned batteries would fit in the same space. After the meeting, it also said in a statement that it was “encouraged by the progress being made toward resolving the issue and returning the 787 to flight for our customers and their passengers around the world.”

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Bulgari shows off Liz Taylor's gems

It isn't easy sometimes to be an ordinary person in Los Angeles, so near to and yet so far from the city's glamorous events.

You hear about the grand Oscar parties, but you will never be invited. The award ceremony may be taking place minutes from where you live, but you watch it at home, on TV, in your sweat pants — and you might as well be in Dubuque.

Rodeo Drive too can make you feel like a scrap on the cutting room floor. As you stroll the wide and immaculate sidewalks of Beverly Hills' iconic shopping street, you pass by boutiques you'd feel self-conscious walking into. In the windows are baubles and trinkets you could never in three lifetimes afford.

Which is why it is rather nice to be invited to make a private appointment at the house of Bulgari, the fine Italian jeweler that opened its doors in 1884.

Elizabeth Taylor loved Bulgari jewels. Richard Burton, whose torrid affair with her began during the filming of "Cleopatra" in Rome, accompanied her often to the flagship shop on the Via Condotti. He liked to joke that the name Bulgari was all the Italian she knew.

So it is fitting that starting Oscar week, the jeweler is celebrating the Oscar-winning star with an exhibit of eight of her most treasured Bulgari pieces.

They are heavy on diamonds and emeralds — of rare size, gleam and value.

And Bulgari knows their value well.

After Taylor's death, it reacquired some of the gems at a Christie's auction. One piece, an emerald-and-diamond brooch that also can be worn as a pendant, sold for $6,578,500 — breaking records both for sales price of an emerald and for emerald price per carat ($280,000).

That brooch, whose centerpiece is an octagonal step-cut emerald weighing 23.44 carats, was Burton's engagement present to Taylor. He followed it upon their marriage (his second, her fifth) with a matching necklace whose 16 Colombian emeralds weigh in at 60.5 carats. Bulgari bought the necklace back too, for $6,130,500.

They are in the exhibit, along with Burton's engagement ring to Taylor and a delicate brooch — given to her by husband No. 4, Eddie Fisher — whose emerald and diamond flowers were set en tremblant so that they gently fluttered as Taylor moved.

The jewels are not for sale.

On Tuesday night, actress Julianne Moore wore the Burton necklace, with pendant attached, at a gala for Bulgari's top clients. At the dinner hour, guests were escorted along a lavender-colored carpet to a nearby rooftop that had been transformed into a Roman terrace.

Those honored guests, of course, got private viewings of Taylor's jewels.

But so did Amanda Perry, a healer from West Hollywood who arrived the next morning for one of the first appointments available to the public.

Someone had emailed news of the collection to the 35-year-old Taylor fan. She walked in off the street Tuesday, when the exhibit was open only to press — and Sabina Pelli, Bulgari's glamorous executive vice president, fresh from Rome, was taking sips of San Pellegrino brought to her on a silver tray between back-to-back interviews that started at 5 a.m.

The camera crews were long gone when Perry came back Wednesday. She had the exhibit, and handsome sales associate Timothy Morzenti of Milan, entirely to herself.

In a black suit, still wearing on his left hand the black glove he dons to handle fine jewels, Morzenti whisked Perry off via a private elevator to the exhibit on the second floor. The jewels stood in vitrines mounted high off the ground. Behind them were photos and a slide show of Taylor, bejeweled.

"Which piece would you like to see first?" Morzenti asked her as a security guard stood by. "I personally love the emerald ring."

Then he proceeded at leisure to explain Bulgari-signature sugar-loaf cuts and trombino ring settings, while tossing in occasional Taylor stories.

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You've Gotta See This Glass Snowboard Shred

There are many reasons why a glass snowboard is a bad idea. And yet everything about Signal Snowboards’ glass Park Board, from its design and production to its execution and performance, is awesome.

Signal spent a year working with an Italian glassmaker to create the one-off board. The board itself took just 36 hours to assemble, and the finished product worked far better than expected. Until it broke. Because, you know, it’s glass.

The shape was based on Signal’s Park series board. Two pieces of glass were die-cut to the requisite shape, then heated to 585 degrees Celsius (1,085 degrees Fahrenheit) for 24 hours to curve to the tail and nose. Then the pieces were taken to yet another factory to be laminated and sealed together with Signal’s graphic between the two halves.

The board did far better than you’d think on the slopes. A typical snowboard has a metal edge that grips the snow and ice as a rider turns, keeping you from skidding down the mountain into a tree. The glass Park has no metal edge, which would make you think it’s a one-way ticket to the emergency room. In reality, though, the edges worked great. But the cold temperatures (-20 degrees Celsius) and unpredictable nature of glass on snow had the board stopping while pointed downhill or taking off at top speed. The board took a day’s abuse on the mountain before cracking beyond the point of rideability.

Because, you know, it’s glass.

Still, we have to think that if Signal had used Gorilla glass and added a translucent polyurethane base, it might have a board that survives at least a full season.

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Living With Cancer: Arrivals and Departures

After being nursed and handed over, the baby’s wails rise to a tremolo, but I am determined to give my exhausted daughter and son-in-law a respite on this wintry evening. Commiserating with the little guy’s discomfort — gas, indigestion, colic, ontological insecurity — I swaddle, burp, bink, then cradle him in my arms. I begin walking around the house, swinging and swaying while cooing in soothing cadences: “Yes, darling boy, another one bites the dust, another one bites the dust.”

I kid you not! How could such grim phrases spring from my lips into the newborn’s ears? Where did they come from?

I blame his mother and her best friend. They sang along as this song was played repeatedly at the skating rink to which I took them every other Saturday in their tweens. Why would an infatuated grandma croon a mordant lullaby, even if the adorable one happily can’t understand a single word? He’s still whimpering, twisting away from me, and understandably so.

Previously that day, I had called a woman in my cancer support group. I believe that she is dying. I do not know her very well. She has attended only two or three of our get-togethers where she described herself as a widow and a Christian.

On the phone, I did not want to violate the sanctity of her end time, but I did want her to know that she need not be alone, that I and other members of our group can “be there” for her. Her dying seems a rehearsal of my own. We have the same disease.

“How are you doing, Kim?” I asked.

“I’m tired. I sleep all the time,” she sighed, “and I can’t keep anything down.”

“Can you drink … water?” I asked.

“A little, but I tried a smoothie and it wouldn’t set right,” she said.

“I hope you are not in pain.”

“Oh no, but I’m sleeping all the time. And I can’t keep anything down.”

“Would you like a visit? Is there something I can do or bring?” I asked.

“Oh, I don’t think so, no thanks.”

“Well,” I paused before saying goodbye, “be well.”

Be well? I didn’t even add something like, “Be as well as you can be.” I was tongue-tied. This was the failure that troubles me tonight.

Why couldn’t I say that we will miss her, that I am sorry she is dying, that she has coped so well for so long, and that I hope she will now find peace? I could inform an infant in my arms of our inexorable mortality, but I could not speak or even intimate the “D” word to someone on her deathbed.

Although I have tried to communicate to my family how I feel about end-of-life care, can we always know what we will want? Perhaps at the end of my life I will not welcome visitors, either. For departing may require as much concentration as arriving. As I look down at the vulnerable bundle I am holding, I marvel that each and every one of us has managed to come in and will also have to manage to go out. The baby nestles, pursing his mouth around the pacifier. He gazes intently at my face with a sly gaze that drifts toward a lamp, turning speculative before lids lower in tremulous increments.

Slowing my jiggling to his faint sucking, I think that the philosopher Jacques Derrida’s meditation on death pertains to birth as well. Each of these events “names the very irreplaceability of absolute singularity.” Just as “no one can die in my place or in the place of the other,” no one can be born in this particular infant’s place. He embodies his irreplaceable and absolute singularity.

Perhaps we should gestate during endings, as we do during beginnings. Like hatchings, the dispatchings caused by cancer give people like Kim and me a final trimester, more or less, in which we can labor to forgive and be forgiven, to speak and hear vows of devotion from our intimates, to visit or not be visited by acquaintances.

Maybe we need a doula for dying, I reflect as melodious words surface, telling me what I have to do with the life left to be lived: “To love that well, which thou must leave ere long.”

“Oh little baby,” I then whisper: “Though I cannot tell who you will become and where I will be — you, dear heart, deliver me.”

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Susan Gubar is a distinguished emerita professor of English at Indiana University and the author of “Memoir of a Debulked Woman,” which explores her experience with ovarian cancer.

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Citigroup Toughens Executive Bonus Rules

Responding to anger over executive pay, Citigroup is changing the way it calculates the bonuses given to top executives. It announced on Thursday that part of the $11.5 million in compensation awarded to the new chief executive, Michael L. Corbat, would be closely tied to performance. So far, though, the changes are only affecting a small portion of Citigroup’s executive compensation packages without reining in the big bonuses that have become one of the hallmarks of Wall Street.

Citigroup has been a prominent symbol in the debate over the outsize Wall Street compensation. The changes come less than a year after Citi shareholders voted against a $15 million pay package for Vikram S. Pandit, then the chief executive. That vote was the first time shareholders had united to oppose compensation at a giant financial firm.

In April, the bank’s powerful chairman, Michael O’Neill, took the reins of a five-member committee on executive pay. He said in a regulatory filing Thursday that the committee had come to its new formula after meeting with investors who hold more than 30 percent of the bank’s total outstanding shares.

A portion of the pay packages given to Citi’s executive will now be linked to the company’s performance relative to other big banks. “When our shareholders spoke last year about Citi’s compensation structure, we listened,” Mr. O’Neill said in the filing.

Nell Minow, a shareholder advocate at GMI Ratings, said the new approach was “far from perfect, or even good, but it’s less terrible than it used to be.”

Citi’s board members will continue to approve base salaries, cash bonuses and deferred stock given to top Citi executives, the same way they were in the past. But now a new segment of the pay, called performance share units, will be linked to the new metrics. For 2012, Mr. Corbat was awarded $3.1 million in performance share units. That amounts to 27 percent of his total $11.5 million pay package.

The new formula still puts Mr. Corbat at a similar compensation level to his peers. Mr. Corbat is being paid the same amount for 2012 that JPMorgan Chase recently said it was handing to its chief executive, Jamie Dimon. JPMorgan’s board cut Mr. Dimon’s pay from $23 million a year earlier after the bank suffered a multibillion-dollar trading loss. Bank of America announced this week that its chief executive, Brian T. Moynihan, would receive $12.1 million, a raise from 2011.

United States politicians and regulators have chosen not to impose significant new rules on how company’s determine their executive pay, despite widespread public anger about the ballooning bonuses across corporate America in the wake of the financial crisis.

The 2010 Dodd-Frank Act for financial regulation mandated that banks offer shareholders a chance to approve their executive compensation plans. But the votes are not binding.

Last April, 55 percent of Citi’s shareholders voted against the bank’s bonus packages, after compensation experts criticized the bank for leaving the pay up to the discretion of the board. The vote was seen as a stinging rebuke for the bank, which has struggled to recover from the financial crisis.

Citigroup has been steadily working through soured loans, whittling costs and unwinding unprofitable business lines. As part of its stark cost-cutting, the bank also announced in December that it would slash 11,000 jobs worldwide.

Since Citi’s shareholders rejected Mr. Pandit’s compensation, Citi has overhauled its top management. In a move that surprised Wall Street, Mr. O’Neill abruptly unseated Mr. Pandit and his top lieutenant, John P. Havens. Mr. Corbat, who was chosen to take over as chief, has vowed to continue the cost-cutting and refocusing that began under Mr. Pandit.

The company’s filing Thursday laid out the formula that will be used to calculate the new performance share units, incorporating both the performance of the company’s stock compared with similar banks, and the so-called return on assets, a measure of a bank’s profit relative to its overall size.

Anne Simpson, the director of corporate governance for the country’s largest pension fund, the California Public Employees’ Retirement System, said she was glad the bank had responded to the shareholder vote. But she said she was concerned that it had not adequately taken into account the amount of risk the bank was taking.

“We’d like to make sure that the incentive structures aren’t focusing on revenues and returns without thinking about risk, because that’s how we got ourselves into the financial crisis,” said Ms. Simpson.

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Interstate 5 reopens through the Grapevine

From Times Staff

February 20, 2013, 9:44 a.m.

The California Highway Patrol has reopened a stretch of Interstate 5 through the Grapevine that was closed earlier today because of ice.

The highway was opened to vehicles with escorts at about 9:15 a.m., said CHP Officer Ed Jacobs. The freeway was closed between Castaic and Grapevine Road about 6:35 a.m., Jacobs said.

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Space Tourist to Announce Daring Manned Mars Voyage for 2018

The world’s first space tourist, Dennis Tito is planning to launch a manned mission to Mars in January 2018 on a round-trip journey lasting 501 days.

Tito, who paid about $20 million to visit the International Space Station in 2001, has founded a new nonprofit company called the Inspiration Mars Foundation. The manned mission is intended to “generate new knowledge, experience and momentum for the next great era of space exploration,” according to a press briefing posted by NASA Watch, a website dedicated to space news, on Feb. 20.

The company will hold a press conference on Feb. 27 to provide details of the mission and answer any questions, of which there are numerous. In particular, how the mission intends to keep its participants safe and healthy during the journey will be a key issue.

In attendance at the conference will be Taber MacCallum and Jane Poynter of the Paragon Space Development Corporation, which creates life-support systems for space and other environments. MacCullum and Poynter were members of the Biosphere-2 project that attempted to build a completely isolated environment inside a giant structure in the 1990s (an experiment that had mixed success). The briefing also mentions Jonathan Clark, a medical researcher at the National Space Biomedical Research Institute, who will probably address the dangers from potentially lethal radiation to humans in deep space.

Adam is a Wired Science staff writer. He lives in Oakland, Ca near a lake and enjoys space, physics, and other sciency things.

Read more by Adam Mann

Follow @adamspacemann on Twitter.

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Mike Tyson sues Live Nation over embezzlement

LOS ANGELES (AP) — Mike Tyson is suing a financial services firm affiliated with Live Nation, claiming it cost him more than $ 5 million due to a former employee’s embezzlement and mismanagement.

The lawsuit filed Wednesday in Los Angeles claims an adviser from SFX Financial Advisory Management Enterprises embezzled more than $ 300,000 from the former heavyweight boxing champ. The suit claims the losses hindered Tyson and his wife from emerging from bankruptcy.

SFX is a subsidiary of Live Nation Entertainment Inc.

The case claims Tyson and his wife lost millions more by having to hire new attorneys and advisers to handle their financial affairs, and they had to turn down lucrative contracts.

Messages left for a Live Nation spokeswoman and at the Washington, D.C., offices of SFX were not immediately returned.

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Well: Caffeine Linked to Lower Birth Weight Babies

New research suggests that drinking caffeinated drinks during pregnancy raises the risk of having a low birth weight baby.

Caffeine has long been linked to adverse effects in pregnant women, prompting many expectant mothers to give up coffee and tea. But for those who cannot do without their morning coffee, health officials over the years have offered conflicting guidelines on safe amounts during pregnancy.

The World Health Organization recommends a limit of 300 milligrams of caffeine a day, equivalent to about three eight-ounce cups of regular brewed coffee. The American College of Obstetricians and Gynecologists stated in 2010 that pregnant women could consume up to 200 milligrams a day without increasing their risk of miscarriage or preterm birth.

In the latest study, published in the journal BMC Medicine, researchers collected data on almost 60,000 pregnancies over a 10-year period. After excluding women with potentially problematic medical conditions, they found no link between caffeine consumption – from food or drinks – and the risk of preterm birth. But there was an association with low birth weight.

For a child expected to weigh about eight pounds at birth, the child lost between three-quarters of an ounce to an ounce in birth weight for each 100 milligrams of average daily caffeine intake from all sources by the mother. Even after the researchers excluded from their analysis smokers, a group that is at higher risk for complications and also includes many coffee drinkers, the link remained.

One study author, Dr. Verena Sengpiel of the Sahlgrenska University Hospital in Sweden, said the findings were not definitive because the study was observational, and correlation does not equal causation. But they do suggest that women might put their caffeine consumption “on pause” while pregnant, she said, or at least stay below two cups of coffee per day.

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This post has been revised to reflect the following correction:

Correction: February 20, 2013

An earlier version of this article described incorrectly the relationship between the amount of caffeine a pregnant woman drank and birth weight. For a child expected to weigh about eight pounds at birth, the child lost between three-quarters of an ounce to an ounce in birth weight for each 100 milligrams of average daily caffeine intake by the mother, not for each day that she consumed 100 milligrams of caffeine.

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With PlayStation 4, Sony Aims for Return to Glory

For the Sony Corporation, a tech industry also-ran, the moment of reckoning is here.

The first three generations of PlayStation sold more than 300 million units, pioneered a new style of serious video games and produced hefty profits. PlayStation 4, introduced by Sony Wednesday evening, is a bold bid to recapture those glory days of innovation and success.

The first new PlayStation in seven years was promoted by Sony as being like a “supercharged PC.” It has a souped-up eight-core processor to juggle more complex tasks simultaneously, enhanced graphics, the ability to play games even as they are being downloaded, and a new controller designed in tandem with a stereo camera that can sense the depth of the environment in front of it.

All of that should make for more compelling play for the hard-core gamers at the heart of the PlayStation market. The blood effects in Killzone: Shadow Fall, shown to a preview audience of 1,200 at the Hammerstein at Manhattan Center Wednesday night, looked chillingly real.

The console itself was never shown during the two-hour presentation. No release date was given, although before the Christmas holidays is a good possibility. No price was mentioned.

With PlayStation 4, serious games are about to become much more social. A player can broadcast his game play in real time, and his friend can peek into his game and hop in to help. Also, players will now be able to upload recordings of themselves playing and send them to their friends.

These and other new features cannot hide the fact that PlayStation 4 is still a console, a way of playing games on compact discs that was cool when cellphones were not smart.

Much of the excitement in video games has shifted to the Web and mobile devices, which is cheap, easy and fast. Nintendo’s new Wii, introduced in November, has been a disappointment. Microsoft’s Xbox, the third major console, is racing to become a home entertainment center as fast as it can.

“Today marks a moment of truth and a bold step forward for PlayStation,” Andrew House, chief executive of Sony Computer Entertainment, told the crowd. He said the new device “represents a significant shift of thinking of PlayStation as merely a box or console to thinking as a leading authority on play.”

But the new PlayStation will have a difficult time, like the character in Killzone who was shooting at the people in the helicopter while hanging from the helicopter. Sales of consoles from all makers peaked in 2008, when about 55 million units were sold, according to the research firm I.D.C. By last year, that was down to 34 million.

For 2014, Lewis Ward, I.D.C.’s research manager for video games, forecast a recovery to about 44.5 million.

“From peak to peak, we’ll be down about 10 million,” he said. “There was attrition to alternative gaming platforms like tablets, but the trough was exacerbated by the 2008-9 recession. It did not permit as many people to buy who under normal economic conditions would have bought a console.”

That was reflected in Sony’s miserable financial results. The company has lost money for the last three years, hampered not only by slower console sales but also by a range of unexciting electronic products, a strong yen and the 2011 tsunami that struck Japan.

Analysts have made dire remarks about the one-time powerhouse’s viability. But Sony seems to have bottomed out, helped by a yen that has now weakened. Sony executives said this month that they expected a profit in 2013.

Sony’s new chief executive, Kazuo Hirai, has a longtime personal connection to the PlayStation franchise and is making it one of the core elements of a more tightly focused company. Mr. Hirai became known for some of his more confident statements about the PlayStation, particularly a 2006 swipe at Microsoft: “The next generation doesn’t start until we say it does.”

These days, the next generation is playing games on the Web. Console makers typically sell their consoles for a loss and generate profit through sales of games. In 2012, American consumers spent $14.8 billion on game content, including computer and video games, down from $16.34 billion in the previous year, according to the NDP Group, a research firm.

Instead of buying traditional games, which typically cost $50 or more, many consumers are being drawn to the cheaper, sometimes free games available for their smartphones and tablets, analysts say.

PlayStation 4 games can be streamed to the PlayStation Vita, Sony’s portable game device, among other features.

“The architecture is like a PC in many ways, but supercharged to bring out its full potential as a gaming platform,” said Mark Cerny, Sony’s lead system architect.

James L. McQuivey, a Forrester analyst, said that for the PlayStation 4 to succeed, Sony needed to think beyond games. The console will have to provide other types of content and services, like video conferencing, third-party apps and a TV service to create a deeper, long-term relationship with the customer.

By comparison, Apple, the world’s leading consumer electronics maker, does not just sell hardware. It also has a universe of digital content including apps, music, movies and e-books to make people come back for more Apple gear every year. Apple generally takes an enviable 30 percent cut of all media it sells. Microsoft, Google and Amazon are making similar moves to create such a product array.

“Then and only then can Sony hope to learn enough about its users to overcome its own bias toward preferring to design products in response to engineering principles rather than customer needs,” Mr. McQuivey said.

This article has been revised to reflect the following correction:

Correction: February 20, 2013

An earlier version of this article misstated the number of consecutive years in which Sony has lost money. It is three years, not four.

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