News Article | May 11, 2017
Le Conseil de Surveillance a, ensuite, désigné Monsieur Jean-François Decaux comme Président du Directoire et Monsieur Jean-Charles Decaux comme Directeur Général pour un an et ce, conformément au principe d'alternance des fonctions de la Direction Générale appliquée au sein de JCDecaux SA. Marie-Laure Sauty de Chalon, 54 ans, est titulaire d'une maîtrise de droit et diplômée de Sciences Po Paris. Après une carrière dans diverses régies publicitaires en presse et en télévision, Marie-Laure Sauty de Chalon a pris la Direction Générale de Carat Interactive en 1997. En 2001, elle devient Président-Directeur Général de Consodata North America puis prend, en 2004, la tête du groupe Aegis Media en France et en Europe du Sud. Elle est, depuis le 1er juin 2010, Présidente-Directrice Générale d'Aufeminin.com et professeur à l'Institut d'Études Politiques de Paris. Marie-Laure Sauty de Chalon est également membre de l'Autorité de la concurrence depuis 2014. Leila Turner, 34 ans, est diplômée de Sciences Po Paris et titulaire d'un Master en relations internationales de Columbia University à New York. Elle a également étudié au Département d'Etudes de l'Arabe Contemporain du Caire et au sein de Georgetown University à Washington D.C. Leila Turner a rejoint FABERNOVEL à Paris en 2011 et participé au lancement d'une activité - maintenant FABERNOVEL INSTITUTE - dédiée à la transformation des grands groupes par le développement de la culture et des pratiques d'innovation de leurs leaders. En tant que directrice de projet, elle a développé ou expérimenté de nouveaux produits et services, notamment dans les domaines de l'open data et des réseaux sociaux d'entreprise. Elle s'est, ensuite, concentrée sur le développement commercial de FABERNOVEL Paris. Leila Turner est aujourd'hui CEO de FABERNOVEL INNOVATE, l'agence d'innovation du groupe FABERNOVEL dont elle est associée. Bénédicte Hautefort, 49 ans, est diplômée d'HEC et fondatrice d'equityStories, agence de communication financière, et de l'Hebdo des AG, publication digitale de référence sur l'actualité de la gouvernance et des relations investisseurs sur la Place de Paris. Elle a eu, auparavant, un parcours d'auditeur (Arthur Andersen), de direction financière et stratégique d'entreprise (Péchiney), avant de créer, en 2003, une première agence de communication financière, InvestorSight, puis d'intégrer Havas Paris en 2011. Elle est également, depuis 2013, administratrice du Groupe Flo et membre du Comité d'Audit. Chiffres clés de JCDecaux - Chiffre d'affaires 2016 : 3 393m€ - JCDecaux est coté sur l'Eurolist d'Euronext Paris et fait partie des indices Euronext 100 et Euronext Family Business - JCDecaux fait partie des indices FTSE4Good et Dow Jones Sustainability Europe - N°1 mondial du mobilier urbain (559 070 faces publicitaires) - N°1 mondial de la publicité dans les transports avec plus de 220 aéroports et 260 contrats de transport dans les métros, bus, trains et tramways (354 680 faces publicitaires) - N°1 européen de l'affichage grand format (169 860 faces publicitaires) - N°1 de la communication extérieure en Europe (721 130 faces publicitaires) - N°1 de la communication extérieure en Asie-Pacifique (219 310 faces publicitaires) - N°1 de la communication extérieure en Amérique Latine (70 680 faces publicitaires) - N°1 de la communication extérieure en Afrique (29 820 faces publicitaires) - N°1 de la communication extérieure au Moyen-Orient (16 230 faces publicitaires) - N°1 mondial du vélo en libre-service : pionnier de la mobilité douce - 1 117 890 faces publicitaires dans plus de 75 pays - Une présence dans 4 280 villes de plus de 10 000 habitants - Audience quotidienne : plus de 410 millions de personnes - 13 030 collaborateurs
News Article | May 11, 2017
Annual General Meeting of JCDecaux SA on 11 May 2017 Paris, 11 May 2017 - The Combined Annual General Meeting (AGM) of JCDecaux SA (Euronext Paris: DEC) was convened on 11 May 2017. The AGM approved all the resolutions that were submitted for its vote. In particular, the AGM: Following the AGM, the Supervisory Board renewed Mr. Jean-Pierre Decaux's position as Vice Chairman of the Supervisory Board and appointed Ms. Bénédicte Hautefort as member of the Audit Committee. The Supervisory Board then appointed Mr. Jean-François Decaux as Chairman of the Executive Board and Mr. Jean-Charles Decaux as Chief Executive Officer for one year, in accordance with the principle of alternating the position of Chief Executive Officer within JCDecaux SA. For commercial and public representation purposes, Mr. Jean-François Decaux and Mr. Jean-Charles Decaux use the title of "Co-Chief Executive Officer" of JCDecaux. Marie-Laure Sauty de Chalon, 54, holds a law degree and is a graduate of Sciences Po Paris. After a career in various press and television advertising agencies, she took over as CEO of Carat Interactive in 1997. In 2001, she was appointed Chairman and CEO of Consodata North America, then in 2004 she became CEO of Aegis Media for France and Southern Europe. Since 1 June 2010 she has been Chairman and CEO of Aufeminin.com and a professor at the Paris Institute of Political Studies. Marie-Laure Sauty de Chalon has also been a member of the Competition Authority since 2014. Leila Turner, 34, graduated from Sciences Po Paris and holds a Masters in International Relations from Columbia University in New York. She also studied at DEAC in Cairo and Georgetown University in Washington, DC. Leila Turner joined FABERNOVEL in Paris in 2011 and helped launch the FABERNOVEL INSTITUTE, which supports large groups with business transformation by developing their leaders' culture and innovative practices. As project director, she developed and tested new products and services, including, open data and corporate social media. She later focused on business development for FABERNOVEL Paris. Leila Turner is currently CEO of FABERNOVEL INNOVATE and partner of of FABERNOVEL. Bénédicte Hautefort, 49, graduated from HEC and is founder of equityStories, a financial communications agency and Hebdo des AG, the leading online publication on corporate governance and investor relations news in Paris. She previously worked as an auditor at Arthur Andersen and Chief Financial Officer at Péchiney, before setting up financial communications firm, InvestorSight, in 2003, and joining Havas Paris in 2011. Bénédicte has also been a director and member of the audit committee for Groupe Flo since 2013. Key figures for JCDecaux - 2016 revenue: €3,393m - JCDecaux is listed on the Eurolist of Euronext Paris and is part of the Euronext 100 and Euronext Family Business indexes - JCDecaux is part of the FTSE4Good and Dow Jones Sustainability Europe indexes - N°1 worldwide in street furniture (559,070 advertising panels) - N°1 worldwide in transport advertising with more than 220 airports and 260 contracts in metros, buses, trains and tramways (354,680 advertising panels) - N°1 in Europe for billboards (169,860 advertising panels) - N°1 in outdoor advertising in Europe (721,130 advertising panels) - N°1 in outdoor advertising in Asia-Pacific (219,310 advertising panels) - N°1 in outdoor advertising in Latin America (70,680 advertising panels) - N°1 in outdoor advertising in Africa (29,820 advertising panels) - N°1 in outdoor advertising in the Middle-East (16,230 advertising panels) - N°1 worldwide for self-service bike rental scheme: pioneer in eco-friendly mobility - 1,117,890 advertising panels in more than 75 countries - Present in 4,280 cities with more than 10,000 inhabitants - Daily audience: more than 410 million people - 13,030 employees
News Article | May 18, 2017
The national expansion will enable at least three sources of economies of scale. First, the expanded network will facilitate better company-investor matching. For example, last year, through the CDL network, a Calgary-based investor with extensive connections in the oil and gas sector significantly enhanced the value of a startup based on a new optical liquid fingerprint technology that the founder developed during his PhD at Harvard and then commercialized through the CDL program in Toronto. Second, the expanded scale will further attract top talent to Canada. Founders are already travelling to CDL from Israel, Europe, and the United States, including from Silicon Valley. Finally, the national rollout enables the CDL network to draw on an expanded pool of highly specialized talent from the science, engineering, and business school faculties at five of Canada's top universities. Many of the individuals involved are world leaders in their area of expertise. In addition, students in each of the five business schools will now have opportunities to engage with startups at any of the programs across the country. "The national expansion of the Creative Destruction Lab unites several of Canada's top business schools to transition scientific insights out of the academy and into the economy in order to positively impact the human condition. The PhDs, masters, post docs, faculty, and other inventors whom we are mentoring will leave a meaningful legacy. They are developing new products and services to enhance health, education, transportation, safety, communication, entertainment, and agriculture through innovations in areas such as wearable computing, high fidelity sensors, quantum computing, artificial intelligence, and regenerative medicine," says Darrell Kopke, Chief Operating Officer of the Creative Destruction Lab. CDL-Rockies will focus on startups employing technological innovations focused on addressing opportunities in the energy market, leveraging the region's deep expertise in the oil and gas industry. "CDL-Rockies will do for scientific breakthroughs applied to energy solutions what CDL in Toronto did for commercializing scientific advances in artificial intelligence. They created a cluster that attracts entrepreneurs, investors, and corporations from around the globe to Toronto. We're employing their model and leveraging our strengths in oil and gas-related industries, as well as related areas of scientific research, to engage the worldwide business and scientific community to come to Alberta to launch, finance, and build massively-scalable, technology-based companies." says Jim Dewald, Dean, Haskayne School of Business. CDL-Montreal will focus on data science-oriented startups, leveraging IVADO's world-renowned expertise in data science, operations research, and artificial intelligence. "The CDL developed a program that works. We'll deploy it in our environment and engage the exceptional talent of the Montreal entrepreneur, investor, and science communities, along with some of our top faculty and students at HEC. We'll leverage this expertise and the CDL model to attract talent from around the world to Montreal. CDL-Montreal will enhance economic growth in Canada and increase our country's competitiveness in knowledge-based markets," said Michel Patry, Director, HEC Montréal. CDL-Atlantic will build on Dalhousie's strengths, particularly in clean, ocean, and agriculture -related technologies. "The Rowe School of Business is thrilled to partner with the Rotman School of Management to deliver the innovative CDL programming. We'll employ their model to engage business and scientific leaders worldwide to develop a globally-competitive cluster for startup companies focused on 'green and blue' oriented markets. Together, we'll enhance the economy of Atlantic Canada through innovation and entrepreneurship," says Dr. Louis Beaubien, head of CDL-Atlantic. Interested founders can apply to join any of the CDL programs through the website: https://www.creativedestructionlab.com/home/applications-2017-2018/ The CDL began in 2012 at the Rotman School with the goal of helping its participating startups generate $50 million in equity value over the program's first five years; the program's participants exceeded $1 billion in equity value creation in 4.5 years. In 2015, the Lab added a stream focused exclusively on machine learning and artificial intelligence (AI) oriented companies and last year admitted 50 companies to the AI stream, such that the CDL is now home to the greatest concentration of AI-enabled startups of any program on Earth. Example CDL graduates include Thalmic Labs (Waterloo), Atomwise (San Francisco), Deep Genomics (Toronto), Nymi (Toronto), Automat (Montreal), Kyndi (Palo Alto), and Heuritech (Paris). The Rotman School of Management is located in the heart of Canada's commercial and cultural capital and is part of the University of Toronto, one of the world's top 20 research universities. The Rotman School fosters a new way to think that enables our graduates to tackle today's global business and societal challenges. For more information, visit www.rotman.utoronto.ca. To view the original version on PR Newswire, visit:http://www.prnewswire.com/news-releases/university-of-torontos-creative-destruction-lab-announces-canadian-expansion-300460199.html
News Article | May 18, 2017
— Global Soft Magnetic Materials Market report covers product scope, market overview, opportunities, risk, and driving force. It analyzes the top manufacturers of Soft Magnetic Materials, with sales, revenue, and price in 2016 and 2017. It also display the competitive situation among the top manufacturers, with sales, revenue and market share in 2016 and 2017. Companies profiled in this research report are TDK, DMEGC, VACUUMSCHMELZE, MAGNETICS, TDG, Acme Electronics, FERROXCUBE, Nanjing New Conda, Haining Lianfeng Magnet, HEC GROUP, JPMF, KaiYuan Magnetism, NBTM NEW MATERIALS, Samwha Electronics and Toshiba Materials. Access this report at https://www.themarketreports.com/report/global-soft-magnetic-materials-market-by-manufacturers-countries-type-and-application-forecast-to-2022 To provide the historical development this report includes global market by regions, with sales, revenue and market share of Soft Magnetic Materials, for each region, from 2012 to 2017 and market analysis by type and application, with sales market share and growth rate by type, application, from 2012 to 2017. This report also analyze the key regions, with sales, revenue and market share by key countries in North America, Europe, Asia-Pacific, South America, and Middle East and Africa. Later, this report provides Soft Magnetic Materials Market forecast, by regions, type and application, with sales and revenue, from 2017 to 2022. In addition to above this report includes Soft Magnetic Materials sales channel, distributors, traders, dealers, and sum up with research findings and conclusion. Purchase this premium report at: https://www.themarketreports.com/report/buy-now/520930 Market Analysis by Regions • North America (USA, Canada and Mexico) • Europe (Germany, France, UK, Russia and Italy) • Asia-Pacific (China, Japan, Korea, India and Southeast Asia) • South America (Brazil, Argentina, Columbia etc.) • Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa) Inquire about this report at: https://www.themarketreports.com/report/ask-your-query/520930 For more information, please visit https://www.themarketreports.com/report/global-soft-magnetic-materials-market-by-manufacturers-countries-type-and-application-forecast-to-2022
News Article | May 24, 2017
Une approche de NGS ciblé est la méthode préférée pour les chercheurs qui étudient les troubles de la lignée germinale dans un effort de comprendre les maladies complexes qui requièrent une analyse de plusieurs gènes. Par rapport au séquençage lent et coûteux de l'exome entier ou du génome entier, le NGS ciblé est devenu une approche particulièrement bénéfique dans les milieux de la recherche clinique où il faut souvent un moyen plus pratique, plus efficace et plus économique de reséquencer des dizaines à des centaines de cibles génétiques spécifiques. « Le coût est un facteur limitant pour les panneaux avec un grand nombre d'amplicons. Pour les chercheurs qui ont besoin de changer leur contenu génique fréquemment, le prix plus bas pour les oligos est vraiment génial », a déclaré Pan Zhang, Ph.D., M.D., directeur, Centre de séquençage et de microréseau chez Coriell Institute for Medical Research. « Le séquençage ciblé à l'aide de panneaux conçus sur mesure par le client s'est avéré être une méthode populaire pour la conduite de la recherche translationnelle, mais pour les maladies rares et complexes, telles que les troubles de la lignée germinale, la plupart des laboratoires n'ont pas le nombre d'échantillons pour justifier l'investissement important de temps et d'argent », a déclaré Joydeep Goswami, président du séquençage de nouvelle génération et de l'oncologie clinique chez Thermo Fisher Scientific. « En simplifiant la manière dont les utilisateurs peuvent personnaliser leur contenu et taille de livraison contenance, les cliniciens-chercheurs peuvent se concentrer sur des cibles d'intérêt qui conduiront à une plus grande découverte sans le coût initial élevé et le risque de pertes ». Thermo Fisher offrira des démonstrations du nouveau logiciel Ion AmpliSeq Designer pour les délégués qui en font la demande à l'ESHG 2017. La société organise également un atelier qui figure des entretiens auprès des utilisateurs qui ont bénéficiés d'un accès en avant-première aux Ion AmpliSeq On-Demand Panels et autres technologies nouvelles de Thermo Fisher. L'atelier complémentaire, intitulé New Products to Enable Discovery of De Novo and Germline Mutations (Nouveaux produits afin de permettre la découverte des mutations De Novo et de la lignée germinale), aura lieu le dimanche 28 mai à 11h15 (HEC) dans la salle Ballerup au Bella Center Copenhague (BCC). Parmi les animateurs de l'atelier, on compte : À propos de Thermo Fisher Scientific Thermo Fisher Scientific Inc. est le leader mondial qui sert la science, avec un chiffre d'affaires de 18 milliards de dollars et plus de 55 000 employés à travers le monde. Notre mission consiste à permettre à nos clients de rendre le monde plus sain, plus propre et plus sûr. Nous aidons nos clients à accélérer la recherche dans les sciences de la vie, à relever des défis analytiques complexes, à améliorer les diagnostics des patients et à accroître la productivité des laboratoires. Par le biais de nos grandes marques – Thermo Scientific, Applied Biosystems, Invitrogen, Fisher Scientific et Unity Lab Services – nous offrons une combinaison inégalée de technologies innovantes, de facilité d'achat et de soutien complet. Pour de plus amples informations, rendez-vous sur www.thermofisher.com.
News Article | April 27, 2017
Le chiffre d'affaires se répartit entre le conseil en stratégies d'influence, l'anticipation et la gestion des crises et l'accompagnement de la digitalisation du « business ». La Netnologie (l'analyse de l'impact du numérique sur l'opinion et les comportements des publics) reste le coeur de la méthodologie du cabinet pour objectiver ses préconisations. Bolero remarque qu'en « 2016, l'heure n'est plus à l'incantation et aux coups de communication sur le digital », les entreprises apprécient donc les partenaires qui savent faire la passerelle entre la stratégie et la technologie. C'est sur sa capacité à assister ses clients dans la gouvernance de projets digitaux de plus en plus stratégiques et complexes, que Bolero souhaite assoir sa croissance en 2017 : Bolero est un cabinet conseil en stratégies digitales qui emploie une quarantaine de personnes (A Paris et à Lyon). Pionnier de l'analyse des conversations des internautes, Bolero s'appuie sur une méthodologie innovante permettant, dans le cadre d'une démarche de co-construction et de co-pilotage, d'améliorer la performance digitale des entreprises et des organisations. Bolero intervient sur les thématiques suivantes : stratégie de présence digitale, e-réputation et influence, transformation digitale, performance digitale et data-driven marketing, nouveaux business et digitalisation de l'expérience client. Bolero est également agréé organisme de formation et sa méthodologie est enseignée dans des programmes professionnels prestigieux tels que HEC (Executive Education) ou l'Ecole Militaire (IHEDN), dédiés aux cadres dirigeants.
News Article | March 6, 2017
While I was working on this article, two people were killed by wild elephants near my home in south India. Mary Leena, a middle-aged woman, was rushing to church for an early morning service. At an intersection, she came face to face with a huge male elephant as it turned the corner. Both panicked; the elephant swung his trunk out, and she was thrown into a wall. She was rushed to the hospital, but died on the way. Three weeks later, a lorry driver on a national highway heard someone calling for help. He found an old lady in the tea bushes, badly injured. She was walking along the road, encountered wild elephants, and was thrown into the bushes. She too died shortly after. This is the dark side of the otherwise wonderful world of wild elephants. One of the world’s most charismatic mammals can also be one of the most dangerous. And humans are finding it harder and harder to keep out of its way. I grew up in a small town called Gudalur in the Nilgiri Hills, among elephants and stories about them. Elephants always fascinated me, and I’m in the middle of a PhD, trying to better understand how people and elephants share space. It’s an interest that almost grew out of necessity. The Gudalur region is about 500 square kilometres, or about one third the size of London, covered mostly by tea and coffee plantations and patches of forests. It’s home to a quarter of a million people, about 150 elephants and a host of other wild animals ranging from bears and tigers to flycatchers and martens. Every year, about a dozen people get killed in accidental encounters with elephants. There are now more than 7 billion humans on Earth, with almost 10 billion expected by 2050. Most of us want to save wildlife, but we have less and less space to do so, and our growth and ever-increasing consumption inevitably put us into contact with wild animals. The concept of “human-wildlife conflict” is becoming central to conservation work. This is of course particularly pronounced for the world’s largest land mammal. Elephants are far-ranging animals, and their requirements for food and water are tremendous – up to 300kg of vegetable matter and 200 litres of water every day. They find human agriculture an attractive food source, competing with people in areas where they overlap. They do not directly prey on livestock (or people) like the big cats, but the overall impact they have on humans is much greater – they cause extensive damage to crops and property, they compete with livestock for food and water, and they sometimes kill people in accidental encounters. There are also “hidden dimensions of conflict”, with people unable to lead normal lives because of the elephants around them. Indigenous children in the Gudalur region, for instance, often can’t go to school because there are elephants blocking the path. The people who suffer most from contact with elephants are invariably those who already lead strained and tenuous lives. Elephants, meanwhile, are being forced out of their natural surroundings by large agribusinesses converting forests to farmland. In Asia particularly, “linear infrastructure” such as roads and highways cuts up their habitat and makes long-range movement more and more challenging. Elephants are run down by trains and electrocuted by illegal fences and low-hanging wires. On top of these accidental hardships, they are deliberately slaughtered for their tusks, or in retaliation for damage to crops and property. The biggest cause of human-elephant conflict (HEC), however, is that elephants simply cannot live within the small fenced-off areas that we call the “protected area network”. Globally, only around 20% of their range is formally protected, and their future hinges on their ability to continue to share space with people – to be tolerated by individuals and communities. Elephants range through 50 countries in Asia and Africa. Traditionally two species have been recognised – the Asian (Elephas maximus) and African (Loxodonta africana), although the African elephant is now subdivided into the savanna and forest elephant (Loxodonta africana cyclotis). While both species have similar requirements for food and water, the contexts differ vastly, particularly with respect to interactions with humans. Simply put, Asian elephants share their territory with a lot more people. Southern Africa, for example, with a relatively well managed elephant population, has about 25 humans per square kilometre. In south Asia the figure is closer to 350 people per square kilometre. HEC is therefore clearly a much bigger problem in Asia than Africa. That said, human population growth rates are higher in Africa, and there is a much more rapid agricultural expansion. Poaching for ivory is a big conservation challenge now, but HEC could worsen in the years to come. HEC also manifests itself in very different ways across the two continents. Crop damage and accidental human death are the biggest concerns in Asia, while competition among elephants and livestock over resources (grazing areas and key water sources) is often a source of conflict in Africa. In terms of sheer numbers and range, the African species is almost an order of magnitude greater than the Asian – over 500,000 elephants spread across 2 million square kilometres versus about 50,000 spread across half a million square kilometres. India, almost paradoxically, has a very high human density of about 400 people per square kilometre and is also home to two thirds of the world’s Asian elephants. As societies in the global north developed, they wiped out the large mammals that competed with them. But this has not happened in India, perhaps on account on Hinduism and strong religious attachments to a host of animals. Elephant gods feature prominently in Hinduism, Buddhism and Jainism across Asia, as Ganesha, Ganapati, Airavata or Vinayaka in India, Erawan in Thailand, and Kangiten in Japan, all broadly thought of as the “remover of obstacles”. As the Indian government’s elephant taskforce notes (pdf), it is “not the immediate extinction as much as attrition of living spaces and the tense conditions of the human-elephant encounter on the ground that require redress”. As well as religion, the community’s wider culture plays a part. Developed western societies, including elite communities in the global south, largely ascribe to the Judeo-Christian worldview, where “man” is at the pinnacle of creation, and able to dominate nature. Saving wildlife is an act of benevolence, compassion or duty. Indigenous communities see themselves more as a part of nature, and think of various plants, animals, inanimate object and even natural phenomena as “more than human” people with whom they are able to interact and communicate. Individual animals can be eaten for food so long as there is respect, and individual animals are capable of wrongdoing, and liable to be punished – but animals in general have as much right to exist as humans. This is not universal, however: reports from Africa suggest a lot more animosity and fear towards elephants among the farmers and local communities who share space with them, and none of the cultural reverence. “Rogue elephants” that kill people are often put down by the governments in many African nations – something that almost never happens in Asia. To have any hope of managing human-elephant interactions, we need to understand what makes elephants tick. Let’s start with their idea of home. Through the year, a herd of elephants may move over a very large area in search of food and water – sometimes more than 1,000 square kilometres. (There may also be a “cultural” element to these journeys, with generation after generation used to making them.) The “home ranges” are invariably larger than the protected area in which elephants are supposed to live, and the movement between wildlife parks makes interactions with people almost inevitable. But newer research is also showing that in Sri Lanka, where the government has created more permanent water bodies for people, elephants are also using these, and their ranges have shrunk, sometimes to less than 100 square kilometres. This is also happening in the region where I work – when there is enough food and water all through the year, elephants tend to become much more sedentary. It will be important to study this aspect of elephant biology in years to come, particularly given climate and other human-induced changes. Most elephants continue to move across vast areas, however, and allowing for this is critical. Governments and NGOs increasingly favour the idea of “corridors”, which make it easier for elephants to move between isolated habitats. In theory, these operate on two levels. First, they assist the regular movement of elephants within their range, despite manmade obstacles such as busy roads and railway lines, newly enlarged villages and even national borders. There may be hundreds or thousands of such points all over the elephants’ range, each needing very site-specific interventions to mitigate the problem. Corridors can also preserve genetic connectedness between two populations of elephants, by allowing the occasional individual to get across to mate. Contrary to popular belief, however, corridors are not a silver bullet that will solve all the problems of HEC. Generally, corridors are understood as narrow strips of forest that connect two bigger elephant habitats, on the notion that maintaining these passages will ensure peaceful movement. That’s not how elephants travel, however, and the assumption that elephants will stick to the forested strip is simplistic. What people leave as forest could be sparse hill slopes, and the elephants may well prefer to move through farmlands and feed on succulent crops as they go. This bring us to another inconvenient truth: elephants are inherently predisposed to eating crops. In contiguous forests, they spend 12-18 hours a day feeding on a range of grasses, shrubs and leaves. But when they have settlements and agriculture around them, they quickly learn that they can meet their needs in a few hours among the crops. This is particularly true of males. Both African and Asian elephants live in female-led herds, with the males generally leaving when they reach puberty. Young bulls usually form loose bonds with older males, or remain solitary, and tend to crop-raid to a greater extent. Having to fend only for themselves, they can afford to be more reckless in their interactions with humans. Reckless, perhaps, but definitely not stupid. Elephant brains are similar to humans’ in terms of structure and complexity, with as many neurons. They are able to use tools, learn quickly and cooperate in complex tasks. They are one of the few animals that are self-aware and recognise themselves in mirrors. They are even able to do basic arithmetic beyond what any other non-human species are capable of. They live for as long as humans, and, being highly social, they learn from each other. They have been observed to be altruistic, even to humans. There is a story of a tusker in central India that smashed down a house, trapping a screaming baby. He came back and carefully moved all the rubble away to free the infant. Elephants are also the only other species known to sometimes have rituals around death. Some years ago, I saw an accident ahead of me while driving through a forest in south India. Two young boys on a motorbike had come too close to an elephant, and one had been crushed to death by the scared or angry animal. What struck me was how agitated and upset the elephant seemed. It stood over the body, almost being protective, and was covering it with grasses, branches and mud – as if attempting a burial. It’s not just intelligence; there is also empathy. All of this makes it clear that elephants are capable of collectively thinking and acting in ways that we are not close to fully understanding. Mind you, even elephants may find other elephants confusing. Biologists tend to generalise for the entire species, assuming all their decisions are made based on their need for food and water, and to increase evolutionary fitness. This is of course an important factor, but it’s not the whole picture. Each elephant is a thinking individual, and they are often very different from each other. This is the focus of my current work. In the landscape in which I work, in south India, a large tuskless male known as CMK1 or “Naadodi Ganesan”, “the village loafer Ganesan”, spends all his time around people and displays behaviour that is rather different from his fellow elephants. He almost never becomes agitated or attacks – we’ve even seen children herding him along as they do cattle. He walks along main roads, and often gets an official escort from the police and forest departments, largely to keep excited people away from him. Other elephants in the same region, interacting with the same people, are very shy and stay away from settlements. And there is a third type that is often seen near habitations, but is highly agitated around people. Some of these elephants have been responsible for a majority of human deaths. Understanding this individuality is of particular importance in tackling HEC. Humans, too, are anything but uniform. This is an area that has received very little attention in the scientific literature on HEC. Most research is done by biologists, whose research often excludes the human dimension. Yet agriculturalists, for example, clearly have a lot more to lose on account of elephants than pastoralists and herders, and hunter-gatherers perhaps even less. While most of the early research on HEC focused on quantifying the economic and other losses that people suffered, much of the newer work argues that what is more important is perceived loss. If a person is highly tolerant of animals and thinks it natural that some of their crops will be eaten by elephants, does that count as conflict or not? This is very evident in the Gudalur area, with newer arrivals finding it a lot harder to live with elephants than the indigenous people. The Kattunayakans, for example, a traditional hunter-gatherer tribe, would never plant a cash crop like bananas, since “elephants would eat it, of course”. They think it’s perfectly natural for elephants to come through their land and eat whatever they find. But for many of the newer immigrants into the region this is completely unacceptable, and they think elephants are a huge problem. Such nuances are frequently lost on biologists, conservationists and the media. They count all interactions as conflict, and almost create conflict where there is none. So why is human-elephant conflict now seen as such a big problem? Elephants have always moved over large distances, and arguably had some negative impact on the people they interact with. There is no hard data to show that conflict is sharply on the rise; this is something that is inferred more from the increasing number of media reports and scientific publications about “conflict”. As the world becomes more connected, humans may also be becoming less tolerant as they hear more about damage caused by elephants. This is very evident in south India where I work – even among people living alongside elephants, perceptions are often formed more from media reports than from their own interaction with the animals. As for what’s causing any rise in HEC, opinion seems to be split between two camps. The majority view, particularly in the western and English-language media, is from the elephant’s perspective: we humans are continually destroying forests across the world and encroaching into the elephants’ habitat, so we shouldn’t be surprised when elephants eat crops or injure people. This is of course true. But a contrary, minority view also exists – that with strong laws protecting elephants, their numbers are increasing in some areas, and they are venturing into human habitation like never before, causing unbearable losses to local communities. This too is true, and a heated debate continues. We are undoubtedly continuing to destroy vast tracts of elephant forests around the world, but many well-managed populations are flourishing. The savannah elephant populations in southern Africa, in particular, have recovered considerably in the last few decades thanks to concerted conservation efforts. As far as elephant numbers are concerned, surprising as it seems, the global population figures published by the International Union for Conservation of Nature are based on vague guesswork and crude estimates. The logistics of coordinating elephant surveys across 50 nations are beyond any international conservation organisation. Countries therefore conduct their surveys independently, at different times and using slightly different methods, making it impossible to collate the numbers accurately. For Asian elephants, in both India and Sri Lanka, official numbers point to an increasing population, but the counting methods have evolved over the years, making older estimates less accurate. For African elephants, it’s still more complicated, since both the area to be surveyed and the numbers are much greater. The destruction of forests is less debatable, and almost all the data points to a drastic decline in the last few decades, with the trends sadly continuing, particularly in central Africa and south-east Asia. In addition to the actual destruction of forests, there is degradation. Lantana camara, for example, is one of the world’s top 10 invasive plants. Native to the central and southern Americas, it’s a thick shrub that out-competes everything else in a forest and is a huge problem across almost all of the tropics. Its leaves contain toxins, and cannot be eaten by herbivores. We haven’t ascertained how much of the forests it has taken over, but a significant portion may in reality be unpalatable weeds and effectively unusable from an elephant’s perspective. What is being done to reduce HEC? Barriers such as elephant-proof trenches and electric fences are the most popular options across Africa and Asia. But they are very expensive – a key constraint for developing countries. More importantly, elephants usually manage to get across them in a short while. In areas that get high rain, trenches fill up with eroded soil after the first monsoon. Elephants have also been known to stamp at the edges and push mud into the trenches in order to fill and cross them. They have a host of ways to defeat fences; the favourite is to step on posts and push them down, or to push trees or dead wood into a fence and knock it over. They also learn that their tusks don’t conduct electricity, and use them to snap the wires. An experiment in Kenya tried trimming tusks to stop this behaviour, but the de-tusked elephants went on to break 20 fences in five days. Elsewhere, humans sometimes do the elephants’ work for them, taking down fences so their livestock can graze in restricted areas. Both fences and trenches tend to do a better job of keeping elephants out than of keeping them in. They work quite well around individual landholdings, but less so around villages or common agricultural land, where no one person is responsible for the upkeep. Financial compensation is the other key element of HEC mitigation that is being widely used, supported by a number of conservation groups. While this is often crucial for impoverished families who lose their whole year’s income to elephants in a single night, this approach also has its shortcomings. The major criticism is that it acts as a perverse subsidy that disincentivises farmers from protecting their fields. It also shifts the problem from it being each farmer’s responsibility to protect their crops to it being the government’s responsibility to keep elephants inside forests. Various NGOs are pushing more “organic” fences, particularly beehive and chilli fences, that act as soft rather than hard barriers. They have met with some success, and seem to be growing in popularity, particularly in Africa. But they are not permanent solutions, and fail in as many cases as they succeed. Keeping bees or cultivating chillies involves people taking on a new livelihood, and comes with a host of complications, such as a drought where the bees have no flowers, or a disease that affects the bees or chillies. It works when there is external funding, but often collapses when that stops. A text message-based early warning system has also been implemented in some parts of south India. Informing people in advance about elephants’ presence is showing considerable promise in reducing human deathss. Last but not least are the numerous and complex “traditional” mitigation strategies – beating drums, small fires and smoke screens, chasing elephants, firecrackers, intricate trip wires and alarms. All of these work to varying degrees. The common thread running through all of them is that they depend on the ingenuity and time of the local people, and require nothing external. They are not advocated by big conservation NGOs and government agencies, which are all looking for a single large-scale solution. But they should be encouraged and enhanced. As mentioned before, human-elephant conflict is essentially driven by the same forces as the rest of the ecological crisis – we humans are consuming too much and our population is growing. The threat to forests and other natural habitats comes less from the people who live in them, and more from global corporations and the economic engine that’s driving the world. Vast tracts of rainforests are being destroyed for oil palm plantations and industrial agriculture; mining and fossil companies are churning the earth; dams, roads and power lines are slicing up natural ecosystems. Conservationists should be targeting these processes and economic systems, but are increasingly dependent on the corporations for funding. Until that changes, what can we do to help humans and elephants share space? For a start, we might do away with the term “conflict”. It implies an active antagonism between the two species, and that is simply not the case. In our fieldwork at the Shola Trust we’ve found that even people who have had family killed usually see it as an accident, and don’t hold a grudge against the elephants. When we observe elephants we invariably have an entourage of local people with us, all taking time off from their work to watch and animatedly discuss the animals. Something positive is clearly gained in interacting with elephants, yet conservationists assume all interactions are “conflict”. This negative vocabulary is having a real and significant impact on people who share space with elephants, and making them less tolerant. Aside from the question of vocabulary, we have to learn from communities that have been living with elephants for centuries. Too many conservation interventions do the opposite. Indigenous peoples are enticed into “voluntary relocation” away from the forests, have fences built round them, are encouraged to grow cash crops, are given skills training and urged to take up modern jobs. This may often be completely justified and driven by the communities themselves – but sometimes only lip service is paid to the “free, prior and informed consent” demanded by the United Nations permanent forum on indigenous issues. And we must be flexible. From the beehive barriers to the corridors to the electric fences, all of the strategies described above are being used widely across the world, with varying degrees of success and failure. The literature is full of uni-dimensional studies that measure the effectiveness of one mitigation strategy or another, without considering the gamut of ecological, social, economic and cultural contexts within which the strategy is implemented. The quest to find a universal “solution” to HEC continues, but the real answer may be to accept that there is no universal solution. Each may work in one place, and fail in another, or work for some time, then fail at a later date. The problem is better understood as an interface between people and elephants, with both sides constantly learning and innovating. It’s a relationship that will be defined by improvisation by both humans and elephants. We need thousands of different solutions all over the world, continuously changing and evolving.
News Article | May 4, 2017
MONTREAL, QUEBEC--(Marketwired - May 4, 2017) - Canada Strategic Metals Inc. ("Canada Strategic Metals" or "the Company") (TSX VENTURE:CJC)(FRANKFURT:YXEN)(OTCBB:CJCFF) is pleased to announce the appointment of Mr. Jean-Francois Meilleur as Chief Executive Officer and President. Jean-François Meilleur is actually Vice-President of Critical Elements involved in the development of a lithium project in the James Bay area. He is also a Managing Partner and co-owner of Paradox Public Relations. His many accomplishments include playing a key role in project development, strategic marketing and management leadership. Also, he contributed successfully for different projects to raising funds through the capital markets. Mr. Meilleur holds a Bachelor's Degree from the HEC business school (Hautes Études Commerciales) in Montreal, with a specialization in marketing and finance. "I'm very enthusiastic in joining the very talented and dynamic team of Canada Strategic Metals", said Jean-Francois Meilleur new CEO & President of Canada Strategic Metals. Quebec is currently the top exploration jurisdiction in the world and we are well position to benefit from this momentum with the Sakami Gold Project. Canada Strategic Metals would like to thanks Mr. Jean-Sebastien Lavallée for his great contribution to the development of the Company in his Role of President and Chief Executive Officer. Mr. Lavallée will now act as Executive Chairman and Exploration manager for the Company. The Corporation has granted Mr. Meilleur 1,000,000 stock options, each of which entitles its holder to acquire one common share for $0.15 until May 4, 2022. Canada Strategic Metals is an emerging company focused on the exploration and development of a number of projects covering over 22,584 hectares in Quebec. With broad management experience in green technology and junior resource exploration and development, Canada Strategic Metals is well positioned to aggressively advance this promising property portfolio for its shareholders. For more information on the Company, please visit www.csmetals.ca. Neither the TSX Venture Exchange nor its Regulation Services Provider (as that term is defined in the policies of the TSX Venture Exchange) accepts responsibility for the adequacy or accuracy of this release.
News Article | May 4, 2017
MONTRÉAL, QUÉBEC--(Marketwired - 4 mai 2017) - Métaux Stratégiques du Canada (« Métaux Stratégiques » ou « la Société ») (TSX CROISSANCE:CJC)(FRANCFORT:YXEN)(OTCBB:CJCFF) a le plaisir d'annoncer la nomination de monsieur Jean-François Meilleur à titre de président et chef de la direction de la Société. Jean-François Meilleur est actuellement vice-président de Corporation Eléments Critiques une société impliquée dans le développement d'un projet de lithium dans la région de la Baie-James. Il est également partenaire et co-propriétaire de Relations publiques Paradox. Le développement de projets, le marketing et la gestion stratégiques ne sont que quelques-unes de ses nombreuses réalisations. De plus, il a contribué avec succès à différents projets pour recueillir des fonds sur le marché des capitaux. Monsieur Meilleur détient un baccalauréat des HEC (Hautes Études Commerciales) de Montréal, avec une spécialisation en marketing et finance. « Je suis très enthousiaste de me joindre à l'équipe très talentueuse et dynamique de Métaux Stratégiques », a commenté Jean-François Meilleur le nouveau président et chef de la direction de Métaux Stratégiques du Canada. Le Québec est l'une des juridictions les plus attrayantes dans le monde et nous sommes bien positionnés pour en bénéficier avec le projet aurifère Sakami. Métaux Stratégiques tient à remercier Monsieur Jean-Sébastien Lavallée pour sa grande contribution au développement de la Société à titre de président et chef de la direction. Monsieur Lavallée agira dorénavant comme Chef exécutif du conseil d'administration et directeur de l'exploration de la Société. La Société a octroyé 1,000 000 options d'achat d'actions à Monsieur Meilleur. Chaque option permet à son détenteur d'acquérir une action ordinaire à un prix de 0,15 $ valide jusqu'au 4 mai 2022. Métaux Stratégiques du Canada est une société émergente axée sur l'exploration et le développement de plusieurs projets couvrant plus de 22 584 hectares au Québec. L'équipe de direction possède une large expérience dans les technologies vertes ainsi que dans le domaine des compagnies juniors d'exploration et développement. Métaux Stratégiques du Canada est bien positionnée pour avancer agressivement un portfolio très prometteur de propriétés pour ses actionnaires. Pour de plus amples informations, veuillez visiter : www.csmetals.ca. Ni la Bourse de croissance du TSX ni les autorités réglementaires (telles que définies par les politiques de la Bourse de croissance du TSX) n'ont accepté de responsabilité pour l'exactitude et la précision du présent communiqué.
News Article | March 1, 2017
THERADIAG (Paris:ALTER) (ISIN : FR0004197747, Mnémonique : ALTER), société spécialisée dans le diagnostic in vitro et le théranostic, annonce aujourd’hui que le conseil d’administration, réuni le 28 février 2017, a coopté Dominique Costantini, MD et Dominique Takizawa au sein de son Conseil d’Administration. « Nous sommes heureux d’accueillir Dominique Costantini et Dominique Takizawa en qualité d’administratrices indépendantes de Theradiag. Leurs compétences complémentaires en immunologie, dans le domaine des biotechs et en finance apporteront à la société de nouveaux atouts indéniables pour accompagner sa stratégie de développement. A l’heure où Theradiag poursuit son développement international notamment au travers d’accords de partenariats avec des acteurs majeurs de la pharma et du diagnostic, leur éclairage et leurs conseils seront précieux. » commente Gérard Tobelem, Président du Conseil d’Administration de Theradiag. Dotée d’une expérience de plus de 20 ans dans l’industrie pharmaceutique, Dominique Costantini a accompagné de nombreuses innovations thérapeutiques au plan international dans le domaine de l’oncologie. Au cours de sa carrière, elle a occupé des postes de management au sein de HMR (aujourd’hui Sanofi) où elle a dirigé les activités médico-marketing de mise sur le marché (notamment en immunologie, endocrinologie, infectiologie et oncologie). En 1997, Dominique Costantini a co-fondé BioAlliance Pharma, société de biotechnologie spécialisée en oncologie et dans les soins de support, dont elle fut Directrice générale jusqu’en 2011. A ce titre, elle a piloté l’introduction en bourse de la société sur Euronext (2005) et est à l’origine de nombreux partenariats industriels internationaux (Europe, Etats-Unis, Chine, Japon, Corée). Elle y a par ailleurs mené l’enregistrement de produits en Europe et aux Etats-Unis et à ce jour, BioAlliance Pharma (renommée Onxeo en 2014) est la seule société de biotechnologie française à avoir obtenu l’enregistrement de trois médicaments auprès de la FDA (Beleodaq®, Livatag® et Validive®). En 2012, Dominique Costantini a co-fondé et pris la Direction générale d’OSE Pharma, une société de biotechnologie développant des produits d’immunothérapie contre les cancers au stade invasif. En mai 2016, elle a mené la fusion d’OSE Pharma avec Effimune pour co-fonder OSE Immunotherapeutics, biotech spécialisée dans l’activation et la régulation immunitaire en immuno-oncologie, dans les maladies auto-immunes et en transplantation, dont elle est Directrice générale et Administrateur. Dominique Costantini est médecin (Paris V), spécialisée en immunologie. Dominique Takizawa est Secrétaire générale de l’Institut Mérieux depuis 2006. Ayant rejoint le groupe Mérieux en 2001, elle a été notamment associée au développement stratégique du groupe, en particulier lors des opérations de fusion-acquisition, dans la gestion des relations avec les actionnaires et les investisseurs. Dominique Takizawa a géré des opérations de marché et a notamment accompagné l’introduction en bourse de la société bioMérieux. Auparavant, elle a occupé les fonctions de Directeur financier auprès de différentes sociétés, dont Pasteur-Mérieux Connaught (aujourd’hui Sanofi Pasteur) et Rhône Mérieux/Mérial, en particulier lors d'évolutions stratégiques majeures. Dominique Takizawa est également Administrateur et Présidente du comité d’audit des sociétés cotées en bourse April et Adocia. Dominique Takizawa est diplômée d’HEC (École des Hautes Études Commerciales) et titulaire du DECF (Diplôme d’Études Comptables et Financières). A propos de Theradiag Forte de son expertise dans la distribution, le développement et la fabrication de tests de diagnostic in vitro, Theradiag innove et développe des tests de théranostic (alliance du traitement et du diagnostic), qui mesurent l’efficacité des biothérapies dans le traitement des maladies auto-immunes, du cancer et du SIDA. Theradiag participe ainsi au développement de la « médecine personnalisée », favorisant l’individualisation des traitements, la mesure de leur efficacité et la prévention des résistances médicamenteuses. Theradiag commercialise la gamme Lisa Tracker®, marquée CE, une solution complète de diagnostic multiparamétrique pour la prise en charge des patients atteints de maladies auto-immunes et traités par biothérapies. Via sa filiale Prestizia, Theradiag développe également de nouveaux marqueurs de diagnostic grâce à la plateforme microARN, pour la détection et le suivi du cancer du rectum et du VIH/SIDA. La société est basée à Marne-la-Vallée et Montpellier et compte plus de 75 collaborateurs. Pour de plus amples renseignements sur Theradiag, visitez notre site web : www.theradiag.com