Category Archives: Resource Based Economy

University of Maine Cooperative Extension will offer a series of free one-hour online home gardening discussions starting Monday, March 30, at 9 a.m. Additional sessions are scheduled each Monday at 9 a.m., Wednesday at noon and Thursday at 6 p.m. through April 23.

"Garden Chats: Growing Resilience from the Ground Up" will be a chance for gardeners and UMaine Extension experts to share and discuss gardening tips, and ask questions. Topics will include pruning, seed starting, soil preparation and garden management.

More information, including the schedule of topics and instructions for joining the Zoom sessions, is online. For more information or to request a reasonable accommodation, contact Caragh Fitzgerald, 207.622.7546, cfitzgerald@maine.edu.

University of Maine Cooperative Extension:

As a trusted resource for over 100 years, University of Maine Cooperative Extension has supported UMaine's land and sea grant public education role by conducting community-driven, research-based programs in every Maine county. UMaine Extension helps support, sustain and grow the food-based economy. It is the only entity in our state that touches every aspect of the Maine Food System, where policy, research, production, processing, commerce, nutrition, and food security and safety are integral and interrelated. UMaine Extension also conducts the most successful out-of-school youth educational program in Maine through 4-H.About the University of Maine:The University of Maine, founded in Orono in 1865, is the state's land grant, sea grant and space grant university. As Maine's flagship public university, UMaine has a statewide mission of teaching, research and economic development, and community service. UMaine is the state's only public research university and among the most comprehensive higher education institutions in the Northeast. It attracts students from all 50 states and more than 70 countries. UMaine currently enrolls 11,561 undergraduate and graduate students who have opportunities to participate in groundbreaking research with world-class scholars. UMaine offers more than 100 degree programs through which students can earn master's, doctoral or professional science master's degrees, as well as graduate certificates. The university promotes environmental stewardship, with substantial efforts campuswide to conserve energy, recycle and adhere to green building standards in new construction. For more information about UMaine, visitumaine.edu.

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'Garden Chats: Growing Resilience from the Ground Up' online with garden experts - PenBayPilot.com

CEO of social good software leader voluntarily forgoes paycheck; releases free resources to customers; gives donation to fight virus; expands employee matching gift program

CHARLESTON, S.C., March 30, 2020 /PRNewswire/ -- Blackbaud(NASDAQ: BLKB), the world's leading cloud software company powering social good, announced new measures to support its customers and the broader social economy as many organizations are thrown into crisis mode in the wake of the COVID-19 pandemic.

As the COVID-19 crisis evolves around the globe, social good organizations are experiencing unprecedented challenges, and even disruptions to their operations. The need for funding, support and resources is significant as organizations work to pivot their models, activate supporters and minimize disruptions to their services and work.

When addressing Blackbaud's global workforce this morning, president and CEO Mike Gianoni outlined a series of measures to support customers, fuel critical innovation and help employees. Among the measures outlined, Gianoni announced he would stop taking a paycheck until the business stabilizes.

"At Blackbaud, we believe the world will be a better place when good takes over," said Gianoni. "And, that higher purpose has taken on entirely new meaning and importance during this unprecedented time. We are taking measures to ensure business continuity while remaining critically focused on the success of our customers. We want to empower them to not only survive this pandemic, but to thrive. We also want to do our part to help bring the global economy back to a powerful place. And, most importantly, we want to do our part to help save lives."

Blackbaud is seeing the needs and impact of COVID-19 manifest in many ways for its customers depending on the organization type. Many private K12 schools across the U.S. are benefitting from Blackbaud's cloud solutions by being able to swiftly move classes online. Food banks are receiving record high donations through Blackbaud Merchant Services up more than 500% year-over-year. Meanwhile, other nonprofits like arts and cultural organizations face entirely different challenges, which Blackbaud is working diligently to support through resources and guidance. Blackbaud is helping churches recapture weekly offering by quickly setting up virtual platforms. Blackbaud solutions support virtual events, so as organizations around the world are having to cancel important in-person eventseven marathonsthey're able to quickly move fundraising aspects online and recapture revenue. For example, Blackbaud's JustGiving platform is experiencing a rise in COVID-19-related virtual events, individual crowdfunding and direct donations from charities, individuals and celebrities. In support of this, Blackbaud's team is working hands-on with organizations and redeploying resources to accelerate the "go live" of all COVID-19 campaigns.

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Below are some of the announcements that Blackbaud made today to further support its customers.

Blackbaud to Now Offer Customers Free, Universal Access to All Recorded eLearning ResourcesMany social good organizationsnonprofits, higher education institutions, K12 schools, healthcare organizations, faith communities, arts and cultural organizations, foundations and companiesare relying on software in an unprecedented way to fuel communications, fundraising and more during this crisis. To make it easier for its customers to get the training and education they need, the company announced free universal access to its entire curriculum of recorded eLearning resources through Blackbaud University. Customers can learn more here.

Blackbaud Releases More than 100 New Resources at No Cost to the Social Good CommunitySocial good organizations are seeking best practices and advice on how to operate and pivot amidst the unforeseen challenges of COVID-19. To help arm these organizations with the knowledge and resources they seek, Blackbaud created new webinars, virtual user groups, community forums, podcasts, e-books and more over the last two weeks; making them available at no cost. Topics include change management, managing a global remote workforce, virtual fundraising, financial management, donor communications and more. Blackbaud's resource library is being continually updated and can be accessed at Blackbaud.com/COVID-19-Resources. Additionally, Blackbaud launched job boards and a COVID-19 discussion thread as part of its Blackbaud Communities platform to help customers further connect and share best practices with each other during this time.

Blackbaud Donates to World Health Organization and UN Foundation's COVID-19 Solidarity Response FundBlackbaud's mission is to empower and connect people through technology to drive impact for social good, which is especially critical during these times. Throughout all major disasters, Blackbaud is on the frontlines with its customers and supporting the social good community globally. Blackbaud will be making a donation to the World Health Organization and the UN Foundation's COVID-19 Solidarity Response Fund to put technology in place to fight the spread of the virus. This technology will help track the virus and provide powerful insights into how it is spreading, ensuring patients are getting the care they need; improving the buying and shipping of essential medical supplies; and accelerating efforts to develop a vaccine.

Blackbaud Employees Empowered with New Programs and Expanded Employee Gift Matching ProgramBlackbaud's employees are committed to social good professionally and personally as evidenced by employee participation in thecompany's matching gift program being consistently more than two times the national median, according to company data. To continue to empower employees' drive to support causes they care about, Blackbaud today increased its employee matching gift program for the second time since January, bringing the increase to 30% in 2020. The company also began rolling out "virtual volunteerism" programs, which will augment the more than 100,000 hours its employees physically donate each year.

Learn more about the resources and measures that Blackbaud is taking for its customers here.

About BlackbaudBlackbaud(NASDAQ: BLKB) is the world's leading cloud software company powering social good. Serving the entire social good communitynonprofits, higher education institutions, K12 schools, healthcare organizations, faith communities, arts and cultural organizations, foundations, companies and individual change agentsBlackbaud connects and empowers organizations to increase their impact through cloud software, services, expertise and data intelligence. The Blackbaud portfolio is tailored to the unique needs of vertical markets, with solutions for fundraising and CRM, marketing, advocacy, peer-to-peer fundraising, corporate social responsibility, school management, ticketing, grantmaking, financial management, payment processing and analytics. Serving the industry for more than three decades, Blackbaud is headquartered in Charleston, South Carolina, and has operations in the United States, Australia, Canada, Costa Rica and the United Kingdom. For more information, visit http://www.blackbaud.comor follow us onTwitter, LinkedIn,Instagram andFacebook.

Media Inquiriesmedia@blackbaud.com

Forward-looking StatementsExcept for historical information, all of the statements, expectations, and assumptions contained in this news release are forward-looking statements that involve a number of risks and uncertainties, including statements regarding expected benefits of products and product features. Although Blackbaud attempts to be accurate in making these forward-looking statements, it is possible that future circumstances might differ from the assumptions on which such statements are based. In addition, other important factors that could cause results to differ materially include the following: general economic risks; uncertainty regarding increased business and renewals from existing customers; continued success in sales growth; management of integration of acquired companies and other risks associated with acquisitions; risks associated with successful implementation of multiple integrated software products; the ability to attract and retain key personnel; risks associated with management of growth; lengthy sales and implementation cycles, particularly in larger organization; technological changes that make our products and services less competitive; and the other risk factors set forth from time to time in the SEC filings for Blackbaud, copies of which are available free of charge at the SEC's website at http://www.sec.gov or upon request from Blackbaud's investor relations department. All Blackbaud product names appearing herein are trademarks or registered trademarks of Blackbaud, Inc.

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SOURCE Blackbaud

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Blackbaud Announces New Measures to Support Customers and Global Community in Response to COVID-19 Pandemic - Yahoo Finance

These are unprecedented times. The spread of the Coronavirus throughout the world and the entire world led many governments to enforce extreme social distancing policies, ordering residents to stay in their homes, with the hopes of stopping (or at least slowing down) the spread of the virus.

This step adds another element of fear to these already troubling times: as if the health scare was not enough, we now have to deal with the economic implications of the massive quarantine, with over 20 per cent of the worlds population already confined to their 4 walls.

In order to try and reduce the economical damage, many governments have urged businesses and companies to make every effort and continue operations remotely.

Theoretically, this is an optimal solution: the damage to both the local economy and the companies will be reduced, employees will continue to work and receive wages (and pay taxes), and having something to do will affect their mood in a positive way.

But in the real world, it is not enough to call on companies to work remotely; infrastructure must be in place to minimize the obstacles and ease the complicated transition as much as possible. Unfortunately, today, most of the developing world economies are not prepared for massive remote employment, and governments have not taken any steps to improve the situation.

If governments will not take action over the next few days, the economic repercussions are likely to be severe and painful. Without significant steps, working remotely will be impossible and irrelevant to most companies; And with no prediction of how long the current situation might last, many businesses will not be able to survive the crisis and will shut down over the next few months.

As a result, unemployment will drastically rise, many services that have led to substantial progress across the continent (such as electricity, water, communications, etc.) will disappear, and governments will face a deep recession, affecting the lives of hundreds of millions.

The good news is it is not too late. Governments can still take action to help employees work from their homes, without breaking the social distancing guidelines. Governments must shift budgets and investments in order to support the business sector and improve the chances of survival of companies, potentially saving millions of jobs, thousands of companies and a huge loss of income in taxes. To do this, governments cannot wait any longer.

So what steps can the government take to support businesses during the crisis?

Free fast internet for everyone. In the hyper-digital world that we live in, social distancing can be relatively easy. Family members can connect through video calls, children can learn online, and employees can continue working from their personal computer or cellphone. The common ground for all of these is an available, stable Internet connection. Today, even in major cities throughout Africa, stable internet access is still a faraway dream. In other countries, such access is very expensive. If governments want companies to allow employees to work without coming to the office, the first step must be free Internet to all.

Cellphone / Tablet for each family. Internet connection is, as mentioned, the most basic infrastructure for working remotely, but even the worlds strongest internet connection is worth nothing without a computer, tablet or cellular device. There is no need for powerful and expensive computers; a simple mobile device to allow people to communicate and browse the Internet will enable many to continue working from home. In the past, we have witnessed various failures (such as One Laptop Per Child initiative). The government must not be afraid: now is the time for a national-scale plan, to allow as many people as possible to join and enjoy the digital world.

TV-based education. Today, in many countries across Africa, state television channels are constantly repeating the same news which just increase panic among millions of people. Instead, governments can take advantage of this important public resource for the benefit of educating children: each channel can be dedicated to a different age, showing educational content. This will also provide children with a much-needed structure and activity, allowing the parents to work with fewer interruptions.

On top of supporting employees and businesses, governments should take advantage of the situation, and lead Africa into a digital, technology-based future, benefitting hundreds of millions of people:

Move all government services online. Today, many government services still require citizens to arrive at the relevant office, physically. Therefore, many cannot get the service they need, while others who need essential service run the risk of leaving their homes for that purpose. Now, the government can put the circumstances to good use and transfer all services to be available online, making them accessible to all. While there is a (negligible) risk of frauds - at this time, the prospect seems to outweigh the risk.

Tele-medicine services. While many are required to give up medical services and check-ups in order to remain in their homes, others are required to transport to the nearest city for simple examinations. Today, advanced technologies provide solutions to this problem, enabling medical services over the phone. The government can incentivize and encourage relevant companies, thus leading a digital revolution in the medical field, which is in desperate need of it.

Cashless economy. Although mobile money (MoMo) is in common use throughout Africa, in many remote communities, the high transaction costs make it too expensive for many who have no other option than using cash. By prioritizing MoMo services and lowering the transaction fees, the government can take one more step toward a cashless economy and a more inclusive future.

Coronavirus is a real threat to public health, in Africa and all over the world. But I have no doubt that despite the difficulties and challenges, we will emerge from this crisis: In a few weeks or months we will overcome the virus, social distancing will end, and employees will return to their workplace (if it is still there).

The governments actions today will determine the reality we face when the crisis is over: Will it include a massive economic crisis with huge unemployment rates and a dying private sector, or will we take on the opportunity to leapfrog, innovate, and disrupt reality, taking a huge step toward a more digital, technological and advanced future for everyone.

editor@newtimesrwanda.com

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Before it's too late: What governments should do to keep the economy alive - The New Times

SINGAPORE, March 31,2020 /PRNewswire/ -- Blue Planet Environmental Solutions Pte Ltd (Blue Planet), Asia's leading sustainable waste management company, today announced a significant investment in Zigma Global Environ Solutions Pvt Ltd (Zigma), India's largest landfill mining company.

Zigma specialises in landfill mining and full reclamation of land which is contaminated with legacy waste and suffers from environmental pollution and degradation. Founded in 2015, the company provides a sustainable solution involving multi-step segregation, treatment and recycling to clear landfillsof deposited refuse.

"By adding Zigma to our portfolio of solutions to treat organic, plastic and inert waste, we can now offer governments an integrated solution to tackle its problematic landfills. Apart from significantly improving resource recovery, our technologies can also drastically reduce or eliminate the negative impact of existing landfill sites," said Madhujeet Chimni, co-founder of Blue Planet.

Globally, landfills are a substantial source of anthropogenic greenhouse gases that contribute to climate change. Governments, in Asia in particular, are developing enhanced waste handling measures to cut landfill disposal rates and combat the rising volume of waste generated.

However, this alone will not be able to address the dangerous fugitive methane emitted from existing landfills.

Chimni added: "Besides upcycling and recycling freshly generated waste, Blue Planet's vision is to offer the technological capabilities to clear vast areas containing mountains of waste. We have taken a significant step in realising our vision through this investment in Zigma, which can convert unsanitary dumpsites that are a threat to public health into land, which can be utilised for waste processing plants, parks and other productive uses".

Turning legacy waste into an opportunity

Open dumps are a major cause of social concern for local authorities as it is accompanied by underground water pollution, soil contamination and emission of flammable and toxic gasses.

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"In India, there are about 23,000 open dumpsites which emit harmful gasses and puts public health at risk. We saw the immediate need to develop a solution to clear legacy dumps, avoid continuous contamination of groundwater and air and remediate land for regional development," said Nagesh Prabhu, Director of Zigma.

Zigma has cleared multiple open dumpsites since 2015 in India and aims to clear a total of 3 million tonnes of waste by 2021 and 10 million tonnes by the end of 2022.

"Previously landfill capping was the only solution that existed but we saw potential in landfill mining to be a successful socio-economic business model and developed the required tools and systems, necessary for enhanced scalability and sustainability," added Prabhu.

Zigma's process involves landfill mining, which starts with waste composition analysis and pre-stabilisation processes including deodorisation and leachate drainage from open dumpsites. The company leverages online monitoring system with real-time data processing, which is made available to all project owners to ensure high quality of operations.

With Blue Planet's strategic investment in Zigma, waste processing can be augmented using Blue Planet technologies to extract and upcycle useable materials and resources. This includes technologies to convert inert waste into concrete blocks, plastic waste to fuel conversion, and decentralised organic waste to energy solutions where Blue Planet has one of the largest installed bases in India.

Zigma has completed multiple landfill mining projects in various states like Tamil Nadu, Gujarat, Uttar Pradesh and others and is currently undertaking 16 projects in various parts of the country.

"As we expand and look at opportunities in ASEAN and the Middle East market, our partnership with Blue Planet takes us a step closer towards the overall vision of creating a cleaner world. We will do this by combining best practises in waste management with advanced technologies from around the world," added Ilangovan, CEO at Zigma.

"Zigma's solution is aligned to our vision of creating circular economy solutions and brings us closer to creating an integrated sustainable waste management model," said Prashant Singh, co-founder/CEO of Blue Planet.

Singh added: "With Blue Planet's experience in handling waste projects in Asia, we aim to help Zigma in expanding its footprint in the waste management sector around the region, and contribute to sustainable economies around Asia."

Blue Planet recently announced a strategic investment of US$25 million made by Nomura, to further efforts to develop an integrated and inclusive waste management solutions for the region.

Since October 2018, Blue Planet has completed a string of acquisitions which includes Rudra Environmental Solutions (India), Yasasu Environmental Management Services (India), Xeon Waste Managers LLP (India), Globecycle Holding Sdn Bhd (Malaysia), Virtus Concrete Solutions Ltd (UK) and Smart Creative Technologies Ltd (UK).

About Blue Planet Environmental Solution Pte Ltd

Blue Planet is a Singapore headquartered company driving regional sustainability through technology-driven and IP based end-to-end solutions for waste management and upcycling. Blue Planet has assembled a strong team of experts to lead its growth and has strategically acquired solutions which enable it to provide the collection, transportation, segregation, processing and treatment of waste.

Blue Planet's key investors include the Neev Fund which is an infrastructure-focused private equity fund that was created as a partnership between State Bank of India (SBI) and the UK Government's Department for International Development (DFID) with a focus on achieving long-standing capital appreciation by promoting sustainable models of development to focus on low-income states in India.

Website:www.blue-planet.com

About Zigma Global Environ Solutions Pvt Ltd

Zigma was founded in 2015 in India and headquartered at Erode, Tamil Nadu which pioneered integrated landfill mining. Since its pilot project in Kumbakonam, Tamil Nadu, Zigma has won several awards for innovation and best sustainable practices in waste management in India.

In 2017, Zigma associated with Forcebel, a South Korean Landfill Mining major which was credited with successful reclamation of more than 100 dumpsites across the globe. Zigma today employs more than 600 personnel across its various plants and processes over 10,000 tonnes of waste per day.

Website: http://www.zigma.in

Photo - https://photos.prnasia.com/prnh/20200330/2763877-1

SOURCE Blue Planet Environmental Solutions

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Blue Planet realises its end to end vision with Zigma, India's largest landfill mining company - Yahoo Finance

With all eyes on the COVID-19 pandemic and how its impact will be felt over the coming weeks and months, people are being bombarded with all kinds of noise and speculation.

Between a deadly virus, looming economic effects, and numerous government shutdowns, its clear that a fertile breeding ground has been created for misinformation, rumors, conspiracy theories, hot takes, and other potentially misleading content.

At Visual Capitalist, its our goal to use data-driven visuals to explain the world around us.

In the last week alone, weve had more than 10 million people visit our site many of them trying to understand more about COVID-19 and its effects on the economy and society.

With that in mind, we thought wed curate a list of quality information on the virus and its impact. These COVID-19 resources are all from fact-driven, reliable sources, with some of them even being created by our in-house team and shared to our free daily mailing list.

On the below list, we start with the more contextual resources (understanding how the virus works, pandemic history, etc.) and then progress to real-time dashboards and up-to-date data.

Click any image below to see the full resource or dashboard. Many are updated daily or in real-time.

What is a coronavirus, and how does COVID-19 fit into the mix?

This educational scrolling infographic by SCMP walks you through some of the more familiar types of coronaviruses, how they spread, and how they affect the human body.

It also relates COVID-19 to other coronaviruses that cause diseases such as Mers, Sars, and even the common cold.

On March 11th, the World Health Organization declared COVID-19 a pandemic.

In this infographic, we look at the data to show you the history of pandemics all the way from the Black Death to how the current COVID-19 situation. It helps give the historical context on how bad a pandemic can be. Its also updated every day so you can see how COVID-19 compares to the impact of these previous events.

Why does the virus spread at an exponential rate, and what techniques can be used to mitigate that spread?

This fantastic interactive page by the Washington Post actively simulates what happens when the virus spreads normally, contrasting it to how it may spread in a forced quarantine environment or when social distancing is practiced.

If you havent seen this useful real-time dashboard by Johns Hopkins University yet, its worth bookmarking right now.

We check the resource every day, and it has the latest numbers for COVID-19 cases, deaths, recoveries, and more and its all sorted by country and/or state and province. Importantly, it also updates in real-time, so you always know you are getting the latest numbers.

Our post on which countries are flattening the curve has had over a million views in the last week alone, and it features the above interactive graph from Our World in Data.

Go to the post itself to see a bigger version of the logarithmic chart, which plots the progress of different countries in flattening the curves of COVID-19 infections. The interactive chart updates daily based on the latest numbers, and you can actually search for any country by using the Search button. Using the filters on the right side, you can also sort by region as well.

Even though the Financial Times is a subscription-based website, it recently published this useful COVID-19 dashboard and made it accessible to everyone.

It features various charts and tables on the countries affected, as well as ongoing assessments on the economic damage caused by the virus. Like many of the other COVID-19 resources featured on this list, it is updated on a daily basis.

The above graphic is one of many available on Our World in Data, a fantastic initiative led by economist Max Roser.

Their coronavirus research page has tons of stats, citations, and data for those that want to dive deeper into the situation. Its also updated very regularly.

While this is less data-driven than the other pieces of content, this animated video by Kurzgesagt still provides a handy explainer on how the virus works.

Its about eight minutes long, and might help you fill other knowledge gaps.

At a time when misinformation can be dangerous and even deadly, it is worth spreading the above COVID-19 resources to your friends, family, and colleagues.

Many of the above resources are updated daily or they contain evergreen information, meaning they are not going to go out of date any time soon.

Wishing you a safe next few months, The Visual Capitalist team

PS: If you have any other great resources to share, please post them in the comments!

Thank you!

Given email address is already subscribed, thank you!

Please provide a valid email address.

Please complete the CAPTCHA.

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The 7 Best COVID-19 Resources We've Discovered So Far - Visual Capitalist

With all eyes on the COVID-19 pandemic and how its impact will be felt over the coming weeks and months, people are being bombarded with all kinds of noise and speculation.

Between a deadly virus, looming economic effects, and numerous government shutdowns, its clear that a fertile breeding ground has been created for misinformation, rumors, conspiracy theories, hot takes, and other potentially misleading content.

At Visual Capitalist, its our goal to use data-driven visuals to explain the world around us.

In the last week alone, weve had more than 10 million people visit our site many of them trying to understand more about COVID-19 and its effects on the economy and society.

With that in mind, we thought wed curate a list of quality information on the virus and its impact. These COVID-19 resources are all from fact-driven, reliable sources, with some of them even being created by our in-house team and shared to our free daily mailing list.

On the below list, we start with the more contextual resources (understanding how the virus works, pandemic history, etc.) and then progress to real-time dashboards and up-to-date data.

Click any image below to see the full resource or dashboard. Many are updated daily or in real-time.

What is a coronavirus, and how does COVID-19 fit into the mix?

This educational scrolling infographic by SCMP walks you through some of the more familiar types of coronaviruses, how they spread, and how they affect the human body.

It also relates COVID-19 to other coronaviruses that cause diseases such as Mers, Sars, and even the common cold.

On March 11th, the World Health Organization declared COVID-19 a pandemic.

In this infographic, we look at the data to show you the history of pandemics all the way from the Black Death to how the current COVID-19 situation. It helps give the historical context on how bad a pandemic can be. Its also updated every day so you can see how COVID-19 compares to the impact of these previous events.

Why does the virus spread at an exponential rate, and what techniques can be used to mitigate that spread?

This fantastic interactive page by the Washington Post actively simulates what happens when the virus spreads normally, contrasting it to how it may spread in a forced quarantine environment or when social distancing is practiced.

If you havent seen this useful real-time dashboard by Johns Hopkins University yet, its worth bookmarking right now.

We check the resource every day, and it has the latest numbers for COVID-19 cases, deaths, recoveries, and more and its all sorted by country and/or state and province. Importantly, it also updates in real-time, so you always know you are getting the latest numbers.

Our post on which countries are flattening the curve has had over a million views in the last week alone, and it features the above interactive graph from Our World in Data.

Go to the post itself to see a bigger version of the logarithmic chart, which plots the progress of different countries in flattening the curves of COVID-19 infections. The interactive chart updates daily based on the latest numbers, and you can actually search for any country by using the Search button. Using the filters on the right side, you can also sort by region as well.

Even though the Financial Times is a subscription-based website, it recently published this useful COVID-19 dashboard and made it accessible to everyone.

It features various charts and tables on the countries affected, as well as ongoing assessments on the economic damage caused by the virus. Like many of the other COVID-19 resources featured on this list, it is updated on a daily basis.

The above graphic is one of many available on Our World in Data, a fantastic initiative led by economist Max Roser.

Their coronavirus research page has tons of stats, citations, and data for those that want to dive deeper into the situation. Its also updated very regularly.

While this is less data-driven than the other pieces of content, this animated video by Kurzgesagt still provides a handy explainer on how the virus works.

Its about eight minutes long, and might help you fill other knowledge gaps.

At a time when misinformation can be dangerous and even deadly, it is worth spreading the above COVID-19 resources to your friends, family, and colleagues.

Many of the above resources are updated daily or they contain evergreen information, meaning they are not going to go out of date any time soon.

Wishing you a safe next few months, The Visual Capitalist team

PS: If you have any other great resources to share, please post them in the comments!

Thank you!

Given email address is already subscribed, thank you!

Please provide a valid email address.

Please complete the CAPTCHA.

Oops. Something went wrong. Please try again later.

Continued here:

Hardest Hit Companies of the COVID-19 Downturn: The 'BEACH' Stocks - Visual Capitalist

BANNOCKBURN, Ill., USA, March 25, 2020 (GLOBE NEWSWIRE) -- March 25, 2020 On behalf of electronics manufacturers in the United States and around the world, IPC thanks the U.S. Congress and the Trump administration for reaching agreement today on a $2 trillion economic stabilization package to address the fallout from the COVID-19 pandemic.

The federal government is taking unprecedented measures to help the U.S. economy weather and recover from the current global crisis, said IPC President and CEO John Mitchell. The $2 trillion stimulus bill will extend rapid financial relief to the businesses and individuals that need it most.

The White House and bipartisan leaders in Congress have agreed on legislation that includes the following provisions of interest to the electronics manufacturing industry:

As a next step, IPC is urging federal officials to take additional actions to support the electronics manufacturing sector and drive the nations economic recovery. Specifically, IPC urges U.S. Government officials to adopt measures in IPCs Roadmap to Economic Recovery, including:

Electronics manufacturing is as critical to the economy as the nervous system is to the body, said Mitchell. Although our industrys numbers will be depressed in 2020 and 2021, just like everyone elses, we believe electronics will be at the center of the recovery, because were at the center of the economy.

Electronics manufacturing supports more than 5.3 million U.S. jobs and drives more than $714 billion in U.S. GDP. Every single U.S. electronics manufacturing job supports three other jobs in the U.S. national economy, a strong multiplier effect.

For additional information, visit IPCs COVID-19 (coronavirus) resource page at http://www.ipc.org/coronavirus.

# # #

About IPC

IPC (www.IPC.org) is a global industry association based in Bannockburn, Ill., dedicated to the competitive excellence and financial success of its 5,800 member-company sites which represent all facets of the electronics industry, including design, printed board manufacturing, electronics assembly and test. As a member-driven organization and leading source for industry standards, training, market research and public policy advocacy, IPC supports programs to meet the needs of an estimated $2 trillion global electronics industry. IPC maintains additional offices in Washington, D.C.; Atlanta, Ga.; Miami, Fla.; Brussels, Belgium; Bangalore and New Delhi, India; Bangkok, Thailand; and Qingdao, Shanghai, Shenzhen, Chengdu, Suzhou and Beijing, China.

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IPC Welcomes US Economic Stabilization Package, Proposes Agenda for Economic Recovery and Resiliency in Electronics Manufacturing - GlobeNewswire

HRDC CEO talks knowledge meet the boss

Having been appointed as the Human Resource Development Council (HRDC) CEO last June, Dr. Raphael Dingalo feels his organisation is perfectly placed to lead Botswanas economy away from resource-based to the promised land of knowledge-based.

Speaking to Voice Moneys KABELO ADAMSON, Dr. Dingalo, an academic of note, outlines exactly what needs to be done to achieve this transformation.

Q. What exactly does your role entail?

As the CEO, I lead the development and monitoring of the implementation of HRDCs strategic and operational plans and report periodically on progress and performance to the Board.

I also ensure that there are appropriate processes, systems, controls and operating mechanisms in place to promote effective and efficient delivery of internal and external services.

I also ensure close and smooth inter-department collaboration and teamwork.

Kindly share HRDCs mandate with us.

HRDC plays a critical role in championing His Excellency the Presidents transformation agenda which entails moving the country from mid to high-income status as anchored on the transformation from a resource to a knowledge-based economy.

Specifically, we are driven by the following objectives that make up the mandate of HRDC: We provide for policy advice on all matters of National Human Resource Development (NHRD); we co-ordinate and promote the implementation of the National Human Resource Development Strategy (NHRDS); we formulate human resource development plans for key sectors of the economy through linkages with employers, including as well formulating the National Human Resource Development Council.

Lastly we plan and advise on Tertiary Education Financing and Work Place Learning.

Q. When you were appointed HRDC CEO, what were your priority areas?

My first priority was to enthuse staff to play a significant role in ensuring HRDC delivers on its mandate.

On every occasion I have to address staff members I make it known that I, as the CEO, do not lay claim to a monopoly of intellect and for this reason I am open to intellectually stimulating debate on how we can make HRDC a leading organisation, and an organisation worth identifying with.

I have opened my doors to all staff members to engage with myself and my team on whatever issue they believe can move our organisation forward.

I have also prioritised the use of ICT for improved service delivery.

In pursuit of utilising ICT for improved service delivery, I have developed the ICT Strategy and some of the projects under the strategy entail the Development of a Labour Market Information System, which monitors labour market patterns and trends affording us a system to stem out mismatch in Institutions output and the demand for labour.

I am also pursuing the development of an e-HRDF system, whereas levy payers will be applying for their reimbursement claims electronically thus improving on turnaround times for claims.

We are currently using Microsoft Project to monitor our projects and Executive Strategy Manager (ESM) by Palladium to monitor organisational performance.

Our Board meetings are paperless and in the next five-year Strategic Plan, I am planning on a paperless HRDC.

Q. How is HRDC positioning itself to contribute towards Botswanas shift to a knowledge-based economy?

As HRDC, we have bought into the World Bank definition of a knowledge-based economy, being one that utilises knowledge to develop and sustain long-term economic growth, and the four pillars that make up such, being: Policies favourable to market transactions, open to free trade and foreign direct investment; Research centres, universities, think tanks, that create new knowledge; Communication, dissemination, and processing of information and technology; and Education, especially in the scientific and engineering fields.

HRDC has developed the National Human Resource Development Plan.

The Plan talks to Relevant Education and Skills for Employability and Entrepreneurship, including partnerships between ETPs and employers in the development and review of programmes; reskilling and retooling the current labour force as well as the provision of lifelong learning for the employed, and Science Technology Engineering and Mathematics (STEM) programme to nurture talent and potential at all levels of education and skills development system, including the workplace amongst others.

Q. Looking at the current developments, would you say the country is on the right track to becoming knowledge-based?

I believe the country is on track.

We need to understand that transformation does not happen overnight.

It is a planned activity and the development of the NHRDP and the Education and Training Sector Strategic Plan shows that we are on track.

But of course, the devil is in the implementation.

Q. What more can be done to fast track this transformation?

What the country needs is radical economic transformation and pushing for Public-Private Partnerships.

We have massive land and land is an asset.

For example, Government can reduce its spending on BIUST by partnering or selling off BIUST to a reputable international university.

This will spare Government the huge sums from both development and recurrent that goes to BIUST for other critical interventions, mainly infrastructural development.

Government must pursue Privatisation with zeal and zest, including Air Transportation System, Civil Aviation etc.

Governments contribution should only be as far as leasing land to Airport developers. We should, therefore, be ready to open our borders and appreciate the foreign-born but at the same time ensuring that we target real foreign-born investors.

Q. Which sectors of the economy do you feel should be of top priority in achieving a knowledge-based econoy?

Transportation, mainly Air Transportation as an enabling sector, and the need to have an iconic international airport.

There is no high-income country that does not have an international airport as Aviation supports many other sectors.

Alexandre de Juniac CEO of IATA contends that Aviation Industry is growing at a rapid rate, in years to come they are going to have challenges to do with infrastructure, i.e. airports, hence the country should tap into this opportunity.

ICT, of course, is critical as there is a need to leverage on and prepare for the 4th Industrial Revolution.

We should, therefore, ensure targeted FDI, including luring big ICT companies to set up shop in Botswana.

Manufacturing is also critical and the need to develop our leather industry through designing quality leather products, which can be exported.

Furthermore, there is also a need to capitalise on our diamond industry by maximising on the diamond value chain, which should also drive our manufacturing.

Creative and Performing Arts is one sector that can create jobs for many creative Batswana especially the youth.

All these are premised on a robust education and training sector.

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The brainy boss - The Voice Online

Key Points

Introduction

Phytophthora cinnamomi, commonly known as Phytophthora dieback or just dieback, poses a significant threat to the Australian environment. This introduced plant pathogen spreads easily, causing disease, death and potential extinction in susceptible plants; also loss of habitat for native animals. The disease is often difficult to detect and can cause permanent damage to ecosystems and landscapes before it is identified. It can also remain dormant for long periods during dry weather. In most situations, it is impossible to eradicate from infested areas, so it is critical to prevent further spread. The disease is currently threatening large parts of Western Australias South-West native forests. It poses a major threat to over 40 per cent of the native flora in Western Australia, particularly in the South-West regional area.

Justin Bellanger, from the South Coast Natural Resource Management (NRM) agency recently spoke to FDI, outlining the extent of the disease, its impacts and the work his organisation is doing in dealing with the problem.

Figure 1. Dieback-affected banksia scrubland in the South-West of Western Australia. Source: South Coast Natural Resource Management Inc.

Interview

FDI: What is dieback and what environmental and other impacts will it cause in Western Australias South-West?

Justin Bellanger: Dieback is a plant disease that occurs in soil. It now infects a major proportion of native plant species growing across our South-West landscape. To put that into context, the South-West of WA is a biodiversity hotspot; the area contains one of the greatest ranges of plant varieties of anywhere in the world. That has come about due to the extremely old soils in the area, where plants have had to evolve to be able to survive in uniquely harsh conditions. The result, that has evolved over millennia, is the amazing floral diversity of the South-West.

Returning to your question, dieback is a soil-borne water mould that clumps around the roots of plants and trees and then essentially starves them of nutrients and water. It arrived with the early European settlers, on the roots of cinnamon plants, hence its scientific name, Phytophthora cinnamomi.

The unique flora of the South-West has, in turn, led to the evolution of equally unique animal species dependent on that flora. For instance, the Honey Possum, which lives exclusively on nectar, is unique in the world. It needs a year-round supply of flowering plants to be able to survive and breed. There are also other ecosystems in the region that are inter-twined and highly reliant on our diverse and complex plant species. These need to be protected, which means that managing dieback is critical in WA.

Introduced agricultural crops are also susceptible to dieback. For instance, avocados, most citrus species and nuts, such as almonds and macadamias, can all be infected. This necessitates, from an agricultural productivity perspective, an effective dieback management regime in cultivated lands.

Figure 2. The Honey Possum is unique of South-West Western Australian and completely dependent on native flowering plants Source: https://www.wanaturalists.org.au/reports/

FDI: How has this situation developed?

Justin Bellanger: The current situation is the result of the Phytophthora spores being allowed to spread in the local environment for many years. The spores have, predominantly, been spread by human activity, there being two main vector pathways. The first is humans moving infected soils around; whether by vehicles or pedestrian traffic. The second pathway is by natural movement, from water eroding infected soils during rain events. Examples of events causing the movement of dieback spores include: roadworks carried out in infected areas; utilities doing work such as erecting power poles and wires; operations to construct drainage; and recreational activities such as: off-road driving; trail and mountain bike riding; bushwalking; and horse riding on trails.

In essence, dieback is a human management issue. The two key elements to its effective management are: firstly, identifying where it is in the landscape; and secondly, communicating broadly to the community how to avoid spreading the disease. These are critical components of the management strategies that have been designed to deal with it.

FDI: What are you doing about it and are you meeting with success?

Justin Bellanger: We communicate broadly to raise community and public awareness of dieback and its impacts. Much of the work that we do at South Coast NRM, is to make people aware that we have the disease in our environment. We also inform the community of our excellent strategies and management techniques, which both contain the disease and protect areas that are not infected. An important part of our job is to make those messages broadly understood in the community.

An important part of the message is the recognition that the problem is manageable; we need to avoid both complacency or any inclination to see the problem as too difficult. The work we have been doing in managing the dieback disease has been presented to an international audience; the response has been recognition that our practices are of a world-class standard.

We have a State Phytophthora Dieback Management and Investment Framework, which, I understand, is one of a very few whole of landscape scale management plans. The framework provides a logical process and an operational toolkit, to develop area-specific management actions. These actions, designed to prevent the further large-scale spread of dieback, would include: on-ground activity, planning, engagement, communication and structured training. This facilitates a standardised approach for targeted management and investment across all levels of land tenure, enabling collaboration between key stakeholders and providing optimum return for the preservation of the States unique biodiversity assets. I have not found any comparable plans in the agricultural or environmental sectors. Our plan covers all areas where the disease has been located in Western Australia. It contains the top 100 areas where we need to commit resources and apply our efforts, to maximise the return on our investments in managing the disease. We have also identified another 1,500 sites that need protecting, but from a priority perspective the top 100 are the sites that we are working on first. These strategies demonstrate best practice.

As previously stated, under-pinning the communication strategy is a range of on-ground actions. These include: green-bridging, which is capping over the soils in disease-infested roads; erecting appropriate and easy to understand signage; installing boot cleaning stations; and improving training courses. Altogether, we have a package that incorporates planning, on-ground actions and then communication strategies, to get the important messages through to all stakeholders. In a holistic sense, while we recognise that we do have the dieback disease, we also have the solutions needed to effectively manage the problem.

FDI: What further steps need to be taken in the future?

Justin Bellanger: As I have stated, one of the key elements in managing biosecurity is information. You need to know where the threat is and what the assets are that you need to protect. At the South Coast NRM, we do a lot of work on continuing to survey for diseases issues and then working out how we can effectively contain the infected areas.

In the future, we will be looking at investing in new technology. We are starting to look at geospatial applications. We are considering trying to link relevant information (about dieback locations) into Google Maps. I also think there may be some interesting applications or tools emanating from the military, which we could potentially use to help us manage dieback biosecurity. Another opportunity for us is to consider using environmental DNA to speed up our surveys for the disease. These capabilities, however, are very much in their infancy.

FDI: Are there ways that we can innovate our approaches within the environmental sector to enhance agricultural and other applications?

Justin Bellanger: South Coast NRM is an independent, not-for-profit, community-based group. It has chosen to take the lead in combatting dieback in WA, because it considers the problem on a whole-of-landscape basis. In many cases, unfortunately, government agencies are limited to actions consistent with their statutory responsibilities. Our approach, however, is to address management of the entire landscape. Consequently, we have priority areas for protection that run across a range that includes private land, un-allocated Crown land and government-managed land tenures. Our Dieback Management and Investment Framework does not have boundaries and our resources are allocated according to need.

The South Coast NRM group is committed to a continuous improvement process, as we learn from our experiences. I mentioned before that dieback affects some of our important agricultural crops in Western Australia. The group believes that many of our practices and techniques can help offset this and are easily adaptable to the agricultural and horticultural sectors. I think there are opportunities to engage with private landholders who have invested significant capital in their land assets and also with other public land managers, such as local governments, which might have responsibility for disease-infested areas, particularly roads and other thoroughfares. The group would be interested in working with them to identify where it might be appropriate to offer advice and assistance.

FDI: Do you have a sense that the members of the agricultural community have sufficient understanding of this issue?

Justin Bellanger: I do not believe they do, which is a shame for two reasons. Firstly, because of the risk it presents to agricultural productivity and the likely flow-on to the general economy. Secondly, there are some fantastic pockets of dieback-free native vegetation on farms, which have survived because they have been isolated from the predominant vectors of dieback, such as roadbuilding machinery. In addition, isolation and distance have meant that bushwalkers, recreational vehicles, campers and others, have not been to these farming properties. These areas represent a priority future management task.

*****

About the Interviewee:

Justin Bellanger is the Chief Executive Officer of the South Coast NRM. He has worked in the natural resource management field for over 12 years in executive roles, overseeing a community-led approach to protecting threatened species and landscapes. This is done by ensuring that adequate planning and resources are in place for both grass-roots practitioners and science-based professionals, in the South Coast Region. He has the great privilege of working with an exceptionally skilled team and a deeply passionate and engaged community in a very special part of Western Australia.

*****

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Justin Bellanger: The Dieback Disease Threat to the Forests of South-West Western Australia - Future Directions International

03/26/2020 | 05:58am EDT

P e t r o C h i n a C o m p a n y L i m i t e d

Press Release

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9 Dongzhimen North Street, Dongcheng

100007

District, Beijing,100007,P.R.China

86-10-59986266

TEL:86-10-59986266

86-10-62099559FAX:86-10-62099559

Focuses on quality-based growth while transforming through

innovation

PetroChina's Oil and Gas Business Maintains

Positive Growth Momentum in 2019

(Beijing, 26 March 2020) - PetroChina Company Limited ("PetroChina" or "the Company", HKSE: 0857; NYSE: PTR; SSE: 601857) announced today that in 2019, amid the complicated and severe softening global economic growth, wide swings in international oil prices, fiercer competition in the domestic oil and gas market, and the significant increase of risks and challenges, the Company adhered to its guidelines of quality-based business growth, optimized production organizations, promoted structural adjustment of its business, fostered reform and innovation, and strengthened risk control; while continuously reducing expenditures, cutting costs as well as enhancing efficiency. Major production indicators recorded stable growth and the operating results were in line with expectations, with efforts of growing upstream reserve and production especially effective. Under the International Financial Reporting Standards (IFRS), PetroChina recorded a revenue of RMB2,520 billion in 2019, representing an increase of 6.0% compared with the same period last year. Operating profit was RMB121.762 billion. Net Profit Attributable to Shareholders of the Company was RMB45.682 billion, and basic earnings per share was RMB0.25. To deliver better returns for shareholders, the Company recommended a final dividend of RMB0.06601, representing a 70.0% dividend ratio. The cash dividend consists of a dividend of RMB0.04243 per share (based on 45% of the net profit

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attributable to owners of the Company for the second half of 2019 under IFRS)

together with an additional special dividend of RMB0.02358 per share.

Annual Results Review

Strengthened risk exploration to secure prominent position in oil and gas

supply. In 2019, PetroChina adhered to the strategy of efficiency-oriented exploration and development, with domestic risk exploration achieving three strategic breakthroughs and four important discoveries. Measures to increase reserves and production achieved significant results with output rebounding in crude oil, output in natural gas also recorded the largest increase in five years. Significant progress was made in risk exploration and progressive exploration of regions overseas, leading to an increase in both the output and effectiveness in the oil and gas business. In 2019, the Company's total crude oil output amounted to 909 million barrels, representing an increase of 2.1% compared with last year. The marketable natural gas output reached 3,910 billion cubic feet, representing an increase of 8.3% compared with last year. The oil and natural gas equivalent output amounted to 1,561 million barrels, representing an increase of 4.6% compared with last year. The Company strengthened cost control of investments from its origin, and reinforced the precise management for its production and operation. The Exploration and Production segment realized an operating profit of RMB96,097 million, an increase of 30.7%, continuing to be the major contributor to the profit of the Company. The oil and gas lifting cost was US$12.11 per barrel, representing a decrease of 1.6% year on year.

Proactively developed highly efficient markets, accelerated transition and

upgrade. The Refining and Chemicals segment actively controlled the volume of refined products and increased the production of chemicals, and propelled the transition and upgrade of refining and chemicals business. In 2019, the Company processed 1,228 million barrels of crude oil; the production of refined oil products was 118 million tons; the chemical products output was 25.756 million tons, up 5.5% year-on-year, and output of ethylene was 5.863 million tons, up 5.3% year-on-year. The Company continued to strengthen its benchmarking in management, enhanced

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cost control, and the Refining and Chemicals segment achieved an operating profit of RMB13.764 billion. The Marketing segment actively responded to the challenges of severe refined products surplus and fiercer market competition, by utilizing and driving synergies from domestic and international resources, enhancing precise and strategic marketing, and adopting differentiated marketing strategies. The annual sales of refined oil products reached 188 million tons, up 5.1% year-on-year. The Marketing segment realized an operating loss of RMB565 million, representing a decrease of loss of RMB5.885 billion year-on-year. The Natural Gas and Pipeline segment optimized domestic and international resources, implemented state price policy, expanded the development of end-user marketing and raised efficiency, prioritized goals to ensure the full sales of domestic production, and worked hard in increasing the price and raising efficiency. The Company carried out construction of key projects in an orderly manner, including the completion and operation of the northern section of China-RussiaEast-Route Natural Gas Pipeline. In 2019, sales of natural gas was 259.091 billion cubic meters, up 19.5% year-on-year, including domestic sales of natural gas of 171.381 billion cubic meters, up 7.4% year-on-year. The Natural Gas and Pipeline segment achieved an operating profit of RMB26.108 billion, up 2.3% year-on-year.

Continuously deepened reform while driving business development

through innovation. The Company insisted on driving innovation and pushing advances in technologies to assist the development of its oil and gas business. The Exploration and Production segment worked on complex geological structures, and discovered the Qingcheng oilfield in Changqing, and two gas fields including the shale gas blocks in Sichuan and Bozi-Dabei gas area in Tarim, which consolidated the Company's resources base. The 100-million-ton production capacity and efficient development of carbonate reservoir in the Middle East won first prize of the National Award for Science and Technology Progress. The refining business implemented and executed a high-quality development plan, and outputs of high value-added products increased significantly. The refinery renovation project of Huabei Petrochemical was put into operation. The orderly construction of important projects included the

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integration project of refining and chemicals of Guangdong Petrochemical, the Tarim and Changqing ethane-to-ethylene projects and the structural adjustment of Daqing Petrochemical. The Company continuously deepened the application of information technology in the industrial chain, accelerated advances in the construction of digital oilfields, intelligent refineries and intelligent pipelines, digital gas stations and the Internet of Things, which all upgraded the operational efficiency and reliability of the Company.

Fulfilled social responsibilities while promoting the transformation

towards green development. The Company proactively explored the low carbon transition in the oil and gas industry, fostered green energy production and the advancement of green technologies. On the one hand, the efforts of domestic natural gas exploration will be further strengthened, and both multi-national and domestic pipeline infrastructure construction will speed up. On the other hand, the Company formulated and implemented its action plan for new energy development, explored the utilization of new energies like geothermal, solar, wind and gas hydrate, by accelerating the formation of a green development pattern which oil and gas remained as major energy complemented by other energy sources. For the full year, nearly 70 aid projects were implemented, the targeted poverty alleviation funds raised 73% more than 2018; the localization strategy was also widely executed overseas, with a localization rate above 90%. Recently, facing the sudden and fierce situation of the COVID-19, the Company is fully committed to ensuring the production of oil and gas, increasing the supply of resources for epidemic prevention, and resolutely fighting against and containing the epidemic.

Outlook

Looking forward in 2020, amid geopolitical tensions, uncertainties about the global oil price, climate change and the COVID-19 pandemic in various countries, the global economy is facing downward risks. Yet, China's economic momentum will ensure the growth trend remains stable and favorable in the mid to long term. The Company will adhere to executing the strategies of resource, marketing,

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internationalization and innovation, while focusing on efficiency and fostering high-quality developments, as well as maintaining steady advances in its oil and gas business. The Company will also deepen reform and innovation, attach great

importance to the research and development of new energy and renewable energy,

to fuel the growth of the Company and effectively enhance value creation. These

measures will help the Company transform its status as a top-class international

energy company to a new level, bringing fruitful value and returns to shareholders

associated with the growth of PetroChina.

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Additional information on PetroChina is available at the Company's website: http://www.petrochina.com.cn

Issued by PetroChina Company Limited

For further information, please contact:

PetroChina Company Limited

PR Agency (Overseas media):

Hill+Knowlton Strategies

Fax: (852) 2576 1990

Doris Zhao

Tel: (852) 2894 6231

Email: doris.zhao@hkstrategies.com

PR Agency (Domestic media):

EverBloom Investment Consulting Lt. Co.

Fax: (8610) 8562 3181

Liu Ping

Tel: (8610) 5166 3828

Email: ping.liu@everbloom.com.cn

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Disclaimer

PetroChina Company Ltd. published this content on 26 March 2020 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 26 March 2020 09:57:07 UTC

Technical analysis trends PETROCHINA COMPANY LIMITED

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PetroChina : Oil and Gas Business Maintains Positive Growth Momentum in 2019 - Marketscreener.com