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Coastal artisanal fisheries, particularly those in developing countries, are facing a global crisis of overexploitation1. Artificial reefs (ARs), or human–made reefs2, have been widely advocated by governmental and non-governmental conservation and management organizations for addressing these issues. Industries, particularly oil and gas, seeking to avoid the costs of removal or conventional disposal of used materials are often major advocates for deploying ARs. Yet, major questions remain regarding the success of such efforts in the context of weak governance and poorly sustained international investment in AR development projects. There is frequently confusion over whether or not ARs should be fishing sites and the precise goals of constructing such ARs are often unclear, making difficult to evaluate their successfulness3. Over the last 40 years, both failures and success AR implementation programs have been reported4,5. The main point of the present work is to underline the importance of the governance issue and address social and management factors on AR “success”.

To improve fishery yields, it has been recommended that ARs must be no-take areas (e.g.,2). Yet, most ARs were historically delineated as sites for fishing4, and were rarely implemented at large scales in/for no-take zones, even in countries with centuries of experience in constructing ARs, such as Japan. In Japan, fishery authorities and local fishers use ARs to promote sustainable catches and to establish nursery grounds of target species6. However, fishery authorities and local fishery cooperatives in Japan have extensive management authority over ARs. For example, fishing around ARs is usually limited to hook and line techniques, with net fishing rarely being permitted in areas where risk of entanglement in ARs is high. Furthermore, during spawning, fishing gear and fishing season are often restricted around ARs in Japan. These practices are recognized for their effectiveness in maintaining good fishing performance and marine conservation in Japan and elsewhere where they have been implemented7.

Attempts to transpose ARs to developing countries have, however, frequently ended in failure8, particularly when project funding comes to an end9. Thus, it is important to provide recommendations to improve the sustainability of AR deployments and realize their biodiversity conservation and fisheries management goals. This is particularly important in developing countries, which are often characterized by poor governance. For fisheries scientists and marine ecologists, the effectiveness of ARs is primarily quantified by surveying fish populations on ARs. In particular, the question of whether ARs facilitate the “production” of new fish or whether they only attract the surrounding fish remains under debate10,11,12. Few studies have documented how ARs are managed, and the impacts of such management8,13, despite the key importance of protecting no-take ARs from illegal fishing being repeatedly highlighted2. Mathematical models, implemented to set the optimal AR volume to maximize catches, suggest that, although attraction and production effects can modulate the response, the effect of ARs on fisheries mostly depends on governance options and efficiency14. Existing models show that fishing exclusively on ARs has consistently negative impacts on the equilibrium of catches. In comparison, ARs can have negative or positive impacts on catches when fishing on areas surrounding them, as a function of the magnitude of the AR attraction effect14. Whether or not ARs are managed as no-take areas influences these phenomena. For instance, on unmanaged ARs, overexploitation risk increases, as fish become more accessible to fishing fleets. In comparison, when fishing is banned on ARs, the fish biomass concentrated near the AR rises, leading to a “spill-over” effect that enhances catch at equilibrium in adjacent fishing areas15.

Creating Smart Home Ecosystems — Enabling Health & Well-Being In Every Home — Viren Shah, VP & Chief Digital Officer, GE Appliances, Haier


Mr. Viren Shah is Vice President & Chief Digital Officer, at GE Appliances (GEA — https://www.geappliances.com/), the American home appliance manufacturer, now a majority owned subsidiary of the Chinese multinational home appliances company, Haier (https://www.haierappliances.com/).

Mr. Shah has been with GEA since October 2,018 in which time he was appointed to lead the business through a digital transformation with a focus on data/intelligence at the center of gravity.

Prior to becoming part of the Haier company, Mr. Shah was the CIO at Masco Cabinetry, and CIO Council Leader for their parent company, Masco Corporation, the international conglomerate manufacturer of products for the home improvement and new home construction markets.

Mr. Shah has more than 20 years of global experience in creating business value using technology with a strong focus on customers for Fortune 10 organizations, such as his decade at the Walmart organization. He has contributed as a senior leader towards the success of startups, turnarounds and global mergers and acquisitions.

Mr. Shah implemented “Think Global and Act Local” methodologies, utilizing operational and cultural experience in areas of IT strategy, omnichannel, business development and governance in more than 20 countries across the Americas, Australia, Europe, Asia and Africa.

Mr. Shah holds a bachelor’s degree in computer science from Bombay University, a master of business administration degree in international marketing/short-term finance from the New York Institute of Technology, and an executive education certificate in digital marketing strategies for digital economy from the Wharton School.

“Move fast and break things” doesn’t exactly translate into Mandarin.
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Silicon Valley: History’s Greatest ‘Ponzi Scheme’ (Mini-Documentary) by Jake Tran.
➡️ https://youtu.be/zU5JsP6pUpc.

How to Invest In Chinese Stock Markets (And Why You Absolutely Should Not!)
➡️ https://youtu.be/Qsrt6Hultj8

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Acclaimed Harvard professor and entrepreneur Dr. David Sinclair believes that we will see human life expectancy increase to at least 100 years within this century. A world in which humans live significantly longer will have a major impact on economies, policies, healthcare, education, ethics, and more. Sinclair joined Bridgewater Portfolio Strategist Atul Lele to discuss the science and societal, political, systemic and ethical implications of humans living significantly longer lives.

Recorded: Aug 30 2021

The Science of Slowing Aging and Increasing Life Expectancy.
0:00 – 19:20

What Increasing Life Expectancy Means for Individuals.
19:20 – 30:40

The Impact on Pension, Healthcare and Education Systems.
30:40 – 44:18

The Economic Benefits of Longer Life Expectancy.
44:18 – 51:24

Facebook has announced some exciting connectivity technologies that will enable the company to provide access to fast and affordable internet service to the next billion people as well as enhance existing infrastructure projects.

The company said that Facebook Connectivity has helped provide quality internet connectivity to over 500M people since 2013. Now, the company aims to enable affordable, high-quality connectivity for another one billion people at less cost and with greater speed by leveraging emerging technologies.

Commenting on the new connectivity technologies during the unveiling, Dan Rabinovitsj, VP of Facebook Connectivity said: “We have seen that economies flourish when there is widely accessible internet for individuals and businesses.”

https://www.youtube.com/watch?v=Ds9EcRBZzWE

One of the most critical aspects of SpaceX’s quest for the reusability of its space hardware is the recovery of its booster. To achieve this, SpaceX decided to land its boosters on the sea. However, the boosters land on large drone ships to prevent losing the booster and transport it back to land.
After many successful landings and recovery of the boosters, the large and dependable drone ships have become a vital link in SpaceX’s dream to make space travel affordable. SpaceX recently added another drone ship to the pair it had in service.
Join us as we explore SpaceX’s insane new drone ship!
To the armchair engineer, landing a rocket in the sea is suicide as many things can go wrong. To start with, when floating on the sea, the drone ship or barge is small compared to all the land available for the booster to land on.
Compounding the problem is that the drone ship itself can be rocked about on the sea, more than 300 km off the coast.
So, combining the size and instability of the drone ship, the booster can miss the drone ship and crash into the sea, making it harder or even impossible to recover.
However, many things have gone wrong as SpaceX tried to land a rocket on land, with several boosters crashing and bursting into flames.
Apart from that, SpaceX has very good reasons to prefer a sea landing for its boosters, and the reason has to do with fuel.
Fuel is a critical component on any mission because the engineers have to balance carrying enough quantity of it and keeping the rocket as light as possible. As you can imagine, the Falcon 9 rockets are heavy, at more than half a million kilograms which means fuel is a premium.
This is how it breaks down:
When you launch to space and the booster returns, you need to slow down the speed from more than 8,000 km/h down to zero. This is done by reigniting the engine, and it requires fuel.
The fuel has to come from the leftover after boosting the upper stage.
This is where it gets interesting.
If you blasted a payload to low orbit, for example, you would have more than enough fuel for the landing. However, if the mission was destined for beyond Earth’s orbit, you will need more fuel because you have to launch faster. This will leave you with no fuel for the landing.
This will be a big blow to SpaceX’s dream of reusing its boosters. Recall that the company wants to launch missions to Mars, which will require lots of fuel to attain the speed necessary for launch but not enough fuel for landing.
However, there is a way out of this problem with the aid of geography.
When SpaceX launches from Florida, the rocket heads East over the Atlantic Ocean. So making the rocket land at sea and not having to return to the launch site will reduce the fuel required because the distance is shorter.
This means for more ambitious launches, it makes sense for SpaceX to land on the sea.
As Musk put it at a conference, “For half our missions, we will need to land out to sea. Anything beyond Earth is likely to need to land on the ship.”
Now, what motivation does SpaceX have to land and reuse its boosters?
The motivation is money. SpaceX wants to save money on its launches, and refurbishing a rocket saves time and costs a fraction of building a new one.
Just how much money is SpaceX saving?
We might never get an actual figure because it is a trade secret, but it is a play on several factors.
For example, to save some fuel for landing, it means you have to reduce your payload. For the Falcon 9 that means a reduction of up to 40 percent in revenue, according to Musk’s tweet:


Recovery and refurbishment costs take another 10 percent. So after two flights, SpaceX breaks even.
The savings is more or less limitless as Musk claims the rocket can fly more than 100 times.
Interestingly, Musk was responding to a tweet that stated United Launch Alliance claimed a booster had to fly ten times for reusability to make economic sense. This shows the difference in economics between the two companies, despite being in the same industry.
However, landing at sea and recovering the booster would not be possible without the quiet heroes that are SpaceX’s barges or drone ships.
There were two in operation before a third joined this year. All have names you would have to get used to if you are not a fan of science fiction, i.e., Of Course I Still Love You, OCISLY, Just Read The Instructions, and A Shortfall Of Gravitas.
Each of these massive drone ships is the size of a football field.
The first drone ship was Of Course I Still Love You, which entered use in 2015. It supported launches from Florida by operating off the east coast of the US. However, it has since moved to the west coast after a new barge joined the fleet.

Comprehensive health, social services and economic well-being for american indian and alaska native elders — larry curley, executive director, national indian council on aging.


Mr. Larry Curley is Executive Director of The National Indian Council on Aging (https://www.nicoa.org/), a 501©(3) nonprofit organization founded in 1976 by members of the National Tribal Chairmen’s Association who called for a national organization focused on the needs of aging American Indian and Alaska Native elders. The mission of NICOA is to advocate for improved comprehensive health, social services and economic well-being for American Indian and Alaska Native elders.

Mr. Curley is a member of the Navajo Nation with over 40 years of experience working in the aging and healthcare fields. He has worked with Congress, other branches of the federal government, and national organizations on aging to develop support for programs affecting elder American Indians.

After receiving his master’s degree in public administration at the University of Arizona, along with a certificate in gerontology, Mr. Curley worked as a gerontological planner at an Area Agency on Aging in Pima County, Arizona, where he was instrumental in establishing a county public fiduciary program. As a lobbyist in Washington, D.C., he successfully advocated for the passage of Title VI of the Older Americans Act, an amendment which he wrote.

Mr. Curley directed the Navajo Nation’s Head Start program, one of the five largest Head Start programs in the country, and has served as a nursing home administrator of a tribal, long-term care facility, a hospital administrator in northern Nevada, and as a college instructor at the University of Nevada-Reno and Eastern Washington University.

Mr. Curley was named as the assistant dean of the Four Corners region for the Burrell College of Osteopathic Medicine. He’s also served as the public representative on the American College of Physicians Clinical Guidelines Committee, and as the director of program development for the Rehoboth McKinley Christian Health Care Services in northwest New Mexico.

Enterprises of all sizes and across virtually all markets are scrambling to augment their analytics capabilities with artificial intelligence (AI) in the hopes of gaining a competitive advantage in a challenging post-pandemic economy.

Plenty of anecdotal evidence points to AI’s ability to improve analytics, but there seems to be less conversation around how it should be implemented in production environments, let alone how organizations should view it strategically over the long term.

Stimulating STEM Innovation & Securing U.S. High-Tech Economy — Kimberly A. Reed, Fmr President and Chairman Export-Import Bank of the United States.


Kimberly A. Reed just finished up a 2-year term as President and Chairman of the Board of Directors of the Export-Import Bank of the United States (EXIM — https://www.exim.gov). She was the first woman to lead EXIM in the agency’s 87-year history, was the first recipient of EXIM’s highest honor, the Franklin D. Roosevelt Award, and was confirmed by the U.S. Senate in 2019 on a strong bi-partisan basis.

EXIM provides loans, guarantees, and export credit insurance for the export of U.S. goods and services from enterprises ranging from Fortune 100 companies to small businesses in a multitude of sectors including infrastructure, power, agriculture, transportation/aviation, health care, commodities, industrial, and technology.

Ms. Reed was recognized for successfully navigating Congress to re-open EXIM after four years of dormancy and transforming the mission and impact of the 515-person independent federal agency.

Ms. Reed also spearheaded EXIM’s historic, longest-ever Congressional re-authorization of seven years and a significant new mandate, the Program on China and Transformational Exports, which focuses on industries including biomedical sciences, biotechnology, wireless communication (5G), renewable energy, financial technologies, artificial intelligence, and the space industry.

Prior to EXIM, Ms. Reed spent her career working at senior levels in both the public and private sectors.

Ms. Reed served as President of the International Food Information Council (IFIC) Foundation where she worked with multi-national food, agriculture, and nutrition companies to understand consumer insights, communicate the science, and increase U.S. sales and exports.

At the U.S. Department of the Treasury, Ms. Reed headed the Community Development Financial Institutions Fund, where she oversaw the award of $4 billion in tax credits, loans, and grants to financial institutions and economic development groups investing in distressed communities across the nation.

https://www.youtube.com/watch?v=cX2tXnUL-cY&feature=youtu.be

LIVE.


UNTV Live Schedule — 28 September 2021.

9:00
“Jobs and Social Protection for Poverty Eradication”

10:00
Security Council – The Situation in the Middle East (Syria)

12:00
Daily Briefing, Guests: Alicia Bárcena, Executive Secretary of the UN Economic Commission for.
Latin America and the Caribbean (ECLAC) and Guy Rider, Director-General of the International.
Labour Organization on the Meeting of Heads of State and Government.
on Jobs and Social Protection for Poverty Eradication.

1:00
Press Stakeout: Geir O. Pedersen, UN Special Envoy for Syria, will brief reporters.
at the Security Council Stakeout on the situation in Syria.

3:00
Security Council: The Situation in Somalia.

Evening Repeats: