Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –
A delegation from one of the key enterprises of the Shvabe holding of the Rostec State Corporation, the Ural Optical-Mechanical Plant named after E. S. Yalamov (UOMZ), visited Peter the Great St. Petersburg Polytechnic University on a working visit.
General Director of JSC PO UOMZ Anatoly Sludnykh, his deputy for science Alexander Koshelev and acting chief designer for medical equipment at Shvabe Pavel Ignatyev met with the rector of SPbPU Andrey Rudskoy and discussed current and future cooperation.
The guests were interested in the research and production departments of SPbPU, which have technologies and equipment that can be implemented in production. Heads of the laboratories “Modeling of technological processes and design of power equipment” and “Polymer composite materials” Vladimir Yadykin and Ilya Kobykhno spoke about the organization of production of parts from composites, design and assembly of equipment, developed pilot industrial technology for the manufacture of filaments for 3D printing from continuous carbon fiber based on thermoplastics.
Representatives of the industrial partner also studied the capabilities of the laboratory of the Russian-Chinese scientific and educational center “Additive technologies”. Its head Kirill Starikov demonstrated the material and technical base created here and the unique parts created here.
According to Anatoly Sludnykh, the company is interested in using technologies and materials developed by Polytechnic University scientists, as well as in additional training of its technologists and engineers at the university.
At a meeting with SPbPU Vice-Rector for Science Yuri Fomin and Director of the Center for Technological Projects Alexey Maistro, the progress of one of the joint projects was discussed: the creation of a domestic anesthetic vaporizer. The main objectives of the project are to develop design documentation, increase dosing accuracy, create the ability to automatically maintain the concentration of anesthetic during surgery and reduce its consumption. Unlike foreign analogues, the Russian vaporizer should not be automatic, but electronic.
Yuri Fomin noted that the university is determined to strengthen ties and expand cooperation with the Ural Optical and Mechanical Plant and other enterprises of the Shvabe holding. And the head of UOMZ Anatoly Sludnykh expressed a desire to work out the existing project as a model for simplifying subsequent interaction on various cooperation tracks. The parties also agreed to organize courses for additional professional education for the company’s employees and create conditions for those of them who want to enroll in graduate school and defend their dissertations at SPbPU.
Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.
The administration accidentally fired civil servants who were responsible for safeguarding the country’s nuclear weapons, preventing a bird flu epidemic and overseeing the nation’s electricity supply. A Veterans Administration official told NBC, “It’s leading to paralysis, and nothing is getting done.” A spokesperson at a nationwide program that provides meals to seniors, Meals on Wheels, which the government helps fund, said, “The uncertainty right now is creating chaos for local Meals on Wheels providers not knowing whether they should be serving meals today.”
Our recent book, “How Government Built America,” shows why the administration’s aim to eliminate government could result in an America that the country’s people have never experienced – one in which free-market economic forces operate without any accountability to the public.
The U.S. economy began in the Colonial era as a mix of government regulation and market forces, and it has remained so ever since. History shows that without government regulation, markets left to their own devices have made the country poorer, killed and injured thousands, increased economic inequality, and left millions of Americans mired in desperate poverty, among other economic and social ills.
Government funding and regulation have yielded countless economic benefits for the public, including the launch of many efforts later capitalized on by the private sector. Government funding delivered a COVID-19 vaccine in record time, many of the technologies – GPS, touchscreens and the internet – that are key to the functioning of the cellphone in your pocket, and the highway system that enables travel throughout the country.
Yet government has addressed these failings as Americans’ understanding of equality has evolved. Over the past century, rights for women, racial and ethnic minority groups and people with a range of sexualities and gender identities have been recognized in constitutional amendments, federallaws, state laws and Supreme Courtdecisions.
As our book shows, the responses haven’t always been immediate, but the president and Congress have addressed policy mistakes and incompetent administration by making appropriate adjustments to the mix of government and free markets, sometimes at the behest of court cases and more often through congressional action.
Many Trump voters cited economic factors as motivating their support. And our book documents how policies supported by both political parties – particularly globalization, which led to the flood of manufacturing jobs that went overseas – contributed to the economic struggles with which many Americans are burdened.
But based on the history of how government built America, we believe the most effective way to improve the economic prospects of those and other Americans is not to eliminate portions of the government entirely. Rather, it’s to adopt government programs that create economic opportunity in deindustrialized areas of the country.
These problems – economic inequality and loss of opportunity – were caused by the free market’s response to the lack of government action, or insufficient or misdirected action. The market cannot be expected to fix what it has created. And markets don’t answer to the American people. Government does, and it can take action.
Sidney Shapiro is affiliated with the Center for Progressive Reform.
Joseph P. Tomain does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Source: The Conversation – USA – By Julia Khrebtan-Hörhager, Associate Professor of Critical Cultural & International Studies, Colorado State University
The question was famously attributed to former U.S. Secretary of State Henry Kissinger and refers to the historical inability of the political entity of Europe to coordinate on a united front in the global arena.
Friedrich Merz, the expected next chancellor of Germany, offered one continental vision shortly after his conservative party triumphed in the country’s national elections. “My absolute priority will be to strengthen Europe as quickly as possible so that, step by step, we can really achieve independence from the USA,” he said.
Merz’s apparent desire for a stronger German role could portend a balance shift back to Germany’s preeminent place in the EU, a position it has pulled back from in recent years. But it remains an open question as to what extent Europe can be unified given the continent’s political landmines – or even what kind of Europe it would be.
Filling Merkel’s shoes
A German leader has, in living memory, succeeded in providing something approaching a singular European voice that the White House could deal with. Europe was long synonymous with Angela Merkel, Germany’s long-lasting – and only female – chancellor, who was known by affectionate nicknames like “Mutti Merkel,” or “Mommy Merkel,” and, during Trump’s first time in office, was even referred to by some as the de facto leader of the free world.
Merkel collaborated especially well with France’s Emmanuel Macron, a passionate fellow Europeanist, communicating a vision of a united Europe and its core values to the rest of the world. Dubbed “Merkron” by commentators, the pair were seen as the EU’s power couple.
Merkel was visionary, too, especially regarding the former superpowers of the Cold War and their controversial leaders. A child of East Germany, she never trusted Russia’s Vladimir Putin. She also experienced great difficulties collaborating with Trump during his first presidency. Somewhat anticipating Merz’s recent comments, Merkel in 2017 warned that neither Germany nor the EU could rely on the U.S. the way they used to, urging her fellow Europeans to take their fate and their interests in their own hands.
A déjà vu of ‘the German question’
But in some ways Merkel was more popular abroad than at home.
The so-called “German question” – or the inability of the Germans to unify as a nation in its leadership and “Leitkultur,” or “guiding culture” – has been tormenting the country since the 19th century and gained renewed relevance during the years of German reunification following the fall of the Berlin Wall in 1989.
Years on from the so-called “Miracle of Merkel,” Germany’s increasing internal political divisions – especially pronounced between the country’s West and East – mirror the broader divisions facing the EU at large, including over who should claim the mantle of political leadership and around what vision.
To regain the gravitas within Europe it had under Merkel, Germany now would need a similar kind of strong and visionary program that resonates with the continent. The country’s political, economic and social challenges in 2025 demand clear national leadership, something that in my opinion neither the unemotional and uncharismatic outgoing Chancellor Olaf Scholz nor the opposition right-wing leader and soon-to-be successor Merz has demonstrated in public over the past couple of years.
Although Merkel and Merz represent the same political party, the CDU, their visions for Germany and the EU are strikingly different. A wealthy former business lawyer, Merz’s signature book, “Dare More Capitalism,” is a blueprint for a policy agenda that prioritizes reduction of government intervention, less bureaucracy, lower taxes and pro-market reforms. Merz also wants to strengthen German borders with restrictionist immigration politics, a reflection of how the country has moved far to the right on the issue amid the rise of the far-right Alternative for Germany (AfD), with whom Merz has at times flirted.
Yet in Merz’s relatively different agenda, he similarly advocates for both Europe and NATO, and wishes to refashion Germany into the powerhouse it was in the Merkel years and make it again the envy of Europe.
Given the current “America First” attitude of the Trump administration and the rise of far-right populism across the EU and the world, it is thought-provoking – some would say alarming – that Trump declared the results of an election that saw strong gains for the far right – propelling it into second place – as a “great day for Germany.”
Whether it is great for Europe depends on what vision of the continent one has in mind. Merz, although more right wing than Merkel, nonetheless has advocated for a strong Europe, led by Germany, that could promote a Europe independent of U.S. influence, appearing to follow in the steps of former French President Charles de Gaulle, who sought to cleave Europe from American dominance.
Despite the bewilderment and dismay expressed by the European leaders at such statements, today’s tormented and divided Europe can hardly claim it is a problem-free environment, nor that many of the continent’s leaders don’t likewise support such politics.
The rise of populism and nationalism across Europe poses a huge problem for what could unceremoniously be described as “Old Europe,” especially now, when it is seemingly drifting apart from its former ally and protector, the United States.
With Russian influence and authoritarian politics growing in Central Europe – especially in Hungary and Slovakia – and ultra-nationalist and far-right ideas likewise strong in Austria, Germany, France and elsewhere, today’s Europe is hardly a unified political, economic and cultural totality.
Less than a year ago, France’s Macron, the still-passionate Europeanist, marked a somber note in suggesting: “We must be clear on the fact that our Europe, today, is mortal. … It can die, and that depends entirely on our choices.”
Among other things, what Macron’s warning points to is the unresolved question of what the European bloc desires to be. So long as the answer to that question remains unclear, Kissinger’s question could be rephrased to, “Is there even a Europe to call?”
And, given the Trump administration’s emerging hostility to a host of EU policies, including on the war in Ukraine, foreign aid, regulation and trade, there is a further worrying interpretation for EU leaders, even if there were “a Europe to call”: Would Washington bother picking up the phone?
Julia Khrebtan-Hörhager does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Press release issued on behalf of Leeds Sports Awards
Nominations are now sought for the 22nd annual Leeds Sports Awards, celebrating local athletes and unsung heroes.
A total of 15 awards will be presented at the event, which will be held for the first time at Carriageworks Theatre on Thursday 15 May. The public are invited to nominate for 13 of the awards, including a new Sustainability Award.
2024 was another fantastic year in sport for the city led by the performances of local Olympians and Paralympians. The city staged the Super League Magic Weekend for the first time, hosted the second running of the Rob Burrow Leeds Marathon and national teams competed in the city as part of the UK Corporate Games.
The awards are delivered by Sport Leeds with support from Leeds City Council and nominations close on 15 March.
Rob Wadsworth, chair of Sport Leeds, said: “The Leeds Sports Awards ceremony is one of the highlights of the Leeds sporting calendar as we celebrate the performances of athletes, of all levels and ages, coaches, administrators and volunteers from across the city during 2024.”
Councillor Salma Arif, Leeds City Council’s executive member for adult social care, active lifestyles and culture, said: “As a city, we are fortunate to have some of the country’s top athletes based here, as well as a tremendous network of volunteers who do so much to keep our communities active. The Leeds Sports Awards provide an opportunity for the unsung heroes and world leading athletes to be acknowledged on the same stage.”
The following awards are available for nomination:
Source: Peter the Great St Petersburg Polytechnic University – Peter the Great St Petersburg Polytechnic University –
On February 26, the Polytechnic University held a meeting of the Academic Council, where they honored polytechnicians who have achieved high results in various fields, discussed the results of the winter session, tasks for the spring semester, and the implementation of the NCMU program.
First of all, the rector of SPbPU Andrey Rudskoy introduced the vice-rector for university security Alexander Airapetyan. Then the award ceremony began.
The official part began with the honoring of the holders of the title “Honorary Worker of SPbPU”. This is a doctor of physical and mathematical sciences, professor of the Department of Physics Vadim Ivanov and candidate of technical sciences, associate professor of the Higher School of Mechanical Engineering, chairman of the Trade Union of Employees Valentin Kobchikov.
SPbPU Distinction Badge “For Merit” The award was given to member of the Public Chamber of St. Petersburg, advisor to the president of PJSC Rostelecom, and 1978 graduate of the mechanical engineering faculty, Alexey Sergeev.
Candidate of Economic Sciences diplomas were awarded to the Vice President, Director of the North-West macro-regional branch of PJSC Rostelecom Alexander Loginov (scientific supervisor – Doctor of Economic Sciences, Professor Vladimir Glukhov) and Acting Vice-Rector for Promising Projects Maria Vrublevskaya (scientific supervisor – Doctor of Economic Sciences, Professor Olga Kalinina).
Certificates of conferring the academic title of associate professor were received by Denis Akhmetov, Anton Barabanov, Evgeny Borisov, Victoria Vilken, Irina Karpovich, Vladimir Kochemirovsky, Irina Russkova. The certificate was also presented to the Deputy Director of the Humanitarian Institute, associate professor of the Higher School of Linguistics and Pedagogy Tatyana Nam, along with a letter of gratitude from the Governor of St. Petersburg Alexander Beglov for initiative and active civic position, significant contribution to the development of volunteer activities.
Certificates of professional and public accreditation of educational programs were received by the Director of the Institute of Industrial Management, Economics and Trade Vladimir Shchepinin (23 programs), the Director of the Civil Engineering Institute Marina Petrochenko (13 programs) and the Director of the Institute of Computer Science and Cybersecurity Dmitry Zegzhda (one program).
Advisor to the rector’s office Vitaly Drobchik, head of the department for interaction with the media Evgeny Pleshachkov, as well as specialists of the Public Relations Department Vera Fatova, Ulyana Durova and Alina Melnikova were awarded with gratitude for holding the All-Russian student Olympiad “I am a professional”.
The leadership of the Federal Security Service Directorate for Perm Krai expressed gratitude for modern forensic scientific developments and fruitful cooperation in joint work to prevent crimes against the security of the Russian Federation to the Director of the Higher School of Jurisprudence and Forensic Science Dmitry Mokhorov and Senior Lecturer Pavel Menshikov.
A letter of gratitude from the educational foundation “Talent and Success” for fruitful cooperation, professionalism and high quality of organization of educational events – participants of the programs of the educational center “Sirius” was presented to the senior lecturer of the Higher School of Media Communications and Public Relations Evgeniya Tuchkevich.
Cups and certificates for 2nd place in the absolute team championship of St. Petersburg student competitions in 2024, as well as for 1st place in the team championship were awarded to the director of the Institute of Physical Culture, Sports and Tourism Valery Sushchenko, the director of the sports club “Black Bears – Polytech” Anastasia Akatova and the leading specialist of the club Daria Khadjaridi.
Senior Lecturer of the Department of Physical Training and Sports received cups and medals for 2nd overall team place at the All-Russian student orienteering competitions Tatyana Bevza, as well as students Ulyana Bryuchko (PhysMech) and Mikhail Belyakov (IFKST).
For first place in the billiard competition “POOL-8” of the Spartakiad “Health – 2025” among teachers and employees of St. Petersburg universities, awards were given to the Director of the Higher School of Jurisprudence and Forensic Science Dmitry Mokhorov and the Head of the News Portal Department Evgeny Gusev.
The winners of the 20th All-Russian conference-competition for students and postgraduates “Current Issues of Subsoil Use” were students of the Higher School of Industrial Management of IPMEiT Anastasia Malashchitskaya and Daria Moiseenko, a student of the Civil Engineering Institute Olga Loginova (scientific supervisor – PhD, Associate Professor Vitaly Kudinov), as well as a postgraduate student of the Higher School of Engineering and Economics of PMEiT Olga Bichevaya (scientific supervisor – Svetlana Gutman).
The first issue on the agenda was summing up the results of the winter session of the 2024-2025 academic year: almost 70% of full-time students successfully passed the exams, which indicates a high level of preparation and a responsible approach to study.
More than 7,500 students will receive scholarships based on the results of the midterm assessment, which is an important incentive for further improvement and striving for academic achievements. Such positive dynamics emphasize the effectiveness of the educational process and compliance with high standards of educational quality, – said Lyudmila Vladimirovna.
She presented the positive experience of implementing the pilot program to support talented students “Leaders of Polytechnic”, launched at IMMiT: 94% of students in this program passed the session with “excellent” and “good” grades.
The program has proven its effectiveness, helping participants to reveal their abilities and achieve outstanding results, and the results serve as a vivid example of how investments in talented youth bring results, contributing not only to the personal growth of students, but also to strengthening the university’s reputation as a center of attraction for gifted and promising specialists. Such high academic performance of the program participants emphasizes the importance of personalized work with each student, taking into account their individual characteristics and needs, – noted Lyudmila Pankova.
One of the issues was the discussion of the plan for the transition to a new system for assessing learning outcomes based on individual achievements. The individual achievement system (IAS) being developed is a fundamentally new approach to assessing current monitoring of academic performance and midterm assessment. IAS will allow taking into account individual student achievements, including those outside the educational program, thereby increasing their motivation and ensuring an objective assessment of knowledge. For teachers, this is a tool for reducing routine workload, thanks to the automation of assessment processes, accounting, and recording of current control points.
Vice-Rector for Digital Transformation of SPbPU, Head of the Advanced Engineering School of SPbPU “Digital Engineering” (AES), World-class scientific center of SPbPU “Advanced digital technologies” (NCMU) Alexey Borovkov presented the key results of the implementation of the NCMU program for 2024-2024 and spoke about the scientific and technological groundwork of the strategy and program for the university’s development until 2030 and 2036.
Alexey Borovkov emphasized that the indicator of extra-budgetary financing of the world-class Scientific Center of SPbPU “Advanced Digital Technologies” is 101.7%, which is three times more than the average indicator for all scientific centers of medicine in Russia.
Speaking about significant world-class research carried out by the SPbPU NCMU “Advanced Digital Technologies”, Aleksey Ivanovich highlighted the creation of a large-scale scientific and technological reserve in the field of technology for the development and application of digital twins of products, machines, and structuresDigital platform for the development and application of digital twins CML-Bench®. Compared to traditional approaches, the development of products and goods based on digital twin technology reduces time, financial and other resource costs by ten times or more.
In conclusion, the speaker highlighted the important role of the SPbPU NCMU “Advanced Digital Technologies” in the SPbPU Technological Development Ecosystem, which ensures a balance of activities of different structures and the synergy of the best scientific technological and educational practices to achieve technological leadership, sovereignty and national security of Russia.
The scientific and technological groundwork formed by the SPbPU NCMU on the CML-Bench® digital platform is the basis for the implementation of six national projects of technological leadership, enshrined in the development strategy of the Polytechnic University until 2030. For example, the promising direction of unmanned aircraft systems directly relies on the groundwork of the SPbPU NCMU “Advanced Digital Technologies” for several projects and developments at once. At the moment, we are actively working on creating a design environment and digital certification of unmanned aircraft systems, – shared Alexey Borovkov.
In addition, at the meeting, members of the Academic Council voted to award the academic title of associate professor to Polytechnic employees: Maxim Izmailov (IPMET), Vasily Krundyshev (IKNK), Natalia Solodilova (IMMiT), Oleg Shagniev and Ilya Keresten (PISH CI Higher School of Advanced Digital Technologies).
Academic Secretary Dmitry Karpov presented the work plan of the University Academic Council for the 2nd semester of the 2024-2025 academic year and reported on monitoring the implementation of the Academic Council’s decisions.
The meeting concluded with a consideration of current issues.
Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.
Down a slight hill towards the West entrance of the W.B. Young Building sits a unique tree. Recently planted and already blending into the landscape, many UConn students, faculty, and staff probably walk right by without registering the young tree.
But rooted in this addition to UConn’s nationally accredited arboretum is a “forever friendship” between two emeriti faculty members, their families, and the University that served as the backdrop for much of their lives.
Sidney and Florence, Rudy and Joy
If you are at all familiar with the fields of horticulture or landscape architecture, the names Sidney Waxman and Rudy Favretti are well known to you. Both men are considered to be pioneers in their respective fields, and both called the University of Connecticut home for their professional pursuits.
Sidney Waxman, standing among his unique dwarf conifer cultivars. (UConn Photo)
They were also great friends since their graduate school days at Cornell University, where they graduated in the mid 1950s.
Sidney Waxman, born in Providence, Rhode Island in 1923, is best known for creating nearly 40 new types of dwarf conifers and trees, including the one outside the Young Building.
“This tree is a symbol of the strong friendship between Sidney, his wife Florence, Rudy, and myself,” says Joy P. Favretti, Rudy Favretti’s widow. “We had known each other at Cornell. Later when we had all gotten married and moved to Connecticut, we would watch each other’s children when they were small, and they played together here in Storrs. Rudy and Sidney appreciated each other’s work. It really was a forever friendship in so many ways.”
Waxman founded UConn’s experimental plant nursery, where he focused much of his research on developing new and interesting plants from witches’ brooms. These are abnormalities in a tree or woody plant where a cluster of shoots develop at a single point. Sometimes caused by fungus or other pathogens, the resulting deformities can look like a witch’s broom or a bird’s nest.
Waxman and his wife Florence often joined forces to collect samples as they traveled around Eastern Connecticut and the New England region.
“Florence was great at spotting the witches’ brooms,” says Joy Favretti. “Sid would hike into the woods and shoot them down with his rifle. Eventually he had to use other methods and have a crew climb up and cut them down.”
Many of Waxman’s specimens can be viewed as part of a special collection within UConn’s campus-wide arboretum.
A New Branch in UConn’s Family Tree
To say that the young tree developed by Waxman that sits outside the Young Building is special may be an understatement.
“Sid’s plants are harder and harder to find commercially, so preserving this specimen where the public can enjoy it is really special,” says Sean Vasington, University landscape architect and director of site planning with University Planning, Design & Construction.
In fact, this tree may be one of the last that Waxman ever created.
“Rudy’s Joy” may be a one-of-a-kind specimen development by Waxman. (Jason Sheldon/UConn Photo)
After Waxman’s death in 2005, his son Paul brought the one-of-a-kind specimen to the Favrettis, in accordance with his father’s wishes.
“When Paul brought the tree, it was very meaningful,” says Joy Favretti. “He told us that it originated from a witches’ broom Rudy had identified.”
With a nod to the Favrettis’ 60-plus-year romance and based on his admiration for Rudy’s immense contributions to landscape design, Waxman had named the cultivar “Rudy’s Joy.”
Beyond its sentimental story, there’s a lot that makes the little tree special from a horticultural perspective too.
The witches’ broom discovered on a Norway Maple was grafted onto a Sugar Maple, New England’s native maple. The tree is well known for its fall colors and sweet syrup. Mark Brand, the chair of UConn’s arboretum and professor of horticulture and plant breeding, is confident the tree won’t reproduce since it doesn’t seem to produce flowers or fruit.
“Sydney was smart,” says Joy Favretti. “He recognized there was a need for lower growing foundation plants, as many of the new homes being built at the time were only one story or a story and a half. The Connecticut nursery industry and many others were pleased to make them available in their nurseries.”
While there are still lots of questions surrounding what “Rudy’s Joy” will become, it is likely to be very tall, about 50 feet, and round.
Part of this uncertainty was by design. Waxman often incorporated fungus strains into his new species, which can cause unique forms to develop. For instance, “Rudy’s Joy” has unique branching and is of an unusual shape.
“Its globose form and single stem should be very distinctive as the tree matures, especially during the fall when its foliage will turn bright yellow,” says Vasington.
“It’s going to be notable and highly unusual, that is one thing we know for sure,” says Greg Anderson, professor emeritus of ecology and evolutionary biology, member of the UConn Arboretum, and friend of the Favrettis.
For the Love of the Landscape
Along with reflecting the genius of Waxman’s experiments, as it grows, “Rudy’s Joy” will be a tangible monument to the contributions Rudy Favretti made to UConn, the College of Agriculture, Health and Natural Resources (CAHNR), and the field of landscape architecture around the globe.
Rudy Favretti ’54 (CAHNR) professor emeritus of landscape architecture speaks at an event to celebrate the Great Lawn, held at the Wilbur Cross North Reading Room on Sept. 26, 2012. (Peter Morenus/UConn Photo)
Born in 1932 in Mystic, Connecticut to Italian immigrant parents, Favretti’s UConn career began as an undergrad who, in 1955, was hired as an Extension garden specialist. He would later become a professor of landscape architecture and develop UConn’s program, which was nationally accredited with his participation, guidance, and support, nearly 10 years after his departure from UConn.
“Rudy Favretti’s contributions within our field are renowned and immeasurable, but he is also a big part of UConn’s history and that of the College,” says Vasington.
While he was a devoted resident of Mansfield, his legacy goes far beyond UConn’s main campus and the surrounding area.
In 1989, Favretti retired from teaching to build a private design firm with a specialty in preservation.
Favretti’s influence can also be seen at some of the most important historic gardens in American culture. Nicknamed the “Dean of historic restoration,” Favretti served as the consulting landscape architect for the Garden Club of Virginia for 20 years, from 1978 to 1998. In this role, he conceived of and oversaw the installation of preservation and restoration projects at Monticello, Mount Vernon, and Montpelier, some of Colonial America’s most important landmarks.
His contribution has had such an impact on the field of landscape architecture that he was inducted as a Fellow of the American Society of Landscape Architects in 1992, and his collected works are stored in the Smithsonian Institute’s Archives of American Gardens Collections and in UConn’s Dodd Center for Special Collections and Archives.
During his “retirement,” Favretti found time to serve as head of the Mansfield Planning & Zoning Committee and published books for the Mansfield Historical Society dealing with the history of each of the original town school districts.
“Rudy’s love of learning and sharing that love with others never stopped,” says Anderson.
UConn Homecoming
In the months leading up to Favretti’s passing, the arboretum committee and the University had hoped to record and honor his contribution to UConn. Unfortunately, a scheduled interview that would have allowed Favretti to speak personally about his beloved university and field of landscape architecture wouldn’t come to pass.
But his friends, colleagues, and wife Joy kept thinking of a way to honor these “forever friends.”
In the summer of 2023, Joy offered to donate “Rudy’s Joy” to UConn as a memorial and to have it moved to an appropriate spot on campus for planting. So, in November 2023 the special tree was moved by one of Rudy’s former students from its overcrowded place in the Favretti garden to a welcoming spot where it can grow and develop on UConn’s Storrs campus. Here, the tree looks across to the College of Agriculture, Health and Natural Resources, where both Waxman and Favretti devoted so much of their energy and intellect.
“Here, in this spot, it is a fitting memorial to our forever friendship,” says Joy Favretti.
A group of first graders from the Annie Fisher Magnet School in Hartford sat cross-legged on the floor at The Stowe Center for Literary Activism in Hartford on a recent Friday morning, eager to explain what the word “freedom’’ means to them.
The Stowe Center is the final home of Harriet Beecher Stowe, the acclaimed author of the anti-slavery novel “Uncle Tom’s Cabin,’’ published in 1852, which helped change Americans’ attitudes toward abolitionism.
The Stowe Center’s mission is to encourage social justice and literacy activism by exploring Harriet’s legacy and the ideas of others who advocate for hope and freedom. They seek a world in which engagement leads to empathy, empowerment, and change for good.
Karen Fisk, executive director of the Stowe Center for Literary Activism in Hartford, says she is grateful for the data analytics insight she received from a team of five UConn business undergraduate students. (Nathan Oldham / UConn School of Business photo)
“One could definitely argue that that perspective is needed now more than ever,’’ says Executive Director Karen Fisk, who, with her team, welcome some 5,000 visitors to the Center every year.
UConn Business Students Analyze, Organize Center’s Data
The Stowe Center, located on Forest Street and adjacent to the Mark Twain House, is one of the prized gems of Hartford, and has been recognized by the National Endowment for the Humanities as critical to American history and culture.
Although the leadership at the Stowe Center had reams of data about its visitors, it wasn’t in a format that could easily be organized, analyzed, and presented. They wanted to track where their visitors were coming from, what drew them to the Center, and the dates and times when visitation peaked. That information could guide strategy, staffing, and future growth.
Fisk reached out to the School of Business for help and was connected to staff at the Digital Frontiers Initiative (DFI), which sources, vets, and assigns STEM-based projects to students. Five undergraduate students took on the Stowe Center task as part of their senior Analytics and Information Management (AIM) Capstone Project last semester.
Aditya Mamidi ’25 (BUS) says he enjoyed the challenge and responsibility that he and his team experienced.
“The big thing I enjoyed was the creative freedom we had, without the strict guidelines you have with a traditional college project,’’ he says. “We put our heads together to come up with something that we hope The Stowe Center can use for a long time.’’
In addition to Mamidi, the project team included, from the School of Business: Gregory Bliss ‘25, Liam Wagner ‘25, Alexander Brynczka ’24 and Daniel Rodriguez ’24. Mamidi, Bliss, and Wagner are seniors, and Brynczka and Rodriguez graduated in December.
‘It Demonstrates What I Can Do and What I’ve Learned’
One thing that was important was presenting the data, which spanned from 2017 to today, in a way that was easy to understand for those without an analytics background.
“We took the time to create in-depth training videos so anyone watching would understand with no trouble,’’ says Mamidi, who plans to intern at Deloitte in Hartford after graduation and is considering an advanced degree in business analytics. “This is definitely going on my LinkedIn, and my resume, because it demonstrates what I can do and what I’ve learned.’’
Bliss also described the Capstone project as a great experience and says it prepared him for his career, particularly having to pivot in designing a project.
From left: UConn School of Business students Liam Wagner, Daniel Rodriguez, Alexander Brynczka and Aditya Mamidi (contributed photo)
The team originally recommended a program that was too expensive for the Stowe Center, and they realized they needed a more affordable plan. They were able to find a substitute plan that worked very well and cost just a fraction of the original price. It is a strategy Bliss knows he will use in the future.
“If one idea doesn’t work out you need to have a backup plan,’’ Bliss says. “It’s important to be prepared and willing to make adjustments when needed. I enjoyed working with ‘real’ data and knowing that it can benefit the Stowe Center.’’
Bliss says through this project, as well as his work at National Life Group, he’s confirmed how much he enjoys data project work and has a clearer idea of his immediate career path.
‘I Can’t Say Enough…About these Young People’
Fisk says the students exceeded her expectations with their abilities, professionalism, and project management.
“What they did was so thorough. They were patient, explained everything well, and were extremely professional. They were quite impressive,’’ she says. “I felt so well taken care of through the whole project.’’
If it weren’t for the students’ pro-bono work, Fisk says she would have had to start a fundraising initiative to pay to hire a data expert, and that would have greatly extended the project.
For OPIM professor Jon Moore, who oversaw the project alongside OPIM professor Stephen Fitzgerald, the Capstone project was a valuable experience not only for the students, but also for the Stowe Center and the broader community.
UConn School of Business student Gregory Bliss (contributed photo).
“The Stowe Center for Literacy Activism project was an amazing experience for the students, as they got to dive into the Center’s data to create dashboards, insights, and predictive models around attendance and engagement,’’ says Moore, who is also the executive director of DFI. “Their work helped the Stowe Center better understand trends and connect with visitors in smarter, more impactful ways.’’
“The OPIM department and the School of Business recognize the immense value of collaborating with local organizations like the Stowe Center, giving students the chance to tackle real-world challenges while making a meaningful difference in the community,’’ Moore says. “By leveraging Digital Frontiers as a bridge between academia and industry, the project exemplifies how UConn students gain hands-on experience while delivering meaningful solutions to real-world challenges.’’
CHARLOTTE, N.C., Feb. 27, 2025 (GLOBE NEWSWIRE) — Discovery Education, the creator of essential K-12 solutions used in classrooms around the world, today announced the launch of a new Digital Citizenship Initiative. The Digital Citizenship Initiative is a dynamic partnership that provides educators and students with free tools, resources, and the skills needed to thrive in today’s digital world.
The Digital Citizenship Initiative grew out of needs summarized in a dedicated white paper entitled Risks and Resilience: Why Digital Citizenship Matters in K12 Education. This study illuminated many of the issues facing today’s students, including cyberbullying, online privacy, and digital footprints. Furthermore, research shows that students remain largely unaware of the impacts of digital technologies on all aspects of life. Discovery Education defines digital citizenship as a set of strategies and behaviors designed to promote a safer online experience for everyone.
The Digital Citizenship Initiative partners include Impact Leader Verizon and Fortinet. Each partner has helped contribute expert insights to develop standards-aligned digital resources. Resources include ready-to-use materials, digital lessons, DEMystified series videos, and instructional materials spanning disciplines such as science, health, social studies, and English language arts. Educators can expect quarterly content releases covering a range of topics that address digital citizenship.
“At Verizon, we are driven by purpose and guided by values in all that we do. Being part of the Digital Citizenship Initiative is the latest building block in Verizon’s work to empower people to live, work, and play. Students are our future, and we are proud to support them as they learn to use digital technologies responsibly,” said Alex Servello, Associate Vice President of Responsible Business at Verizon.
“As a cybersecurity leader, we believe that staying ahead of sophisticated threats and cyber risks requires building a more cyber-aware society,” said Rob Rashotte, Vice President, Fortinet Training Institute. “To help achieve this, Fortinet partnered with educators to develop and make accessible a tailor-made security awareness curriculum to help prepare both educators and students to apply cybersecurity skills at school, at home, and everywhere they need it. We are proud that this curriculum will now be leveraged in the Digital Citizenship Initiative to further develop fundamental security skill sets across our global community.”
“Digital technology has revolutionized the way students learn, connect, and express themselves. Supporting digital citizenship is critical for preparing students to navigate an increasingly connected and complex online environment,” said Amy Nakamoto, Executive Vice President of Marketing and Strategic Alliances. “Thanks to our partners – Verizon and Fortinet – for your leadership in preparing students to navigate our tech-driven world responsibly.”
About Verizon Verizon Communications Inc. (NYSE, Nasdaq: VZ) powers and empowers how its millions of customers live, work and play, delivering on their demand for mobility, reliable network connectivity and security. Headquartered in New York City, serving countries worldwide and nearly all of the Fortune 500, Verizon generated revenues of $134.8 billion in 2024. Verizon’s world-class team never stops innovating to meet customers where they are today and equip them for the needs of tomorrow. For more, visit verizon.com or find a retail location at verizon.com/stores.
About Fortinet Fortinet (Nasdaq: FTNT) is a driving force in the evolution of cybersecurity and the convergence of networking and security. Our mission is to secure people, devices, and data everywhere, and today we deliver cybersecurity everywhere our customers need it with the largest integrated portfolio of over 50 enterprise-grade products. Well over half a million customers trust Fortinet’s solutions, which are among the most deployed, most patented, and most validated in the industry. The Fortinet Training Institute, one of the largest and broadest training programs in the industry, is dedicated to making cybersecurity training and new career opportunities available to everyone. Collaboration with esteemed organizations from both the public and private sectors, including Computer Emergency Response Teams (“CERTS”), government entities, and academia, is a fundamental aspect of Fortinet’s commitment to enhance cyber resilience globally. FortiGuard Labs, Fortinet’s elite threat intelligence and research organization, develops and utilizes leading-edge machine learning and AI technologies to provide customers with timely and consistently top-rated protection and actionable threat intelligence. Learn more at https://www.fortinet.com, the Fortinet Blog, and FortiGuard Labs.
About Discovery Education Discovery Education is the worldwide edtech leader whose state-of-the-art, K-12, digital solutions support learning wherever it takes place. Through award-winning multimedia content, instructional supports, innovative classroom tools, and strategic alliances, Discovery Education helps educators deliver powerful learning experiences that engage all students and support higher academic achievement on a global scale. Discovery Education serves approximately 4.5 million educators and 45 million students worldwide, and its resources are accessed in over 100 countries and territories. Through partnerships with districts, states, and trusted organizations, Discovery Education empowers teachers with essential edtech solutions that inspire curiosity, build confidence, and accelerate learning. Explore the future of education at www.discoveryeducation.com.
Samsung Electronics America, Inc. today announced the launch of its latest display technologies — the WAF Interactive Display (model WAFX-P), 105-inch 5K UHD Smart Signage(model QPD-5K) and 115-inch 4K Smart Signage (model QHFX). First unveiled at Integrated Systems Europe (ISE) 2025 in Barcelona, this new generation of displays demonstrates Samsung’s continued leadership in delivering captivating visuals and cutting-edge features to shape user experiences for years to come.
The WAF Interactive Display delivers best-in-class AI tools for educators
Recently named the winner of Tech & Learning’s Best of Show at ISE 2025 award, the WAF Interactive Display (available in 65-, 75-, and 86-inch models) combines advanced AI capabilities with intuitive design to create more engaging and collaborative learning environments. Powered by the Android 14 operating system, it builds on the success of Samsung’s first Google Enterprise Devices Licensing Agreement (EDLA)-certified classroom display, the WAD series. The WAF allows educators and students to access services like Google Classroom and Google Drive, while expanding possibilities with the wide range of apps on the Google Play Store to enhance classroom instruction.
At the heart of the WAF Interactive Display is the Samsung AI Class Assistant, a dedicated education solution designed to adapt, engage and transform classroom learning. The intelligent assistant provides educators with powerful tools to streamline lesson planning and create dynamic, interactive experiences to maximize learning outcomes. Key capabilities include:
Circle to Search – Instantly delivers search results from trusted sources when users simply circle on-screen images or text, making it easier to explore new subjects.
AI Summary – Automatically generates lesson recaps, simplifying post-class reviews for students and reducing lesson planning time for teachers.
Live Transcript – Converts spoken words into real-time text, allowing students to revisit and reinforce classroom lessons at their own pace.
“As the future of work and learning continues to evolve, Samsung remains at the forefront of innovation,” said David Phelps, Head of Display, Samsung Electronics America. “From AI-powered assistants to immersive picture quality, we are transforming how schools and businesses create impactful experiences. With our newest displays, we’re pioneering more meaningful and dynamic ways for people to connect and collaborate.”
Supersized Smart Signage redefines collaboration and engagement
Samsung’s newly released 105-inch UHD Smart Signage display comes with 5K resolution and a 21:9 aspect ratio to elevate workplace collaboration and audience engagement. With a depth of just 48.1mm, the 105-inch QPD-5K display is slim with outward-facing ports to enable easy, flush wall mounting, making it a perfect fit for sleek and modern workspaces, retail stores and high-traffic places such as airports, rail stations or sports arenas. Users can make a big impression by installing the QPD-5K display vertically, with its screen reaching eight feet tall in portrait mode. Ultra-clear 5K resolution and non-glare technology ensure crisp, vivid visuals to deliver important information from every angle.
The 105-inch display’s expansive, ultra-wide screen is an ideal solution for video conferencing in modern meeting spaces. Whether attendees are in-person or remote, the display fosters equal engagement and a collaborative meeting environment. Using the SmartView+ feature, attendees can wirelessly screen share up to 10 screens at once. Connectivity is enhanced with a USB-C port, allowing users to mirror screens and charge their devices at the same time.
The 115-inch QHFX display expands the Smart Signage portfolio
Samsung continues to expand its supersized Smart Signage portfolio with the 115-inch QHFX display, which earned recognition in the Video Monitors category at the Top New Technologies (TNT) Awards at ISE 2025 from Commercial Integrator. While the QPDX-5K model features a 21:9 aspect ratio, the QHFX offers additional versatility with its 16:9 aspect ratio and multi-view functionality that allows up to four split windows for displaying multiple content streams simultaneously.
The QHFX also eliminates visible borders commonly associated with traditional video walls, creating an uninterrupted display that enhances any environment. This adaptability makes it suitable for settings that demand premium displays, such as meeting rooms and luxury retail stores. Equipped with QLED 4K resolution, 700 nits of maximum brightness and Tizen OS 8.0, it delivers vibrant content and smooth, reliable performance.
Both the QPDX-5K and QHFX models integrate with Samsung’s SmartThings Pro solution for seamless control and monitoring of the display’s power and energy usage. Additionally, Samsung’s cloud-based VXT content management system empowers users with remote access to hardware settings and content creation and deployment across their entire display ecosystem.
Looking ahead, Samsung will launch the latest version of VXT 3.0 on March 10, 2025. Continue following the Samsung U.S. Newsroom for updates on the latest features to further streamline remote device and content management.
SINGAPORE and SAN DIEGO, Feb. 27, 2025 (GLOBE NEWSWIRE) — Helport AI Limited (NASDAQ: HPAI) (“Helport AI” or the “Company”), an AI technology company serving enterprise clients with intelligent customer communication software, services, and solutions, today announced significant advancements to its knowledge base. Designed to optimize enterprise knowledge management, the latest updates introduce AI-powered self-learning, multimodal data integration, and enhanced real-time knowledge retrieval capabilities. These improvements are expected to further Helport AI’s mission to empower everyone to work as an expert through intelligent, efficient, and scalable AI solutions.
Transforming Enterprise Knowledge with AI
Knowledge bases are centralized sources of data, facts, and rules that AI systems use to understand, reason, and make decisions. Helport AI’s expertise in knowledge base creation and utilization is a key part of the Company’s value creation and growth to date. As part of this proprietary process, a unique, company-specific knowledge base is created for each enterprise customer which includes proprietary data, processes, and best practices refined over years of operation.
Built on proprietary AI models, Helport AI’s improved knowledge base development process now leverages enhanced self-learning capabilities to automate data curation, enhance accuracy, and streamline enterprise-wide information access. The enhanced system continuously refines its data by integrating real-time updates and contextual insights, reducing manual intervention and improving knowledge retrieval efficiency.
Designed for seamless enterprise integration, the knowledge base supports multiple languages and provides real-time, situationally aware insights. Its contextual search engine is built to provide users with precise, relevant responses, reducing time spent on manual searches. It aims to help customer service agents resolve inquiries faster, equip sales teams with the latest product details, and assist decision-makers with up-to-date information. Integrated with Helport AI’s speech navigation and real-time guidance technologies, the knowledge base is expected to enhance productivity and streamline knowledge transfer.
“Organizations need knowledge solutions that evolve with them,” said Guanghai Li, CEO of Helport AI. “With these enhancements, our knowledge base doesn’t just store information—it actively learns, adapts, and provides real-time insights to support enterprise operations at scale.”
Key Enhancements:
AI-Driven Self-Learning: Proprietary algorithms analyze historical data and user interactions, enabling the knowledge base to refine itself dynamically, improving overall accuracy.
Multimodal Data Integration: Enhanced RAG (Retrieval-Augmented Generation) technology now supports text, audio, and video inputs, achieving over 90% accuracy in multimodal data parsing.
High-Speed Response & Scalability: Optimized query processing delivers AI-powered responses in under 800ms, helping enterprises access critical information with minimal latency.
OpenAPI for Seamless Integration: A full-process API framework supports integration with existing CRM, ASR, and enterprise systems to reduce implementation time.
Enterprise-Grade Security: Advanced encryption, access controls, and compliance adherence help facilitate secure knowledge management at scale.
Advancing Business Intelligence & Customer Experience
By integrating these new capabilities, Helport AI’s enhanced knowledge base aims to increase customer engagement, improve service efficiency, and enhance decision-making capabilities for businesses across finance, customer service, healthcare, and the public sector.
“This evolution aligns with our commitment to continuous innovation,” added Li. “By providing enterprises with an AI-driven, intelligent knowledge management solution, we help ensure that businesses stay competitive in an increasingly digital world.”
About Helport AI
Helport AI (NASDAQ: HPAI) is an AI technology company dedicated to optimizing customer communication through its digital platform and intelligent software solutions. Offering enterprise-level customer contact services, Helport AI’s mission is to empower everyone to work as an expert. Learn more at www.helport.ai.
Forward-Looking Statements
Certain statements in this announcement are forward-looking statements, including, but not limited to, Helport AI’s business plan and outlook. These forward-looking statements involve known and unknown risks and uncertainties and are based on Helport AI’s current expectations and projections about future events that Helport AI believes may affect its financial condition, results of operations, business strategy and financial needs. Investors can identify these forward-looking statements by words or phrases such as “approximates,” “believes,” “hopes,” “expects,” “anticipates,” “estimates,” “projects,” “intends,” “plans,” “will,” “would,” “should,” “could,” “may” or other similar expressions. Helport AI undertakes no obligation to update or revise publicly any forward-looking statements to reflect subsequent occurring events or circumstances, or changes in its expectations, except as may be required by law. Although Helport AI believes that the expectations expressed in these forward-looking statements are reasonable, it cannot assure you that such expectations will turn out to be correct, and Helport AI cautions investors that actual results may differ materially from the anticipated results and encourages investors to review other factors that may affect its future results in Helport AI’s registration statement and other filings with the U.S. Securities and Exchange Commission.
The film, which has been nominated for 10 Academy Awards, centers on the efforts of fictional protagonist László Tóth to realize a mammoth, bunkerlike, concrete structure that will house a community center in Pennsylvania.
A survivor of the Holocaust, Tóth insists on the building’s overwhelming scale, starkly unadorned concrete surfaces and labyrinthine interior in order to create an architectural version of the designer’s own shattered, traumatized inner world. The near-maniacal drive to finish the work becomes an intensely personal project of overcoming his trauma.
Yet “The Brutalist” doesn’t relay much about Brutalist architecture beyond its reflexive relationship to Tóth. Drawings and photographs of real-life Brutalist buildings appear in several scenes as glimpses into Tóth’s originality and style. But the structures come across as the progeny of one architect’s ego, while the philosophy behind Brutalism remains unexplained.
The actual story of Brutalism is so much more.
What you see is what you get
In my research, I’ve explored how architecture can embody values such as the common good and the human struggle for well-being. Specifically, my work explores how architecture after World War II presented a vision of a new world, one that could overcome decades of violence, exploitation and oppression.
Brutalism, which flourished from the 1950s until around 1980, is one style that has taught me a lot.
Brutalist buildings emphasize form using assemblies of monumental geometric shapes. While some critics find Brutalism’s heavy look and utilitarian use of materials like concrete, brick and glass harsh – even ugly – there is a beautiful intent behind them.
Historian and critic Reyner Banham articulated Brutalism’s core ideas in a 1955 review of Peter and Alison Smith’s Hunstanton School, which was completed in 1954 in Norfolk, United Kingdom.
Banham latched onto the French term “beton brut” – “bare concrete” – to christen the emergent style. The architects at the forefront of what Banham termed “New Brutalism” were actually thwarting the overly theorized, self-referential modernism of the times. Their buildings, he explained, exhibited three simple traits: an easily visible interior plan, direct expression of structure, and building materials that were valued for their own traits.
In “The Brutalist,” Tóth’s insistence on plain concrete, as well as Cararra marble for the community center’s altar, captures the core of the philosophy. The materials used for Brutalist structures are not chosen as mere cladding, but as components that are essential to the building’s design. Their presence is an endorsement of their utility and beauty.
Some Brutalist buildings, such as the Hunstanton School, are made of brick instead of concrete. Others use stone. The goal is honest expression, not in-your-face experimentation.
Monuments to the masses
Beyond the devotion to the materials, plan and form of buildings, Brutalism often signified a devotion to social change.
Brutalism sought to upend preexisting social hierarchies and divisions. Its staggering forms made monuments out of ordinary places frequented by ordinary people: homes, schools, libraries.
In the U.S., public colleges and universities erected Brutalist structures to celebrate the expansion of higher education to the masses, thanks to the GI Bill. In a project led by Walter Netsch, the University of Illinois-Chicago wove together its buildings with concrete walkways leading to a central, outdoor amphitheater. Harry Weese’s Forest Park Community College in St. Louis consisted of long, monumental brick blocks that made the junior college appear as a temple.
Chicago-born architect Walter Netsch made an outdoor amphitheater the beating heart of the University of Illinois-Chicago’s campus. ArchEyes
Well-known, if not always well-loved, public buildings such as Boston City Hall, which was built in 1968, expressed faith in modern democracy, giving the majestic government buildings of the past a new look to signify a modern egalitarianism.
Other projects emphasized the triumphs of the Civil Rights Movement. The Neigh Dormitory at Mary Holmes College in West Point, Mississippi, was completed in 1970 by the firm of Black architect J. Max Bond Jr. Architectural historian Brian Goldstein described it as “modernism as liberation.”
Despite Brutalism’s social optimism, it is not without detractors. In 2014, Northwestern University demolished Bertrand Goldberg’s Prentice Women’s Hospital in Chicago despite pleas from preservationists. According to the university, the concrete construction made the building impossible to adapt for new laboratory space.
In the U.K., cities faced damages from Nazi bombing during World War II as well as long-deferred upgrades to public housing. Brutalism was a key part of postwar housing recovery and expansion efforts.
That same year, Alison and Peter Smithson unveiled their massive apartment complex, Robin Hood Gardens, in London. With its hulking concrete forms and “streets in the sky” – wide, outdoor decks on each story that were meant to mimic street life and facilitate contact with neighbors – the project demonstrated that working-class people could not only have modern apartments, but also live in new ways. London’s massive, middle-class Barbican Estate, completed in 1982, created a small city within the city, replete with plazas, a waterway and iconic concrete and brick buildings.
Other European Brutalist works directly confront the horrors of World War II.
The Swiss-French architect and artist known as Le Corbusier built the Convent at Sainte Marie de La Tourette in France in the 1950s with concrete shapes resembling cannons and machine-gun barrels in its walls.
In Paris, Georges-Henri Pingusson’s Memorial to the Martyrs of Deportation, built in 1962, commemorates the lives of 200,000 victims of the Holocaust through an assemblage of stark, monolithic concrete forms.
While the Soviet Union’s 1950s and 1960s prefabricated concrete panel housing estates built under Premier Nikita Khruschev embody the Brutalist devotion to cost efficiency and social problem-solving, projects in the former Yugoslavia show how Brutalism could symbolize the rebirth of a people. Housing projects and commercial blocks in New Belgrade forged a new architecture for a new nation – and, in a sense, a new nationality.
And on the site of the Jasenovac concentration camp in Croatia, run by a Nazi puppet regime, architect Bogdan Bogdanović crafted perhaps the most optimistic acknowledgment of the will to overcome the 20th century’s darkest hours.
Where slave labor once made bricks, and thousands lost their lives, the designer crafted a massive concrete monument, completed in 1969. The stark form suggests a flower emerging from tortured soil but set upon thriving anyway.
To me, monuments like Bogdanović’s show how Brutalism is the perfect style to convey the earnest hope that a new world is possible.
Bogdan Bogdanović’s memorial honors the people killed at the Jasenovac concentration camp in Croatia. Stringer/AFP via Getty Images
Michael Allen is an Advisor to the National Trust for Historic Preservation.
Finding fulfilling and motivating work is a challenge for many people, but it can be especially difficult for those just starting their careers. And as Generation Z professionals – those born between 1997 and 2012 – increasingly seek personalized career paths, managers are tasked with helping employees find meaning in their roles while also meeting organizational goals.
Some managers may view Gen Z’s desire for meaningful work as a form of entitlement, but dismissing it can be costly. Research shows that employees who find their work meaningful experience greater job satisfaction, which directly boosts productivity. Meanwhile, ignoring this need can lead to higher employee turnover and “quiet quitting.” In short, helping younger employees find meaning on the job isn’t just good for them – it’s a smart business strategy.
As business professorswho study meaningful work, we wanted to understand how managers can help younger staff thrive. So, together with leadership consultant Shanna Hocking, we asked a range of Gen Z professionals about their workplace experiences. Through these conversations, we identified three crucial factors that can help managers unlock meaning for early career professionals: self-knowledge, adding value and relationships.
By addressing these areas, managers can foster a supportive environment where Gen Z professionals thrive.
The 3 keys to meaningful work
Self-knowledge is about understanding who you are and what you value, and recognizing your strengths and weaknesses. Research shows self-awareness can be a powerful tool for creating a productive and engaged workforce.
To help Gen Z employees develop self-knowledge, encourage them to reflect on what energizes and interests them. To get the ball rolling, you can ask them to think about their college experiences, internships and important personal milestones. These reflections can help them uncover patterns in what they enjoy and what drives their motivation.
Additionally, many Gen Z professionals seek roles that align with their values. It’s common for them to focus on developing a sense of purpose that extends beyond a specific job title.
The U.S. workforce now has more people who were born after 1997 than those born between 1946 and 1964.
For example, one young employee we interviewed, who works in fashion merchandising, told us, “I will make things beautiful and that will be my life.” This is a flexible sense of purpose – one that isn’t tied to any particular job, but rather to a bigger vision of impact. A smart manager will connect day-to-day tasks to employees’ larger goals, helping them see how their contributions fit into the bigger picture.
Adding value at work comes down to two key things: feeling recognized and knowing one’s contributions make a difference. Our study found that adding value and feeling valued play a crucial role in shaping workplace meaning. For example, when asked what makes work meaningful, a Gen Z worker said, “being part of a team where you are able to contribute and directly see the impact of your work, regardless of the level you are at.”
So, how do you make Gen Z employees feel recognized? It can be as simple as giving praise or as big as offering a raise. But for many young professionals, meaningful work goes beyond just perks – it’s about feeling like their efforts contribute to a larger goal and make a positive impact on society.
Finally, how people get work done in the office is often tied to the relationships they have.
Previous research has shown that Gen Z professionals are more likely to thrive in work environments that prioritize diversity and inclusion and encourage positive relationships between colleagues. Our conversations with Gen Z workers backed that up: They told us they valued quality relationships, collaboration, and support from managers and colleagues.
Managers can foster this type of environment by encouraging team members to meaningfully connect. As a Gen Z private equity analyst shared with us, “When you work such long hours, it’s nice knowing there’s others in the trenches with you.”
Building strong relationships with direct reports is also important. Gen Z professionals value being mentored by their managers and receiving regular feedback and honest communication. Research has shown connection at work is powerful for creating a meaningful environment of trust for employees of all ages.
We also found that Gen Z appreciates being able to take risks – and potentially fail – in a safe space. That’s why mentorship programs can be impactful; they help young professionals develop skills, build confidence and find meaning in their work by providing a safe space for learning and growth.
3 questions to unlock the power of meaningful work
Reflection and coaching are powerful tools that help early career employees develop self-awareness, add value and build strong relationships. This work may seem daunting at first, but it’s easy to incorporate into the regular conversations you’re already having as a manager. To bring out the best in your Gen Z employees, start by asking three simple questions during your next one-on-one meeting.
1. When have you felt most energized at work?
Asking this question can help early career employees gain a deeper understanding of what motivates them. By identifying key moments, both you and the employee can gain valuable insight into their priorities and interests. Pay close attention to the specific aspects of their work that spark enthusiasm, and observe nonverbal cues such as body language and facial expressions – they can reveal just as much as words about what truly excites them.
Make it a dialogue by sharing what you’ve noticed about the employee’s interests and discussing ways to tap into their motivations. Then, encourage the employee to find tasks and projects that align with their interests and bring them to the next one-on-one to discuss. From there, when assigning new tasks, be sure to highlight how the work connects to the employee’s interests and the organization’s larger goals.
2. Where do you feel you contribute the most?
This question helps early career employees recognize their strengths, allowing them to contribute more effectively and feel like a valued part of the team. As they respond, look for recurring themes in how they approach their work and the quality of their output.
Help employees see the bigger picture by connecting their efforts to departmental objectives and the company’s overall mission. Highlight how their skills and contributions make a difference – not just in their own work but in supporting their colleagues and driving team success. And be on the lookout for opportunities to genuinely acknowledge their contributions in real time, as well as during performance reviews.
3. Whom in the company do you want to learn from or work more closely with?
Bringing up an employee’s work relationships in a one-on-one meeting might seem unconventional, but it’s a valuable opportunity to guide them in building strong partnerships. Plus, showing genuine interest in their connections reinforces your own relationship with them.
As you discuss their workplace interactions, pay attention to whom they mention and why. Their responses can offer valuable insights into their career aspirations, potential collaboration opportunities and the relationships they find most meaningful.
Also, remember: You don’t have to have all the answers. If a Gen Z employee comes to you with a question, use it as a chance to connect them with other team members or subject-matter experts. Encouraging them to seek out knowledge from others not only strengthens their network but also fosters a culture of continuous learning and collaboration.
As Gen Z professionals seek more personalized and fulfilling career paths, managers play a critical role in supporting them. Helping early career team members reach their professional goals will, in turn, help organizations reach their own goals. So if you’re a manager, asking these three simple questions during one-on-one meetings can lead to happier, more motivated workers and a more productive and stable organization.
The authors do not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.
In June 2020, the business-review website Yelp introduced a feature allowing consumers to search for Black-owned restaurants. As professors who study digitization, inequality and the economics of technology, we were interested in understanding its effect. So we analyzed more than two years of data from Yelp.
We found that restaurants labeled as Black-owned saw a 65% increase in online traffic, more searches and calls, and higher sales through food orders and in-person visits. These results suggest that for many Black-owned businesses, a simple change in their visibility can create new opportunities for growth.
However, the impact varied by location. The gains were strongest in politically liberal areas and places with lower levels of implicit racial bias, as measured by regional variation in implicit-association test scores. This suggests that platforms are in part channeling, as opposed to creating, customer demand. Interestingly, white customers drove most of the increase, suggesting the label helped raise awareness of businesses they might not have considered before.
This wasn’t just a 2020 trend – in follow-up analyses, we found similar results among businesses that opted into the feature later. We also collaborated with the online furniture company Wayfair, which launched a “Black Maker” label on its site in 2023, and found that it led to a 57% increase in web traffic. Finally, Yelp rolled out a Latino-owned label on the platform late that year, which led to a similar increase in consumer engagement.
Why it matters
This research has implications for business owners, digital platforms and policymakers. Growing awareness of racial inequality – partially driven by the Black Lives Matter movement, especially after the murder of George Floyd in 2020 — has led to increased corporate and customer interest in supporting minority-owned businesses. It also led many companies to make commitments to promote racial equity.
However, more recently, many companies have dismantled these efforts. For instance, Target recently announced that it was eliminating its program to spotlight Black-owned businesses. Our findings suggest that increasing the visibility of minority ownership – a relatively low-cost change – can substantially improve economic outcomes for Black-owned businesses.
Our results also show that diversity initiatives aren’t just about warm and fuzzy feelings. Businesses should measure and evaluate their impact to ensure their programs are effective. A well-designed program can benefit the bottom line, while a poorly designed one risks being ineffective or even counterproductive.
So it’s important to acknowledge the potential risks. Past research, including some of our own, indicates that revealing racial identity sometimes can lead to discrimination or backlash. While our findings suggest that labeling can have positive effects, a poorly implemented policy can backfire. Yelp’s initiative design empowered users looking to support Black-owned businesses while allowing other users to continue searching in alternative ways.
That means policy design is crucial. What matters isn’t just what information is revealed, but also how it’s communicated. Our analysis shows that customer demand and preferences vary considerably across locations and demographics, meaning that context also matters.
What still isn’t known
While our research suggests that businesses experienced economic benefits from adopting the label, it’s crucial to understand which policy designs work best in the long run. For instance, Yelp’s program used an opt-in feature, which may have contributed to its success.
However, open questions remain. How are platforms affected by labeling businesses? What other types of labels might be impactful, and for which types of businesses? Could some interventions backfire?
Another key question is, which customers respond to racial identity disclosures? Recent advances in data analytics can help companies refine their strategies, making it easier to target the right consumer groups for more effective initiatives.
Ultimately, our study is a step toward understanding how transparency and visibility can shape economic outcomes. It highlights a diversity initiative that has benefited both customers and businesses, and provides a road map for companies that want to design initiatives that matter. And, more broadly, it speaks to a question facing all companies: How can companies better understand and shape their societal footprint?
In the past, Oren Reshef has worked as an Economics Research Intern at Yelp. The company did not intervene in the analysis or the publication process of this article.
Michael Luca has done consulting for tech companies including Yelp.
Abhay Aneja does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
For all the apparent division over Black Lives Matter, the movement may have had a widespread and positive impact on Americans’ support for policies that help the poor.
Since the Black Lives Matter movement launched in 2013, several studies using a range of datasets have all found that Americans’ views of Black people have become significantly more positive. As a sociologist who researches the safety net, I wondered how this might translate to support for policies that support low-income Americans.
If this has held true, more positive views of Black Americans should translate into more support for social welfare programs. Indeed, since 2012, the share of Americans who support higher spending on these programs has grown by 12%.
So I decided to explore the extent to which these changes in attitudes about government benefits can be attributed to recent shifts in racial attitudes. I found that nearly all of the increase in support for these safety net programs since 2012 can be explained by changes related to Americans’ racial attitudes.
For decades, however, TV shows, movies and the news media have portrayed Black people as impoverished recipients of government benefits. This has caused many Americans to incorrectly presume that these programs support mostly Black people.
The ‘welfare queen’ myth advanced by President Ronald Reagan has been hard to dislodge in the American imagination.
Feelings toward Black people have shifted
Since 2012, however, Americans’ racial attitudes have dramatically changed.
In 2012, for example, 49% of Americans responding to the General Social Survey, a long-standing national survey that measures societal change, said Black-white differences in income, housing and jobs were due to a lack of willpower on the part of Black people. By 2022, the most recent year available, this number had fallen to 29%.
Black Lives Matter began in 2013 in response to the acquittal of the man who murdered Trayvon Martin, an unarmed Black teenager. It gained further momentum in 2014 with the police killings of Michael Brown and Eric Garner. In 2020, following the police murder of George Floyd, it became the largest movement in U.S. history by number of protesters.
Meanwhile, support for government benefits for low-income people has also grown in recent years.
To figure out whether increased support for Black people was tied into more support for government aid for the poor, I analyzed two national datasets by running a type of statistical analysis called “decomposition.”
A decomposition analysis takes the difference between two groups and breaks it into different parts to explain what’s behind that difference. For example, decomposition analysis has been used to explain the pay gap between men and women. These analyses often find that part of the gender pay gap can be explained by differences in the average number of hours men and women work and by differences in the payoff to a college degree experienced by men and women, among other things. Instead of comparing men and women, I compare Americans in 2012 versus Americans in 2020.
In my analysis, I found that improved attitudes toward Black people between 2012 and 2020, more than any other measure, explained increased support for welfare programs during that same period.
A second factor also helps to explain the increased support for the safety net: Americans are exhibiting greater alignment between their racial and social policy attitudes.
In the past, many Americans expressed support for racial equality in principle but opposed the policies that might actually achieve it. I found something new. In 2020, most Americans didn’t just say that they want racial equality in the abstract. They also expressed support for the programs they believed will bring it about.
These progressive attitude shifts can even be found among Republican – albeit to a lesser extent. Republican politicians once appealed to voters by disparaging welfare recipients and Black people. In light of these attitude shifts, that approach no longer appears to be a recipe for political success in America.
Instead, Republicans have made opposition to immigration central to their campaigns. Immigration is an issue where Republicans perform well with voters, and this strategy has paid off at the voting booth.
But governing requires attention to more than just the issues that poll well.
The safety net may very well become a major liability for the Republican Party. To the extent that the GOP continues to back spending cuts for programs that help millions of low-income people, it will be out of step with many of its voters. But if it follows the lead of right-wing parties in Europe and supports the safety net, it will be at odds with many of its donors.
Karyn Vilbig received funding for this work from the American Sociological Association’s Doctoral Dissertation Research Improvement Grant (ASA DDRIG).
Much of the territory’s infrastructure – its schools, hospitals and homes – has been damaged or destroyed. And yet, the tremendous human and societal loss has been augmented by a lesser reported but potentially catastrophic, consequence: environmental devastation.
In June 2024, the United Nations Environment Programme conducted an environmental impact assessment to evaluate the damage resulting from Israeli military actions in Gaza. It found “unprecedented levels of destruction” from the intensive bombing campaign, along with the complete collapse of water and solid waste systems, and widespread contamination of the soil, water and air. And that was before another six months of bombing caused further damage to Gaza.
As a scholar of environmental justice, I have thought carefully about the impact that a lack of clean water, access to sanitation facilities, and the absence of basic infrastructure can have on a community, particularly vulnerable and marginalized populations. The current pause in fighting is providing respite for the 2.2 million people in Gaza who have endured more than a year of war. It also provides an opportunity to evaluate the environmental damage to the densely populated enclave in three crucial areas: the water, sanitation and hygiene sector, or WASH; air quality; and waste management.
Here is what we know so far:
WASH sector
According to an interim damage assessment released by the World Bank, U.N. and E.U. in March 2024, an estimated US$502.7 million of damage was inflicted on the WASH sector in Gaza in the initial months of bombing, including damage to approximately 57% of the water infrastructure.
The United Nations reported that water desalination plants in Gaza, 162 water wells and two of the three water connections with Israel’s national water provider had been severely damaged.
As a result, the amount of available water in Gaza was at that point reduced to roughly 2-8 liters per person per day – below the World Health Organization emergency daily minimum of 15 liters and far below its standard recommendation of 50-100 liters per day.
In November 2024, meanwhile, the charity Oxfam reported that all five wastewater treatment plants in Gaza had been forced to shut down, along with the majority of its 65 wastewater pumping stations. This resulted in ongoing discharges of raw, untreated sewage into the environment. As of June 2024, an estimated 15.8 million gallons of wastewater has been discharged into the environment in and around Gaza, according to the U.N. environmental report.
Meanwhile, sanitation facilities for Palestinians in Gaza are practically nonexistent. Reporting from U.N. Women states that people in Gaza routinely walk long distances and then wait for hours just to use a toilet, and due to the lack of water, these toilets cannot be flushed or cleaned.
Air quality
The air quality in Gaza has been drastically impacted by this war. NASA satellite imagery from the first few months of the war found that approximately 165 fires were recorded in Gaza from October 2023 to January 2024.
With a shortage of electricity, residents have been forced to burn various materials, including plastics and household waste, for cooking and heating. And this has contributed to a dangerous decline in air quality.
Meanwhile, large amounts of dust, debris and chemical releases have been produced from explosions and the destruction of infrastructure, leading to significant air pollution. In February 2024, the U.N. Mine Action Service estimated that, in the first few months of the war alone, more than 25,000 tons of explosives had been used, equivalent to “two nuclear bombs.”
Waste management
In the first six months of bombardment, more than 39 million tons of debris were generated, much of it likely to contain harmful contaminants, including asbestos, residue from explosives and toxic medical waste.
Substantial damage has been done to five out of six solid waste management facilities, and solid waste continues to accumulate at camps and shelters, with an estimate of 1,100 to 1,200 tons being generated daily.
The charge of ‘ecocide’
With such environmental destruction, claims of “ecocide” have been made against the Israeli government by international rights groups.
Although not presently incorporated into the framework of international law, there have been recent efforts for ecocide to be added as a crime under the Rome Statute, the treaty that established the International Criminal Court. Indeed, a panel of experts in 2021 proposed a working definition of ecocide as “unlawful or wanton acts committed with knowledge that there is a substantial likelihood of severe and either widespread or long-term damage to the environment caused by those acts.”
Although the Israeli government has not responded to these accusations, it has consistently stated that it has a right to defend itself and that it seeks to protect civilians as it conducts its military operations.
Health impacts of environmental harm
Regardless of whether the charge of ecocide applies to Israel’s bombardment of Gaza, the environmental impact, the spread of disease, and other harmful health impairments will be felt for years to come.
The lack of adequate WASH facilities has also disproportionately affected women and girls by interfering with basic menstrual hygiene, harming their mental and physical health.
Meanwhile, the increased presence of dangerous air pollutants has led to increases in respiratory issues, including nearly 1 million acute respiratory illnesses. Presently, the most common respiratory ailments in Gaza are asthma, chronic obstructive pulmonary disease, bronchitis, pneumonia and lung cancer.
While the situation is unprecedented, there are concrete steps that the international community can take to help Gaza’s environment recover. The three-stage ceasefire agreement between Israel and Hamas, which went into effect on Jan. 19, 2025, is a promising first step. This agreement has allowed some Israeli hostages to be released and Palestinian detainees to return to their homes. It also allows for more humanitarian aid to enter Gaza to deal with the current food crisis and health emergency.
Nevertheless, there are significant challenges ahead for the people of Gaza. First, the ceasefire agreement will need to hold – and already there are signs of difficulty in implementing the agreement in full. Should fighting resume, that will close or delay the opportunity for engineers and surveyors to perform detailed, comprehensive field assessments.
Meanwhile, the need for a post-conflict plan for Gaza has never been starker.
Recovering from Gaza’s environmental devastation will require Israel and neighboring countries, as well as influential world powers such as the United States and the European Union, to work together to rebuild critical infrastructure, such as water and wastewater treatment plants and solid waste infrastructure. Moreover, to succeed, any long-term plan for the reconstruction of Gaza will need to prioritize the needs and perspectives of Palestinians themselves.
Lesley Joseph does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
In April 2025, the Supreme Court will hear arguments about whether the nation’s first religious charter school can open in Oklahoma. The St. Isidore of Seville Catholic Virtual School would be funded by taxpayer money but run by a local archdiocese and diocese.
The case is often discussed in terms of religion, and a decision in the school’s favor could allow government dollars to directly fund faith-based charter schools nationwide. In part, the justices must decide whether the First Amendment’s prohibition on government establishing religion applies to charter schools. But the answer to that question is part of an even bigger issue: Are charters really public in the first place?
As two professors who studyeducation law, we believe the Supreme Court’s decision will impact issues of religion and state, but could also ripple beyond – determining what basic rights students and teachers do or don’t have at charter schools.
Dueling arguments
In June 2023, the Oklahoma Statewide Virtual Charter School Board approved St. Isidore’s application to open as an online K-12 school. The following year, however, the Oklahoma high court ruled that the proposal was unconstitutional. The justices concluded that charter schools are public under state law, and that the First Amendment’s establishment clause forbids public schools from being religious. The court also found that a religious charter school would violate Oklahoma’s constitution, which specifically forbids public money from benefiting religious organizations.
The Oklahoma Supreme Court in the Oklahoma State Capitol in Oklahoma City, May 19, 2014. AP Photo/Sue Ogrocki, File
On appeal, the charter school is claiming that charter schools are private, and so the U.S. Constitution’s establishment clause does not apply.
Moreover, St. Isidore argues that if charter schools are private, the state’s prohibition on religious charters violates the First Amendment’s free exercise clause, which bars the government from limiting “the free exercise” of religion. Previous Supreme Court cases have found that states cannot prevent private religious entities from participating in generally available government programs solely because they are religious.
In other words, while St. Isidore’s critics argue that opening a religious charter school would violate the First Amendment, its supporters claim the exact opposite: that forbidding religious charter schools would violate the First Amendment.
Are charters public?
The question of whether an institution is public or private turns on a legal concept known as the “state action doctrine.” This principle provides that the government must follow the Constitution, while private entities do not have to. For example, unlike students in public schools, students in private schools do not have the constitutional right to due process for suspensions and expulsions – procedures to ensure fairness before taking disciplinary action.
In Caviness v. Horizon Learning Center, a case from 2010, the 9th Circuit held that an Arizona charter school corporation was not a state actor for employment purposes. Therefore, the board did not have to provide a teacher due process before firing him. The court reasoned that the corporation was a private actor that contracted with the state to provide educational services.
In contrast, the 4th Circuit ruled in 2022 that a North Carolina charter school board was a state actor under the equal protection clause of the Fourteenth Amendment. In this case, Peltier v. Charter Day School, students challenged the dress code requirement that female students wear skirts because they were considered “fragile vessels.”
The court first reasoned that the board was a state actor because North Carolina had delegated its constitutional duty to provide education. The court observed that the charter school’s dress code was an inappropriate sex-based classification, and that school officials engaged in harmful gender stereotyping, violating the equal protection clause.
If the Supreme Court sides with St. Isidore – as many analysts think is likely – then all private charter corporations might be considered nonstate actors for the purposes of religion.
But the stakes are even greater than that. State action involves more than just religion. Indeed, teachers and students in private schools do not have the constitutional rights related to free speech, search and seizure, due process and equal protection. In other words, if charter schools are not considered “state actors,” charter students and teachers may eventually shed constitutional rights “at the schoolhouse gate.”
Amtrak: An alternate route?
People ride an Amtrak Acela train through Pennsylvania, en route from New York City to Washington, in 2022. AP Photo/Ted Shaffrey
When courts have held that charter schools are not public in state law, some legislatures have made changes to categorize them as public. For example, California passed a law to clarify that charter school students have the same due process rights as traditional public school students after a court ruled otherwise.
Likewise, we believe states looking to clear up charter schools’ ambiguous state actor status under the Constitution can amend their laws. As we explain in a recent legal article, a 1995 Supreme Court case involving Amtrak illustrates how this can be done.
Lebron v. National Railroad Passenger Corporation arose when Amtrak rejected a billboard ad for being political. The advertiser sued, arguing that the corporation had violated his First Amendment right to free speech. Since private organizations are not required to protect free speech rights, the case hinged on whether Amtrak qualified as a government agency.
The court ruled in the plaintiff’s favor, reasoning that Amtrak was a government actor because it was created by special law, served important governmental objectives, and its board members were appointed by the government.
Courts have applied this ruling in other instances. For example, the 10th Circuit Court ruled in 2016 that the National Center for Missing and Exploited Children was a governmental agency and therefore was required to abide by the Fourth Amendment’s protection from unreasonable search and seizure.
Currently, we believe charter schools fail the test set out in the Amtrak decision. Charter schools do serve the governmental purpose of providing educational choice for students. However, charter school corporations are not created by special law. They also fall short because most have independent boards instead of members who are appointed and removed by government officials.
However, we would argue that states can amend their laws to comply with Lebron’s standard, ensuring that charter schools are public or state actors for constitutional purposes.
Preston Green III is affiliated with the National Education Policy Center.
Suzanne Eckes does not work for, consult, own shares in or receive funding from any company or organization that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.
Source: Government of the Russian Federation – An important disclaimer is at the bottom of this article.
Dmitry Chernyshenko discussed the construction of a school in Bratsk with Sergei Kravtsov and the Governor of the Irkutsk Region Igor Kobzev
Deputy Prime Minister Dmitry Chernyshenko held a working meeting with Minister of Education Sergei Kravtsov and Governor of the Irkutsk Region Igor Kobzev on the topic of building a school in the 26th microdistrict of Bratsk.
The issue of continuing the construction of a secondary comprehensive school for 1,275 students, which had been suspended due to a lack of funds, was raised during government hour in the Federation Council chaired by Valentina Matviyenko. To resolve it, Dmitry Chernyshenko met with Sergei Kravtsov and Igor Kobzev.
“Creating educational infrastructure is one of the priority areas. Situations with suspensions and missed deadlines are unacceptable. I ask the Ministry of Education, together with the region, to find optimal options for solving the issue with the involvement of federal budget funds,” said Dmitry Chernyshenko.
The Deputy Prime Minister added that the situation with the school will be taken under special control.
“There is indeed a demand for high-quality educational infrastructure in the region, and our task is to provide comfortable conditions for the education of all children. The Ministry of Education has studied the situation. When building schools, an extremely responsible approach is important on the ground. We will keep the issue of building a school in Bratsk under control,” said Minister of Education Sergey Kravtsov.
Irkutsk Region Governor Igor Kobzev noted the importance of building a new school in Bratsk. According to him, the central part of the city is growing quite quickly, many children are appearing. Today, more than 1 thousand students in the district study in the second shift.
“We will do everything to make the new school a real modern center for developing the potential of each child, including children with special needs, the best center for career guidance and self-determination of schoolchildren and, of course, a creative professional environment for teachers. Yes, large construction projects do not always have an easy fate, there are restraining factors, such as the complexity of the designed object, rising prices for construction materials, inflation processes, and the human factor is not excluded in some places. Our task is to complete the construction of a new school in Bratsk through joint efforts,” said Igor Kobzev.
The Governor of the Irkutsk Region also promised that the school will accept students in September 2027.
Please note: This information is raw content directly from the source of the information. It is exactly what the source states and does not reflect the position of MIL-OSI or its clients.
DUBLIN, Feb. 27, 2025 (GLOBE NEWSWIRE) — via IBN – Fusion Fuel Green PLC (Nasdaq: HTOO) (“Fusion Fuel” or the “Company”), a leading provider of gas and hydrogen energy solutions, today announced the appointment of Luisa Ingargiola to its Board of Directors, effective February 24, 2025. Ms. Ingargiola will serve as chairperson of the Audit Committee, replacing Rune Magnus Lundetrae, who will remain a member of the Board. She will also serve as a member of the Nominating Committee, Audit Committee, and Compensation Committee. Following Ms. Ingargiola’s appointment, the Board will be comprised of six directors, four of whom have been determined by the Board to be “independent directors” under the Nasdaq Listing Rules.
Commenting on the appointment, Jeffrey Schwarz, Chairman of Fusion Fuel, said, “Luisa’s extensive experience in public company governance, capital markets, and financial oversight, coupled with her track record of supporting high-growth companies through complex strategic and financial initiatives, make her a tremendous asset to Fusion Fuel. Her expertise will be invaluable as we continue to execute our business strategy and drive long-term value creation. On behalf of my fellow directors, I want to welcome Luisa and look forward to benefiting from her insight and leadership as we build the new Fusion Fuel and position the company for sustainable growth.”
Ms. Ingargiola currently serves as Chief Financial Officer of Avalon GloboCare Corp. (Nasdaq: ALBT) and as a board director for Vision Marine Technologies, Inc. (Nasdaq: VMAR) and BioCorRx Inc. (OTCQB: BICX), where she also chairs the Audit Committees. Earlier in her career, Ms. Ingargiola was CFO and co-founder of BBHC, Inc., formerly known as MagneGas Corporation. Ms. Ingargiola graduated from Boston University with a bachelor’s degree in Business Administration and a concentration in Finance. She also received a Master of Health Administration from the University of South Florida.
About Fusion Fuel Green PLC
Fusion Fuel Green PLC (Nasdaq: HTOO) is an emerging leader in the energy services sector, offering a comprehensive suite of energy engineering and advisory solutions through its Al-Shola Gas and BrightHy brands. Al Shola Gas provides full-service industrial gas solutions, including the design, supply, and maintenance of liquefied petroleum gas (LPG) systems, as well as the transport and distribution of LPG to a broad range of customers across commercial, industrial, and residential sectors. BrightHy, the Company’s newly launched hydrogen solutions platform, focuses on delivering innovative engineering and advisory services that enable decarbonization across hard-to-abate industries.
This press release includes “forward-looking statements.” Forward-looking statements may be identified by the use of words such as “estimate,” “plan,” “project,” “forecast,” “intend,” “will,” “expect,” “anticipate,” “believe,” “seek,” “target”, “may”, “intend”, “predict”, “should”, “would”, “predict”, “potential”, “seem”, “future”, “outlook” or other similar expressions (or negative versions of such words or expressions) that predict or indicate future events or trends or that are not statements of historical matters. These forward-looking statements are not guarantees of future performance, conditions or results, and involve a number of known and unknown risks, uncertainties, assumptions and other important factors, many of which are outside the Company’s control, that could cause actual results or outcomes to differ materially from those discussed in the forward-looking statements. Fusion Fuel has based these forward-looking statements largely on its current expectations, including but not limited the ability of the investment reported on to be consummated as anticipated. Such forward-looking statements are subject to risks and uncertainties (including those set forth in Fusion Fuel’s Annual Report on Form 20-F for the year ended December 31, 2023, filed with the Securities and Exchange Commission) which could cause actual results to differ from the forward-looking statements.
TORONTO, Feb. 27, 2025 (GLOBE NEWSWIRE) — Lingokids, the #1 learning app for kids, has introduced a new feature, Theater, in selected markets. This dedicated space within the app offers a curated, ad-free video experience designed to provide children with high-quality educational and entertaining content.
Previously known as Video Mode, this new Mode of Use “Theater” is now completely available for all users in Canada, Australia, Singapore, and Colombia, where families can explore a library of engaging videos tailored to support early learning and development.
A Safe and Educational Alternative to Streaming Platforms
Lingokids Theater is designed as a safe and controlled environment where young learners can access age-appropriate content created by educators. The feature includes:
Animated stories, songs, and puppetry that introduce key early learning concepts in a fun and engaging way.
Activity-based videos such as drawing, dance, yoga, and interactive storytelling that encourage creativity and self-expression.
Educational video series developed to reinforce cognitive, social, and emotional skills.
Unlike traditional streaming platforms, Lingokids Theater ensures a 100% ad-free experience, prioritizing a safe and educational space that aligns with parents’ expectations for quality screen time.
“Our goal is to offer families a dedicated space where children can enjoy enriching, educational content in a safe and engaging way,” said Rhona Anne Dick, Education & Child Development Lead at Lingokids. “Theater is designed to complement our Playlearning™ approach, giving young learners access to a variety of carefully selected videos that entertain while reinforcing important skills.”
Currently, Theater is available only in these selected test markets within the Lingokids app. Further updates regarding its availability in other regions will be announced in the future.
About Lingokids
Lingokids is an innovative educational platform committed to reimagining early learning. By integrating traditional education with essential life skills, Lingokids’ Playlearning™ approach places children at the heart of an expansive educational ecosystem. Through +2,000 interactive activities across various media formats, the app empowers children to navigate topics such as engineering, empathy, literacy, and resilience. Lingokids is dedicated to preparing children for a well-rounded future that balances academic excellence with personal growth.
For more information about Lingokids and its educational offerings, visit www.lingokids.com and follow us on social media @Lingokids.
MIAMI, Feb. 27, 2025 (GLOBE NEWSWIRE) — Captivision Inc. (“Captivision” or the “Company”) (NASDAQ: CAPT), a pioneering manufacturer and global LED solution provider, today announced the appointment of John Jureller to its Board of Directors, effective immediately. Mr. Jureller will also serve as Chair of the Company’s Audit Committee, bringing extensive financial leadership and corporate governance expertise to the Company.
With experience spanning consumer products, communications, private equity, real estate, and healthcare, Mr. Jureller has held key financial leadership roles at multinational public and private companies. He has played an instrumental role in growth capitalizations and strategic transactions for small and micro-cap companies. His former corporate affiliations include PepsiCo, Frontier Communications, General Atlantic and Bankers Trust (now part of Deutsche Bank).
“We are pleased to welcome John to Captivision’s Board of Directors,” saidGary Garrabrant, Chairman and CEO of Captivision. “John brings a wealth of experience and expertise to our board and our company. His career is distinguished by a rare combination of leadership roles with major corporations and dynamic entrepreneurial enterprises.”
Mr. Jureller holds an M.B.A. in Finance from Cornell University’s Johnson Graduate School of Management and a B.S. with Distinction from Cornell University.
About Captivision
Captivision is a pioneering manufacturer of media glass, combining IT building material and architectural glass. The product has a boundless array of applications including entertainment media, information media, cultural and artistic content as well as marketing use cases. Captivision can transform any glass façade into a transparent media screen with real time live stream capability. Captivision is fast becoming a solution provider across the LED product spectrum.
Captivision’s media glass and solutions have been implemented in hundreds of locations globally across sports stadiums, entertainment venues, casinos and hotels, convention centers, office and retail properties and airports. Learn more at http://www.captivision.com/.
Cautionary Note Regarding Forward-Looking Statements This press release contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, as amended. These forward-looking statements include, without limitation, statements relating to expectations for future financial performance, business strategies, or expectations for the Company’s respective businesses. These statements are based on the beliefs and assumptions of the management of the Company. Although the Company believes that its plans, intentions and expectations reflected in or suggested by these forward-looking statements are reasonable, it cannot assure you that it will achieve or realize these plans, intentions or expectations. These statements constitute projections, forecasts, and forward-looking statements, and are not guarantees of performance. Such statements can be identified by the fact that they do not relate strictly to historical or current facts. When used in this press release, words such as “believe”, “can”, “continue”, “expect”, “forecast”, “may”, “plan”, “project”, “should”, “will” or the negative of such terms, and similar expressions, may identify forward-looking statements, but the absence of these words does not mean that a statement is not forward-looking.
The risks and uncertainties include, but are not limited to: (1) the ability to raise financing in the future and to comply with restrictive covenants related to indebtedness; (2) the ability to realize the benefits expected from the business combination and the Company’s strategic direction; (3) the significant market adoption, demand and opportunities in the construction and digital out of home media industries for the Company’s products; (4) the ability to maintain the listing of the Company’s ordinary shares and warrants on Nasdaq; (5) the ability of the Company to remain competitive in the fourth generation architectural media glass industry in the face of future technological innovations; (6) the ability of the Company to execute its international expansion strategy; (7) the ability of the Company to protect its intellectual property rights; (8) the profitability of the Company’s larger projects, which are subject to protracted sales cycles; (9) whether the raw materials, components, finished goods, and services used by the Company to manufacture its products will continue to be available and will not be subject to significant price increases; (10) the IT, vertical real estate, and large format wallscape modified regulatory restrictions or building codes; (11) the ability of the Company’s manufacturing facilities to meet their projected manufacturing costs and production capacity; (12) the future financial performance of the Company; (13) the emergence of new technologies and the response of the Company’s customer base to those technologies; (14) the ability of the Company to retain or recruit, or to effect changes required in, its officers, key employees, or directors; (15) the ability of the Company to comply with laws and regulations applicable to its business; and (16) other risks and uncertainties set forth under the section of the Company’s Annual Report on Form 20-F entitled “Risk Factors.”
These forward-looking statements are based on information available as of the date of this press release and the Company’s management team’s current expectations, forecasts, and assumptions, and involve a number of judgments, known and unknown risks and uncertainties and other factors, many of which are outside the control of the Company and its directors, officers, and affiliates. Accordingly, forward-looking statements should not be relied upon as representing the Company management team’s views as of any subsequent date. The Company does not undertake any obligation to update, add or to otherwise correct any forward-looking statements contained herein to reflect events or circumstances after the date they were made, whether as a result of new information, future events, inaccuracies that become apparent after the date hereof or otherwise, except as may be required under applicable securities laws.
Newborn polar bear cubs spend weeks in the den with their mother until they’re old and strong enough to be outdoors.(Dmytro Cherkasov/Polar Bears International), CC BY
Despite being the largest land carnivore and a top Arctic predator that can weigh over 600 kg, polar bears start off surprisingly small. Blind, almost hairless, and weighing just 600g at birth, cubs are born in maternity dens under the snow. These snow caves keep newborns warm and safe for the first few months of their life, when they grow rapidly by nursing on their mother’s rich milk.
After three to four months in the den, cubs will have grown to about 20 times their birth weight and will be large enough and furry enough to follow their mothers out into the frigid Arctic spring.
In a study published in The Journal of Wildlife Management, we used remote cameras to study polar bear families as they emerged from their dens in Svalbard, Norway, gaining insight into the behaviour of mothers and cubs as they experience the world outside the den for the first time.
Drifting snow helps polar bear dens remain hidden. (B.J. Kirschhoffer/Polar Bears International), CC BY
As technology has developed, additional data can also be collected from these devices, including data on activity and temperature. An extended stationary period and low activity readings are the telltale signs of denning. Above-ambient temperatures also indicate a bear in a den; insulated by snow and warmed by the mother’s body heat, the interior of the den can be more than 20 °C warmer than the outside.
In Svalbard, polar bears build their dens on slopes of fjords and mountainous areas, where drifting snow means dens are often impossible to distinguish from the snow-covered surroundings.
Locating dens
We relied on GPS locations transmitted from satellite collars worn by females to locate 13 den sites. With the return of daylight to Svalbard in the spring, our team installed time-lapse cameras facing the entrance of each suspected den, capturing footage of polar bear families as they exited. To minimize any disturbance, the final approach was made on foot or by ski, and cameras were collected several months later — long after the polar bear families had departed for the sea ice.
After processing thousands of images, the camera gave us a detailed look at this cryptic component of polar bears’ life cycle. By linking images back to data from the collars, we were also able to develop a model of the various behaviours caught on camera, providing a new tool to remotely monitor denning bears more accurately.
A feat of endurance
Although critical to cubs, denning can be tough on a mother. Pregnant female polar bears usually enter a den in the fall, give birth in mid-winter, and remain in the den nursing their cubs until the family is ready to emerge in the spring. Although their offspring guzzle down high-energy milk, mother polar bears don’t feed at all during this time and rely on their fat reserves, losing up to 43 per cent of their body mass while in the den.
Despite this clear motivation to get back to hunting seals on the sea ice, polar bear families will often hang out at the den for days or weeks after emerging. On average, the families we monitored in Svalbard stayed at the den site for a further 12 days after first emerging.
During this time, mother and cubs frequently left the den to explore, sometimes staying outside for less than a minute, and in other cases emerging for hours at a time. Cubs rarely ventured outside without their mother and were seen alone in only five per cent of camera observations. In general, bears spent longer outside when temperatures were warmer and the more days had passed since they first emerged outside.
This post-emergence period may allow cubs time to acclimatize to the external environment, and to develop the skills and strength they’ll need to follow their mother across the sea ice for the next two-and-a-half years.
We also saw incredible variation in behaviour post-den emergence, with one family abandoning the den after only a couple of days, and another family remaining at the den for a full month after first appearing outside. Two females even decided to move their cubs to new dens after emerging.
Consequences of Arctic change
These kinds of insights lead to new questions: what drives decisions to stay or leave the den, what cues do families respond to? While we continue to build out our data set to better understand these behaviours, on average, we noted that polar bears abandoned their dens about a week earlier than previously recorded in the region. The Barents Sea is one of the fastest warming regions on the planet, and continued monitoring will make clear if this is an emerging trend in response to sea ice loss.
To get even more detailed information, we have also been testing custom designed camera systems that can capture behaviour continuously.
Climate warming has already resulted in declining polar bear health in parts of the Arctic that are experiencing rapid loss of sea ice. With continued warming jeopardizing the persistence of polar bears across much of their range, successful denning and reproduction is essential to give the next generation of polar bears a chance.
Time spent denning, the date of den exit and the amount of time bears remain at the den after emerging all contribute positively to the subsequent survival of cubs. Yet climate warming means the human footprint in the Arctic is expanding, risking encroachment on denning habitat and disturbing polar bear families.
Improved monitoring and a deeper understanding of denning behaviour will help to protect polar bears during this critical time.
Louise Archer receives funding from Polar Bears International. She is affiliated with University of Toronto Scarborough and Polar Bears International. This study was performed in collaboration with the Norwegian Polar Institute and San Diego Zoo Wildlife Alliance.
A plan to build a new girls’ school in Toxteth was given the green light by Liverpool City Council’s Cabinet last night.
The approval to establish the Eden Girls’ Leadership Academy, off Upper Parliament Street, also came with a commitment to support a much-loved community centre on the site.
The approximately four-acre site is made of a number of council-owned parcels of land, parts of which are used by the African Caribbean Centre and the Liverpool Women’s Hospital for a car park.
At the meeting at the Town Hall, where ward councillors and residents were invited to address members, it was agreed by Cabinet that as part of the school decision the preferred option was for the community centre to also be retained on the current site. A consultation process with the community will now follow.
The school will be operated by Star Academies, and was approved to open in the city by the Department for Education (DfE) under its Free Schools Programme.
The school will have a Muslim faith designation, with potentially up to half of its pupils being Muslim, whilst pupils of all other faiths and none will also be welcomed into the school.
Its eventual roll call of 600 places will support the council in its statutory responsibility to provide school places. Liverpool currently has an increasing serious shortfall of secondary school places.
The council was required by the DfE to identify a site for the school which must satisfy their criteria.
The council identified 19 possible sites, exploring five in detail. The Toxteth site, bordered by Upper Parliament Street, Mulgrave Street and Selborne Street, was the only council-owned site that satisfied all the criteria.
Cllr Liam Robinson, Leader of Liverpool City Council, said: “I give a strong commitment to ward councillors, community representatives and other stakeholders that those discussions will be led by Councillor Lila Bennett, Cabinet Member for Employment, Educational Attainment and Skills, and will be meaningful, will be thorough and handled sensitively respecting the importance and heritage of the facility to the people of Liverpool 8 and further afield.
“It is regrettable the council hasn’t got that balance right in the past. I apologised to representatives of the community when I met with them recently, that communication and meetings with council officers over many years has at times fallen below the professional standards I expect.
“To re-iterate, no decision has been taken in relation to the African Caribbean Centre, other than our preferred option being it stays on the existing site. We will now consult with the local community and hear from them what they want for the future before anything is decided.”
Ms Chapman has stood in solidarity with staff and students since the University’s Principal resigned in November after revealing a £30 million deficit.
Scottish Green MSP Maggie Chapman, who represents Dundee as part of the North East region, is running to be the new Rector of Dundee University.
Ms Chapman has stood in solidarity with staff and students since the University’s Principal resigned in November after revealing a £30 million deficit. University management plans to plug this financial hole with cuts to student services and compulsory redundancies.
Announcing her bid to stand, Ms Chapman said:
“I am so grateful to the students and staff who have asked me to stand, and who feel supported by the work I’ve done to speak up for them in Parliament as their MSP. I want to be a campaigning rector who is a strong voice for students.
“When it comes to the University’s recovery, both students and staff have not been included or meaningfully involved in the conversation. Senior management has walked this great institution into a financial crisis, entirely shredding trust.
“This isn’t the time for more nodding along and business as usual. There needs to be someone in the room reminding management that they wouldn’t be there without the hard work of staff and students. We need transparency in university governance.
“Student services and staff must not be made to pay the price for the University’s reckless financial mismanagement. I will be campaigning for the reinstatement of support for the breakfast club and pantry, and for more investment in mental health support for students.”
Ms Chapman added:
“The Rector election is an important opportunity for students to send a message about the kind of university that they want Dundee to be.
“Between my previous experience as Rector of Aberdeen University, my commitment to education as a public good, and my background as an academic and now a campaigning politician, I can bring a mix of experience and radicalism to the University’s governing body.”
To be an eligible candidate, nominees must receive support from 50 students by 10 March. If more than one nomination is entered, an election will be held.
Source: Hong Kong Government special administrative region
In view of the recent increase in measles cases in some overseas countries, the Centre for Health Protection (CHP) of the Department of Health (DH) today (February 27) reminded the public to ensure that they have completed two doses of measles vaccination before travelling abroad to reduce the risk of infection.
The CHP is concerned about the recent measles outbreaks in Texas of the United States (US). At least 124 cases of measles have been reported since the end of January this year, mostly in people who had not received measles vaccination or whose vaccination history was unknown. Over 80 per cent of the cases involved children under 18 years old, including one fatal case in a school-aged child who had not been vaccinated against measles. The CHP has taken the initiative to contact the US health authorities to learn more about the situation.
Apart from the US, measles outbreaks have occurred in neighboring countries, including Vietnam and the Philippines, due to suboptimal overall measles vaccination coverage.
The Controller of the CHP, Dr Edwin Tsui, stressed that vaccination is the most effective way to prevent measles.
“The measles situation outside Hong Kong reflects the importance of vaccination in preventing measles. Under the Hong Kong Childhood Immunisation Programme, the overall immunisation coverage in Hong Kong has been maintained at a very high level through the immunisation services provided by the DH’s Maternal and Child Health Centres and the School Immunisation Teams. As evidenced by the findings on vaccination coverage of primary school students and the territory-wide immunisation surveys conducted regularly by the DH, the two-dose measles vaccination coverage has remained consistently high, well above 95 per cent, and the local seroprevalence rates of measles virus antibodies reflect that most of the people in Hong Kong are immune to measles. On the whole, the risk of a large-scale outbreak in Hong Kong is low. Also, no measles cases have been reported so far this year.”
“However, as a city with a high volume of international travel, Hong Kong still faces the potential risk of importation of measles virus and its further spread in the local community. Hence, a small number of people who have not completed measles vaccination (such as non-local born people including new immigrants, foreign domestic helpers, overseas employees and people coming to Hong Kong for further studies) are still at risk of being infected and spreading measles to other people who do not have immunity against measles, such as children under one year old who have not yet received the first dose of measles vaccine,” he said.
Dr Tsui added that people born before 1967 could be considered to have acquired immunity to measles through natural infection, as measles was endemic in many parts of the world and in Hong Kong at that time. He urged people born in or after 1967 who have not yet completed the two doses of measles vaccination or whose measles vaccination history is unknown, to consult their family doctors as soon as possible to complete the vaccination and ensure adequate protection against measles. For those who plan to travel to measles-endemic areas, they should check their vaccination records and medical history as early as possible. If they have not been diagnosed with measles through laboratory tests and have never received two doses of measles vaccine or are not sure if they have received measles vaccine, they should consult a doctor at least two weeks prior to their trip for vaccination.
“The incubation period of measles (i.e. the time from infection to onset of illness) is seven to 21 days. Symptoms include fever, skin rash, cough, runny nose and red eyes. When such symptoms appear, people should wear surgical masks, stay home from work or school, avoid crowded places and contact with unvaccinated people, especially those with weak immune system, pregnant women and children under one year old. Those who suspected they are infected should consult their doctors as soon as possible and inform healthcare workers of their history of exposure to measles,” he said.
For more information on measles, members of the public may visit the CHP’s thematic webpage. For those who are planning to travel, they may also refer to the DH’s Travel Health Service’s webpage for information on measles outbreaks in places outside Hong Kong.
Source: Hong Kong Government special administrative region
Speech by SITI at AI Action Summit 2025 – AI STR Forum (English only) Speech by SITI at AI Action Summit 2025 – AI STR Forum (English only) *********************************************************************
Following is the speech by the Secretary for Innovation, Technology and Industry, Professor Sun Dong, at the AI Action Summit 2025 – AI STR (Safety, Trust, and Responsibility) Forum organised by Cyberport and the World Digital Technology Academy (WDTA) and the International Academicians Science & Technology Innovation Centre today (February 27): Vice Minister Ye (Deputy Director-General of the Department of Educational, Scientific and Technological Affairs of the Liaison Office of the Central People’s Government in the Hong Kong Special Administrative Region, Mr Ye Shuiqiu), Professor Li (Executive Chairman of the WDTA, Professor Yale Li), Professor Chan (Academician of the Chinese Academy of Engineering and Academician of the WDTA, Professor C C Chan), Simon (Chairman of the Board of Directors of Hong Kong Cyberport Management Company Limited, Mr Simon Chan), Rocky (Chief Executive Officer of Hong Kong Cyberport Management Company Limited, Dr Rocky Cheng), Tony (Commissioner for Digital Policy, Mr Tony Wong), distinguished guests, ladies and gentlemen, Good morning. I am delighted to join you all today at AI STR Forum, jointly organised by Cyberport and the World Digital Technology Academy. The Forum today will immerse into exciting discussions on AI and the associated safety, trust and responsibility issues. Undoubtedly, AI is the most pivotal engine of scientific, economic and social advancements around the globe. In Hong Kong, we attach great importance and devote significant resources to driving AI on various fronts. AI and data science is one of our development focus areas as underscored in the Hong Kong Innovation and Technology Development Blueprint promulgated in December 2022. Echoing the nation’s “AI+” initiative and strategic direction to cultivate new quality productive forces and build a globally competitive digital industry cluster, Hong Kong is taking steps to consolidate our strengths and capitalise on the emerging opportunities in AI research, innovation and application. To provide the most conducive environment for AI development, Cyberport, being Hong Kong’s digital tech hub, established the AI Supercomputing Centre (AISC) last year, which will provide high-performance computing power of 3 000 petaFLOPS to support impactful R&D (research and development) projects on AI. The Government is also subsidising users of Cyberport’s AISC, through the $3 billion AI Subsidy Scheme, to make the much sought-after computing power more accessible. This financial assistance already benefits local R&D projects on large language models (LLM), material science and environmental assessment that will break new ground of AI. Let’s not forget our InnoHK research clusters. A total of 16 AI and robotics-specific research centres are set up under AIR@InnoHK, including the Hong Kong Generative AI Research and Development Center (HKGAI) which focuses on generative AI technologies. The HKGAI is now running at full steam in developing a Hong Kong-based LLM and a generative AI document processing copilot application together with a few application tools. The latter is now being used internally by government bureaus and departments on a pilot basis to handle tasks such as document drafting, translation and summary. This long list would go incomplete without mentioning our latest endeavour, as announced yesterday by the Financial Secretary in the 2025-26 Budget, to establish the Hong Kong AI R&D Institute. A dedicated, public mission-driven undertaking, the institute will spearhead AI development and industry application in Hong Kong, promote cross-sectoral collaboration, and add another exciting chapter in our AI history book. As we navigate in the boundless realms of AI, we are mindful of the safety, responsibility and trust issues that beset AI explorers and users. We could only harness the full power and potential of AI by addressing these contentious issues proactively. The Forum and the wise men here with us today will give much insights into these hot topics. I look forward to the exchanges and the food for thought. In closing, I wish the Forum a great success and every one of you the most fruitful and inspiring sharing. Thank you.
Ends/Thursday, February 27, 2025Issued at HKT 12:20
Written by Susanne Schwenzer, Planetary Geologist at The Open University
Earth planning date: Wednesday, Feb. 26, 2025 The fine detail of the image above reminds us once again that geoscience — on Mars and on Earth — is an observational science. If you look at the image for a few moments, you will see that there are different areas made of different textures. You will also observe that some features appear to be more resistant to weathering than others, and as a consequence stand out from the surface or the rims of the block. Sedimentologists will study this and many other images in fine detail and compare them to similar images we have acquired along the most recent drive path. From that they put together a reconstruction of the environment billions of years in the past: Was it water or wind that laid down those rocks, and what happened next? Many of the knobbly textures might be from water-rock interaction that happened after the initial deposition of the material. We will see; the jury is out on what these details tell us, and we are looking closely at all those beautiful images and then will turn to the chemistry data to understand even more about those rocks. In the caption of the image above it says “merged” images. This is an imaging process that happens aboard the rover — it takes two (or more) images of the same location on the same target, acquired at different focus positions, and merges them so a wider range of the rock is in focus. This is especially valuable on textures that have a high relief, such as the above shown example. The rover is quite clever, isn’t it? In today’s plan MAHLI does not have such an elaborate task, but instead it is documenting the rock that the APXS instrument is measuring. The team decided that it is time for APXS to measure the regular bedrock again, because we are driving out of an area that is darker on the orbital image and into a lighter area. If you want, you can follow our progress on that orbital image. (But I am sure many of the regular readers of this blog know that!) That bedrock target was named “Trippet Ranch.” ChemCam investigates the target “San Ysidro Trail,” which is a grayish-looking vein. As someone interested in water-rock interactions for my research, I always love plans that have the surrounding rock (the APXS target in this case) and the alteration features in the same location. This allows us to tease out which of the chemical components of the rock might have moved upon contact with water, and which ones have not. As we are driving through very interesting terrain, with walls exposed on the mesas — especially Gould mesa — and lots of textures in the blocks around us, there are many Mastcam mosaics in today’s plan! The mosaics on “Lytle Creek,” “Round Valley,” “Heaton Flat,” “Los Liones,” and the single image on “Mount Pinos” all document this variety of structures, and another mosaic looks right at our workspace. It did not get a nice name as it is part of a series with a more descriptive name all called “trough.” We often do this to keep things together in logical order when it comes to imaging series. The long-distance RMIs in today’s plan are another example of this, as they are just called “Gould,” followed by the sol number they will be taken on — that’s 4466 — and a and b to distinguish the two from each other. Gould Mesa, the target of both of them, exposes many different structures and textures, and looking at such walls — geologists call them outcrops — lets us read the rock record like a history book! And it will get even better in the next few weeks as we are heading into a small canyon and will have walls on both sides. Lots of science to come in the next few downlinks, and lots of science on the ground already! I’d better get back to thinking about some of the data we have received recently, while the rover is busy exploring the ever-changing geology and mineralogy on the flanks of Mount Sharp.
John Boyd, known to many as Jack and whose career spanned more than seven decades in a multitude of roles across NASA as well as its predecessor, the National Advisory Committee for Aeronautics (NACA), died Feb. 20. He was 99. Born in 1925, and raised in Danville, Virginia, he was a long-time resident of Saratoga, California. Boyd is being remembered by many across the agency, including Dr. Eugene Tu, director, NASA’s Ames Research Center in California’s Silicon Valley, where Boyd spent most of his career. “Jack brought an energy, optimism, and team-based approach to solving some of the greatest technological challenges humanity has ever faced, which remains part of our culture to this day,” said Tu. “There are few careers as wide-ranging and impactful as Jack’s.” In 1947, Boyd began his career at the then-called Ames Aeronautical Laboratory in Moffett Field, California, as an aeronautical engineer working to design and test various wing shapes using the center’s 1-by-3-foot supersonic wind tunnel. Boyd continued conducting research in wind tunnels, testing designs that led to dramatic increases in the efficiency of the supersonic B-58 bomber, as well as the F-102 and F-106 fighters. In 1958, just before Ames became part of a newly established NASA, Boyd recalled thinking, “Maybe someday we’ll go out into the far blue yonder, and if we do, what are we going to fly? How are we going to bring it back into the atmosphere safely?” He and a team of engineers turned their attention to studying the dynamics of high-speed projectiles in hypervelocity ranges, filled with different mixtures of gases to mimic the atmospheres of Mars and Venus, in preparation for sending spacecraft out into space and safely back again or to the surface of other worlds. By the mid-60s, Boyd was promoted into leadership and tapped to become deputy director for Aeronautics and Flight Systems at NASA Ames. In the late 1960s, as America was redefining its space exploration goals and sending humans to the Moon, Boyd served as the center’s lead to assist NASA Headquarters in Washington consolidate and create new research programs. In 1979, Boyd served as the deputy director at NASA’s Dryden Flight Research Center (now known as NASA’s Armstrong Flight Research Center) in Edwards, California, and prepared the center for its role as a landing site for the space shuttle. He briefly returned to Ames before heading to NASA Headquarters to be associate administrator for management under James M. Beggs. Boyd left government service in 1985, taking a position as chancellor for research and an adjunct professor of aerodynamics, engineering, and the history of spaceflight for the University of Texas System. Boyd returned to NASA and California’s Silicon Valley in 1993,inspiring students through educational outreach initiatives, and serving as the senior advisor to the director, senior advisor for history, and the center ombudsman until his retirement in 2020. Boyd credits his interest in airplanes to a cousin who was a paratrooper and gave him a ride in a biplane in the 1940s. In 1943, he enrolled and became the first in his family to earn a degree with a bachelor of science in aeronautical engineering from Virginia Polytechnic Institute and State University in Blacksburg, Virginia. He was a recipient of the NASA Exceptional Service Award, the NASA Outstanding Leadership Award, the NASA Equal Employment Opportunity Medal, the Presidential Rank of Meritorious Executive, the NASA Distinguished Service Medal, the Army Command Medal, and the NASA Headquarters History Award. He also was a Fellow of the American Institute of Aeronautics and Astronautics and a Sloan Fellow at Stanford University. “The agency and the nation thank and honor Jack as a member of the NASA family and the highest exemplar of a public servant who believed investing in others is the greatest contribution one can make,” added Tu. “He will be deeply missed.” For more information about NASA Ames, visit: https://www.nasa.gov/ames -end- Cheryl WarnerHeadquarters, Washington202-358-1600cheryl.m.warner@nasa.gov Rachel HooverAmes Research Center, Silicon Valley650-604-4789rachel.hoover@nasa.gov
The small satellite mission will map the Moon to help scientists better understand where its water is, what form it’s in, how much is there, and how it changes over time. Launching no earlier than Wednesday, Feb. 26, NASA’s Lunar Trailblazer will help resolve an enduring mystery: Where is the Moon’s water? After sharing a ride on a SpaceX Falcon 9 rocket with Intuitive Machines’ IM-2 launch — part of NASA’s CLPS (Commercial Lunar Payload Services) initiative — the small satellite will take several months to arrive in lunar orbit. Here are six things to know about the mission. 1. Lunar Trailblazer will produce high-resolution maps of water on the lunar surface. One of the biggest lunar discoveries in recent decades is that the Moon’s surface has quantities of water, but little about its nature is known. To investigate, Lunar Trailblazer will decipher where the water is, what form it is in, how much is there, and how it changes over time. The small satellite will produce the best-yet maps of water on the lunar surface. Observations gathered during the two-year prime mission will also contribute to the understanding of water cycles on airless bodies throughout the solar system. 2. The small satellite will use two state-of-the-art science instruments. Key to achieving these goals are the spacecraft’s two science instruments: the High-resolution Volatiles and Minerals Moon Mapper (HVM3) infrared spectrometer and the Lunar Thermal Mapper (LTM) infrared multispectral imager. NASA’s Jet Propulsion Laboratory in Southern California provided the HVM3 instrument, while LTM was built by the University of Oxford and funded by the UK Space Agency. HVM3 will detect and map the spectral fingerprints, or wavelengths of reflected sunlight, of minerals and the different forms of water on the lunar surface. The LTM instrument will map the minerals and thermal properties of the same landscape. Together they will create a picture of the abundance, location, and form of water while also tracking how its distribution changes over time and temperature.
3. Lunar Trailblazer will take a long and winding road to the Moon. Weighing only 440 pounds (200 kilograms) and measuring 11.5 feet (3.5 meters) wide with its solar panels fully deployed, Lunar Trailblazer is about the size of a dishwasher and relies on a relatively small propulsion system. To make the spacecraft’s four-to-seven-month trip to the Moon (depending on the launch date) as efficient as possible, the mission’s design and navigation team has planned a looping trajectory that will use the gravity of the Sun, Earth, and Moon to guide Lunar Trailblazer to its final science orbit — a technique called low-energy transfer. 4. The spacecraft will peer into the darkest parts of the Moon’s South Pole. Lunar Trailblazer’s science orbit positions it to peer into the craters at the Moon’s South Pole using the HVM3 instrument. What makes these craters so intriguing is that they harbor cold traps that may not have seen direct sunlight for billions of years, which means they’re a potential hideout for frozen water. The HVM3 spectrometer is designed to use faint reflected light from the walls of craters to see the floor of even permanently shadowed regions. If Lunar Trailblazer finds significant quantities of ice at the base of the craters, those locations could be pinpointed as a resource for future lunar explorers. 5. Lunar Trailblazer is a high-risk, low-cost mission. Lunar Trailblazer was a 2019 selection of NASA’s SIMPLEx (Small Innovative Missions for Planetary Exploration), which provides opportunities for low-cost science spacecraft to ride-share with selected primary missions. To maintain a lower overall cost, SIMPLEx missions have a higher risk posture and lighter requirements for oversight and management. This higher risk acceptance allows NASA to enable science missions that could not otherwise be done. 6. Future missions will benefit from Lunar Trailblazer’s data. Mapping the Moon’s water supports future human and robotic lunar missions. With knowledge from Lunar Trailblazer of where water is located, astronauts could process lunar ice to create water for human use, breathable oxygen, or fuel. And they could conduct science by sampling the ice for later study to determine the water’s origins. More About Lunar Trailblazer Lunar Trailblazer is led by Principal Investigator Bethany Ehlmann of Caltech in Pasadena, California. Caltech also leads the mission’s science investigation, and Caltech’s IPAC leads mission operations, which includes planning, scheduling, and sequencing of all spacecraft activities. NASA JPL manages Lunar Trailblazer and provides system engineering, mission assurance, the HVM3 instrument, and mission design and navigation. JPL is managed by Caltech for NASA. Lockheed Martin Space provided the spacecraft, integrated the flight system, and supports operations under contract with Caltech. The University of Oxford developed and provided the LTM instrument, funded by the UK Space Agency. Lunar Trailblazer, part of NASA’s Lunar Discovery Exploration Program, is managed by NASA’s Planetary Mission Program Office at Marshall Space Flight Center in Huntsville, Alabama, for the agency’s Science Mission Directorate in Washington. News Media Contact Karen Fox / Molly WasserNASA Headquarters, Washington202-358-1600karen.c.fox@nasa.gov / molly.l.wasser@nasa.gov Ian J. O’NeillJet Propulsion Laboratory, Pasadena, Calif.818-354-2649ian.j.oneill@jpl.nasa.gov Isabel SwaffordCaltech IPAC626-216-4257iswafford@ipac.caltech.edu 2025-027
Office of the Governor — News Release — Gov. Green Considers Judicial Nominations
Posted on Feb 26, 2025 in Latest Department News, Newsroom, Office of the Governor Press Releases
STATE OF HAWAIʻI KA MOKU ʻĀINA O HAWAIʻI JOSH GREEN, M.D. GOVERNOR KE KIAʻĀINA
GOVERNOR GREEN CONSIDERS JUDICIAL NOMINATIONS
FOR IMMEDIATE RELEASE February 26, 2025
HONOLULU — Four nominees for Circuit Judge for the Circuit Court of the Third Circuit (Island of Hawaiʻi) have been announced for consideration. Governor Josh Green, M.D., will nominate a successor to fill the vacancy left by the retirement of Circuit Judge Robert D.S., Kim in July of 2024.
The State Judicial Selection Commission transmitted the list of nominees to Governor Green following a thorough review of the qualifications and backgrounds of all applicants.
The nominees are:
Mark D. Disher; currently Deputy Corporation Counsel in the County of Hawaiʻi Office of the Corporation Counsel. He is a graduate of the William S. Richardson School of Law at the University of Hawaiʻi at Mānoa.
Brandon K. Flores; currently Assistant Administrator of the Child Support Enforcement Agency in the state of Hawaiʻi Department of the Attorney General. Flores is a graduate of the William S. Richardson School of Law at the University of Hawaiʻi at Mānoa.
Kauanoe A.D. Jackson; currently a Deputy Prosecuting Attorney, county of Hawaiʻi Office of the Prosecuting Attorney. Jackson is a graduate of the Chapman University School of Law (known now as the Dale E. Fowler School of Law).
Scott K.D. Shishido; currently the Hawaiʻi Island Managing Attorney for the Legal Aid Society of Hawaiʻi. Shishido is a graduate of the William S. Richardson School of Law at the University of Hawaiʻi at Mānoa.
Governor Green must make his appointment within 30 days, or by Friday, March 28, 2025.
The public is invited to provide comments on the nominees via the Governor’s website https://governor.hawaii.gov/contact-us/contact-the-governor/.
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Media Contacts: Erika Engle Press Secretary Office of the Governor, State of Hawai‘i Office: 808-586-0120 Email: [email protected]
Makana McClellan Director of Communications Office of the Governor, State of Hawaiʻi Cell: 808-265-0083 Email: [email protected]
What you need to know: Governor Newsom today released a new economic vision for California’s future with a bold plan, realized locally. The unveiling comes alongside the announcement of more than $245 million in investments to help support workers statewide, including additional investment in LA to bolster the region’s ongoing economic recovery from wildfires.
Los Angeles, California – Governor Newsom today released the new California Jobs First Economic Blueprint, a statewide plan built with input from 13 regional plans to drive sustainable economic growth, innovation, and access to good-paying jobs over the next decade. The Blueprint is paired with $125 million in funding to support new, ready-to-go projects, $15 million for economic development projects for California Native American tribes, $13 million to support the economic recovery and small businesses in the Los Angeles region, and $92 million in funding for new apprenticeship and jobs programs.
California’s economic dominance and success are grown locally, with the contributions of each diverse region of our state. From agriculture to clean energy to film to every industry in between, our Golden State owes its success to the people, communities, and industries that make it work. I am proud of the collaborative work of Californians from every region who developed this statewide Economic Blueprint. California thrives because we work together, despite adversity and even disagreement. It is this collective resilient spirit that will help move Los Angeles forward and help us overcome any challenge that stands in our way.
Governor Gavin Newsom
The California Jobs First Economic Blueprint launch is a bold step toward building an economy that uplifts every worker, every family, and every community. California leads the world in innovation and opportunity, but opportunity should never be reserved for a select few — it must be a reality for all. Shaped by communities, the California Jobs First Economic Blueprint ensures every Californian has the chance to thrive.
First Partner Jennifer Siebel Newsom
Funding for economic and workforce development
Along with the Jobs First Economic Blueprint, the Governor’s announced key investments in the state’s efforts to grow the economy and create job opportunities, including:
✅ $125 million grant solicitation to support new “ready-to-go” projects aligned to the state’s strategic sectors, ensuring that every region across California continues to play a critical role in the sustainable growth of the world’s fifth-largest economy.
✅ $15 million grant solicitation for economic planning, pre-development, and implementation projects for California Native American tribes.
✅ $52 million for new apprenticeships through the Apprenticeship Innovation Fund with a focus on high-demand sectors such as finance, advanced manufacturing, and healthcare.
✅ $16 million for pre-apprenticeship and apprenticeship funding for young people ages 16-24 through the California Opportunity Youth Apprenticeship (COYA) grant program. This funding supports pre-apprenticeship and apprenticeship programs that provide hands-on, real-world job training for young people who are often neither working nor in school.
✅ $24.1 million in High Road Training Partnership funds to 10 projects statewide to train people for jobs to meet California’s most urgent healthcare needs, with a focus on behavioral health and nursing. LA recipients include the Center for Caregiver Advancement, which is training home-health workers to be prepared for disasters such as the Los Angeles fires.
Supporting recovery and rebuilding in LA
Today, the Governor received the Los Angeles Jobs First Collaborative’s regional plan as part of his continued tour of the state’s thirteen economic regions, and announced new support to aid in LA’s rebuilding and recovery efforts:
✅ $10 million on behalf of the State, LA Rises, Maersk and APM Terminals to the LA Region Small Business Relief Fund, a grant program run by the City and County of LA that will be critical in rebuilding fire-impacted communities. This is the first investment by LA Rises, the unified recovery effort launched by the Governor in January and led by Dodgers Chairman Mark Walter, business leader and basketball legend Earvin “Magic” Johnson, and Casey Wasserman.
✅ $3 million for the Los Angeles Jobs First Collaborative in their recovery efforts for the region, including for the launch of public-facing campaigns to promote small business support and the addition of capacity for near-term business and economic recovery.
California Jobs First: Bold vision, realized locally
In 2021, Governor Newsom launched a statewide economic development planning process called the Community Economic Resilience Fund (CERF), which was later renamed the Regional Investment Initiative under the banner of California Jobs First in 2023. The objective was to create good-paying, accessible jobs and sustainable economic growth across the state’s thirteen regions.
Each region created a planning body — or collaborative — with representation from a wide variety of community partners, including labor, business, local government, education, environmental justice, community organizations, and more. The collaboratives then wrote their own data-driven, community-led economic plans, including identifying strategic industry sectors.
To support this process, California has invested $287 million since 2022, including $5 million per region for planning, $39 million for pilot projects across the state and $14 million per region to develop viable projects that advance their strategic sectors.
In March 2024, Governor Newsom announced the creation of the California Jobs First Council, made up of nine Cabinet-level agencies, focused on streamlining the state’s economic and workforce development programs to create more family-supporting jobs and prioritize industry sectors for future growth.
California’s Economic Blueprint
The California Jobs First Economic Blueprint guides the state’s investments in key sectors to drive sustainable economic growth, innovation, and access to good-paying jobs over the next decade. Made up of ten strategic industry sectors, this framework will help streamline the state’s economic, business, and workforce development programs to create more jobs, faster.
The state’s thirteen economic regions engaged more than 10,000 local residents and experts who collectively identified these sectors as key to driving local economies into the future.
California’s economy has industries at all stages of advancement and growth. They are categorized as follows within the Economic Blueprint:
Strengthen: Sectors where California has an established competitive position and/or significant employment, but where there is leveling growth or wages
Accelerate: Sectors with moderate to high projected growth that are ready for expansion, where additional investments (e.g., capital, infrastructure) could “bend the curve” to generate growth
Bet: Emerging sectors with significant investment or high strategic importance to the innovation ecosystem
Anchor: Regional anchors that are critical for attracting and supporting industry activities while also providing quality, good-paying jobs within local communities
Training workers for jobs in growth sectors
The workforce training dollars announced by Gov. Newsom on Wednesday mark another significant milestone in meeting the governor’s goal of creating 500,000 new training slots by 2029. Since 2019, California has served 201,000 registered apprentices, solidifying its position as the nation’s leader in apprenticeship programs. More than 400,000 additional workers have or will be served through existing contracts for earn-and-learn programs, which provide income or stipends while training people for new jobs or to advance in their current fields. Much of the funding prioritizes high-growth sectors like healthcare and advanced manufacturing.
The earn-and-learn model is represented in the soon-to-be-released California Master Plan for Career Education, which will prioritize hands-on learning and real-life skills. It envisions new tools to reflect the total of a person’s abilities, including a digital “Career Passport,” that can enable Californians to display their certified skills, badges, and credentials to advance economic mobility and skills-based hiring. The Master Plan on Career Education is designed to complement the Jobs First initiative by preparing a workforce to fill the jobs envisioned in each region.
California’s economic dominance
California remains the fifth-largest economy in the world. With an increasing state population and recent record-high tourism spending, California is the nation’s top state for new business starts, access to venture capital funding, and manufacturing, high-tech, and agriculture.
Learn more
More information about the California Jobs First and the Economic Blueprint can be found here. For ongoing updates, follow California Jobs First on LinkedIn and X.
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