long term – Sail Theory http://sailtheory.com/ Tue, 15 Mar 2022 17:09:22 +0000 en-US hourly 1 https://wordpress.org/?v=5.9.3 https://sailtheory.com/wp-content/uploads/2021/06/icon-2021-06-25T011712.182-150x150.png long term – Sail Theory http://sailtheory.com/ 32 32 Improving financial health: a win-win situation for banks and their customers https://sailtheory.com/improving-financial-health-a-win-win-situation-for-banks-and-their-customers/ Tue, 15 Mar 2022 17:09:22 +0000 https://sailtheory.com/improving-financial-health-a-win-win-situation-for-banks-and-their-customers/ By Uday Akkaraju, CEO of BOND.AI Today, 66% of Americans in the United States have financial health problems and 14% are considered downright vulnerable – in other words, the majority of people living in the United States cannot plan their lives in full. financial freedom. At the same time, financial institutions collect their customers’ transaction […]]]>

By Uday Akkaraju, CEO of BOND.AI

Today, 66% of Americans in the United States have financial health problems and 14% are considered downright vulnerable – in other words, the majority of people living in the United States cannot plan their lives in full. financial freedom.

At the same time, financial institutions collect their customers’ transaction data, make loans and set interest rates – holding the assets for people’s financial health: their economic data.

Here’s why and how banks should use customer data, tailor their offerings to customers’ financial needs, and in turn generate higher revenue.

The challenges of financial health

The most pressing issues for people struggling financially are payday loans and their high interest rates. On average, payday lenders charge $520 in fees to borrow $375. Having to opt for non-traditional means of financial support, they ironically have to pay more than others when they borrow money, while their financial room for maneuver is less. By paying attention to just a handful of metrics, banks are excluding millions of low-income and middle-class customers from improving their financial health – and the cycle continues.

Standardized products also prevent consumers from improving their financial health. Financial institutions offer a range of standard products and loans and use basic data analysis to set interest rates or deposit payments. And even retailers that offer more diverse credit options to consumers, like Buy Now Pay Later (BNPL), are now having significant problems with their credit programs because most users are in debt and unaware of their financial situation.

But what if the solution could lie in the collection of financial data and its more relevant analysis?

How consumer data can help improve financial well-being

To overcome the precarious financial situation of modern Americans, banks must stop looking at past credits, years of financial history, or debt-to-credit ratios to combat skewed credit scores and interest rates. Behavioral data, such as spending habits and economic patterns, will provide a more accurate picture of people’s ability to repay their loans or use their credit cards responsibly. Low income does not necessarily represent a consumer’s ability to pay bills on time – it requires deeper knowledge to adjust to a fair credit score.

Artificial intelligence (AI) data analysis can categorize customer profiles based on their behavior and financial capabilities. By continuously updating these customer profiles, the algorithm will understand patterns and deviations and give recommendations to consumers as well as banks. Suppose a customer’s account shows diaper purchases and high credit card spending – he may have a new member in his family. To support them, their bank may offer a higher credit card limit or extend the repayment term. Personalized products appeal to customers.

But even the smartest analytics couldn’t paint a full picture of a consumer’s financial and health needs — after all, a consumer’s personal preferences don’t necessarily show up in transactional data. Technologies such as conversational chatbots take the pulse and provide deeper insights into financial aptitude. Advanced conversational AI can communicate with customers and ask questions like, “Tomorrow you get $2,000. You can spend it on a language course, a new TV, or a new pair of eyeglasses. do you choose?”

Why customer-centric thinking is the only solution

In the financial world, customer retention, acquisition and satisfaction are not only linked to quick and easy transactions, but to the experience of optimizing one’s financial situation. Banks with a customer-centric business model will create solid long-term value by building customer engagement and trust. The science is simple: a bank that reminds people of their debts every day leaves them with a bad conscience and negative feelings. A bank that actively helps find the best financial tool to meet economic challenges and is sensitive to individual obstacles is a bank that a customer is unlikely to trade for a competitor.

Today’s challenges require modern technologies and an openness to disruptive thinking. Financial institutions that overcome outdated methods of data collection and analysis and focus their business model on the customer will attract a much larger audience and improve the economic situation of their customers. By doing so, banks will also improve their bottom line – and improving financial health will become a win-win situation for everyone.

This article was submitted by an external contributor and may not represent the views and opinions of Benzinga.

© 2022 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

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Malaysia chooses Thales to provide Kuala Lumpur with an integrated transit control center https://sailtheory.com/malaysia-chooses-thales-to-provide-kuala-lumpur-with-an-integrated-transit-control-center/ Fri, 11 Mar 2022 07:15:09 +0000 https://sailtheory.com/malaysia-chooses-thales-to-provide-kuala-lumpur-with-an-integrated-transit-control-center/ Kuala Lumpur, Malaysia (Urban Transport News): Prasarana Malaysia Berhad, one of the largest transport operators in Malaysia, has chosen Thales to integrate its signaling supervision and control systems, which manage the SelTrac CBTC and AlTrac ETCS L1 platforms, as well as the network management and backup, in the new integrated control center in Kuala Lumpur […]]]>

Kuala Lumpur, Malaysia (Urban Transport News): Prasarana Malaysia Berhad, one of the largest transport operators in Malaysia, has chosen Thales to integrate its signaling supervision and control systems, which manage the SelTrac CBTC and AlTrac ETCS L1 platforms, as well as the network management and backup, in the new integrated control center in Kuala Lumpur (ICC).

When completed, Prasarana will be able to operate all of its existing lines – KL Monorail, Kelana Jaya, Ampang and Sri Petaling lines – from a single integrated control centre. At the same time, network management and backup solutions will be integrated to provide seamless end-to-end management of signaling assets across different sites. The integrated train operation will enable commuters in Kuala Lumpur to enjoy service with a rapid response time in the event of a system failure or incident affecting train operation. The new CIC will be located at Taman Ikan Emas.

The project will also include modifications to three existing operational control centers which will be used as back-up centres, thus ensuring a very high level of operational redundancy and system availability.

“This prestigious project will be an important step in the way Prasarana operates its lines. As a long-term strategic partner of Prasarana, we are proud to share their vision of operational excellence with the creation of this integrated control center. We look forward to delivering this project which will bring stronger synergies between Prasarana and Rapid Rail and ultimately improve the passenger experience for commuters in Kuala Lumpur,” said Francois-Xavier Boutes, Country Director of Thales Malaysia.

“This is an important project for Thales to demonstrate its capabilities to integrate multi-signaling platforms as part of its digital strategy. This is another achievement in the 30 plus years of the Thales-Kuala Lumpur relationship,” commented Alcino De Sousa, Vice President. Chairman and CEO, Thales Urban Rail Signalling.

This project is another testament to Thales’s long-term commitment to developing local skills in areas of high demand in Malaysia and in global markets. Engineers from Thales Malaysia Sdn. Bhd. will lead and manage the project, integrating solutions from Thales’ global teams located in Canada, Portugal and Singapore. In addition, this project will be the first of its kind where Thales will involve a large pool of young graduates under the Malaysian government’s Protégé program, who will undergo training and be inserted into real projects for easier integration into the market.

The project is expected to be delivered by April 2023.

Thales has been actively involved in the transport sector in Malaysia since 1998, when the Kelana Jaya LRT line began operating with Thales’ SelTrac™ CBTC system. Over the years, Thales has upgraded the Kuala Lumpur Monorail with a turnkey signaling solution as well as extensive CBTC signaling on the Kelana Jaya and Ampang LRT lines. As part of its commitment to strengthening local rail expertise in Malaysia, Thales has also established a Rail Center of Excellence in Batu Gajah with the support of the Malaysian Industry-Government Group for High Technology (MIGHT), to provide training and technology transfer. to the next generation of railway engineers.

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Russian airline removed from global reservation system, blow to travel in country https://sailtheory.com/russian-airline-removed-from-global-reservation-system-blow-to-travel-in-country/ Thu, 03 Mar 2022 18:01:00 +0000 https://sailtheory.com/russian-airline-removed-from-global-reservation-system-blow-to-travel-in-country/ Shalanda Young, acting director of the Office of Management and Budget, speaks during a Senate Homeland Security and Governmental Affairs Committee confirmation hearing in Washington, DC, February 1. (Al Drago/Bloomberg/Getty Images) The White House has asked lawmakers to approve $10 billion in lethal and humanitarian aid for Ukraine as part of a $32.5 billion emergency […]]]>
Shalanda Young, acting director of the Office of Management and Budget, speaks during a Senate Homeland Security and Governmental Affairs Committee confirmation hearing in Washington, DC, February 1. (Al Drago/Bloomberg/Getty Images)

The White House has asked lawmakers to approve $10 billion in lethal and humanitarian aid for Ukraine as part of a $32.5 billion emergency funding request sent to Capitol Hill as the Russia continues its advance on Ukraine.

The request follows weeks of discussions between White House officials and lawmakers over the form of any potential emergency request, which was expected to focus heavily on Covid-19 needs. But the escalation of the Russian invasion has dramatically increased the size of the demand specifically for Ukraine.

Lawmakers are in the midst of negotiations on a long-term funding agreement and face a March 11 deadline to reach a deal.

Ukrainian funds are expected to be attached to any final deal, but the process remains fluid.

“This request identifies an immediate need for $10.0 billion in additional humanitarian, security and economic assistance for Ukraine and Central European partners due to Russia’s unwarranted and unprovoked invasion,” it said. said the formal request sent Wednesday by Acting Director of the Office of Management and Budget Shalanda Young, the Congressional leadership said.

Young suggested that the initial $10 billion request for Ukraine would meet “immediate needs” and that additional funding may be needed.

“Given the rapidly evolving situation in Ukraine, I anticipate that additional needs may arise over time. This funding request is based on the Administration’s best information on resource needs at this time, and we will stay in touch with Congress in the weeks and months ahead as we assess resource needs at the current time. beyond those immediate needs,” she said.

Learn more about applying for funding: The detailed request provides $4.8 billion to the Department of Defense, including $1.8 billion for support in the region as U.S. military units support U.S. European Command and the United States Response Force. $1.3 billion for cybersecurity and other defense support, and $1.8 billion for DOD resupply. shares. It also requests $5 billion for the State Department and the United States Agency for International Development (USAID), including $2.8 billion in humanitarian aid in the form of food and other forms of support, 500 million in military aid through the Foreign Military Financing Program and $1.8 billion in economic aid. assistance to help “support the continuity of government and the resilience of the Ukrainian people, as well as emerging needs in the region”.

The request also includes $21 million for the Department of Commerce to strengthen export controls, $30 million for the Department of Energy to provide “technical assistance for power grid integration,” 59 million for the Department of Justice to support a new KleptoCapture task force to enforce sanctions against Russia and other funding for the Multinational Task Force, and $91 million for the Department of the Treasury for support penalties and IRS criminal investigations, among other expenses.

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What is a payday loan? https://sailtheory.com/what-is-a-payday-loan/ Fri, 25 Feb 2022 22:26:00 +0000 https://sailtheory.com/what-is-a-payday-loan/ What is a payday loan? payday ready are generally short-term unsecured loans characterized by high interest rates that generally do not require a credit check. Although there is no exact and universal definition of the term, the US Consumer Financial Protection Bureau indicates that this type of loan is usually $500 or less and is […]]]>

payday ready are generally short-term unsecured loans characterized by high interest rates that generally do not require a credit check.

Although there is no exact and universal definition of the term, the US Consumer Financial Protection Bureau indicates that this type of loan is usually $500 or less and is usually due on the borrower’s next payday. States have different laws governing these types of fast loans, but they may be available to Americans through in-store payday lenders or in line, depending on location. The maturity date for payday loans is typically two to four weeks from the date of issue, and lenders generally do not consider borrowers’ credit scores or their ability to meet other financial obligations. upon loan approval.

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To secure a payday loan, payday lenders often require a personal check from the borrower for the loan amount, plus interest and fees, for a future deposit. They often require direct access to the borrower’s bank account.

Payday lenders hold the personal check until the borrower receives their next paycheck, direct deposit or social Security Payment. Depending on the terms of the loan and the laws of the state in question, some payday lenders offer long-term repayment plans that allow them to make multiple electronic withdrawals from the borrower’s bank account.

The average term for payday loans is about two weeks, and loans typically range between $50 and $1,000. In exchange for quick loans that don’t require a credit check, payday borrowers typically pay exorbitant interest rates and fees on their loans. Payday lenders often charge annual percentage ratesor APR, of 400% or more on their loans, plus finance charges of between $10 and $30 for every $100 borrowed.

The only requirements to qualify for most payday loans are an opening Bank account relatively in good standing, a regular income and a source of identification.

Because little consideration is given to the financial status or creditworthiness of borrowers, the CFPB has found that payday loans have a high default rate of around 20%. Additionally, approximately 80% of payday borrowers renew or re-borrow their loans within 30 days of their initial loan.

Qualified state borrowers can apply for a payday loan online from companies such as MoneyMutual, CashUSA.com, and BillsHappen. Many payday lenders also have thousands of physical stores in the United States.

In times of financial emergency or life or death situation, payday loans may be one of the only places Americans have bad credit can turn to temporary financial assistance. However, due to widespread deception and predatory behavior in the payday loan industry, the CFPB, Federal Trade Commission, and other federal and state regulators have repeatedly warned Americans of the dangers of payday lending. payday and imposed restrictions on the activities of payday lenders.

A 2016 five-year study by Pew Charitable Trusts found that 12 million Americans take out payday loans each year, and those borrowers collectively pay $9 billion a year in loan fees alone.

  • Speed. Payday loans are fast, and lenders often approve the same or next day.
  • Ease of use. It’s usually easy to get approved for a payday loan as long as the applicant has a stable source of income, a bank account in good standing, and proper identification. Borrowers can even get payday loan approval online. While some critics say payday loans are inherently predatory, there are laws in place to protect the rights of borrowers.
  • Availablity. Depending on the situation, payday loans may be one of the only viable sources of emergency cash for borrowers with bad credit.

  • High cost. Payday loans can come with annual interest rates of 400% or more, and finance charges can be 15% to 30% of the loan amount. These high interest rates stand out even more compared to the national average of around 16.17% credit card interest rate or the average interest rate of 4.25% over 30 years mortgage end of February 2022.
  • Debt cycle. Due to interest and fees, a payday loan can easily force the borrower to put off the majority of their next paycheck, creating an opportunity for borrowers to fall into a cycle of repeat loans.
  • Harassment. Payday lenders have a reputation for exploiting financially vulnerable borrowers and using aggressive and harassing collection practices.

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EULAR CVD Management Guidance focuses on gout, lupus and vasculitis https://sailtheory.com/eular-cvd-management-guidance-focuses-on-gout-lupus-and-vasculitis/ Thu, 24 Feb 2022 17:56:27 +0000 https://sailtheory.com/eular-cvd-management-guidance-focuses-on-gout-lupus-and-vasculitis/ New guidelines from the European Alliance of Rheumatology Associations (EULAR) provide both general and detailed guidance for cardiovascular risk management in various rheumatic and musculoskeletal (RMD) diseases, many of which can lead to an increased risk of cardiovascular disease (CVD). “The committee believes that these recommendations will enable healthcare providers and patients to mutually engage […]]]>

New guidelines from the European Alliance of Rheumatology Associations (EULAR) provide both general and detailed guidance for cardiovascular risk management in various rheumatic and musculoskeletal (RMD) diseases, many of which can lead to an increased risk of cardiovascular disease (CVD).

“The committee believes that these recommendations will enable healthcare providers and patients to mutually engage in a long-term care journey tailored to patients’ needs and expectations to improve cardiovascular health in RMDs,” writes George C. Drosos, National and Kapodistrian University of Athens, Athens, Greece, and colleagues. The recommendations were published this month in Annals of rheumatic diseases.

EULAR convened a task force to generate best practices for preventing cardiovascular disease in patients with gout, vasculitissystemic sclerosis (SSc), myositis, mixed connective tissue disease (MCTD), Sjögren’s syndrome (SS), systemic lupus erythematosus (ELS) and antiphospholipid syndrome (APS).

Cardiovascular risk management for patients rheumatoid arthritisankylosing spondylitis and psoriatic arthritis were covered with previous EULAR recommendations.

The working group included 20 members from 11 European countries, including 12 rheumatologists, 2 cardiologists, 1 specialist in metabolic medicine, 1 healthcare professional, 2 patient representatives and 2 EMEUNETs (Emerging EULAR Network) members. One group of working group members performed a systematic literature review of 105 articles on gout, vasculitis, SSc, myositis, MCTD, and SS, and another group assessed 75 articles on SLE and the SAPL. Together, they decided on four main principles:

  1. Clinicians should be aware of the increased cardiovascular risk in patients with MMR, with reduction in disease likely decreasing risk.

  2. Rheumatologists, in collaboration with other health care providers, are responsible for assessing and managing the cardiovascular risk of their patients.

  3. Cardiovascular risk screening should be performed regularly in all patients with MMR, with an emphasis on factors such as smoking and blood pressure management.

  4. Patient education and counseling about cardiovascular risk, including significant lifestyle modifications, is essential for patients with RMD.

Specific recommendations for the gout, vasculitis, SSc, myositis, MCTD, and SS group include deployment of existing cardiovascular predictive tools as used in the general population, with the European Vasculitis Society model suggesting supplementing the score Framingham risk for patients with neutrophil cytoplasmic antibody-associated anti-vasculitis. They also recommended avoiding diuretics in patients with gout and beta-blockers in patients with SSc, as well as monitoring the same blood pressure and lipid management strategies used in the general population.

Recommendations from the SLE and APS group include a thorough assessment of traditional cardiovascular risk factors in all patients, following typical blood pressure management strategies in patients with APS, and setting a target blood pressure below 130/80 mm Hg in patients with SLE. They also recommended administering the lowest possible dose of glucocorticoids in patients with SLE, along with treatment with hydroxychloroquine – unless contraindicated – and even common preventative strategies like low dose. aspirin if it suits their cardiovascular risk profile.

Regarding next steps, the task force noted several areas where additional attention is needed, such as identifying subgroups of patients at increased cardiovascular risk. This could include patients with longer disease duration or more flares, older patients, and those with certain disease characteristics like antiphospholipid positivity in SLE.

Can EULAR recommendations be implemented in rheumatology practices in the United States?


Dr Ali Duarte Garcia

“We have been hearing for years that patients with rheumatic diseases have an increased risk of cardiovascular disease,” Ali A. Duarte Garcia, MDa rheumatologist at the Mayo Clinic in Rochester, Minnesota, said Medscape Medical News. “It’s been steadily released for over a decade now. But no further indication of it has been released. I think there was a void there.”

“Certainly the risk of cardiovascular disease in rheumatoid and psoriatic arthritis has been a focus for the past decade.” Christie M. Bartels, MD, chief of the division of rheumatology at the University of Wisconsin, Madison, said when asked to comment on the recommendations. “But in some of these other conditions, that hasn’t been the case.”

When asked if rheumatologists would be ready and willing to implement these recommendations, Duarte Garcia acknowledged that it might be difficult for some.

“It’s a different workflow,” he said. “You’ve been trained traditionally to assess inflammation, to keep disease under control, which they recommend, by the way. If you have disease under control, patients do better. But I think screening lipids, for example, and cholesterol screening, smoking cessation, these well-established programs are more difficult to implement in a rheumatology clinic. It is doable, but it is something that needs to be implemented. work within current workflows and could take a few years to settle.

Bartels, however, noted that his group has done extensive work over the past 5 years incorporating some interventions into practice, including referring patients with high blood pressure to primary care.



Dr Christie Bartels

“It’s a long-lasting intervention in our clinic that our medical assistants and nurses basically do as a routine operation,” she said. “Our primary care providers are grateful to get these patients back. Our patients are grateful because otherwise when they come to the rheumatologist, have their blood pressure checked and don’t get feedback, they just assume they’re fine. So we’re giving them a false signal.

“We have a similar intervention with smoking,” she added. “Often our patients don’t even know that they are at increased risk for cardiovascular disease or that smoking can worsen their rheumatic disease and cardiovascular outcomes. No one has had this conversation with them. They are so excited to participate in these talks.

“Our smoking intervention takes 90 seconds at the point of care. Our blood pressure intervention at the point of care, we timed it, takes 3 minutes. There are ways to integrate it into care.”

In this sense, Duarte Garcia said that the recommendations – although published by EULAR – are largely intuitive and should be very adaptable to the American context of health care. He also recognized this moment as an opportunity for rheumatologists to consider patient outcomes beyond what they usually encounter firsthand.

“I don’t think we have a lot of rheumatologists with patients who get a stroke or a heart attack because if it happens it’s in a hospital setting or they go to see a cardiologist,” he said. You can see it once it happens if they survive and come to you – or maybe if you’re in a more integrated practice – but I don’t think it’s as apparent in our clinics because it’s It is primarily an outpatient practice and often involves emergencies or complications in a hospital setting.

“The main thing,” he added, “is practical guidelines. It’s a step in the right direction, but there’s still work to be done. And hopefully some of the recommendations, like measuring high blood pressure and addressing it equally in the general population, is something we can start to implement.”

Duarte Garcia said he received a grant from the Rheumatology Research Foundation and the Centers for Disease Control and Prevention. Bartels said his group’s smoking cessation work is funded by Pfizer’s Independent Grants for Learning and Change.

Ann Rheum Dis. Published online February 5, 2022. Full Text

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Campus power system gets a boost https://sailtheory.com/campus-power-system-gets-a-boost/ Tue, 15 Feb 2022 21:17:28 +0000 https://sailtheory.com/campus-power-system-gets-a-boost/ UC Riverside’s electrical system is being upgraded. An electrical infrastructure project that has been underway for more than a year will provide the campus with more reliability, capacity and security, said Drew Hecht, director of project management for the Office of Planning, Development and construction. Workers install wiring on campus as part of the electrical […]]]>

UC Riverside’s electrical system is being upgraded.

An electrical infrastructure project that has been underway for more than a year will provide the campus with more reliability, capacity and security, said Drew Hecht, director of project management for the Office of Planning, Development and construction.

Workers install wiring on campus as part of the electrical infrastructure upgrade. (Photo courtesy of John Franklin)

“This is a huge step forward for the campus – reducing the power outages we’ve had in the past,” he said.

For decades, the campus has relied on a single substation located in parking lot 30 to provide electricity, which is provided by Riverside Public Utilities. A single outage of part of the system leaves the entire campus vulnerable to an outage, Hecht said.

The upgrades are part of a series of improvements across campus over the past year and will continue, he said. The scope will increase as funding becomes available, said John Franklin, project manager in the Office of Planning, Development and Construction.

Improvements include new electrical transformers; conduit and wiring to support new equipment; and replacing old electrical switches with new ones that have greater power capacity.

The new power switches will give the campus more control and flexibility to redirect power so isolated issues are less likely to cause outages, Hecht said. If a switch or electrical circuit fails, the campus can redirect power through different lines, he said. The improvements will limit disruption in smaller, isolated areas, Hecht said.

A crucial part of the project involved relocating old electrical switches to a small substation building just yards from Route 60 – where a single accident could shut down the system. These were moved underground while the conductor lines that ran under the highway were replaced with new ones to increase capacity and reliability.

Replacing old, worn cable lines will increase electrical capacity by up to 30 percent, Franklin said.

He likened aging equipment to water pipes that clog over time and reduce the flow of water through a home. The new cables will allow electricity to flow more easily and efficiently, he said.

“We’re putting miles of cable in the ground right now,” Franklin said.

Some isolated electrical shutdowns were required during the work, although backup generators minimize interruptions where possible, Hecht said. Planning, design and construction worked with facilities departments and the contractor to provide advance notice of closures, hold briefings and keep outages as short as possible, he said.

“We are working with campus stakeholders to ensure that we plan for these closures with their input to minimize impacts,” Hecht said.

Additional closures will be coordinated with the campus as needed, he said.

In the long term, the campus hopes a connection to a second substation will become available so it has two independent power supplies, although that goal is still in the conceptual stage, Hecht said.

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Struggling with the energy transition? How to Get “Beyond the Barrel” https://sailtheory.com/struggling-with-the-energy-transition-how-to-get-beyond-the-barrel/ Mon, 14 Feb 2022 06:10:05 +0000 https://sailtheory.com/struggling-with-the-energy-transition-how-to-get-beyond-the-barrel/ For the foreseeable future, going “beyond the barrel” will really mean maximizing the returns per barrel and applying a sizable portion of those gains to the development of low-carbon and negative-carbon energy and energy. With oil and gas prices rebounding, now is a good time to invest in the low-carbon future that the energy industry […]]]>

For the foreseeable future, going “beyond the barrel” will really mean maximizing the returns per barrel and applying a sizable portion of those gains to the development of low-carbon and negative-carbon energy and energy.

With oil and gas prices rebounding, now is a good time to invest in the low-carbon future that the energy industry is already embracing. Energy companies such as Exxon, Shell, BP, Oxy, Suncor, TotalEnergies, Saudi Arabia and many others have deployed low-carbon or zero-emissions initiatives, and the availability of capital, massive scale and a vast wealth of expertise that they and others can tap into bode well for their success.

Renewable energy generation (wind, solar), alternative fuels (biofuels, hydrogen) and carbon reduction approaches such as direct air capture and carbon capture, utilization and storage (CCUS ) get a lot of attention. What tends to slip below the fold is the extent to which the success of the energy transition will depend on digital transformation.

After all, the term “energy transition” is really just shorthand for diversifying into adjacent industries and sectors such as utilities, solar and wind, and energy storage. With the possible exception of the nascent energy storage business, these are not entirely new opportunities. Energy majors bring scale and financial and human resources well beyond that of all but the largest investor-owned utilities, but they will need to be strategically savvy, tactically sharp and efficient. operationally to 1) be competitive in the short term and 2) build and operate in the long term the massive infrastructure needed to help power a fleet of largely electrified vehicles or capture and sequester enough carbon to enable continued widespread use of fossil fuels.

big questions

All of this raises questions for energy executives. How best to invest and manage a more diversified product portfolio capable of generating future returns similar to those the sector has historically enjoyed, or better returns? How do you respond to the customer’s desire for more accurate and responsive service levels? How do you optimize the hydrocarbon value chain – and now, the carbon value chain – to manage a portfolio of profitable products and emerging offers with agility?

Let me approach these questions from three angles: capital planning, asset management and operations.

Capital planning wasn’t exactly easy in the traditional oil and gas business. But if you spent a dollar to upgrade a refinery or build a new one, the return on investment was a known quantity. This has changed. If you’re spending a dollar on a renewable resource, CCUS, or retail, the return on investment is less clear. The good news is that pressure from ESG/sustainability concerns and investors has lowered the projected return now required to justify a renewable investment to just 3-5%. It is compared to 20% to justify a new long-cycle oil project. But it can be difficult to sketch out the real yield of renewables. How to make the image clearer?

You need a holistic view of your assets, for one thing. What do you own? What did you spend on it? Is it running? For how long? Does it need maintenance? Should you replace it before the end of its life or let it run until its end of life? How are you leveraging oil and gas revenues to grow renewables, CCUS, retail or other businesses of the future? What will your supply chain look like with biofuel refineries, solar farms and wind power or other facilities being part of the production mix?

Many of these questions have long applied to oil and gas capital planning. But as energy companies diversify, they become more complex. Additionally, a deeper understanding of its existing assets and more robust modeling and forecasting capabilities become more important given the shallower experience in these new investment areas.

Listen

The good news here is that the Internet of Things (IoT), machine learning, blockchain, and other technologies are enabling huge advancements in asset management. The timing couldn’t be better, because asset management is what will help you operate efficiently and profitably in your existing business as you manage the introduction and growth of renewable energy, biofuels, hydrogen, CCUS and other emerging companies. It’s about maximizing your resources, whether it’s dollars or people. You can’t do this without an accurate, real-time understanding of what those resources are.

Harnessing the best in asset management can also mitigate the impact of the wave of retirements from the energy sector. Consider the experienced refinery engineer who can detect brewing problems by the subtle change in the sound of a machine. When she retires, you’ll probably need automated sensors to eavesdrop on whoever’s replacing her. Moreover, the skills of this engineer will probably not translate to a wind farm. To understand the talent you need, you need to intimately understand your strengths.

Automated asset management has other benefits, perhaps foremost the ability to support predictive maintenance and forecasting. The convergence of IT and operational technologies with machine learning and prescriptive operations and maintenance can enable better asset intelligence. This can apply both internally and in cooperation with OEM and external engineering specialists. Real-time asset monitoring, based on critical values ​​and trends, enables effective asset maintenance strategies and better cost, risk and performance management. Additionally, this wealth of data can inform the design and operation of new and better assets in the future.

Digital transformation

Such automation blurs the lines between asset management and operations, especially on the maintenance side. But it also enables operational agility that not so long ago would have seemed gimmicky: think personalized offers from live order and inventory management and performance-based pricing. IoT and machine learning will enable real-time visibility into everything happening in your business. Its distillations will serve directly to support and improve the choices of everyone, from line managers to senior executives.

This information will help ensure profitability while maintaining quality of service across a wider range of services and modes. Consider the example of integrating IoT pipeline gauge data related to a specific customer’s product. Suddenly you have real-time tracking and the ability to adjust remotely. This not only helps you optimize your operations; it can also build customer loyalty.

Automating operations in this way also shifts routine staff tasks to systems enabled by machine learning and artificial intelligence, freeing up capacity for higher value tasks and, ideally, opening up the headspace needed to define and pursue further operational improvements and exploit new market opportunities. to serve new and existing customers.

Energy companies that put customer experience at the heart of their strategies while combining once-siloed processes, smart technologies, and real data from operations, customers, and partners will be best positioned for the ongoing energy transition. Achieving this will require a digital transformation capable of delivering comprehensive insights into operations, products and services through real-time monitoring, integrated data sources, AI, predictive analytics and analytics capabilities. machine learning.

Getting past the barrel won’t be easy. But for forward-thinking energy companies — and the sustainability of a warming planet — it will certainly be worth it.

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Marine Seismic Equipment and Acquisitions Market Size, Value, CAGR, Analysis https://sailtheory.com/marine-seismic-equipment-and-acquisitions-market-size-value-cagr-analysis/ Wed, 09 Feb 2022 21:48:56 +0000 https://sailtheory.com/marine-seismic-equipment-and-acquisitions-market-size-value-cagr-analysis/ New Jersey, United States,- Marine Seismic Equipment and Acquisition Market Research offers you all the data related to your industry size, general operating models and growth potential. It talks about the characteristics of customers in a specific industry. It also shows how the COVID-19 pandemic is having serious economic consequences around the world. This market […]]]>

New Jersey, United States,- Marine Seismic Equipment and Acquisition Market Research offers you all the data related to your industry size, general operating models and growth potential. It talks about the characteristics of customers in a specific industry. It also shows how the COVID-19 pandemic is having serious economic consequences around the world. This market research report further reveals how to mitigate these severe impacts on society.

This in-depth market research provides an overview of key industries contributing to market growth. It also shows mergers and acquisitions between startups, as well as the strategies, product launches and affiliations of major competitors. Market companies are increasingly making efforts to adopt new technologies to gain a competitive advantage in the face of fierce market competition. Most companies are constantly on the lookout for new breakthroughs, acquisitions, long-term agreements and technological developments to maintain their position in the market. This in-depth report on Marine Seismic Acquisition and Equipment Market will greatly help the industry to identify major threats and potentials. It also includes a detailed SWOT analysis and cost structure view. It also covers important facts about various technologies along with product improvements in the market.

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This Marine Seismic Equipment and Acquisitions Market analysis acts as a resourceful aid to equip businesses with crucial data regarding the crucial advancements and market strategies. Making the right investments is also easy with this easy-to-understand market research report. Big companies will greatly benefit from such informative market analysis to survive in the market and secure their place in the market. The effective business strategies provided here help the business players leverage their market presence. It also includes the forecast competitive assessment for the period 2022-2029.

Key Players Mentioned in the Marine Seismic Acquisition and Equipment Market Research Report:

Seabird Exploration Group, CGG, PGS, WesternGeco, Polarcus Limited, TGS

Marine seismic acquisition and equipment market segmentation:

By Product Type, the market is primarily split into:

• 2D seismic equipment
• 3D seismic equipment
• 4C seismic equipment
• Other

By application, this report covers the following segments:

• Multi-client seismic acquisition
• Exclusive seismic acquisition
• Seismic acquisition of the ocean floor (OBS)
• Other

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Scope of the Marine Seismic Equipment and Acquisitions Market Report

ATTRIBUTES DETAILS
ESTIMATED YEAR 2022
YEAR OF REFERENCE 2021
FORECAST YEAR 2029
HISTORICAL YEAR 2020
UNITY Value (million USD/billion)
SECTORS COVERED Types, applications, end users, and more.
REPORT COVER Revenue Forecast, Business Ranking, Competitive Landscape, Growth Factors and Trends
BY REGION North America, Europe, Asia-Pacific, Latin America, Middle East and Africa
CUSTOMIZATION SCOPE Free report customization (equivalent to up to 4 analyst business days) with purchase. Added or changed country, region and segment scope.

Geographic segment covered in the report:

The Marine Seismic Equipment & Acquisition report provides information on the market area, which is sub-divided into sub-regions and countries/regions. In addition to the market share in each country and sub-region, this chapter of this report also contains information on profit opportunities. This chapter of the report mentions the market share and growth rate of each region, country and sub-region over the estimated period.

• North America (USA and Canada)
• Europe (UK, Germany, France and rest of Europe)
• Asia-Pacific (China, Japan, India and the rest of the Asia-Pacific region)
• Latin America (Brazil, Mexico and rest of Latin America)
• Middle East and Africa (GCC and Rest of Middle East and Africa)

Answers to key questions in the report:

1. Who are the top five players in the Marine Seismic Acquisition and Equipment market?

2. How will the marine seismic acquisition and equipment market evolve over the next five years?

3. Which product and application will occupy the lion’s share of the marine seismic acquisition and equipment market?

4. What are the drivers and restraints of Marine Seismic Acquisition and Equipment Market?

5. Which regional market will show the strongest growth?

6. What will be the CAGR and size of the Marine Seismic Acquisition Equipment market throughout the forecast period?

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Love Stories – The Martha’s Vineyard Times https://sailtheory.com/love-stories-the-marthas-vineyard-times/ Mon, 07 Feb 2022 20:47:45 +0000 https://sailtheory.com/love-stories-the-marthas-vineyard-times/ The Times asked some longtime island couples to share some of their top tips and some of their best moments together this Valentine’s Day. They all said they had enjoyed this trip in the past. Eileen and Tim Malyey Where and when did you meet? And what were your first impressions of each other?Tim replied: […]]]>

The Times asked some longtime island couples to share some of their top tips and some of their best moments together this Valentine’s Day. They all said they had enjoyed this trip in the past.

Eileen and Tim Malyey

Where and when did you meet? And what were your first impressions of each other?
Tim replied: We met on December 1, 1971, aboard SS Iberia’s last voyage from Vancouver, British Columbia, in transit to Australia, ₂ Re:. Part B, it was like at first sight.

You are invited to a dinner but you do not want to go. Who calls the host to cancel?
He says, “It’s women’s work. She says, “Tim doesn’t make phones.”

When was the last time you danced together and to what song?
It says: “Norman Mailer wrote ‘Tough Guys Don’t Dance’.” Eileen dances alone at her online exercise class.

Who does the cooking and what is your favorite thing they do?
Eileen cooks, Tim cleans. Favorites are dinners cooked by our close friends.

What’s the last thing you read aloud to each other?
Tim said “Probably a friend’s obituary.” Eileen says, “Probably something funny.”

Where did you go and what did you do on your first date?
Tim says: “Christmas 1971 in Double Bay, Sydney, in my apartment.” Eileen says: “Playing Quoits on Deck in the Howling North Pacific Wind, December 2, 1971”

Describe the best experience you have had together…
Tim says, “Spending the last half century together.” Eileen says, “Our trips when we had more energy, almost no money.”

Which of you is the first to ask for directions when you get lost?
Tim says, “Women’s work.

If you had the opportunity to have a second all-expenses-paid honeymoon, where would you go?
Tim says, “All expenses paid, huh?” Cronig’s. Eileen wants to stay home while he does his shopping.

What’s the best thing about being married or being with your long-term partner?
Tim says, “Exhaling with the feeling that I am walking away with something wonderful.” Eileen says, “All the comforts with no surprises.

Nancy Slonim Aronie and Joel Aronie

Where and when did you meet? And what were your first impressions of each other?
We met in 1965 on a blind date in Hartford, Connecticut. We had fun on the first date and we laughed a lot. We did songs with vocals.
He said he had never seen anything like me and I thought he was beautiful. But I wasn’t sure how smart he was because he said in a thick Boston accent, “You’re a hawt ticket,” and later he didn’t use the subjunctive. That must have been my criteria. Shortly after, I found his nuclear physics papers with A+.

You are invited to a dinner but you do not want to go. Who calls the host to cancel?
He never calls anyone, and we just end up going and having a good time.

When was the last time you danced together and to what song?
Yesterday. No music, we were singing:
“If you like sand dunes and salty air
quaint little houses here and there
You are sure to end up in old Cape Caaaa-od.

Who’s cooking and what’s your favorite thing they do?
Especially me. But lately, he’s been doing it. COVID was the catalyst, it makes eggplant parmigiana.

What’s the last thing you read aloud to yourself?
He’s reading my book club book, “Dirt Music” by Tim Winton, which I finished and loved. And I asked him to read what he had just finished reading so that I could be with him while he read.

Where did you go and what did you do on your first date?
We went to a Greek restaurant on the highway. Then a string quartet on a brand new outdoor place. My mom was there with her two girlfriends and our plan was for them to casually watch it.

Describe the best experience you have had together…
I can’t name a better time. There are a ton.

Which of you is the first to ask for directions when you get lost?
I ask for directions.

If you had the opportunity to have a second all-expenses-paid honeymoon, where would you go?
Our problem is not money. He is simply against air travel because of the CO₂ the plane emits. He is not a fan of those who travel at the moment. The climate emergency is pretty much on his mind most of the time.

What’s the best thing about being married or being with your longtime partner?One of the best things is probably that you’ve reached a point where there’s absolutely nothing to talk about. You realize how foolish it is to put energy into anger. Most of the way you think and what you would say is not new to each other. I think you’re starting to realize that you’ve chosen your teacher and when you stop resisting teaching, everything goes well. We pretty much figured out how to do harmony. I like being married. This month of August will celebrate its 55th anniversary and I consider that to be my greatest achievement!

Cynthia and Kevin McGrath

Where and when did you meet? And what were your first impressions of each other?
We met in high school. I thought he was cool. I thought she was hot.

You are invited to a dinner but you do not want to go. Who is calling the host to cancel?
Kevin, in a carefully crafted text.

When was the last time you danced together and to what song?
Taming Impala’s “frontier”. We didn’t have as much dancing as jumping up and down.

Who does the cooking and what is your favorite thing they do?
Kevin. Grilled swordfish (especially on the beach).

What’s the last thing you read aloud to yourself?
A news article about monkeys who escaped from a truck accident.

Where did you go and what did you do on your first date?
OOn one of our first dates, we had a wedding. We dressed up and drank champagne and danced and had our picture taken. We ended up doing this four or five more times since we got away with it the first time. Crazy children.
We have been together for 23 years. Our 21st wedding anniversary is this summer. fun fact: We got married on Friday the 13th! For each anniversary we give ourselves the “traditional material” as a gift. It’s like a treasure hunt. It could cost $1 or $100.

Describe the best experience you have had together…
See all of our favorite bands.

Which of you is the first to ask for directions when you get lost?
Cyn.

If you had the opportunity to have a second all-expenses-paid honeymoon, where would you go?
An ice hotel in Finland.

What’s the best thing about being married or being with your longtime partner?Laugh all the time.

Beth Kramer and Douglas Reid


Where and when did you meet?
We met at the Plum Beach Inn when I came to the island for a day visit in the summer of 1993. Douglas was the chef there.

And what were your first impressions of each other?
His first impression: “Great, a vegetarian. What a pain!” Mine: “What an asshole.” (I asked if he knew what the weather would be like the next day since I had to take the ferry and he replied: “I don’t know what the weather will be like here, but I know the ski conditions in Chile.”)

You are invited to a dinner but you do not want to go. Who calls the host to cancel?
You know I do.

When was the last time you danced together and to what song?
We danced together to a slow song at Maynard and Basia’s wedding.

Who does the cooking and what is your favorite thing they do?
Douglas is the chef. Although I pretty much all love it, its fresh tomato salad is perhaps the yummiest.

What’s the last thing you read aloud to yourself?
I just read Douglas the story of John and Shirley Mayhew written by Phyllis Mearas in 2005.

Where did you go and what did you do on your first date?
We cycled to Lucy Vincent Beach. There was a lot of swimming and smiling.

Describe the best experience you have had together…
We traveled to Costa Rica in 2005 exploring the mountains and the Pacific coast.

Which of you is the first to ask for directions when you get lost?
It would be me.

If you had the opportunity to have a second all-expenses-paid honeymoon, where would you go?
Douglas would like to go to South Beach, Miami – I would like to take him to the South of France.

What’s the best thing about being married or being with your longtime partner? Camaraderie.

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Kentucky Financial Empowerment Commission Launches Kentucky Bank On Network https://sailtheory.com/kentucky-financial-empowerment-commission-launches-kentucky-bank-on-network/ Tue, 01 Feb 2022 17:51:02 +0000 https://sailtheory.com/kentucky-financial-empowerment-commission-launches-kentucky-bank-on-network/ Launched a banking initiative with two leading financial empowerment organizations Today in Frankfurt, the Kentucky Financial Empowerment Commission, in conjunction with United Way of the Bluegrass, and Bank On Louisville announced the launch of the Kentucky Bank on Network (KBON). KBON is a statewide partnership committed to increasing banking and account accessibility for individuals and […]]]>

Launched a banking initiative with two leading financial empowerment organizations

Today in Frankfurt, the Kentucky Financial Empowerment Commission, in conjunction with United Way of the Bluegrass, and Bank On Louisville announced the launch of the Kentucky Bank on Network (KBON). KBON is a statewide partnership committed to increasing banking and account accessibility for individuals and businesses across the Commonwealth. The Federal Deposit Insurance Corporation’s How America Banks survey found that nearly eight percent of Kentuckians are unbanked, which is higher than the national average of six percent.

“I am delighted to bring the Bank On Network to the Commonwealth. Having a banking relationship is the fundamental first step for many people and businesses on their journey to financial empowerment,” said Matt Frey, Executive Director of KFEC. “Thanks At the Bank On network, organizations and financial institutions have a great opportunity to improve their communities.”

KBON members include organizations committed to increasing access to accounts in Kentucky. Partners will be able to learn from each other to grow Bank On throughout Kentucky. Most importantly, KBON will increase account access for those who need it.

“United Way of the Bluegrass (UWBG) recognizes that increased access to safe and affordable traditional banking services will help reduce the need for Kentuckians to use alternative financial services, such as payday loans, which normally result in fees that cost the average unbanked person about $5 per cent of their lifetime income. Eli Yussuf, director of grants and advocacy at United Way of the Bluegrass, said. “It’s income that can used for savings or essential expenses.Through Bank On, UWBG leverages its partnerships with nonprofits, financial institutions, and local governments to ensure fewer Kentuckians spend their hard-earned money on unnecessary costs.

“Access to banking services is the cornerstone of financial empowerment and economic mobility opportunities for residents,” said Bank On Louisville Co-Chair Erin Waddell. achieve financial stability and create wealth.

To learn more about the Kentucky Bank On Network, click here.

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About the Kentucky Financial Empowerment Commission
The KFEC promotes financial empowerment for all Kentuckians. The commission targets six focus groups: Kentuckians with disabilities, aging Kentuckians, state employees, low-income families, students, veterans and military personnel. You can learn more about the Kentucky Financial Empowerment Commission at KYFEC.org.

About United Way of the Bluegrass (UWBG)
UWBG expands access to programs that provide educational, financial, and basic resources to Central Kentucky residents, maximizing the impact of these programs on the communities they serve. In fiscal year 2020-21 (July 1 to June 30), UWBG funded 81 programs administered by 61 nonprofit partner agencies, which collectively served more than 120,000 people. These programs provided a wide range of essential services, from childcare and after-school tutoring, to job placement, financial assistance and meal distribution. The UWBG also runs in-house programs that provide a range of services, from free tax preparation assistance (CKEEP) to a 24/7 (2- 1-1). Our grantmaking goal is to strengthen the family unit holistically, supporting an ecosystem of programs that collectively address the immediate and long-term needs of families. Visit uwbg.org for more information.

About Bank On Louisville
Launched in 2010, Bank On Louisville is a collaborative partnership of local government, financial institutions, and community organizations working to improve the financial stability of unbanked and underbanked residents of our Louisville community. To date, Bank On Louisville has helped over 47,000 residents access safe and affordable bank accounts and connected over 25,500 residents with quality financial education. Visit www.bankonlouisville.org for more information.

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