Daily Archives: February 18, 2021

ContentsSummary

Too often, regulation struggles to keep pace with innovation. New ideas, products, and business models are hampered, while citizens are left with outdated protections. As governments seek to build back better following the COVID-19 pandemic, a more agile, innovation-enabling approach to regulation is needed.

This report presents a blueprint for regulatory reform offices, such as the U.S. Office of Information and Regulatory Affairs, to introduce a more innovation-enabling approach to regulation across government and seize the opportunities of technological change. Systematic measures are needed to enhance foresight, focus regulation on outcomes, create space to experiment, harness data to target interventions, leverage the role of the private sector, bring about a seamless regulatory landscape, and tackle barriers to trade and cooperation.

As the Fourth Industrial Revolution takes hold, it will be those governments that succeed in engineering this shift to a more agile regulatory approach that will gain a competitive advantage in the global economy and will help secure their prosperity in the post-pandemic era. But succeeding in this transition wont be easy, since many regulators lack sufficient capacity or capability to respond to technological change.

Change-makers need to go beyond announcing eye-catching initiatives such as regulatory sandboxes and engineer a cultural shift in regulation across government, learning lessons from innovators themselves on how to foster change. In developing their strategies, governments need to consider how to engage with what the market really needs and adapt their approach dynamically as the world changes.

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The COVID-19 pandemic has demonstrated the weaknesses of regulatory systems designed with the past in mind. Governments around the world have had to rewrite rules at a breakneck pace both to allow their citizens to benefit from innovations such as telemedicine and drone delivery and to help their economies adapt to the many disruptions the pandemic has caused.

The challenges facing regulatory systems have been apparent for some time. Well before the pandemic, regulators found themselves racing to adapt to the Fourth Industrial Revolution: A wave of parallel technological developments in areas from artificial intelligence to biotechnologies that are rapidly reshaping the sectors they regulate. If governed well, such innovations could help power renewed economic growth and tackle pressing social and environmental challenges.

But two problems have arisen. First, regulation has struggled to keep pace with the speed at which innovations emerge (the pacing problem). Technology adoption lags have fallen dramatically over successive industrial revolutions (Figure 1); it can now take weeks to introduce new ideas, products, and business models but years to change the law. The potential of innovation is diminished by regulatory barriers and uncertainty while the law fails to offer protections against emerging harms.

The challenge is compounded by the breadth and depth of technological change in this Fourth Industrial Revolution. Regulators have found themselves grappling with innovations whose implications lie partly outside their sectoral or geographical jurisdiction, requiring collective action with others (the coordination problem). The need for coordination is especially true for digital technologies, where firms are increasingly able to switch between different jurisdictions at low cost while retaining a global customer base.

Without reform, regulation is in danger of stifling the potential of technological innovation while failing to address its risks. In areas from social media to shared mobility, rigid rules and remits have led to the emergence of gray areas, where regulators struggle to intervene while faltering international cooperation has hindered governance of risks that transcend national borders. In some cases, the social contract is imperiled, as regulators are perceived to be unable or unwilling to address novel harms.

The COVID-19 pandemic has increased not only awareness of these issues, but also the urgency of addressing them. In many areas, the pandemic has accelerated the adoption of digitally-enabled ways of producing goods or providing services, as physical interaction has become less possible. As governments rebuild afresh following the pandemic, they cannot afford to let the innovation that will power economic recovery and address social and environmental challenges be held back by outdated regulation.

While specific regulatory changes are indubitably necessary, these issues call for a fundamental rethinking of how regulation is developed and administered across the whole of government. A more adaptive and coordinated approach to regulation is needed, which leverages the role that the private sector and civil society can play.

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Historically, effective regulatory practice has centered on the concepts of proportionality, openness, and fairness. It is crucial that the costs of regulation are proportionate to its benefits, that regulation is informed by those who hold an interest in it, and that regulatory decisions are made on an objective, impartial, and consistent basis.

These tenets have led to the development of a linear and at times lengthy regulatory process, in which governments assess the impact of regulatory changes and consult on them before adding them to the statute bookat which point they are rarely changed. A 2017 analysis by Deloitte found that 67 percent of all current sections of the U.S. Code of Federal Regulations had never been edited since they were originally created.

The issue is systemic. In 2018, the OECD reviewed the practices of its members and found that although certain laws and regulations might be obsolete, imposing unnecessary costs on business and potentially putting citizens at risk, countries still fail to systematically collect evidence, monitor implementation and evaluate results. Countries are deemed to be more adept at designing regulations than reviewing them.

Perhaps as a consequence, regulatory reform initiatives have chiefly been backward-looking. Initiatives such as the U.S. two for one rule have sought to tackle the stock of regulation and slow the flow of new regulatory measures, yet have failed to tackle the root of the regulate and forget approach that bedevils governments. At worst, they have created an internal bureaucracy of their owninhibiting timely regulatory intervention.

Moreover, such measures have failed to address the needs of businesses seeking to innovate and do things differently. In 2018, just 29 percent of U.K. businesses believed that the governments approach to regulation enabled them to get new products and services on to the market, despite years of reforms to tackle the burden of regulation. Another survey found that 92 percent of businesses thought that they would lose revenue if regulators did not keep pace with disruptive change in the next two to three years.

The foundational ideas of proportionality, openness and fairness are necessary but not sufficient in the context of the Fourth Industrial Revolution. These ideas must be weighed against the need for agility in responding to the opportunities and challenges of innovation. The answer to the regulate and forget approach within government is not simply to make better regulations or institute periodic reviews, but rather to instill an adapt and learn mindset that acknowledges that regulation must continuously evolve to keep pace with external change.

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This report sets out a blueprint for such an agile approach to regulation, building on recent research with the World Economic Forum. As regulators around the world seek to respond to technological innovation, seven pillars of good practice can be identified. Ranging from foresight to experimentation, they address head on the need for a more adaptive, collaborative style of regulation in the Fourth Industrial Revolution.

Regulators that are able to anticipate innovation and disruption are better positioned to seize the opportunities of technological innovation while minimizing the risks. Governments including Canada, Singapore, Sweden, the United Arab Emirates, and the U.K. are investing in regulatory foresight to help understand what the future looks like and prepare accordingly.

Such initiatives typically examine emerging technologies and trends (e.g., through horizon-scanning) and their potential impacts on people, businesses, and the environment. The aim is to identify significant opportunities or risks and enable timely action to address them. In some cases, the insight gathered is used to develop scenarios for what the future will look like, which can be used to test the resilience of potential regulatory interventions.

The goal is not to rush to regulate and stifle innovation, but rather to allow regulators time to iterate their approach in dialogue with businesses and stakeholders as the technology develops. In this paradigm, regulators may steer the development of innovation through soft law mechanisms such as regulatory guidance or voluntary standards, codifying their approach into law only as the technology reaches full maturity.

Excessively prescriptive regulation can rapidly become obsolete as new ideas, products, and business models emerge. Governments including Denmark, Japan, and the U.K. have introduced a presumption that regulation should focus on the achievement of outcomes rather than prescribe the use of specific inputs or processes.

The idea is to enable businesses to innovate in how they achieve regulatory goals and find the most efficient way to comply. Regulation that focuses on long-term policy goals is more likely to be resilient in the context of rapid, complex technological change. Goal-based approaches can also give regulators greater flexibility in how they mobilize their powers, so that that the process leads to the best possible results for citizens and the environment.

Not all businesses have the capability or capacity to interpret goal-based regulation, and in some cases (e.g. when outcomes are not easily measured or attributed) a more prescriptive regulatory approach may be warranted. Soft law mechanisms, such as regulatory guidance, codes of practice, and voluntary standards, may be used to complement goal-based regulation and reduce regulatory uncertainty for businesses while providing flexibility for those that wish to innovate.

Regulators that engage with technological development are better able to shape its evolution and learn about how their own regulatory approach needs to adapt.

In the last decade, regulators in over 50 jurisdictions have introduced mechanisms such as sandboxes to enable innovators to get advice on the regulatory implications of their ideas and/or trial them under regulatory supervision. Prominent examples are found in Canada, Denmark, Germany, Japan, Italy, Singapore [1, 2, 3], South Korea, Taiwan, the UAE, and the U.K. In some cases, governments have introduced experimentation clauses into law to enable alternative approaches to be taken.

The idea is simple. As the Head of Amazon U.K. Doug Gurr described: Its a rather progressive way of thinking about thisinstead of sitting there and saying were going to write the regulation in isolation without understanding the technology, theyre going to be looking over our shoulder every step of the way and theyre going to develop the regulation hand-in-hand with the technology. If we do that we get better outcomes.

But the idea of regulatory experimentation has not found favor with all. Responding to the introduction of regulatory sandboxes in other jurisdictions, the superintendent of the New York Department of Financial Services Mario Vullo said, Toddlers play in sandboxes. Adults play by the rules. Checks and balances are certainly needed to ensure that regulatory experiments do not undermine the goals of regulation or distort markets unfairly. Mechanisms are needed to ensure that learning is gathered from regulatory experiments and timely reforms to regulation are introduced for the benefit of all.

Box 1. Agility in practice: The UK Financial Conduct Authority

Emerging financial technologies (fintech) are changing the way we bank, invest, insure and pay for things. Recognizing the opportunity to drive competition and deliver better outcomes, in 2014 the U.K. Financial Conduct Authority established Project Innovate to support and stimulate fintech innovation in the interest of consumers.

Activities include:

Engagement with innovators to anticipate and shape emerging ideas, products, and business models

Supporting businesses so they can test innovations with real consumers in the market in a controlled way through regulatory sandboxes

Techsprints to stimulate the development of technologies with the potential to help overcome regulatory challenges in financial services

Collaboration with other regulators to support businesses in navigating related rules, e.g. on data protection, including a potential cross-sector sandbox

Supporting fintech businesses as they scale their ideas internationally through regulatory cooperation agreements and, since 2019, the Global Financial Innovation Network.

Evaluation by the Financial Conduct Authority suggests that Innovate has given firms the regulatory certainty they need to develop their innovations and deliver them at speed. Using the sandbox has allowed firms to cut the time and cost of bringing innovative ideas to market (40 percent reduction in time to receive authorization) and has improved their access to finance (135m total equity funding raised by firms in the first cohort).

Eighty percent of firms that successfully tested in the sandbox are still in operation, with incumbents responding by competing harder and improving their own offerings. FinTechfirm Assure Hedge completed the sandbox program to become a fully regulated company. Barry McCarthy said, the founder and chief executive of Assure Hedge said:

We have effectively been given the same regulation that large banks have, so it really allows us to compete with the big players.

But it is not only business that has reaped the benefits: Consumers have been able to access new products with better safeguards already in place, and the regulator has been able to draw on the insight it has gained into technological innovation to update its policy positions in areas such as crypto assets.

Data-driven technologies are not just transforming businessthey can revolutionize regulation too.

Regulators have access to more ways to gather and analyze data than ever before, including through drones, smart sensing, wearables, the Internet of Things (IoT), web-scraping, robotic process automation, big data analytics, and artificial intelligence. Taken together, these developments open up a world in which regulatory interventions may be finely targeted, outcomes may be monitored in real time, and rules may be evaluated and updated at pace.

Financial services regulators are at the forefront of this trend, using hackathons and tech sprints to develop technologies that enable them to respond in a more agile way to risks. The adoption of data-driven technologies can enable a more outcome-focused, experimental regulatory approach, as regulators are able to grant businesses greater flexibility to innovate, safe in the knowledge that they can more rapidly intervene.

If regulators are to match the speed and complexity of the Fourth Industrial Revolution, they need to leverage the role that the private sector can play in the responsible governance of innovation.

Industry-led governance mechanisms, such as voluntary standards, codes of conduct, and industry covenants, can help deliver policy objectives more rapidly than regulatory intervention. Authorities including the European Commission have developed principles to support the greater use of self- and co-regulation approaches.

The information asymmetry between businesses and regulators means that industry is often better placed to manage the risks from technological innovation most efficiently and effectively. As already noted, industry-led governance can complement the use of goal-based regulatory approaches by providing guidance to businesses on how outcomes can be achieved.

Like regulation, industry-led governance introduces benefits and costs for those who participate in it. Where participation becomes a de facto or de jure requirement for businesses to operate (for example through statutory backing, buyer/consumer requirements, reputational incentives), care is needed to ensure that governance is proportionate, open, fair, and agile.

The technological innovations that are the hallmark of the Fourth Industrial Revolution straddle sectors and institutions alike. Businesses can easily find themselves navigating a patchwork of regulations that deters them from introducing new ideas, products, and business models. In response, governments including Denmark and Japan have introduced single points of contact or one-stop-shops to enable businesses to engage more straightforwardly with different national regulators on their ideas and to ensure that issues are tackled in a coordinated way.

In the same way, coordination is needed to avoid unnecessary divergence in regulatory approaches across localities that would make it harder to trade or achieve shared regulatory goals. This need not mean that regulations should be the same, but rather that where possible they should be interoperable. Authorities in Japan and South Korea have exploited the potential to trial different regulatory approaches in different localities to inform decisions about how to adapt regulation more generally.

The Fourth Industrial Revolution is reshaping business the world over, creating common opportunities and risks that regulators in different jurisdictions must respond to. By cooperating across borders, regulators can facilitate trade and investment and address shared challenges more efficiently and effectively.

Regulators in different jurisdictions are finding new ways to cooperate on technological innovation, including through sharing foresight and joint experimentation. Such activities can create the conditions for regulators to develop more interoperable and effective rules. Plurilateral alliances have emerged in areas such as fintech and medicines, while in December 2020 the governments of Canada, Denmark, Italy, Japan, Singapore, the UAE, and the U.K. came together to establish the Agile Nations: a regulatory cooperation partnership that will cover innovations ranging from green technologies to mobility. (Another Blueprint paper in this series provides insights on forums where international cooperation on artificial intelligence is already being pursued.)

From foresight centers to regulatory sandboxes, agile regulatory initiatives have now been introduced in over fifty different jurisdictions to respond to innovation in areas such as finance, transport, health, data, and the green economy. Notwithstanding the diversity of these initiatives, four lessons can be identified on how agile regulatory initiatives can be introduced successfully.

It sounds obvious, but agile regulatory initiatives such as sandboxes need to tackle the real barriers that innovators face in introducing new ideas, products, and business models if they are to address them. Regulation is not always the limiting factor on innovation, since issues such as capability, capital, and culture may also be at play.

Even where regulation is perceived to be the issue, there may be many more opportunities for innovation within the rules than businesses realize. A well-designed scheme to provide advice to businesses on the regulatory implications of their new ideas can often have greater reach and impact than an eye-catching but resource-intensive testing environment targeted toward frontier innovations.

Care is needed to ensure that regulation remains proportionate, open, and fair. For example, industry-led governance must not reduce the voice of civil society in shaping how technological innovation is governed, while data-driven technologies must be employed in a way that does not introduce or replicate bias in regulatory decisions.

Checks and balances need to be built into the design of agile regulatory initiatives from the beginning. For example, regulators have managed the risks of sandboxes undermining the level playing field for business by ensuring that support is time-limited and awarded on a competitive basis according to clear criteria (e.g. degree of innovation, regulatory barriers faced). Such controls help minimize market distortion and ensure that it is the best ideas that succeed.

While the agile regulatory initiatives in this blueprint can be employed separately, the seven pillars are mutually reinforcing and have the greatest impact when employed jointly. The example of the U.K. Financial Conduct Authority shows how these techniques can be introduced as part of a holistic regulatory strategy.

For example, regulatory sandboxes can offer a vital source of intelligence about emerging technologies and innovations. Shared industry-led governance (e.g., international standards) can underpin greater international regulatory cooperation. Data-driven enforcement can complement and enable a more outcome-focused regulatory approach.

Conversely, a lack of action under one pillar may inhibit success in another. A sandbox led by one regulator is unlikely to accelerate innovation if another regulators actions still lead to critical delays, while the benefits of responsible industry-led governance may be diminished if the overarching regulatory regime is still heavily prescriptive.

Agile regulation should be considered a dynamic process that adapts to changes in the external context. As innovations emerge, existing regulatory regimes may be too rigid and greater space for experimentation may be needed. But as technological innovation slows, the need for predictable and stable governance may outweigh the need for flexibility.

Monitoring and evaluation is critical to ensuring that initiatives have their intended effect and that the regulatory system keeps pace dynamically with innovation. Many agile regulatory approaches are novel in nature and it is essential that feedback loops are built in to ensure that they are effective.

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While growing in popularity, the use of more agile regulatory approaches is not yet mainstream within governments. Many regulators view innovation as outside their remit, preferring to respond to change after it has happened rather than shape events upstreamnotwithstanding the resulting damage to their goals and costs to business.

A more agile regulatory approach isoften rightlyperceived to introduce novel risks and costs. Many regulators lack the capacity and capability to engage further upstream, especially where budget constraints mean that the talent needed to govern innovators is hoovered up by businesses themselves. Some regulators elect to stay in the comfort zone of their legislative silo rather than lean into disruptive change.

For those looking to introduce a more agile regulatory approach across government as a whole, the answer does not simply lie in establishing eye-catching sandboxes or foresight initiatives. Rather, they need to reflect on how to incentivize a culture shift within regulators: towards influencing upstream over reacting downstream; prioritizing outcomes over rules; adapting to change over following a plan; leveraging others over exercising sole control; and collaborating across boundaries over working in silos.

In this regard, competitive innovation funds such as those in the U.K. and Germany offer an interesting example of how governments and other organizations (e.g., development banks) can incentivize the introduction of more agile regulatory approaches as set out in Parts A and B. Regulatory initiatives that secure funding benefit both from investment in their capability and capacity and, crucially, endorsement of the approach that they are takingproviding a vital signal to other regulators on the importance of a more agile approach.

Further work is needed at a governmental and intergovernmental level to drive this strategic shift in regulation. Testifying to the increasing importance of this shift, later this year the OECD will set out principles for its members on effective and innovation-friendly rule-making in the Fourth Industrial Revolutionand assessment of government performance in these areas will no doubt soon follow.

As the Fourth Industrial Revolution takes hold, those governments that succeed in engineering a shift to a more agile regulatory approach will gain a competitive advantage in the global economy. Governments must act now if they are to unlock the potential of this wave of technological innovation and shape it in the interest of their citizens.

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A blueprint for technology governance in the post-pandemic world - Brookings Institution

Utilities across the U.S. remain challenged with aging water infrastructure contributing to asset failures, operational inefficiencies, regulatory compliance, lost revenue and increasingly larger volumes of treated water lost to undetected leakage and water main breaks. According to Bluefield Research, average water loss across the U.S due to aging infrastructure is an estimated 14 percent, which translates into 5,543 million gallons lost per day. This loss costs water utilities an estimated $6.06 billion, annually and can contribute to higher rates paid by consumers. In some instances, utilities may experience water losses in excess of 30 percent.

In addition, with budgets tightening, more licensed water operators nearing retirement age and increasing regulatory pressures, utilities who stand to benefit the most from digital solutions may not have the professional staff, IT expertise or capital resources needed to implement them.

Aquify is applying Exelon's years of smart grid energy operational expertise to deliver a turnkey professional service that leverages Trimble's state-of-the-art digital water solutions. The service includes Trimble Unity software and Telog remote monitoring technology with Aquify's customized system design, IT integration, machine learning analytics software, cyber-secure wireless communications and 24/7 professional staff providing monitoring and analytics. Aquify simplifies implementation and maintenance by taking over the responsibility for the hardware, network and software technologies, and offering a solution as a cost-effective, multi-year subscription service. In addition, Aquify provides water utilities with the ability to finance and customize the solution based on strategic priorities and unique system attributes.

"Aging water infrastructure is an enormous financial and operational burden for water utilities and the communities they serve," said Chris Stern, vice president, strategy and development for Utilities and Public Administration at Trimble. "By combining Trimble's field-proven digital water technology with Aquify's industry expertise and services, Aquify removes the complexity of technology deployment and management, helping utilities focus their resources on addressing their critical infrastructure and sustainability challenges."

"Working with a water technology leader like Trimble means Aquify now has even more value to offer to our customers," said Lev Goldberg, CEO of Aquify. "With access to Trimble's broad range of field-proven digital water solutions, Aquify can now design and implement 'worry free' professionally-staffed monitoring systems that meet more needs for more utilities across the country. And by leveraging Exelon's expertise in utility operations and system analytics, we bring a fresh and proven perspective that municipalities can trust."

The Aquify water analytics service is available now for U.S. water utilities. For additional information and a demonstration, visit: http://www.aquify.io/learn-more.

About Aquify

The mission of Aquify, an Exelon subsidiary, is to provide cities, municipalities and investor-owned water utilities across the U.S. with a new way to manage their aging water infrastructure while also achieving new levels of reliability, resilience and responsiveness. Aquify gives water utilities peace-of-mind and unprecedented system visibility through 24/7 system monitoring and advanced analytics without the need for additional staff or capital investment. For more information, visit: http://www.exelonaquify.com.

About Trimble Utilities and Public Administration

Trimble Utilities and Public Administration (U&PA) provides digital asset and infrastructure lifecycle management solutions for electric, gas and water utilities and local governments. Through a broad portfolio of cloud and SaaS software, IoT and mobile solutions, Trimble empowers utilities and local governments with accurate data to create and analyze the digital twin. These solutions enable optimal asset investment decisions and performance management including predictive modeling and analytics. Solving key infrastructure needs, Trimble's U&PA brands include Cityworks, Telog, Trimble Unity, Trimble NIS, Caydence and Locus Cloud. For more information, visit: upa.trimble.com.

About Trimble

Trimble is transforming the way the world works by delivering products and services that connect the physical and digital worlds. Core technologies in positioning, modeling, connectivity and data analytics enable customers to improve productivity, quality, safety and sustainability. From purpose built products to enterprise lifecycle solutions, Trimble software, hardware and services are transforming industries such as agriculture, construction, geospatial and transportation. For more information about Trimble (NASDAQ:TRMB), visit: http://www.trimble.com.

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SOURCE Trimble

http://www.trimble.com

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Exelon's Aquify Leverages Trimble's Digital Water Technology to Expand its Analytics Services for US Water Utilities - PRNewswire

The pandemic threw traditional hiring models into disarray, with overnight work-from-home policies forcing the processes online for countless organizations across the globe. With no option but to adapt, many companies have discovered the numerous benefits of remote hiring, and are now looking to build out their strategy for the year aheadespecially as 82% of US companies are planning to hire in 2021.

Thats exactly why Talview conducted the Remote Hiring Trends for 2021 survey. The report surveyed more than 145 organizations across 20 countries and over 15 industries, and features organizations such as Amazon, Uber, Disney, and Zoom, alongside many small and medium-sized businesses. Just some of the insights brought to light in the survey include the impact of remote hiring on diverse teams, newfound technology needs, and how the remote model can drive candidate experiencewhen done right.

Here are Talviews top findings and predictions for remote hiring in 2021.

Remote hiring leads to more diverse talent

By now, the benefits of remote teams are known far and wide. Companies that champion inclusivity and diversity experience a happier and more motivated workforce, higher levels of creativity, and ultimately, better business outcomes.

Remote hiring plays a key role here: It inherently supports diversity as it allows candidates from all over the world (not just the most popular tech hubs and big cities) to apply for jobs that would have otherwise been unavailable to them. Companies can therefore include people from different geographic, economic, and cultural backgrounds in their teams, adding fresh perspectives to projects.

In fact, 79% of companies in the survey believe remote hiring can help improve diversity in their organizations. One respondent said: I love the ability to attract from anywhere in the country, which automatically increases our diversity of experience and thought. Another noted that being truly global results in diverse cultures at work and a lot of collaboration, dependencies, and synergies between people in all locations.

However, many companies still have obstacles to overcome to be able to hire beyond their local region. The top challenges to expanding their hiring horizons are organizational mentality, hiring managers wanting local candidates, and compensation and legal factors. While remote hiring is gaining popularity, theres evidently still work to be done to accomplish diversity as a result of hiring across different geographies.

To be effective, remote hiring has to boost both candidate and recruiter experience

Ultimately, theres little point in investing in your remote hiring strategy if it doesnt boost both recruiter and candidate experience. Companies cant simply shift their in-person approach to the virtual world and expect it to all fall into place.

When asked about how their candidate experience strategy changed during the pandemic, many respondents confirmed that they had gone further than this, and made the necessary adaptations to their processes to keep applicants engaged.

For example, one company said: Were doing more on social media and really building our brandgiving a picture into our company and culture. Establishing an online presence in this way is an essential step to take when potential employees cant simply check out an organizations physical office and meet the team in-person.

Another respondent said: Our process is more streamlined and shorter now, and its easier to conduct panel interviewscandidates dont want to spend weeks or even months in the hiring funnel, nor do they want to spend hours on video interviews. Streamlining the interview stage is a great strategy to prevent potentially top talent from dropping out of the process.

Candidate satisfaction scores

Providing an excellent experience is also about meeting candidates where they are, and recognizing how things can more easily be misunderstood or misinterpreted online: Were more in tune with accessibility to our systems and we have more communication with candidates regarding the systems, commented one forward-thinking respondent.

Its no surprise then that 30% of companies said their candidate satisfaction scores improved after the remote switch, compared to 3% who said they declined.

Nailing candidate experience from day one of the recruitment process is vital, especially as 87% of talent say that a positive interview experience can change their mind about an employer that they previously doubted.

Remote Work Satisfaction

And on the recruiter side, 37.5% of respondents said they are 100% satisfied with remote work. Recruiter satisfaction with remote hiring means not only providing the necessary tools, but also promoting a mindset change across the organizationthe idea that remote hiring doesnt mean sacrificing personal touch and human judgement, and embracing it should become part of a companys culture. A number of respondents echoed this sentiment of challenging fundamental ideas, with one saying: Over the past few months, we've explored how Covid-19 has made us rethink, reimagine, and rewrite the rules of the workplace.

A successful remote hiring strategy means building out your tech stack

When asked about differences in their 2020 hiring strategy compared to before the pandemic, companies cited several key changes. For example, one respondent said theyre now embracing virtual interviewing and events and have moved to a one-time interview to hire as opposed to multiple interviews when possible.

One organization mentioned: We're investing into a multimillion global TA (talent acquisition) transformation initiative across people, process, systems and data, while another stated they were exploring and implementing new tools and techniques for better candidate experience and virtual onboarding process, and continuous communication.

One key theme here is the adoption of new technologies and the identification of current gaps when it comes to remote hiring tech. When the pandemic hit, many companies simply put together a makeshift strategy which leveraged Zoom calls, email chains, and their existing applicant tracking systems.

Remote Hiring Technology Tools

However, with so many organizations now sticking to remote hiring and remote work for the long run (46% of big companies said theyre more open to hiring remote workers, according to Monsters 2021 Global Outlook Report)theyre now exploring technology options that can help them provide a seamless experience, while efficiently managing all of their recruiting efforts from one centralized location.

According to the survey, the biggest technology demand for companies in 2021 is an end-to-end technology platform that takes care of the whole processfrom resume screening to skills assessments and candidate interviewsall in one place. Organizations are also expecting to see innovations in recruiting chatbots, screening assessments, and video interview and ATS integrations. 77% of respondents plan to expand their use of video interviews in the future, and 52% said they will be leveraging more online technical skills assessments in the coming year.

Post-pandemic technology use

Remote hiring is here to staythats a fact. But making a success of it is not a case of simply shifting existing processes and strategy online. Companies must embrace the remote mindset from the top-down, consider candidate and recruiter experience at every stage of the funnel, and be ready to invest in the right tools to ensure a seamless transition. Only then will they be able to champion remote hiring in 2021 and beyond.

Read more:

Technology, Diversity, And A Global Mindset: Heres Whats In Store For Remote Hiring In 2021 - Forbes

Jack Perry|The Providence Journal

Anticipating winter storms so he can keep Rhode Island highways plowed, the state Department of Transportation'sJoe Bucci can talk to forecasters, watch radar and monitor systems that tell him road temperatures across the state.

But he doesn't overlook his own senses, sharpened by a career spent plowing through storms dating back to the Blizzard of '78. Sometimes the size of the snowflakes, the smell of the air can tell him as much about a storm as a computer model might.

"I don't make forecasts. I don't consider myself a weatherman, but you kind of get a feel for it," Bucci says.

Astate highway operations engineer, Bucci is in charge of the DOT's Division of Highway and Bridge Maintenance. After a slow start to the winter, Buccihas been busy lately as a series of storms have moved through the region.

He's a key player in ensuring the state's 3,300 miles of highway lane miles are treated and plowed. Bucci has to know when and where the state should deploy its fleet of 178 trucks, and when, or if, to call private vendors who can provide another350 trucks.

"We have to be prepared for the worst," Bucci says.

Still, it's a delicatebalance. Underplay the threat, and the roads are a mess; travel is hazardous. Put the trucks on the road too early, the budget gets blown, and the drivers might be out there too long, exhausted.

"Unfortunately, there's really no secret sauce," Bucci says.

Bucci has a wealth of technology and information at his disposal. AccuWeather provides the DOT 24-hour access to a forecaster. Bucci can pull plenty of information from the National Weather Service's website andsit in on their storm discussions.

The DOT also uses a weather station that provides real-time information on factors such as air temperature, road temperature and wind speed in various parts of the state.

"We take all of these things, pour it into a big pot and stir it," Bucci says.

More: Snow should start this morning, continue into Friday; 4 to 6 inches likely

More: So far January has been warm, but will it stay that way, and could it mean snow for Rhode Island?

More: Storm watch issued for Sunday; get used to it, AccuWeather says

Knowing when the storm will start is one of the most important pieces of information, but it's not always clear. Computer models and forecasters don't always agree. "The timing is very important for us, especially if it's going to affect the morning or evening commute," Buccisays.

The intensity of the storm is also key. If the snow falls at a rate greater than 1 inch an hour, it's tough for the plows to keep up.

"We do everything we can to keep the roads as safe as possible," he says.

Here's something that adds to the challenge: The weather in Rhode Island can vary dramatically across just a few miles. Oftentimes, when it's snowing inBurrillville, it's raining in Newport. Or it might be snowing along the coast, but dry in the northern part of the state. "As small as we are, believe it or not, we have several different microclimates," Bucci says.

That's where experience helps again. The state has seven different highway districts, and staff membersin those districtshave a good feel for when and where problems are likely to surface, Bucci says.

Once astorm starts, DOT supervisors can monitor conditions and progress of the plow crews from a warm office. The state has several cameras set on roads and bridges. The trucks have GPS systems that send information on location. Many of the trucks also have cameras that can relay conditions back to headquarters. Some even have monitors that indicate whether too much or too little treatment is being put on the road surface.

In pre-COVID days, several DOT employees could gather in the "storm room" to keep an eye on developments, but now they haveto keep farther apart, according to Charles St. Martin, a DOT spokesman.

Bucci would rather be out in a truck anyway, experiencing the storm first-hand and seeing conditions for himself."I'm a visual learner," he says. "I like to be out in it."

Bucci may beone of the few New Englanders with a fond memory of the Blizzard of '78. He was 18 years old, working for a friend clearing snow with a payloader."I thought, 'This is pretty cool,' a teenager driving around in a payloader is pretty neat," Bucci recalls.

Indeed, Bucci has had plenty of experience. He seemed calm Wednesday morning, even as forecasters were calling forsnow to hit the region Thursday and Friday.

"I don't worry about it. I don't panic because that's not going to help the situation," he says.

Despite a recent string of storms, the winter of 2020-21 isn't anywhere close to the worst he's seen. The DOT typically works 25 to 30 storms a year, but this will be only the 10th, according to Bucci and St. Martin.

Bucci prepares with theconfidence of a man who has weathered a lot of storms.

"Things always go wrong. There'salways something that comes up," Bucci says. "If Ihaven't seen it, then someone else here would have. Wewill always find a way to figure it out and get through it."

jperry@providencejournal.com

(401) 277-7614

On Twitter: @jgregoryperry

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DOT's weather watcher relies on technology, forecasters and his own senses to read snowstorms - The Providence Journal

United Nations Secretary-General, Antnio Guterres, and World Health Organization (WHO) Director-General, Dr Tedros Adhanom Ghebreyesus, have announced that a Global Diabetes Compact will be launched on 14 April 2021 to mark the 100-year anniversary of the discovery of insulin for the treatment of diabetes. The centenary offers a window of opportunity for the global diabetes community to come together to reflect on addressing barriers to accessing insulin and associated health technology products. It is an opportune time to forge a common vision among all stakeholders to develop a multisectoral plan of action to address these barriers and ensure that no person living with diabetes goes untreated.

The WHO Department of Noncommunicable Diseases (NCD), in collaboration with the Division of Medicines and Health Products, is convening a series of biannual dialogues with the private sector to define meaningful and effective contributions to the implementation of national responses for the prevention, management and control of NCDs and the attainment of related Sustainable Development Goal (SDG) targets. The dialogues will focus on mobilizing commitments and contributions by the private sector toward national NCD responses to achieve SDG targets 3.4, 3.8 and 3b by improving access to and affordability of safe, effective and quality-assured medicines and health technology products.

Improving access to medicines and health technology products for the diagnosis, management and treatment of diabetes is multi-faceted and part of a broader challenge of ensuring access to health care. It requires a robust health system which includes good leadership and governance, adequate financing, access to information and evidence, quality service delivery, a strong health workforce, and equitable access to essential medicines and health technology products of assured quality, safety, efficacy and cost-effectiveness. Effective interventions will require enhanced collaboration and commitment for greater impact at country-level. The first dialogue in the series, which is being held on 23-24 February 2021, will focus on improving access to human insulin and associated health technology products for diabetes as part of the Global Diabetes Compact. Subsequent dialogues will focus on other NCDs, such as cardiovascular disease, cancer, lung diseases, oral health, rehabilitation, sensory impairments and disability.

This first dialogue aims to encourage inputs, commitments, and contributions from the pharmaceutical and health technology product industries to support WHOs activities to improve access to medicines and health technology products for diabetes, including for the 14 April 2021 launch of the Global Diabetes Compact.

A summary report of this meeting will be available on this website after the meeting.

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Dialogue with the private sector on medicines and technologies for diabetes care, February 2021 - World Health Organization

Kanagawa Regeneration and Cell Medical Industry Network Organizers Invite RepliCel to Participate in Foreign Company Pitch Session

VANCOUVER, BC / ACCESSWIRE / February 18, 2021 / RepliCel Life Sciences Inc. (OTC PINK:REPCF)(TSXV:RP)(FRA:P6P2) ("RepliCel" or the "Company"), a company developing next-generation technologies in aesthetics and orthopedics, announced its President and CEO, R. Lee Buckler, will present today at the RINK Festival hosted by the Regenerative Medicine & Cell Therapy Industrialization Network of Kanagawa (RINK), Kanagawa Prefecture.

The annual event is held to strengthen connections and collaborations in the regenerative medicine industry in Japan. A link to RepliCel's presentation (English audio and Japanese text) will be posted shortly after the event. To learn more, visit https://rinkrink.jp/2021.

RepliCel is participating at the express invitation of the Canadian office of the Japan External Trade Organization (JETRO) which is one of the event sponsors along with Japan's Forum for Innovative Regenerative Medicine (FIRM), Japan's Ministry of Economy, Trade and Industry (METI), the Japan Ministry of Economy, Trade and Industry Patent Office, the Kansai Regenerative Medicine Industry Consortium (KRIC), Kyoto Institute of Advanced Technology (ASTEM), Keio University, Life Science Innovation Network Japan (LINK-J), Japan Biotech Council, Kanagawa Prefectural Industrial Technology Research Institute (KISTEC), Shonan Health Innovation Park (iPark), Quebec Government Office in Japan, and Mizuho Information Research Institute Co., Ltd.

About RepliCel's Programs in Japan

RepliCel signed its first co-development and licensing agreement with a Japanese partner in 2013 for a product currently in ongoing clinical research in Japan.

RepliCel is currently laying plans for the clinical testing and commercialization of three additional technologies in Japan. These include two cell therapies - one for skin rejuvenation and one for tendon regeneration - and a next-generation dermal injector for aesthetic treatments involving a wide variety of injectable substances including cells, PRP, toxins, fillers, enzymes, drugs, other biologics, etc.

The RepliCel cell therapy technology, which is the subject of active, ongoing partnership discussions in Japan, has already been the subject of two successfully completed consultations with Japan's Pharmaceutical and Medical Devices Agency (PMDA). Planning for clinical research studies under Japan's Act for the Safety of Regenerative Medicines (ASRM) is already underway with two well-respected clinical professors of orthopedic sports medicine and clinical dermatology. Manufacturing of the clinical product will be performed by a Japanese-owned contract manufacturer preparing now for PMDA-certification under Japan's Ministry of Health, Labour, and Welfare (MHLW) applicable guidelines. The conduct of the clinical research studies will be managed by a high-quality Japanese clinical research organization.

About RepliCel Life Sciences

RepliCel is a regenerative medicine company focused on developing cell therapies for aesthetic and orthopedic conditions affecting what the Company believes is approximately one in three people in industrialized nations, including aging/sun-damaged skin, pattern baldness, and chronic tendon degeneration. These conditions, often associated with aging, are caused by a deficit of healthy cells required for normal tissue healing and function. Headquartered in Canada with a base of operations in Europe, RepliCel has existing partnerships in the United States, Japan, and China.

The Company's cell therapy product pipeline is comprised of RCT-01 for tendon repair, RCS-01 for skin rejuvenation, and RCH-01 for hair restoration. All RepliCel's cell therapy product candidates are based on RepliCel's innovative technology, utilizing cell populations isolated from a patient's healthy hair follicles. RepliCel's three cell therapy products have now been tested in over 100 patients in four countries on three continents and successfully reviewed by three different regulatory agencies.

RepliCel has also developed a proprietary injection device, RCI-02, optimized for the administration of its products and licensable for use with other dermatology applications. Certain commercial rights for RCI-02 have been licensed to YOFOTO for Greater China and a limited-term exclusive distributorship to MainPointe for the United States.

The commercial rights for RCH-01 for most of Asia have been exclusively licensed to Shiseido Company. Though the legal status of this license is currently the subject of some disagreement between the parties, Shiseido continues to finance the development of the licensed product based on RepliCel's technology in their territory. The commercial rights for RCT-01 and RCS-01 have been exclusively licensed to YOFOTO (China) Health for Greater China. YOFOTO is also committed to financing the co-development of these products in their territory.

For more information, please visit http://www.replicel.com or contact:Lee Buckler, CEO, and President604-248-8693info@replicel.com

Neither TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in policies of the TSX Venture Exchange) accept responsibility for the adequacy or accuracy of this release.

SOURCE: RepliCel Life Sciences, Inc.

View source version on accesswire.com:https://www.accesswire.com/630464/RepliCel-Presents-Its-Technology-Development-and-Commercialization-Plans-for-Japan-at-Kanagawa-Regenerative-Medicine-Industry-Conference

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RepliCel Presents Its Technology Development and Commercialization Plans for Japan at Kanagawa Regenerative Medicine Industry Conference - BioSpace

HALIFAX, Nova Scotia--(BUSINESS WIRE)--Emera Technologies and Halifax-based Novonix Battery Technology Solutions (Novonix) are working together to develop battery pack systems to support microgrids that will provide solar power directly to homes, and could lead to exciting future opportunities across North America.

In the fall of 2020, Emera Technologies launched BlockEnergy, the first utility-owned community microgrid platform, and partnered with Lennar homebuilders to implement the technology in a new residential community in Florida. For the past year, the Emera Technologies team has also been working with Novonix, a Halifax based battery technology company, to develop a battery pack including innovative designs, custom manufacturing, and control systems to support the direct current BlockEnergy microgrid.

Emeras BlockEnergy platform is a great example of applying our technology to real life projects and developing systems with specifications not available currently in commercial products, and that have tangible downstream applications, said Dr. Chris Burns, co-founder and CEO of Novonix. This project brings the opportunity to partner on not only the development but also manufacturing of new battery systems with significant market opportunities. The target market is not limited to the United States but will also include a focus on opportunities and customers here in Canada, said Dr. Burns.

Novonix was born out of work by Dr. Jeff Dahns Research Group at Dalhousie University that focuses on lithium-ion battery research and currently works exclusively with Tesla. Dr. Dahn will join Novonix on July 1, 2021 as their Chief Scientific Advisor. Partnerships like Novonix and Emera Technologies help take battery technology advancements to the real world, in this case powering individual residential homes, said Dr. Dahn.

Emera Technologies and Novonix plan to field test the first demo units in 2021 which will help inform final decisions around system specifics and design.

Were really excited about this partnership and this project, said Rob Bennett, President and CEO of Emera Technologies. Were developing something that doesnt exist today, that will help provide people with cleaner, more reliable energy, and were able to capitalize on expertise at home in Nova Scotia to do that.

About Emera Technologies

Emera Technologies is a dedicated and nimble organization that's focused on developing new ways to deliver renewable energy to customers. Headquartered in Tampa, Florida, the team engages experts, research organizations and technology leaders to capitalize on the disruptive challenges and innovation opportunities in todays energy industry.

About Novonix

Novonix was started in Halifax, Nova Scotia in 2013 from work in Dr. Jeff Dahns group, with the goal of bringing state-of-the-art battery testing equipment from the research lab to market success. Over the past eight years, Novonix gained worldwide recognition, providing battery testing equipment and services to customers in more than 14 countries. Novonix has continually expanded, both in staff and in infrastructure and is located in Bedford, Nova Scotia. Novonix is a wholly owned subsidiary of Novonix Ltd (ASX: NVX, OTCQX: NVNXF).

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Emera Technologies and Novonix Partner on Innovative Battery Technology - Business Wire

Apple is researching how to embed sensors into display panels, potentially enabling both Touch ID, and Face ID without a notch.

Many of Apple's recently revealed patents and patent applications, have been concerned with making more use of necessary components. That's included a battery that doubles as a haptic feedback engine, and embedding Wi-Fi antennas in screens. Now Apple appears to be looking at just how much else can be included within an Apple Watch, or iPhone display.

"Photodetectors Integrated into Thin-Film Transistor Backplanes," is concerned with a TFT screen. Even as a display presents images, it can be simultaneously include sensors that detect a range of environments.

"An array of photodetectors may be variously configured as a biometric sensor, camera, or depth sensor, for example," says the patent application, "and may be used to generate an image (a 2D image), a depth map (a 3D image), or a video clip (a sequence of 2D or 3D images)."

These are all functions that sensors can currently do, but Apple is focusing on getting more from these sensors and do so in newer forms. That does include less expensive forms, but also thinner ones.

"Given the wide range of sensor applications, any new development in the configuration or operation of a system including a sensor can be useful," says Apple.

"New developments that may be particularly useful are developments that reduce the cost, size, complexity, part count, or manufacture time of the sensor or sensor system," it continues, "or developments that improve the sensitivity or speed of sensor or sensor system operation."

Apple's proposal is to either embed photodetectors within a TFT screen, or alongside one. These sensors may "be positioned behind a display," or "be attached to the display."

Most of the patent application, though, is concerned with how such a photodetector can be included within the display. It would "be attached to the multi-layer structure," and include "an organic photosensitive material."

Ultimately, what this means is that the screen you look at can be looking right back at you. And doing so without adding appreciably to the thickness of the screen or the device.

Photodetectors register light, so it's conceivable and the patent application mentions this that such an embedded one could be an actual camera. More specifically, it could be a Face ID camera.

Detail from the patent application showing the idea of multiple layers within a display

"[The] the array of photodetectors... may be configured to operate as a front-facing camera, a bio-authentication sensor, or a facial recognition sensor," says Apple. It may do this "alone or in combination with other sensors."

So such a display, with such sensors embedded within it, may be equally able to be used as either Face ID or under-the-screen Touch ID.

This patent application is credited to six inventors. One of whom, Jiun-Jye Chang, previously worked on a patent for a touch panel with photodetectors.

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New Apple technology could lead to in-screen Face ID, no notch - AppleInsider

New York, Feb. 18, 2021 (GLOBE NEWSWIRE) -- Reportlinker.com announces the release of the report "Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market Research Report by Technology, by End User - Global Forecast to 2025 - Cumulative Impact of COVID-19" - https://www.reportlinker.com/p06025417/?utm_source=GNW

Market Statistics:The report provides market sizing and forecast across five major currencies - USD, EUR GBP, JPY, and AUD. This helps organization leaders make better decisions when currency exchange data is readily available.

1. The Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market is expected to grow from USD 46,648.52 Million in 2020 to USD 94,394.84 Million by the end of 2025.2. The Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market is expected to grow from EUR 40,902.30 Million in 2020 to EUR 82,767.18 Million by the end of 2025.3. The Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market is expected to grow from GBP 36,362.24 Million in 2020 to GBP 73,580.21 Million by the end of 2025.4. The Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market is expected to grow from JPY 4,978,579.15 Million in 2020 to JPY 10,074,321.39 Million by the end of 2025.5. The Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market is expected to grow from AUD 67,739.85 Million in 2020 to AUD 137,073.86 Million by the end of 2025.

Market Segmentation & Coverage:This research report categorizes the Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging to forecast the revenues and analyze the trends in each of the following sub-markets:

Based on Technology, the Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market studied across Barcodes, Forensic Markers, Holograms, Overt, Covert, & Forensic Features, RfId, Serialization/Track & Trace Technologies, Tammass Encoding, and Tamper-Evident Technology. The Barcodes further studied across Digital Mass Encryption and Digital Mass Serialization.

Based on End User, the Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market studied across Apparel & Footwear, Automotive, Cosmetics & Personal Care, Electrical & Electronics, Food & Beverage, Luxury Goods, and Pharmaceutical.

Based on Geography, the Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market studied across Americas, Asia-Pacific, and Europe, Middle East & Africa. The Americas region surveyed across Argentina, Brazil, Canada, Mexico, and United States. The Asia-Pacific region surveyed across Australia, China, India, Indonesia, Japan, Malaysia, Philippines, South Korea, and Thailand. The Europe, Middle East & Africa region surveyed across France, Germany, Italy, Netherlands, Qatar, Russia, Saudi Arabia, South Africa, Spain, United Arab Emirates, and United Kingdom.

Company Usability Profiles:The report deeply explores the recent significant developments by the leading vendors and innovation profiles in the Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market including 3M Company, Abbey Labels, Alien Technology Corp., Alpvision SA, Ampacet Corporation, Applied DNA Sciences, Arjo Solutions, ATL Security Label Systems, Authentix Inc., Avery Dennison Corp., Bayer AG, CCL Industries Inc., CFC International, Inc, Datamax-ONeil Corporation, Digimarc Corporation, DuPont de Nemours, Inc., Flint Group Corp., Impinj Inc., Inksure Technologies Inc., Intelligent Label Solutions, Label Makers Pty Ltd., OpSec Security Inc., PharmaSecure, Sicpa Holding S.A., Uflex Limited, and Zebra Technologies Corporation.

Cumulative Impact of COVID-19:COVID-19 is an incomparable global public health emergency that has affected almost every industry, so for and, the long-term effects projected to impact the industry growth during the forecast period. Our ongoing research amplifies our research framework to ensure the inclusion of underlaying COVID-19 issues and potential paths forward. The report is delivering insights on COVID-19 considering the changes in consumer behavior and demand, purchasing patterns, re-routing of the supply chain, dynamics of current market forces, and the significant interventions of governments. The updated study provides insights, analysis, estimations, and forecast, considering the COVID-19 impact on the market.

FPNV Positioning Matrix:The FPNV Positioning Matrix evaluates and categorizes the vendors in the Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market on the basis of Business Strategy (Business Growth, Industry Coverage, Financial Viability, and Channel Support) and Product Satisfaction (Value for Money, Ease of Use, Product Features, and Customer Support) that aids businesses in better decision making and understanding the competitive landscape.

Competitive Strategic Window:The Competitive Strategic Window analyses the competitive landscape in terms of markets, applications, and geographies. The Competitive Strategic Window helps the vendor define an alignment or fit between their capabilities and opportunities for future growth prospects. During a forecast period, it defines the optimal or favorable fit for the vendors to adopt successive merger and acquisition strategies, geography expansion, research & development, and new product introduction strategies to execute further business expansion and growth.

The report provides insights on the following pointers:1. Market Penetration: Provides comprehensive information on the market offered by the key players2. Market Development: Provides in-depth information about lucrative emerging markets and analyzes the markets3. Market Diversification: Provides detailed information about new product launches, untapped geographies, recent developments, and investments4. Competitive Assessment & Intelligence: Provides an exhaustive assessment of market shares, strategies, products, and manufacturing capabilities of the leading players5. Product Development & Innovation: Provides intelligent insights on future technologies, R&D activities, and new product developments

The report answers questions such as:1. What is the market size and forecast of the Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market?2. What are the inhibiting factors and impact of COVID-19 shaping the Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market during the forecast period?3. Which are the products/segments/applications/areas to invest in over the forecast period in the Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market?4. What is the competitive strategic window for opportunities in the Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market?5. What are the technology trends and regulatory frameworks in the Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market?6. What are the modes and strategic moves considered suitable for entering the Global Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market?Read the full report: https://www.reportlinker.com/p06025417/?utm_source=GNW

About ReportlinkerReportLinker is an award-winning market research solution. Reportlinker finds and organizes the latest industry data so you get all the market research you need - instantly, in one place.

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Anti-Counterfeit Pharmaceuticals & Cosmetics Packaging Market Research Report by Technology, by End User - Global Forecast to 2025 - Cumulative...

HOWELL, N.J., Feb. 18, 2021 /PRNewswire/ -- Greenland Technologies Holding Corporation (NASDAQ: GTEC) ("Greenland"), a technology developer and manufacturer of electric industrial vehicles and drivetrain systems for material handling machineries and vehicles, and Fujian South China Heavy Machinery Manufacture Co. Ltd. ("SOCMA", http://www.socmachinery.com), a leading company specialized in designing, manufacturing and distributing heavy industrial machinery and vehicles, today announced a co-operation agreement to utilize SOCMA's existing supply-chain and certain technologies to support Greenland's production of electric industrial vehicles in the United States. The agreement also represents a commitment by Greenland to invest in the U.S. as a key center of innovation in the global electric vehicle market.

Under the agreement, both parties intend to establish a strategic partnership to fully cooperate on technology sharing and supply chain management for the production of electric industrial vehicles in the U.S. SOCMA has agreed to provide and supply to GTEC the materials, parts and components, and related supply chain required for the development and manufacture of electric industrial vehicles in the U.S. SOCMA agrees that GTEC shall use the relevant SOCMA technologies and patents involved in GTEC's procurement of engineering vehicle parts and materials from SOCMA free of charge GTEC will capitalize on its global business development and technology development capabilities to accelerate the launch of its electric industrial vehicles globally with support from SOCMA.

Raymond Wang, CEO of Greenland, commented, "We are excited to partner with SOCMA, a proven leader in the manufacture of heavy machinery, and see this as a positive development, which will ensure the utilization of SOCMA's existing supply-chain for GTEC's U.S. production of its electric industrial vehicles. This cooperation agreement was designed to leverage both companies' expertise, best practices and vast proprietary knowledge for our mutual benefit, and enhancement of our respective competitive positions."

Story continues

"For GTEC, this cooperation will accelerate our electric industrial vehicle production in the United States. We believe the competitive advantage we will gain by now having access to SOCMA's supply chain, technologies and patents is invaluable. Today's announcement is a first but very important step. We look forward to sharing additional details as we progress, with initial production of our own electric, GTEC's first industrial vehicle, integrating our own components, targeted between 3Q 2021 and 4Q 2021. We plan to focus on the 1.8 ton electric load vehicle segment, given the addressable market size and favorable competitive environment. We believe this will significantly expand GTEC's long-term growth prospects and ability to build shareholder value."

About Greenland Technologies Holding Corporation

Greenland Technologies Holding Corporation (NASDAQ: GTEC) is a developer and a manufacturer of drivetrain systems for material handling machineries and electric vehicles, as well as electric industrial vehicles. For more information visit http://www.gtec-tech.com.

Forward-Looking Statements

This press release contains statements that may constitute "forward-looking statements." Such statements reflect Greenland's current views with respect to future events and are subject to such risks and uncertainties, many of which are beyond the control of Greenland, including those set forth in the Risk Factors section of Greenland's Annual Report on Form 10-K and Definitive Proxy Statement on Schedule 14A filed with the Securities and Exchange Commission ("SEC"). Copies are available on the SEC's website, http://www.sec.gov. Words such as "expect," "estimate," "project," "budget," "forecast," "anticipate," "intend," "plan," "may," "will," "could," "should," "believes," "predicts," "potential," "continue," and similar expressions are intended to identify such forward-looking statements. These forward-looking statements include, without limitation, Greenland's expectations with respect to future performance. In addition, there is uncertainty about the further spread of the COVID-19 virus or the occurrence of another wave of cases and the impact it may have on the Company's operations, the demand for the Company's products, global supply chains and economic activity in general. Should one or more of these risks or uncertainties materialize, or should assumptions underlying the forward-looking statements prove incorrect, actual results may vary materially from those described herein as intended, planned, anticipated or expected. Statements contained in this news release regarding past trends or activities should not be taken as a representation that such trends or activities will continue in the future. Greenland does not intend and does not assume any obligation to update these forward-looking statements, other than as required by law.

View original content to download multimedia:http://www.prnewswire.com/news-releases/socma-and-greenland-technologies-sign-co-operation-agreement-to-support-us-production-of-electric-industrial-vehicles-301230523.html

SOURCE Greenland Technologies Holding Corporation

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SOCMA and Greenland Technologies Sign Co-Operation Agreement to Support U.S. Production of Electric Industrial Vehicles - Yahoo Finance