Cretaceous (Late Albian) coniferales of Alexander Island, Antarctica. 2. Leaves, reproductive structures and roots

first_imgConiferous foliage from the Albian of AlexanderIsland, Antarctica, is assigned to the Araucariaceae, Podocarpaceae, and Taxodiaceae based on attached or associated fertile remains. Araucarian foliage represented by Araucaria alexandrensis sp. nov. and A. chambersii sp. nov. is associated with ovulate cone scales described as Araucarites wollemiaformis sp. nov. and A. citadelbastionensis sp. nov., respectively. The Podocarpaceae is represented by Bellingshausium willeyii sp. nov. and the Taxodiaceae by Athrotaxites ungeri, both with attached cones. Sterile foliage is widespread belonging to the form genera Podozamites, Elatocladus, Brachyphyllum and Pagiophyllum. The conifers in this Albian southern high-latitude flora make up ca. 15% of the species diversity. Evidence from leaf litter distribution on palaeosols and leaf morphology suggest that the majority of conifers were large canopy-forming trees, although a few were probably small understorey shrubs.last_img read more

Neemias Queta Named As Finalist For Naismith Defensive Player of the Year

first_img Brad James Written by FacebookTwitterLinkedInEmailLOGAN, Utah-Tuesday, Utah State junior center Neemias Queta has been named one of four finalists in Division I men’s basketball for the Naismith Defensive Player of the Year award.Joining Queta on this list are Baylor junior guard Davion Mitchell, Alabama senior small forward Herb Jones and USC freshman power forward Evan Mobley.Queta led Division I with 97 blocked shots this season and has 215 blocks during his collegiate career for the Aggies.The Portuguese national posted 14.9 points and 10.1 rebounds this season for the 20-9 (15-4 in Mountain West Conference play) Aggies.Queta was the only Mountain West Conference student-athlete to average a double-double this past season.Queta is one of only two players in the NCAA since the 1992-1993 season to average more than 14.5 points, 10 rebounds, 3.5 blocks, 2.5 assists and 1 steal per game.The other was Bo Outlaw of Houston who starred at Houston. Outlaw then went on to a 16-year NBA career with the Los Angeles Clippers (1993-1997), Orlando Magic (1997-2001; 2005-2008), Phoenix Suns (2001-2002; 2004-2005) and Memphis Grizzlies (2003-2004).center_img March 23, 2021 /Sports News – Local Neemias Queta Named As Finalist For Naismith Defensive Player of the Yearlast_img read more

Could a nanofiber help fight the obesity epidemic?

first_img Read Full Story You won’t smell it. You won’t taste it. And you certainly won’t see it. But a nanocellulose material derived from all-natural substances could potentially become a food additive that reduces fat digestion and absorption and aids in weight loss.Cellulose is one of nature’s most abundant biopolymers, found in everything from cotton to vegetables. Researchers at Harvard T.H. Chan School of Public Health recently discovered that when cellulose is engineered into “spaghetti-looking fibers” that are a mere 50 nanometers in diameter — far thinner than a human hair — they have an uncanny ability to stop fat from being digested. In a new study published in ACS Nano, rats that were fed heavy cream containing nanocellulose absorbed 36 percent less fat than rats that were fed regular heavy cream. Similar experiments performed in a simulated gastrointestinal tract yielded even more dramatic results: nanocellulose cut fat absorption by 48 percent.“It’s like having your cake and eating it too,” said Philip Demokritou, senior author of the study and director of the School’s Center for Nanotechnology and Nanotoxicology. What excites Demokritou most about the study isn’t necessarily that fat absorption was curbed, but that it was done so by a nanoscale material made of natural wood fibers and engineered using purely mechanical means. “There are no chemicals,” he said. “I’m a believer that we should learn more from nature and use more nature-inspired and derived materials. There’s 4 billion years of free R&D there, and instead we always look toward chemicals.”A few years back, Demokritou’s team, along with colleagues from Nanyang Technological University in Singapore, began exploring how cellulose behaves in the gut when reduced to the nanoscale.Their initial focus was on studying the ways in which nanocellulose interacts with biomolecules in the gut and whether it carries any toxicological risks. To find out, they began running nanocellulose mixed with different foods through a simulated gastrointestinal (GI) tract system they built in the lab. In most cases, when triglycerides — the major constituents of edible fats — are broken down in the small intestine by digestive enzymes, they release free fatty acids and monoacylglycerol, which can then be absorbed by the gut. But when food samples containing the nanocellulose made it to the small intestine, the researchers noticed that pH levels remained relatively constant, a sign that fewer fatty acids were being released. “It was an indication that fat globules were not being digested,” Demokritou said.This accidental discovery was a lightbulb moment for Demokritou and his team. They soon were mixing small amounts of nanocellulose into heavy cream, mayonnaise, coconut oil, and corn oil and exposing gut cells to the foods, then moved on to feeding it to rats. The results varied by fat type, but in all cases fat digestion was slowed and reduced significantly. As for why that’s the case, the study showed that nanocellulose interferes with the actions of lipase and bile salts, which our bodies deploy to digest fats.last_img read more

Transforming Security Requires the Right Security Culture

first_img4,000 ransomware attacks per day, almost five times as many attacks on the Internet of Things within only 12 months, and twice the number of DDoS attacks during the same time period: These figures are a testament to the insatiable criminal energy of the hacker community, and are certainly alarming. In the context of increasing data quantities and the growing dependence of the worldwide economy on flawless and secure data handling, the rapid rise in the number of attacks can easily cause IT departments – as well as management – to feel sheer desperation. That’s because each time data is successfully stolen or an IT infrastructure is compromised, the targeted company doesn’t just stand to lose its competitive edge: Its entire survival can be at stake. The company’s image can also take a beating: According to a Deloitte study, 80 percent of all consumers prefer products from companies who appear to protect personal data more successfully.Bearing all of this in mind, you would think that IT security takes absolutely top priority for CIOs and garners their full attention – right? Unfortunately, the reality of the situation looks different. Everyday operations (which also include daily defense against cyber attacks) eat up the majority of every IT department’s time, and do not leave much room for strategic tasks. Further issues are chronically insufficient IT budgets and, occasionally, a rather reckless attitude: Since data theft can basically only be determined by perusing the depths of endless security logs, many IT departments have opted to stick their head into the sand and failed to modernize their IT security. However, they need to recognize that data theft is a merciless reality for every company, whether it goes noticed or unnoticed.Furthermore, there are notorious security silos. It is a widely known fact that security is mostly organized in a decentralized fashion in companies, meaning it is divided up based on departments or applications. For instance, the CRM department takes care of CRM security, the ERP department takes care of ERP security, and so on – everyone addresses their own security issues, and hardly any cooperation takes place. As a result, gigantic, home-made security gaps arise over time, and can hardly be handled with the current systems.Given the extent to which companies depend on smooth IT operations, such gaps are no longer acceptable these days. How can they be remedied? Naturally, the security infrastructure must be modernized. As a further step, though, the organization will need to adjust: The CIO should ideally place the responsibility for IT security in the hands of a Chief Information Security Officer (CISO). A CISO should be responsible for a wide range of tasks – including communicating with management to familiarize them with IT security and its importance. I actually hear over and over again that IT teams are under serious pressure and forced to reduce security measures so as not to impair their respective company’s productivity. It’s understandable why upper management might put them in that situation, but in doing so, they’re playing a game of Russian roulette. Instead, they should use modern technology to maintain productivity without sacrificing security. Of course, the communication between the CISO and the management must also include negotiations on increasing security budgets.The action list should additionally include rolling out a company-wide set of regulations, securing operational measures, modernizing the system, and training employees. The CISO must take new technologies into consideration – ranging from the cloud to the IoT – while engaging with the topic of compliance, particularly with a view to the European General Data Protection Regulation.However, removing security gaps created by factors including home-grown security silos will probably constitutes the CISO’s most important task. In order to achieve this, the CISO must ensure that all persons responsible for silos and all department heads sit down together to make mutual decisions and remove barriers to the greatest possible extent.Integrated security is often suggested in this context. This represents a great general approach, but unfortunately, it does not really do justice to the task at hand. Instead, companies should consider security from the vantage point of the digital transformation and focus on ‘security transformation.’ This concept comprises technology, infrastructure and organization as well as necessary changes to the security culture within companies. This culture will affect all levels and departments, ranging from the boardroom to the IT department (naturally) and individual, standard-level employees, who need to be aware of the consequences of a careless click in an e-mail. This kind of active security culture is the prerequisite for mounting an effective cyber defense.For more information on what else CIOs and CISOs need to know when dealing with specialist departments and management, please refer to our ‘Connected CIO’ booklet. You can download it here.last_img read more

Caitlin Houlahan to Make Broadway Debut in Waitress

first_img Related Shows View Comments Waitress Caitlin Houlahan is set to make her Broadway debut when she replaces Jenna Ushkowitz as Dawn in Waitress on October 20. Ushkowitz stepped in for Kimiko Glenn over the summer while she took a temporary leave of absence, though there’s still no word on when or if she will return to the Sara Bareilles musical. The Diane Paulus-helmed show, headlined by Tony winner Jessie Mueller, plays the Brooks Atkinson Theatre.Houlahan will be seen in the final season of HBO’s Girls. She made her television debut in NBC’s Peter Pan Live! as Jane. Her stage credits include Bridges of Madison County, Parade, The 25th Annual Putnam County Spelling Bee, Theory of Relativity and Carrie.Waitress marks five-time Grammy nominee Bareilles’ stage-writing debut. Based on the 2007 film by the late Adrienne Shelly and book by Jessie Nelson, the tuner follows Jenna (Mueller), a small town waitress stuck in a loveless marriage. As a nearby baking contest approaches (and a new doctor comes to town), she’s torn between her commitments and—thanks to her pie-making expertise—a chance at freedom.The cast also includes Drew Gehling, Keala Settle, William Popp, Dakin Matthews, Eric Anderson, Christopher Fitzgerald, Thay Floyd, Molly Hager, Aisha Jackson, Ragan Pharris and Ryan Vasquez.center_img Caitlin Houlahan Show Closed This production ended its run on Jan. 5, 2020last_img read more

JDK to design global brand development platform for Woolrich

first_imgWoolrich, the Original Outdoor Clothing Company®, will partner with Jager di Paola Kemp Design (JDK) of Burlington, Vermont, to create and implement a global brand development strategy.  JDK’s collaboration with Woolrich will key on the development of an international brand platform for the iconic American apparel maker.Founded in 1988, JDK’s design driven branding approach and proprietary Living Brand® strategy has garnered them international recognition as a leader in the discipline.  The Living Brand process reveals the core ideas behind a brand, while the emotional, rational, and cultural aspects of the brand are also taken under consideration. JDK’s work includes development of creative and distinctive branding strategies for a wide range of brands including Burton Snowboards, Levi Strauss, Champion Paper, and Microsoft Xbox 360.”Any brand with real substance recognizes that you become what you believe, as a brand and as a culture. Woolrich has believed in the substance and meaning of the beauty and power of wool for nearly two centuries,” said Michael Jager, President/CEO at Jager Di Paola Kemp Design. “Woolrich, just hearing the name ignites memories and meaning that resonates from the past, to the present and into the future and we are honored to collaborate with the global Woolrich team.”Woolrich, founded in 1830, is surging right now with its classic designs and the popularity of the Americana and heritage trends.  Additionally, the buffalo check design, synonymous with the brand, has been a key element to the brand’s recent successes thanks to the plaid trend of the past few seasons.  Building on these themes and successes, Woolrich recently introduced its Fall 2011 collections for which it received resounding approval from its retail partners and the media.Globally, the Woolrich brand is marketed by Woolrich and its licensing partners.  The company’s core apparel business is marketed under five distinct collections consisting of the Woolrich Outdoor Collection, Woolrich John Rich and Bros., Woolrich Woolen Mills, Woolrich Penn Rich, and Woolrich Elite Tactical Series.”With increasing demand for Woolrich in a broad variety of demographics and markets, it’s essential that our brand platform be clear, focused, and ready to support both current and future demand,” said Brian Mangione, Woolrich Executive Vice President.About Woolrich®Woolrich Inc., the Original Outdoor Clothing Company, is an authentic American brand that embraces an outdoor lifestyle. Trusted since 1830 by generations of loyal consumers, Woolrich continues its tradition of providing quality products for today’s outdoor enthusiast. A brand recognized worldwide, Woolrich product offerings include functional, comfortable and durable men’s and women’s sportswear and outerwear using innovative fabrications for the ultimate in performance capabilities, well-designed home and outdoor living products, and licensed accessory products. In 2010, Woolrich celebrated its 180th Anniversary. It is the original and longest continuously-operating outdoor apparel manufacturer and woolen mill in the United States. Find out more at www.woolrich.com(link is external).About Jager Di Paola Kemp DesignJDK is a design-driven multi-disciplinary studio based in Burlington, Vermont, with satellite spaces in New York City and Portland, Oregon.  JDK’s practice includes brand strategy, product design, identity, packaging, visual merchandising, advertising, Web sites, marketing collateral, and branded environments. JDK is the originator of Living Brand® strategy, a proprietary approach that guides brand design. Active clients include Burton Snowboards, Giant Bicycles, Intrawest’s Stratton Mountain Resort, Microsoft’s Xbox game console and Zune media player, Seventh Generation household products, SRAM Corporation, Virgin Mobile, and Wolverine World Wide’s Merrell and licensed Patagonia brands. More information on JDK can be found at its Web site, jdk.com.SOURCE Woolrich Inc. WOOLRICH, Pa., March 29, 2011 /PRNewswire/ —last_img read more

Generating profit & revenue in emerging cash intensive businesses (Part 3)

first_img 42SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Andre Herrera Andre’s broad experience in payment system and banking technology management spans over 22 years and includes the management of complex, large-scale conversions, migrations and new product implementations. He also … Web: hypur.com Details This is the third in a series of articles covering the generation of non-interest income in cash intensive businesses with an emphasis on Marijuana Related Businesses (MRB’s). The first article discussed evaluating if entering this vertical is appropriate for your specific institution. The second article focused on the regulatory guidance that surrounds providing financial services to MRB’s. This installment will discuss establishing appropriate policies and procedures within the institution surrounding the banking of MRB’s.I receive a number of inquiries from financial institutions asking if there is a policy template that they can utilize which has gone through both legal and regulatory review for MRB’s. The short answer is “no,” but even if one did exist for purchase I would question its use within your institution. I once purchased a policy template regarding “IT Business Continuity.” I then spent around sixty hours of review and modification to customize that document for my specific institution, as the document in its unmodified form was not appropriate for my needs. Given that there is a limited amount of guidance regarding providing financial services to MRB’s, it makes the policy creation process much more challenging.I have reviewed a number of policies that cover the banking of MRB’s, and I have seen both ends of the spectrum: Some were extremely well crafted with a great deal of detail, containing elements of CIP, enhanced due diligence, on-going monitoring, oversight and audit, and strict operational controls. Other policies I have reviewed were more of a minor extension of the institution’s existing BSA/AML Policy. I strongly recommend the former over the latter.There are two approaches that can be utilized: Establish a stand-alone MRB Policy or create an MRB addendum to your existing BSA/AML Policy. Either way, you should start with a strong BSA/AML program with both experienced compliance staff and examinations without any significant findings. Any BSA deficiencies prior to the boarding of MRB accounts should be rectified.Given the importance of adhering to the Cole Memorandum, ensuring that your merchant is in compliance with state cannabis laws is important. Establish a deep understanding of the state’s licensing process as well as what tools and information are available to the financial institution. These tools may include inventory data, lists of currently licensed entities, or even infractions. You will also want to obtain information and validate how your client is adhering to the enforcement priorities as outlined in the Cole Memo.Although the scope of this article is not to outline every possible detail to include in your policy, I will address several general sections, which you can build on with the details specific to your institution and appropriate to your clients.Initial Due Diligence: This should include all typical entity documentation, plus all MRB specific documents. Be aware that in addition to state licenses, both county and local municipality permits may be required, and will need to be validated and monitored. I would also gather and review leases, or review title information if the property is owned. Beneficial ownership is now drawing increasing regulatory scrutiny, so pay additional attention to this area. Information such as anticipated deposit activity will need to be collected not only for the initial due diligence, but to help establish baseline activity for the merchant. You may also want to collect personal financial statements in addition to the business balance sheet, P&L statement, and tax returns. Get a firm understanding of how the business operates, including products, major vendors, and all sources of revenue.Governing Laws and Definitions: I recommend having this section in your policy that contains or summarizes the specific state laws and federal guidance (Cole Memo, FinCEN guidance, etc.) that surround the banking of MRB’s. This is also a good place to set forth definitions that will be utilized throughout your policy.Specific BSA MRB requirements: The policy should address the three types of specific MRB SAR filings as well as the requirements, triggers, and red flags (Reference the FinCEN guidance regarding red flags). I recommend having specific policy statements for recurrent SAR’s in this section.On-going Monitoring: Deposits should match the transactions that occur at the point of sale. Hypur has developed technologies specifically for this purpose. You should also be monitoring activity to baseline, source and destination of account activity, CTR’s, etc., and include processes to begin case management and resolution for abnormal or suspect activity. Remember that the money going out of your institution is just as important as the money being deposited. I also recommend the monitoring of financial statements to tax payments and returns, as well as monitoring of state law compliance of the merchant. Track and monitor all applicable licenses. Insure that processes are in place for 314(a) and OFAC compliance as well.Risk Analysis and Ratings: As mentioned in my previous article, develop a process to provide a risk analysis and scoring for your MRB’s. I would have this as an addendum to the policy.Bear in mind that technically, anyone that derives income from the cannabis industry becomes an MRB. BSA/AML MRB requirements go beyond accounts that are opened for businesses that deal directly with the product, so have provisions in your policies to cover accounts with vendors, owners, and employees as well.last_img read more

Three challenges and three solutions: Data management for credit unions

first_imgBut how do you unlock the full potential of data? How do you open it up to the organization — so your managers can readily access it and your marketing team can act on it? You’ll need to overcome three primary challenges credit unions face today.Challenge One – Organization: The Devil is in the DetailsIf your business users lack the information they need, it’s likely due to fragmentation, a lagging IT infrastructure, or the big expense of getting and storing big data. The complexities of running multiple systems – mortgage LOS, consumer LOS, core, others – often result in a wide variety of disjointed perspectives… not that helpful. continue reading » In today’s data-driven world, credit unions understand the value of insights that can be gained from member data. Yet, for many, there’s uncertainty on how to make that happen, along with the usual technology growing pains. Creating a data platform is a great first step, and segmentation and predicting member needs is even better. 7SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblrlast_img read more

Experts look for clues in 1918 pandemic virus family tree

first_imgJun 29, 2009 (CIDRAP News) – To outside observers, the novel H1N1 virus spreading quickly to every corner of the globe must seem like it came out of nowhere, but the organism is a fourth generation of the 1918 pandemic virus and comes from an H1N1 family tree that is colorful and complex, according to two historical reviews that appear today in the New England Journal of Medicine (NEJM).Understanding the history of swine influenza viruses, particularly their contribution to the 1918 pandemic virus, underscores the need to better comprehend zoonotic viruses as well as the dynamics of human pandemic viruses that can arise from them, the authors report in an early online NEJM edition.The world is still in a “pandemic era” that began in 1918, wrote three experts from the National Institute of Allergy and Infectious Diseases (NIAID), senior investigator David Morens, MD, medical epidemiologist Jeffery Taubenberger, MD, PhD, and NIAID director Anthony Fauci, MD.The 1918 virus has used a “bag of evolutionary tricks” to survive in humans and pigs and to launch other novel viruses, they wrote. “The 2009 H1N1 pandemic virus represents yet another genetic product in the still-growing family tree of this remarkable 1918 virus.”The novel H1N1 virus’ complex evolutionary history involved genetic mixing within human viruses and between avian- and swine-adapted viruses, gene segment evolution in multiple species, and evolution from the selection pressure of herd immunity in populations at different times, the group wrote, adding. “The fact that this novel H1N1 influenza A virus has become a pandemic virus expands the previous definition of the term,”Though any new virus is unpredictable, Fauci and his colleagues wrote that in this pandemic era, severity appears to be decreasing over time, with an evolutionary pattern that appears to favor transmissibility over pathogenicity.Two researchers from the University of Pittsburgh, in a review article on the emergence of H1N1 viruses, wrote that viral adaptation to a new host species is complex, but the 1918 influenza A H1N1 virus was unusual because it emerged from a bird source in pigs and humans at the same time. In contrast, researchers have said the new H1N1 virus probably emerged from swine to humans. The authors are Shanta Zimmer, MD, from the medical school, and Donald Burke, MD, from the graduate school of public health.Previous research suggests that antibody specificity against the 1918 human influenza virus diverged quickly from swine influenza viruses, and genetic differences in hemagglutinin (HA) continue to show the same type of rapid divergence between human and swine viruses, they wrote.Researchers still don’t know why H1N1 retreated in 1957 for the next 20 years, though likely factors include high levels of existing homologous immunity plus the sudden appearance of heterologous immunity from a new H2N2 strain, Zimmer and Burke wrote.Cross-species transfers of swine influenza H1N1 cropped up a few times over the next two decades, and human H1N1 didn’t surface again until 1977, presumably because of a laboratory accident in the former Soviet Union. This event marked a first in interpandemic history: the cocirculation of two influenza A viruses.The authors wrote that it’s difficult to predict how well the pandemic strain will compete against the seasonal H1N1 virus. Both viruses share three gene segments with their remote 1918 descendant: nucleocapsid, nonstructural, and HA. They pointed out that studies of B-cell memory response in 1918 pandemic survivors showed that the neutralizing body against HA was specific and long-lasting.Cell-mediated immunity may also affect competition between the two viruses, the authors wrote. Though it’s not clear if cytotoxic T lymphocytes clinically protect humans, they have been shown to reduce viral shedding, even in the absence of antibodies against HA and neuraminidase.”Cytotoxic T lymphocytes that are generated by seasonal influenza viruses against conserved epitopes might provide heterotypic immune responses that could dampen transmission, even in the absence of measurable antibody protection,” Zimmer and Burke wrote.Morens DM, Taubenberger JK, Fauci AS. The persistent legacy of the 1918 influenza virus. N Engl J Med 2009 Jul 16;361(3):225-29 [Full text]Zimmer SM, Burke DS. Historical perspective—emergence of influenza A (H1N1) viruses. N Engl J Med 2009 Jul 16;361(3):279-85 [Full text]last_img read more

One of Europe’s largest regional airlines, Flybe, has declared bankruptcy

first_imgThe last flights of the Exeter-based airline ended at British airports late last night, after hours of speculation that the company would cease operations. Flybe had been in financial trouble for some time, and fewer passengers due to the outbreak of coronavirus was crucial. Photo: Fb Flybe So Flybe announced today that their planes were grounded, and told its passengers not to come to the airports unless they had arranged a flight with another airline in the meantime.The airline was bought a year ago by a consortium led by Virgin Atlantic, which has invested at least £ 100 million, but Flybe needed more.center_img During the day, railway companies in the UK offered free travel to staff as well as Flybe customers for the next seven days. By the way, Flybe was founded in 1979 and was the largest regional airline, which until yesterday employed about 2000 people. Although he was primarily a regional airline, his planes also flew to some European destinations, including Croatia.last_img read more