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Operational Risk Manager (ORM)
PRIMA Operational questions
Killexams : PRIMA Operational questions - BingNews Search results Killexams : PRIMA Operational questions - BingNews Killexams : Understanding dynamic microbial cultures with the Prima BT Mass Spectrometer

Researchers at Delft University of Technology, VU University Amsterdam and Radboud University in the Netherlands developed a new technique for monitoring biological rates in dynamic microbial systems using on-line measurements from a Thermo Scientific Prima BT benchtop mass spectrometer.1

Image credit: Shutterstock/ymd2881

Making sense of microbial worlds

Microbial communities are complex, dynamic systems in which the behavior and survival of each strain is inexorably linked to every other strain.2 These complex microbial ecosystems can form intricate webs of metabolic activity in which the products of one strain’s metabolic activity serve as fuel – or poison – for countless other organisms.

One of the fundamental tools that scientists use to make sense of these convoluted communities is the enrichment study. In an enrichment study, a microbial community is exposed to certain selective pressures within a bioreactor. By controlling environmental factors such as temperature, light levels, pH or the availability of certain carbon sources; researchers can create conditions that are favorable to a certain strain within the culture. Over time, the culture will become “enriched” with whichever microbial strain is best adapted to the imposed conditions.3

Throughout the 20th and 21st centuries, enrichment studies have enabled the discovery and characterization of a huge number of new microorganisms. However, the majority of these enrichments have been carried out by imposing specific static conditions in either continuous or batch systems – holding the pH constant, for example, or inhibiting the availability of certain growth media. exact work shows that imposing dynamic process conditions reveals additional microbial diversity compared to traditional chemostat or batch cultivation.4–6

The challenge of studying dynamic enrichment cultures

Done right, dynamic enrichments provide access to additional information on time-dependent evolution of the system, through analysis and comparison of each operational cycle.

But studying dynamic microbial systems is much more experimentally demanding than studying static ones. Cyclic changes in conditions (such as nutrient pulses) result in variable conditions within the bioreactor, and there is a certain response time before measurable parameters (such as dissolved oxygen concentration) respond to these changes. In order to gain insight into dynamic cultivation systems, researchers need to be able to examine the time-dependent properties of the system. This requires repeated measurement at short time intervals.

Enrichment studies often take place over the course of weeks or months, making short-interval manual sampling cumbersome and often impractical. Online data from liquid probes and off-gas analyzers is readily available – however, utilizing this data for detailed process characterization is often limited due to complicating physicochemical processes and inherent measurement noise.

A new mass spectrometry-based approach to on-line characterization of dynamic cultures

With a setup of eight 2.2 L bioreactors, the team of researchers demonstrated a novel technique for detailed, time-resolved analysis of dynamic cultures.

Each bioreactor in the study was equipped with four feed/effluent pumps and two acid/base pumps. pH and dissolved oxygen probes were placed in each reactor. At the heart of their measurement system, the researchers used a Prima BT process mass spectrometer for online monitoring of bioreactor in- and off-gas composition. Offering fast switching between trial streams without compromising trial quality, the Prima BT enabled the researchers to collect frequent measurements of gas composition: the in- and off-gas composition of all eight bioreactors was measured every three minutes.

Using mass spectrometry to measure continuously changing gas streams presents challenges. When gas composition remains constant, the Prima BT enables analysis of composition down to ppm levels. However, during dynamic bioreactor operation, the off-gas composition changes continuously – as a result, gas composition within the flow cell changes continuously throughout the measurement window. This typically requires a trade-off between accuracy (achieved by larger trial times) and analysis time. Because the Prima BT features a small flow cell, which is continuously analyzed at different mass/charge ratios, the researchers were able to achieve a strong compromise between the two: alternating between 10 seconds of stream flushing and 8 seconds of measurement per channel (2 seconds at 4 different mass/charge ratios), they were able to take measurements of each system in under 3 minutes with an accuracy of between 10-300 ppm depending on the gas compound mole fraction.

The team combined their rapid on-line mass spectrometry measurements with sophisticated automated data processing. Gas composition measurements were processed with a Particle Filter and kinetic process model, enabling accurate reconstruction of the dominant biological rates within the bioreactor.

This, in turn, enabled differentiation between the processes of storage compound production and biomass growth within the bioreactors.

The researchers’ methods allow for accurate and time-resolved assessment of the functional behavior of long-running enrichment cultures without needing off-line samples. This work paves the way for new insights into process dynamics with minimal experimental effort.

Utilizing scanning magnetic-sector technology, the Prima BT bench top mass spectrometer offers powerful and precise gas real-time gas analyses. Features including 16-port rapid multistream sampling (RMS) and six-port automatic calibration manifold make it the ideal MS solution for biotechnology research and process development.7 To learn more about the range of mass spectrometry systems available from Thermo Scientific, get in touch with us today.

References and Further Reading

  1. Stouten, G. R., Douwenga, S., Hogendoorn, C. & Kleerebezem, R. System characterization of dynamic biological cultivations through improved data analysis. (2021) doi:10.1101/2021.05.14.442977.
  2. Into the complexity of microbial communities. Instituto Gulbenkian de Ciência (2021).
  3. Schlegel, H. G. & Zaborosch, C. General Microbiology. (Cambridge University Press, 1993).
  4. van Loosdrecht, M., Smolders, G., Kuba, T. & Heijnen, S. Metabolism of micro-organisms responsible for enhanced biological phosphorus removal from wastewater. Use of dynamic enrichment cultures. Antonie van Leeuwenhoek 71, pp. 109–116 (1997).
  5. Simultaneous storage and degradation of phb and glycogen in activated sludge cultures - ScienceDirect.
  6. Microbial community development in a dynamic gut model is reproducible, colon region specific, and selective for Bacteroidetes and Clostridium cluster IX - PubMed.
  7. Prima BT Bench Top Process Mass Spectrometer.

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PAT aims to Boost process efficiency by defining Critical Process Parameters (CPP) and monitoring these CPPs to stay within a defined limit, either in-line or on-line to maintain a product’s Critical Quality Attributes (CQA). Monitoring CPPs with process mass spectrometry gas analysis reduces over-processing, pinpoints contaminants, and increase product consistency. Learn More

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Industrial hygiene instruments keep your investments secure, your facilities compliant with local regulations, and your workers safe from leaking pollutants, gases, or toxic vapors. Make sure you have the most updated technology, with access to repair and calibration support to maintain reliable gas monitoring. With our environmental expertise, you can breathe easy knowing your company, workers, and neighboring communities have cleaner, safer, and healthier air quality. Learn More

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Increasingly stringent regulatory requirements are making it more difficult to maintain regulatory compliance and optimal process performance. Air quality monitoring and reporting requirements in the U.S., China, India, Europe, and Latin America are shifting and being redefined. Together we can arrive at solutions that make sound business sense. Learn More

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Flow measurement and process control are critical aspects of producing, handling, and transporting hydrocarbons around the world. With our Thermo Scientific suite of flow computers and flow meters, we enable our customers to reduce cost, decrease lost material, automate, and monitor critical points in processes. From field to control room and upstream to downstream, our products provide greater control, confidence, and reliability. Learn More

Sponsored Content Policy: publishes articles and related content that may be derived from sources where we have existing commercial relationships, provided such content adds value to the core editorial ethos of News-Medical.Net which is to educate and inform site visitors interested in medical research, science, medical devices and treatments.

Wed, 05 Oct 2022 06:00:00 -0500 en text/html
Killexams : Want To Rapidly Scale Up Your Operations? Ask Yourself These 3 Questions First.

Rapid growth isn’t all it’s cracked up to be. But try telling that to ambitious small business owners. According to 2022 Guidant research, leaders at small companies have scaling on their minds. This year, 51% of small business owners want to add more employees, and 41% are aiming to expand or remodel. The problem is that bigger isn’t always better for businesses. Sometimes, it’s best to take the more stable, scenic route to the top.

What are the risks of expanding rapidly before you have a strong foundation in place? One major issue is the burden it puts on your staff members. Employees often feel the stress when their companies go into overdrive mode. This leaves them facing potential burnout—and maybe more eager to join the Great Resignation.

Another problem with too-fast growth can be a decrease in customer service. Let’s say you go from 100 to 200 clients in three months. On paper, that seems exciting. But what does doubling your client base look like in real life? Do you have the tools, processes, and people to maintain world-class support for each client? Or will your reputation take a turn for the worse as your service falls apart?

A final—and financial—conundrum many leaders don’t anticipate is how costly expanding operations can be. It can take a lot of upfront cash to accelerate growth. Frequently, leaders end up having to make sudden fiscal decisions that leave their funds depleted. For instance, rapid expansion could necessitate totally new expenses. Those expenses could cause profit margins to evaporate.

This doesn’t mean you shouldn’t consider going big. You just need to ask yourself the following questions to ensure that it’s your best move:

1. Will you and your team feel comfortable taking on more work?

There’s a lot to be said for being pragmatic in terms of feeling safe to scale up. Staying small for a while longer could be a wiser strategy, particularly if everyone on your team is overextended. Until you get more help from new employees or contractors, you might want to stay the course instead of stepping on the gas.

Of course, as a leader, you might be nagged by the notion that you have to constantly strive to do more and be better. Alison Gutterman, CEO of Jelmar, the family-owned cleaning products manufacturer of CLR and Tarn-X products, talks about the need to keep it real when determining the limitations of your reach.

At the same time, she advises not underestimating what’s possible even if you don’t take on more staff. “Whenever I speak in public, whether in focus groups, at leadership conferences, or in front of students, I explain where I sell our products and who our competitors are,” she says. “I then ask the audience to guess how many people work at the company. I always get a wide variety of answers, from a million people (a fourth grade student) to hundreds or thousands of people. People are shocked to know we are a staff of 20 people, which we just reached this year. Whether it’s customers we sell to for retail, an industrial customer, or an actual user of our products, people are impressed we can do so much with a small team.”

Contemplate what “enough” looks like for your company. What’s reasonable? How much room do your team members have to push at the edges of opportunities? You might find that eating the pie one bite at a time allows you to scale steadily without unnecessary growing pains.

2. What does your budget look like?

As mentioned before, you can’t grow fast if you don’t have a good handle on your budget. Tripling your workforce won’t necessarily triple your revenue, for example. It’ll supply you more people on the payroll but not necessarily do anything good for your bottom line.

Explore your budget carefully. Streamlining before you enact a growth strategy gets everyone into a lean working mindset. Lean growth is more sustainable in the long run because it values keeping your finances in check every step of the way.

Your finance department is a great area to start if you’re trying to get lean ahead of planned growth. Garter research estimates that businesses can save thousands of hours annually by automating some of their finance-related practices and tasks. One bot can displace up to 30 times the work of one human full-time equivalent employee. And that’s just the beginning. Automated systems can shave time and reduce human error in almost every area of your business.

In time, you might discover that adopting lean principles could increase your profits without growth. In that case, you might still get more without having to incur additional costs.

3. Do you see your future as the forever leader of a startup culture?

Many businesses that keep scaling year after year take on startup cultures. Employees are constantly striving toward the next best thing, and disruption is the norm. It’s fast-paced and can seem attractive—unless consistency is what you’re after.

Picture yourself and your employees in the next year or so. Would you be happier in an environment that’s forever reshaping itself? Or would you appreciate the chance to know that your company is doing well and humming along effectively?

Traditionally, founders put in far more hours each week than other business leaders. One-third of small business owners report working more than 50 hours per week, while one-quarter work more than 60 hours. Maybe that’s fine for you. If it’s not, though, you might want to opt for slower growth.

Spend time mapping out the future for you and your business. Be thorough. Unless you want to dominate your industry as soon as possible or sell the company within a year or two, you might prefer the security that comes when your growth is slower and steadier.

Small companies that rapidly zoom to the top of the charts might seem great on paper. However, they risk burning out like hot stars. Often, it’s more prudent and profitable to eschew fast flash in favor of thoughtful expansion.

Sun, 09 Oct 2022 00:15:00 -0500 Rhett Power en text/html
Killexams : Prima Marine earmarks B4.37bn to buy new vessels

SET-listed Prima Marine, an operator of marine transport and storage of crude oil and petroleum products, plans to allocate 4.37 billion baht to purchase new marine vessels this year to grow its business.

Bowon Vongsinudom, chairman of the Prima Marine board, said the company plans to expand its marine fleet by taking over Thai Oil Marine, a subsidiary of Thai Oil Plc, Thailand's largest oil refinery by capacity.

The move comes as Thai Oil restructures its businesses by exiting marine transport service, according to a press release issued by the company.

Prima Marine's new asset acquisition will increase the number of its ships to 59, up from 39.

The asset purchase is scheduled to be completed this month.

Vessels that will be added to its fleet include very large crude carriers, oil and chemical tankers, floating storage and off-loading vessels, accommodation work barges and crew boats.

Mr Bowon said the increase in marine vessels not only helps Prima Marine maintain its competitiveness but is also part of a business plan to change the proportions of revenue from its services post-pandemic.

According to the company, earnings from floating storage unit service decreased to 33% in the first half of this year, down from 55% in 2020.

Service related to domestic oil and chemical trade increased to 46% in the first half, up from 34% in 2020.

Offshore support ship and ship management services rose to 23% in the same period, up from 8% in 2020.

"We plan to provide more services for petrochemical business because gasoline usage is expected to decrease due to the arrival of electric vehicles [EVs]," said Mr Bowon.

"As a result, oil refineries are expected to decrease their gasoline production and use oil as a feedstock for the petroleum industry."

The government is promoting the EV industry and encouraging motorists to buy more EVs.

The cabinet in February resolved to approve a package of incentives to stimulate EV consumption and production between 2022 and 2023.

Tue, 20 Sep 2022 16:00:00 -0500 en text/html
Killexams : New Gold Reports Third Quarter Operational Results

New Gold Inc. logo (CNW Group/New Gold Inc.)

Provides Notice of Release of Third Quarter Financial Results

(All amounts are in U.S. dollars unless otherwise indicated)

TORONTO, Oct. 12, 2022 /PRNewswire/ - New Gold Inc. ("New Gold" or the "Company") (TSX: NGD) (NYSE American: NGD) reports third quarter operational results for the Company as of September 30, 2022. The Company is also providing notice that it will release its third quarter 2022 financial results before markets open on Thursday, November 3, 2022.

"We continued the positive momentum experienced in the summer months and finished the third quarter on a strong note," stated Renaud Adams, President & CEO. "At Rainy River, underground mining commenced during the quarter, and we continue to anticipate underground material to start feeding the mill beginning in the fourth quarter. With mining of the open pit main ODM zone continuing its ramp-up, I look forward to Rainy River finishing the year strong. New Afton had solid production improvement over the second quarter with the continual ramp-up of B3. Last week we received the C-Zone permit, a significant milestone for the mine, and our priority at New Afton continues to be ramping up B3 production and advancing C-Zone development. We remain on track to deliver on our updated guidance."

Consolidated Operational Highlights

Q3 2022

Q3 2021

9M 2022

9M 2021

Gold eq. production (ounces)1,2





Gold production (ounces)2





Copper production (Mlbs)





Rainy River Mine

Rainy River Mine (Open Pit Mine only)

Q3 2022

Q3 2021

9M 2022

9M 2021

Tonnes mined per day (ore and waste)





Ore tonnes mined per day





Operating waste tonnes per day





Capitalized waste tonnes per day





Total waste tonnes per day





Strip ratio (waste:ore)





Tonnes milled per calendar day





Gold grade milled (g/t)





Gold recovery (%)





Gold eq. production (ounces)1





Gold production (ounces)





New Afton Mine

New Afton Mine

Q3 2022

Q3 2021

9M 2022

9M 2021

Tonnes mined per day (ore and waste)





Tonnes milled per calendar day





Gold grade milled (g/t)





Gold recovery (%)





Copper grade milled (%)





Copper recovery (%)





Gold eq. production (ounces)1





Gold production (ounces)





Copper production (Mlbs)





Third Quarter 2022 Conference Call and Webcast

The Company will release its third quarter 2022 financial results before markets open on Thursday, November 3, 2022. A conference call and webcast will follow at 8:30 am Eastern Time.

  • Participants may listen to the webcast by registering on our website at or via the following link

  • Participants may also listen to the conference call by calling North American toll free 1-888-664-6383, or 1-416-764-8650 outside of the U.S. and Canada, passcode 79467062

  • A recorded playback of the conference call will be available until December 3, 2022 by calling North American toll free 1-888-390-0541, or 1-416-764-8677 outside of the U.S. and Canada, passcode 79467062. An archived webcast will also be available at

About New Gold
New Gold is a Canadian-focused intermediate mining Company with a portfolio of two core producing assets in Canada, the Rainy River gold mine and the New Afton copper-gold mine. The Company also holds an approximately 5% equity stake in Artemis Gold Inc. and other Canadian-focused investments. New Gold's vision is to build a leading diversified intermediate gold company based in Canada that is committed to the environment and social responsibility. For further information on the Company, visit



Total gold eq. ounces include silver and copper produced/sold converted to a gold equivalent. All copper is produced/sold by the New Afton Mine. Gold eq. ounces for Rainy River in Q3 2022 includes production of 120,000 ounces of silver converted to a gold eq. based on a ratio of $1,800 per gold ounce and $24.00 per silver ounce used for 2022 guidance estimates. Gold eq. ounces for New Afton in Q3 2022 includes 8.5 million pounds of copper produced and 22,672 ounces of silver produced converted to a gold eq. based on a ratio of $1,800 per gold ounce, $4.00 per copper pound and $24.00 per silver ounce used for 2022 guidance estimates.


Numbers may not add up due to rounding.

Cautionary Note Regarding Forward-Looking Statements
Certain information contained in this news release, including any information relating to New Gold's future financial or operating performance are "forward-looking". All statements in this news release, other than statements of historical fact, which address events, results, outcomes or developments that New Gold expects to occur are "forward-looking statements". Forward-looking statements are statements that are not historical facts and are generally, but not always, identified by the use of forward-looking terminology such as "plans", "expects", "is expected", "budget", "scheduled", "targeted", "estimates", "forecasts", "intends", "anticipates", "projects", "potential", "believes" or variations of such words and phrases or statements that certain actions, events or results "may", "could", "would", "should", "might" or "will be taken", "occur" or "be achieved" or the negative connotation of such terms. Forward-looking statements in this news release include, among others, statements with respect to: anticipated timing with respect to the release of its third quarter 2022 financial results and the associated conference call and webcast; underground material starting to feed the mill and the anticipated timing thereof; the continued ramp-up of mining of the open pit main ODM Zone; intended priorities at New Afton, including ramping up B3 production and advancing C-Zone development; and the Company's ability to deliver on updated guidance.

All forward-looking statements in this news release are based on the opinions and estimates of management that, while considered reasonable as at the date of this news release in light of management's experience and perception of current conditions and expected developments, are inherently subject to important risk factors and uncertainties, many of which are beyond New Gold's ability to control or predict. Certain material assumptions regarding such forward-looking statements are discussed in this news release, New Gold's latest annual management's discussion and analysis ("MD&A"), its most exact annual information form and technical reports on the Rainy River Mine and New Afton Mine filed on SEDAR at and on EDGAR at In addition to, and subject to, such assumptions discussed in more detail elsewhere, the forward-looking statements in this news release are also subject to the following assumptions: (1) there being no significant disruptions affecting New Gold's operations other than as set out herein; (2) political and legal developments in jurisdictions where New Gold operates, or may in the future operate, being consistent with New Gold's current expectations; (3) the accuracy of New Gold's current mineral reserve and mineral resource estimates and the grade of gold, silver and copper expected to be mined and the grade of gold, copper and silver expected to be mined; (4) the exchange rate between the Canadian dollar and U.S. dollar, and to a lesser extent, the Mexican Peso, and commodity prices being approximately consistent with current levels and expectations for the purposes of 2022 guidance and otherwise; (5) prices for diesel, natural gas, fuel oil, electricity and other key supplies being approximately consistent with current levels; (6) equipment, labour and materials costs increasing on a basis consistent with New Gold's current expectations; (7) arrangements with First Nations and other Aboriginal groups in respect of the New Afton Mine and Rainy River Mine being consistent with New Gold's current expectations; (8) all required permits, licenses and authorizations being obtained from the relevant governments and other relevant stakeholders within the expected timelines and the absence of material negative comments or obstacles during any applicable regulatory processes; (9) there being no significant disruptions to the Company's workforce at either the Rainy River Mine or New Afton Mine due to cases of COVID-19 (including any required self-isolation requirements due to cross-border travel to the United States or any other country or any other reason) or otherwise; (10) the responses of the relevant governments to the COVID-19 outbreak being sufficient to contain the impact of the COVID-19 outbreak; (11) there being no material disruption to the Company's supply chains and workforce that would interfere with the Company's anticipated course of action at the Rainy River Mine and the New Afton Mine; and (12) the long-term economic effects of the COVID-19 outbreak not having a material adverse impact on the Company's operations or liquidity position.

Forward-looking statements are necessarily based on estimates and assumptions that are inherently subject to known and unknown risks, uncertainties and other factors that may cause actual results, level of activity, performance or achievements to be materially different from those expressed or implied by such forward-looking statements. Such factors include, without limitation: price volatility in the spot and forward markets for metals and other commodities; discrepancies between actual and estimated production, between actual and estimated costs, between actual and estimated Mineral Reserves and Mineral Resources and between actual and estimated metallurgical recoveries; equipment malfunction, failure or unavailability; accidents; risks related to early production at the Rainy River Mine, including failure of equipment, machinery, the process circuit or other processes to perform as designed or intended; the speculative nature of mineral exploration and development, including the risks of obtaining and maintaining the validity and enforceability of the necessary licenses and permits and complying with the permitting requirements of each jurisdiction in which New Gold operates, including, but not limited to: obtaining the necessary permits for the New Afton C-Zone; uncertainties and unanticipated delays associated with obtaining and maintaining necessary licenses, permits and authorizations and complying with permitting requirements, including those associated with the C-Zone permitting process; changes in project parameters as plans continue to be refined; changing costs, timelines and development schedules as it relates to construction; the Company not being able to complete its construction projects at the Rainy River Mine or the New Afton Mine on the anticipated timeline or at all; volatility in the market price of the Company's securities; changes in national and local government legislation in the countries in which New Gold does or may in the future carry on business; controls, regulations and political or economic developments in the countries in which New Gold does or may in the future carry on business; the Company's dependence on the Rainy River Mine and New Afton Mine; the Company not being able to complete its exploration drilling programs on the anticipated timeline or at all; disruptions to the Company's workforce at either the Rainy River Mine or the New Afton Mine, or both, due to cases of COVID-19 or any required self-isolation (due to cross-border travel, exposure to a case of COVID-19 or otherwise); the responses of the relevant governments to the COVID-19 outbreak not being sufficient to contain the impact of the COVID-19 outbreak; disruptions to the Company's supply chain and workforce due to the COVID-19 outbreak; an economic recession or downturn as a result of the COVID-19 outbreak that materially adversely affects the Company's operations or liquidity position; there being further shutdowns at the Rainy River Mine or New Afton Mine; significant capital requirements and the availability and management of capital resources; additional funding requirements; diminishing quantities or grades of Mineral Reserves and Mineral Resources; actual results of current exploration or reclamation activities; uncertainties inherent to mining economic studies including the Technical Reports for the Rainy River Mine and New Afton Mine; impairment; unexpected delays and costs inherent to consulting and accommodating rights of First Nations and other indigenous groups; climate change, environmental risks and hazards and the Company's response thereto; tailings dam and structure failures; actual results of current exploration or reclamation activities; fluctuations in the international currency markets and in the rates of exchange of the currencies of Canada, the United States and, to a lesser extent, Mexico; global economic and financial conditions and any global or local natural events that may impede the economy or New Gold's ability to carry on business in the normal course; compliance with debt obligations and maintaining sufficient liquidity; taxation; fluctuation in treatment and refining charges; transportation and processing of unrefined products; rising costs or availability of labour, supplies, fuel and equipment; adequate infrastructure; relationships with communities, governments and other stakeholders; geotechnical instability and conditions; labour disputes; the uncertainties inherent in current and future legal challenges to which New Gold is or may become a party; defective title to mineral claims or property or contests over claims to mineral properties; competition; loss of, or inability to attract, key employees; use of derivative products and hedging transactions; counterparty risk and the performance of third party service providers; investment risks and uncertainty relating to the value of equity investments in public companies held by the Company from time to time; the adequacy of internal and disclosure controls; conflicts of interest; the lack of certainty with respect to foreign operations and legal systems, which may not be immune from the influence of political pressure, corruption or other factors that are inconsistent with the rule of law; the successful acquisitions and integration of business arrangements and realizing the intended benefits therefrom; and information systems security threats. In addition, there are risks and hazards associated with the business of mineral exploration, development, construction, operation and mining, including environmental events and hazards, industrial accidents, unusual or unexpected formations, pressures, cave-ins, flooding and gold bullion losses (and the risk of inadequate insurance or inability to obtain insurance to cover these risks) as well as "Risk Factors" included in New Gold's most exact annual information form, MD&A and other disclosure documents filed on and available on SEDAR at and on EDGAR at Forward looking statements are not guarantees of future performance, and actual results and future events could materially differ from those anticipated in such statements. All forward-looking statements contained in this news release are qualified by these cautionary statements. New Gold expressly disclaims any intention or obligation to update or revise any forward-looking statements whether as a result of new information, events or otherwise, except in accordance with applicable securities laws.

Technical Information
The scientific and technical information contained in this news release has been reviewed and approved by Patrick Godin, Executive Vice President and Chief Operating Officer of New Gold.  Mr. Godin is a Professional Engineer and member of the Ordre des ingénieurs du Québec. He is a "Qualified Person" for the purposes of National Instrument 43-101 – Standards of Disclosure for Mineral Projects.


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SOURCE New Gold Inc.

Thu, 13 Oct 2022 06:05:00 -0500 en-US text/html
Killexams : Norwegian Prima bar concocts sustainable cocktails

ONBOARD THE NORWEGIAN PRIMA — It doesn’t take much to get intrigued by the idea of a sustainable bar concept. After all, straws now are made of food like pasta and agave. It’s natural to wonder what idea will break through next. 

At the sustainability-focused Metropolitan Bar on Norwegian Cruise Line’s new ship, the Prima, straws are made of vegetables, menus are on tablets and cocktails are made from leftovers. 

Think banana peels, pineapple skins and day-old croissants. Yes, croissants.

The line is introducing a slate of “zero-waste” drinks at the Metropolitan, featuring 11 cocktails that use surplus ingredients and specialty alcohols that complement that mission. Examples are Flor de Cana rum, which promotes itself as carbon neutral and fair-trade certified, and Avorza vodka, which labels itself organic, vegan, gluten-free and kosher.

It’s a nod to the line’s Sail and Sustain program that speaks to its efforts to be environmentally friendly. The program includes using less plastic (like limiting lotion bottles to Haven and spa cabins on the Prima) and ensuring the plastic it uses in its pool areas will biodegrade quickly if it falls overboard.

The Metropolitan takes sustainability to a new level. Bartender Clarence Bennett took pride in telling me about his team’s drinks. “Everything that we do here is from scraps,” he told me.

Take the Croissant Mai-Tai. He soaks almond croissants in water and sugar for a day then blends them. He strains and cooks the concoction, adds cardamon, strains it again and mixes the syrup with Brugal rum and Cointreau, then garnishes the top with almonds. The drink was surprisingly sweet but tasty, and I caught no hint that this was once a pastry I might have slathered with butter.

Light flickered off the pins decorating Bennett’s cowboy hat as he shared another recipe, the Watermelon Twist: watermelon skin is infused with sugar overnight, blended and strained into syrup. He mixes that with tequila, lime juice and his in-house jalapeno-infused liquor. On the side of the glass is a generous lick of spicy salt that made my lips tingle. The hit of watermelon after the salt is a refreshing chaser.

Bennett said he and his team make most of their syrups and infusions in a pantry behind the bar with a portable stove and a blender. He walked me through what he does with pineapple skins. He boils the skin of two pineapples for 30 seconds with turmeric, strains it then immediately stirs in honey and lets it sit until the next day. Using a similar blend-and-strain strategy, he mixes this juice with Jaja tequila, lime juice and pineapple juice for what’s called the Pineapple Surplus, and he decorates it with a pineapple rind.

Other drinks include sustainable twists on the old-fashioned and the Aperol spritz. Some drinks use the sweetness of banana peels that are squashed, blended with sugar and cinnamon sticks and made into a syrup that can last up to seven days.

 Then there is the Pulp Art, made with a cropped red pepper infused with sugar and water, blended and strained into syrup and swirled with Flor de Cana rum, Campari, lemon and orange juice. 

Most of the drinks I tried I would order again. It made me wish such a bar existed back home.

Aside from the menu promoting the ingredients in these drinks, the bar doesn’t broadcast its sustainable concept. And guests wanting a glass of wine, a Corona or traditional mixed drinks can find those there, too.

Sun, 25 Sep 2022 12:00:00 -0500 en text/html
Killexams : Three Steps To Achieving Operational Resilience While Relying On Third Parties

Aki Eldar is the CEO and co-founder of Mirato, provider of an AI-enabled third-party risk management (TPRM) intelligence platform.

From cyberattacks and supply chain crises to rising inflation and the “great resignation,” business disruptions continue to impact organizations worldwide. As a result, organizations must be able to effectively plan and prepare for the continuity of operations and services. Operational resilience programs expand on the concepts of business continuity planning, operational risk management, supply chain resilience and more to help address this. In addition, they focus on an organization’s tolerance levels for business disruption and its ability to absorb and adapt to a changing environment by managing risk, response and recovery.

This is particularly critical for heavily regulated industries such as financial services. However, the growing reliance on third-party providers (suppliers) to support essential services in today’s hypercompetitive marketplaces presents a difficult question: How can we ensure the resiliency of our operations when we depend on others? The article below will introduce how to achieve operational resilience using time-tested third-party risk management approaches and new technical innovations.

Step 1: Uncover The Operational Risks Involved

Operational risk occurs when vendor processes affecting an organization’s daily activities shut down. Therefore, the first step in creating an effective operational resilience strategy is to complete a risk assessment to uncover the potential risks each vendor could bring to the business.

Begin by looking at vital business areas to determine what ongoing operations depend on vendors. Then, map them according to their criticality and determine to what degree each vendor must be assessed. This will also help to ascertain where to place the most attention for risk management. For example, suppose accounting functions don’t work due to prolonged adverse weather. That is problematic, but the business can likely still open its doors the next day. However, for example, if the external login authentication system that enables customers to access their bank accounts is down, then a meaningful range of banking operations is rendered unattainable.

Step 2: Examine The Impact Of Potential Risks And Your Partners’ Level Of Security And Resiliency

Once the vendors to be assessed are identified, the probability and impacts of the risks they may pose to disrupt the business must be examined. The basis for this information can typically be found during the onboarding process, where vendors are typically required to undergo assessments that help the organization understand their business continuity management practices as well as the level and type of risk that exists in critical business areas. However, it’s not enough to simply collect relevant information. The organization must see evidence from the vendor (for example, trust and verification systems, certifications such as ISO or SOC 2, etc.).

This enables the organization to have a clear map of compliance and issues that may need to be mitigated.

Step 3: Create And Implement Plans To Mitigate The Risk

Next, define mitigation actions to prevent or reduce risk if the vendor faces a disruption (e.g., to move the operation in-house, have an alternative solution, etc.).

A straightforward example of these three steps in action is the scenario of an organization that depends on a single physical data center operated by a third-party vendor. During the risk assessment, it will be discovered what critical operations rely on the uninterrupted operation of the data center and the risk to the operation based on the dependency that exists. Next, the specific risks that could impact operations should be defined (while taking into consideration what steps the data center partner already has in place within its organization to help mitigate these risks) to highlight the potential events that could cause the data center to go offline and to what extent that would disrupt operations. Finally, the mitigation plan would include having a quickly and easily accessible backup available (in another geographic location) that will not be affected by the same physical events to minimize or eliminate disruption caused by that risk.

The Challenges Of Assessing Operational Risk

A core component of establishing operational resilience involves understanding a vendor’s operational resilience. One way organizations can get a sense of this is to look at how they fared in the past in providing a continuous service during periods of disruption. However, operational resiliency will often be challenged due to new risk events that have not previously occurred.

Many operational risk teams today perform third-party risk management (TPRM) processes manually by utilizing subject matter experts who spend a great deal of time managing a tremendous volume of data. Unfortunately, these high data volumes and repetitive monitoring tasks increase the risk of bias or error. Compounding this problem is the fact that data collection methods, such as questionnaires, provide a limited view of the vendor, constrained by the type of questions included and how the vendor has chosen to answer.

Unfortunately, this reliance on manual risk management processes makes it challenging to keep pace. In addition, large organizations such as financial institutions have tens of thousands of suppliers, so understanding what can impact resiliency is increasingly complex.

In these cases, a risk management platform may help, which can enable risk management programs to be more efficient, effective and empowered to identify, anticipate and manage risk throughout the supply chain to achieve operational resilience.

Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?

Thu, 22 Sep 2022 23:44:00 -0500 Aki Eldar en text/html
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Mon, 26 Sep 2022 23:14:00 -0500 en-US text/html
Killexams : Prima Pills Reviews UK [ALERT] Prima Weight loss Capsules Price - Where to Buy, Use

Prima Pills UK Reviews Being overweight has a negative impact on health and often on quality of life. People who want to lose weight and scientists are looking around the clock for a method to lose weight safely and, above all, sustainably. In this article we analyze Prima Pills for their slimming effect. 

Should you Buy Prima Pills – An Overview 

Prima Pills Reviews - Obesity is everywhere, experts have long been talking about the "obesity epidemic", an epidemic of obesity. The comparison doesn't work. While the number of overweight people has remained almost constant since the 1970s, the number of obese people has more than doubled. Over 40% of people in the US are considered obese, meaning they have a BMI greater than 30. It's no different in other so-called Western countries. 

The problems caused by obesity are immense. It is not only those affected who suffer from health problems, the costs for the health system are also exploding. Being overweight massively increases the susceptibility to diseases. While the risk of type 2 diabetes, high blood pressure and cardiovascular disease increases from a BMI of 25, it literally escalates from a BMI of 30 and upwards. In this area, the risk of developing such a disease is extremely high. 

Benefits of Prima Pills UK 

  • Feature Product & Voucher 
  • Might regulate appetite 
  • Increases fat oxidation during exercise 
  • Effect on Decrease 

What do we like about Prima? – Our rating ⭐⭐⭐⭐⭐ 

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What are Prima Pills? 

According to the manufacturer, prima Pills provide special support for weight management. That is, they are designed to help overweight people lose weight alongside other efforts. Prima Pills are distributed by a Dutch company from Almere. 

It is important and correct for the manufacturer to state that the slimming tablets support weight loss. The Pills have been on the European market since early 2021 and are often sold out. 

What does Stiftung Warentest say? 

Even if Prima Pills have not yet been examined by Stiftung Warentest, which is probably due to the novelty of the product, weight loss aids are regularly tested there. No matter which means the magazine examines, the conclusion is often very similar: the claimed effect cannot be sufficiently proven by studies. This finding corresponds to the state of knowledge of research. However, the ingredients contained in Prima have already been examined in numerous studies to determine the influence on weight loss. We explain these studies in detail below. 

Is there an effective alternative? 

Ketogenic drops are considered a highly concentrated fat burner that, according to the manufacturer, paves the way to a slim body. The drops contain the active ingredients omega-3, vitamin K or conjugated linoleic acid and are intended to help with the diet. To do this, simply take a few drops a day. This is an advantage if you have trouble swallowing Pills or tablets. 

K2 drops are from a manufacturer based in The Hague, Holland. They are said to help put the body in the state of ketosis. With regard to weight loss, ketosis, the so-called starvation metabolism, is said to have great potential, especially by companies with commercial interests. K-2 drops contain MCT oil, which studies have shown could encourage the body to make ketone bodies faster. This would mean that the ketosis is active faster and could probably make the diet easier. Importantly, however, pills alone are not enough to achieve and maintain ketosis. It has to come from the diet. 

Prima Pills in the test - we checked the effect 

The effect of the Prima Pills must be classified realistically. So far there is no remedy or active ingredient that causes the loss of several kilos in a few weeks. Achieving such a goal requires a holistic approach. Prima Pills can usually help with weight loss, but only as long as the user does not have too extreme a diet. With a constant, very high calorie intake per day, even a strong preparation like Prima cannot work. For many users, however, using Prima can have a positive effect on weight loss. 

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Prima Pills Reviews and Experiences 

On the sales page for the weight loss pills, visitors have the opportunity to submit a review. The tenor: 4.7 out of 5 stars, satisfied customers and enthusiastic general practitioners of the users. However, there are bad reviews for slow deliveries or because the preparation cannot be ordered by everyone on account. The comments are mostly from Tested buyers. 

Is there also criticism of Prima Pills? 

There is always criticism when the claimed effect cannot be clearly proven. Overall, there are very few preparations on the market for which there is good evidence of effectiveness. For the overwhelming majority of the funds, the manufacturers usually rely on little meaningful studies, which were carried out with mice instead of humans, for example. However, this is not the case with Prima. The manufacturer's statements refer to human study results. 

The self-presentation of the manufacturer is also positive in this regard. He makes few promises of success, the marketing is reasonable and not intrusive. 

Great capsule ingredients 

The slimming Pills contain Garcinia Cambogia Extract, L-Arginine and L-Carnitine. Garcinia cambogia is also called hydroxycitric acid or simply HCA for short.  

L-carnitine is an amino acid that is mainly found in meat and is said to intervene in human fat metabolism.  

L-arginine is known to boost the production of nitric oxide. It is generally known for its vasodilating effect and is also used by strength athletes. 

Great Pills intake and dosage 

According to the manufacturer, one capsule is taken once a day. For best effectiveness, it should be taken before the largest meal. Because this stimulates the digestion and absorption of nutrients, the absorption of the active ingredients from the Prima Pills should also be increased. 

If the capsule is forgotten, an additional capsule should not be taken, but the normal dosing schedule should be continued. 

Do Prima Pills help you lose weight? 

Research shows: All three active ingredients in the Prima Pills probably have an influence on the metabolism. They can optimize blood fat and blood sugar balance or directly help with fat burning or weight loss. 

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Great capsule test 

The manufacturer of the Prima Pills comes from the Dutch city of Almere. The online shop is clear and looks reputable, the manufacturer makes no exaggerated claims about fat loss. 

The Prima Pills contain the three active ingredients L-Carnitine, L-Arginine and Garcinia Cambogia Extract. 

L-carnitine is popular in the sports scene. In terms of fat loss, there are indications that carnitine may support fat loss. A review study showed that subjects taking carnitine lost 2 kg more body weight than participants in the study who only received a placebo. In another investigation L-carnitine, piperine and capsaicin led to more satiety. 

There is a meta-analysis on Garcinia Cambogia, which summarizes all existing studies on the subject. The researchers note that the active ingredient could help with weight loss. Ultimately, Garcinia helped the participants lose an additional 880 grams. In another study , garcinia increased fat burning during exercise. 

L-arginine is known for its anti-erectile dysfunction properties. An analysis of all blood sugar management clinical trials finds that L-arginine may do some good, but questions whether the level of impact is large enough to be relevant to the user to be. Another review concludes similarly. L-arginine can have a positive effect on blood lipids, but more studies would be needed to confirm the effect. 

Is it worth buying Prima Pills? 

In conclusion, it can be said that Prima Pills are recommended for supportive weight loss. The effectiveness of the ingredients contained has been proven by various studies. 

Transparent information from the manufacturer and a clear website on which no exaggerated marketing promises stars from the sky are positive. Studies also show that the active ingredients contained can play a role in fat and sugar metabolism.  

We benevolently evaluate the manufacturer's information on side effects. He at least states that dry mouth can occur and that previous illnesses must be clarified with the doctor. That too is not a matter of course on the market. 

Frequently Asked Questions 

Are pills enough to lose weight sustainably? 

Small steps in the right direction are often enough to lose fat. What is important is perseverance. The Prima Pills can be the basis for success. 

Do weight loss pills have side effects? 

Even if all the ingredients are purely herbal and natural, such remedies may have side effects  [10] . The side effects of Prima are very minimal. Dry mouth occurs rarely. 

What is responsible for obesity? 

Research assumes that diet, environment and genes are involved in the development of obesity. The proportions of these factors can vary from case to case. However, it is important to realize that lifestyle usually plays the most important role. 

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The above is a sponsored post, the views expressed are those of the sponsor/author and do not represent the stand and views of Outlook Editorial.

Thu, 13 Oct 2022 21:36:00 -0500 en text/html
Killexams : Ukraine as a ‘Final Epidemic’ Amid Increasingly Plausible Risks of a Nuclear War

Louis René Beres, Emeritus Professor of International Law at Purdue University, argues that whether by sudden adversarial action or by massive aggression delivered in increments, the world could soon find itself facing its first nuclear war…

“Defenseless under the night, our world in stupor lies….” — W H Auden

Background of the Current Nuclear War Threat

Since August 6, 1945, the “official” start of the Nuclear Age, humankind has been acquainting itself with new meanings of catastrophic conflict. Still, until now, until current Russian aggressions against Ukraine, tangible portents of any “final epidemic” — a term used by Ruth Abrams and Susan Cullen for the eponymous 1981 book on the dangers of nuclear war — have generally seemed manageable. But now, things are changing. Today, with steadily-growing strategic uncertainties surrounding Russian crimes against peace and related Nuremberg-category crimes, it’s time to review and re-examine all pertinent risks. As to identifying the systemic context for any such needed consideration, the current cycle of superpower cooperation and conflict could best be identified as “Cold War II.”

There will be many significant details. Both primary and subsidiary distinctions should be clarified at the outset. One such distinction concerns the vital differences between a deliberate or intentional nuclear war and a war that is unintentional or inadvertent. Without first considering these distinctions, little could be ascertained about the plausible likelihood of a Ukraine-triggered nuclear conflict. Presumptively, the greatest dangers of any unintentional nuclear war would stem from various hard-to-predict decision-making errors or miscalculations.

There is more. By definition, there exist serious structural impediments to meaningful determinations of nuclear war probability. Because there has never been an authentic nuclear war (Hiroshima and Nagasaki don’t “count,” as they represent singular atomic attacks during an otherwise conventional war), calculating future nuclear war probabilities remains a preeminently subjective task. Under international law, the question of whether or not a formal “state of war” exists between states is generally ambiguous. Always, in logic and mathematics, true probabilities must derive from the determinable frequency of pertinent past events. Ergo, when there are no such events – as is true prima facie of a nuclear war – nothing meaningfully precise about “odds” could ever be stated with any predictive reliability.

Pertinent Nuclear War Scenarios

The principal objectives here are not inherently controversial or bewildering. To wit, a “nuclear final epidemic” should be averted at all costs, and capable analysts should systematically calculate optimal strategies to meet this core objective.

Such indispensable calculations will vary (among other things) according to presumed enemy intentions and the expected plausibility of an accident, hacking intrusion, and/or decisional miscalculation. Taken together as cumulative categories of any potential nuclear threat, these three component risks of an unintentional nuclear war are most clearly described as “inadvertent.” Of necessity, any case of accidental nuclear war would be inadvertent. At the same time, not every inadvertent nuclear war would be the result of an accident.

Significantly, all of these examples represent variously complex elements of a single overall national security problem: nuclear war avoidance. This overriding problem should never be approached by American national security policy-makers as just a narrowly political or tactical issue. Instead, informed by serious historical understanding and by optimally-refined analytic capacities, US military planners should remain continuously prepared to deal with a large variety of sometimes-intersecting explanatory factors.

Under the best conditions of modern science, this broad variety will appear multi-dimensional and daunting. But it need not be perplexing.

There are additional particulars. The principal national security risks America now faces as a nation are both immediate and incremental. Either way, some of these risks are at least prospectively existential. They deserve America’s most sincere and concentrated examination. Serious answers ought never to be sought in election-year political rhetoric. Ipso facto, there can never be any coherent answers in the dissembling political voices of anti-reason.

There is far more to mitigating the Russian nuclear threat over Ukraine. Principal hazards could best be understood in light of plausible or even just conceivable intersections between them. All such critical intersections are more-or-less likely (a conclusion necessarily based on calculable expectations of logical deduction, not on actual history) and could sometimes be “synergistic.”

Accordingly, more closely focused American attention on determinable synergies should become one of this country’s most insistent analytic tasks. Relevant synergistic intersections could involve military operations in other parts of the world. These include North Korean missile tests over Japan; active Chinese designs on Taiwan; and Iranian military exercises held in tandem with China and/or Russia.

In dealing with the steadily growing risks of nuclear war, no clarifying concept could ultimately prove more important than synergy.  By definition, synergistic interactions are those wherein the “whole” of any nuclear war risk effects must be greater than the sum of its “parts.” Unless such interactions are accurately assessed and evaluated “in time,” the United States could seriously underestimate the total nuclear impact of any anticipated superpower engagements.

There is more. The estimable flesh-and-blood consequences of such underestimations could defy both investigative imagination and post-war justification. Very quickly, these consequences could come to resemble a “final epidemic.” At that late stage, there would be no further advantages to “vaccination.” At that “metastatic” point, a nuclear war would resemble any other terminal disease. For such an end-state pathology, the only residual hopes could lie in palliative measures.

What Has Already Been Learned?

There is an informed private aspect to these commentaries concerning nuclear war as an “epidemic pathology.” I have been publishing about related strategic issues for more than fifty years. After four years of doctoral study at Princeton in the late 1960s, long an intellectual center of American nuclear strategic thought (recall especially Albert Einstein and J. Robert Oppenheimer), I began to add a modest personal contribution to already-evolving nuclear literature.  By the late 1970s, I was cautiously preparing a new manuscript on US nuclear strategy, and (by consciously disciplined processes of correct inference) variously corresponding risks of a nuclear war.

At that early stage of a still-emerging discipline, I was especially interested in the US presidential authority to order the use of American nuclear weapons. Though currently expanding hazards over Ukraine stem directly from Vladimir Putin’s crimes of aggression and crimes against humanity, an oft-overlooked hazard would be any synergistic interaction with US presidential error. To be sure, America’s accelerating nuclear war hazards ought to center on the manifold uncertainties of Russian escalations (in the context of Cold War II, each side would necessarily seek “escalation dominance”), but there are still coinciding and potentially synergistic perils of US presidential miscalculation.

In the United States, presumptively reliable safeguards have been incorporated into all operational nuclear command/control decisions from “day one,” but these same safeguards could not be applied at the presidential level. Many years ago, to gather suitable policy clarifications, I reached out to retired General Maxwell D. Taylor, a former Chairman of the US Joint Chiefs of Staff. In reassuringly rapid response, General Taylor sent a comprehensive handwritten reply. Dated 14 March 1976, the distinguished General’s detailed letter concluded ominously: “As to those dangers arising from an irrational American president, the only protection is not to elect one.”

Until recently, I had never given any extended thought to this authoritative reply. Recently, during the enormously problematic presidency of Donald J. Trump, General Taylor’s 1976 warning took on substantially greater and more urgent meanings. Based on both ascertainable facts and logical derivations (technically called “entailments” in the philosophy of science terminology) rather than wishful thinking, we should now reasonably assume that if an American President were ever to exhibit signs of emotional instability, irrationality or delusional behavior, he could still order the use of American nuclear weapons.

He could do so officially, “legally” and without any expectations of nuclear chain-of-command “disobedience.” More worrisome, an American president – much like Russian president Vladimir Putin – could become emotionally unstable, irrational, or delusional, but still not exhibit such worrisome liabilities conspicuously. What happens then? And what if these transformations are “bilateral” (US and Russia simultaneously) and synergistic?

Law and National Survival

A corollary question should come promptly to mind: What precise stance should be assumed by the National Command Authority (Secretary of Defense, Chairman of the Joint Chiefs of Staff, and several possible others) if it should ever decide to oppose an “inappropriate” presidential order to launch American nuclear weapons? Could the National Command Authority (NCA) “save the day” informally by acting in an impromptu or creatively ad hoc fashion? Or should indispensable preparatory steps already have been taken preemptively?

Should there already be in place certain credible and effective statutory measures to assess the ordering president’s reason and judgment, and, if needed, to countermand the inappropriate or presumptively wrongful presidential order?

Under US law, Article 1 (Congressional) war-declaring expectations of the Constitution aside, any presidential order to use nuclear weapons, whether issued by an irrational president or by an incapacitated one, would have to be obeyed. To do otherwise in such incomparably dire circumstances would be illegal on its face. Here, any chain-of-command disobedience would be impermissible.

There is more. In principle, at least, a US President could order the first use of American nuclear weapons even if this country were not under any specific nuclear attack. In this connection, some further strategic and legal distinctions would need to be clarified between a nuclear “first use” and a nuclear “first strike.” These terms would not express merely minor distinctions.

What next? Where should the American polity and government go from here on such urgent national security decision-making issues? To begin, a coherent and comprehensive answer will need to be prepared for the following basic question:

If faced with any presidential order to use nuclear weapons, and not offered sufficiently appropriate corroborative evidence of any impending existential threat, would the National Command Authority (1) be willing to disobey, and (2) be capable of meaningfully enforcing such glaring disobedience?

In any such unprecedented crisis-driven circumstances, authoritative decisions could have to be made in a compressively time-urgent matter of minutes, not hours or days. As far as any useful policy guidance from the past might be concerned, there could be no scientifically valid way to assess the true probabilities of possible outcomes. This is because all scientific judgments of probability – whatever the salient issue or subject – must be based on recognizably pertinent past events.

In matters concerning nuclear war, there are no pertinent past events. This is a fortunate absence, but one that would still stand in the way of rendering reliable decision-making predictions. The irony here is obvious and problematic. In any event, whatever the science-based obstacles, the optimal time to prepare for such incomparably vital US national security difficulties is now.

Possible Synergies and “Escalation Dominance”

Regarding the immediately specific matter of Ukraine, President Biden should take special care to avoid strategic postures that neglect potentially relevant synergies with corresponding Russian postures. As for any mutual search for “escalation dominance,” the single most important factor in US policy judgments would be the expected rationality of Vladimir Putin. If the Russian president could ever be expected to strike the US or a US ally with nuclear forces irrespective of anticipated American counterstrikes, nuclear deterrence would cease to work. This means that enemy strikes could be expected even if Putin had understood that the US and/or its ally had “successfully” deployed nuclear weapons in survivable modes, that its nuclear weapons were believed capable of penetrating Russia’s active defenses and that American leaders were willing to retaliate.

The only predictable element of this strategic assessment is nuclear warfare’s boundless unpredictability. Even under the most favorable assumptions of enemy rationality, all leading decision-makers would have to concern themselves with variously dense or confused communications, miscalculations, errors in information, unauthorized uses of strategic weapons, mechanical, electrical, or computer malfunctions, and even poorly-recognized applications of cyber-defense/cyber-war.

In the paroxysmal aftermath of a nuclear conflict, any nuclear conflict, now-stunned officials might envy the dead. This is the case whether the catastrophe had been intentional or unintentional, whether it had been occasioned by base motives, miscalculation, computer error, hacking intrusion, or “simply” weapon-system/weapon infrastructure accident. Whatever else may be determinable by America’s national security decision-makers, these individuals should understand that nuclear strategy is ultimately a high-stakes struggle against anti-reason.  Though sui generis in most of its emerging permutations, this struggle represents a lethal challenge that must be met at all costs.

We have come full circle. The poet Auden’s warning about “lying in stupor” ought never to be minimized. Now, more than ever, American decision-makers must ask certain core questions about Vladimir Putin’s willingness to cross the nuclear threshold and about any plausible intersections/synergies between such willingness and US presidential miscalculation. Even now, even as Ukraine presents itself in metaphor as a potential “final epidemic,” the existential hazards of a US-Russian nuclear war could be reduced or controlled by certain disciplined intellectual activity. Just as with biological disease epidemics, the “pathogens” of nuclear warfare should be blunted by logic and science, not by any visceral spasms of geopolitical virulence or gratuitous rancor.

For the moment, however, “Our world in stupor lies.”


Louis René Beres was educated at Princeton (Ph.D., 1971) and is the author of twelve major books and several hundred journal articles dealing with international relations and international law. Some of his publications have appeared in The Harvard National Security Journal (Harvard Law School); International Security (Harvard University); The Atlantic; US News & World Report; The National Interest; e-Global (University of California, Santa Barbara); Yale Global Online; World Politics (Princeton); The Brown Journal of World Affairs; The Israel Journal of Foreign Affairs; JURIST; The New York Times; The Hudson Review; American Political Science Review; American Journal of International Law; Daily Princetonian; Bulletin of the Atomic Scientists; The American Journal of International Law; The Atlantic; International Journal of Intelligence and Counterintelligence; Parameters: Journal of the U.S. Army War College (Pentagon); Modern Diplomacy; Air and Space Operations Review (USAF); Special Warfare (Pentagon); The War Room (Pentagon); Modern War Institute (West Point); Israel Defense (Tel Aviv); BESA Perspectives (Israel); INSS (Tel Aviv); Horasis (Zurich); and Oxford University Press. He is a regular contributor to the Oxford University Press Annual Yearbook of International Law and Jurisprudence. Professor Beres was born in Zürich, Switzerland at the end of World War II.

Suggested citation: Louis René Beres, Ukraine as a ‘Final Epidemic’ Amid Increasingly Plausible Risks of a Nuclear War, JURIST – Academic Commentary, October 14, 2022,

This article was prepared for publication by Ingrid Burke-Friedman, Features Editor. Please direct any questions or comments to she/her/hers at

Opinions expressed in JURIST Commentary are the sole responsibility of the author and do not necessarily reflect the views of JURIST's editors, staff, donors or the University of Pittsburgh.

Thu, 13 Oct 2022 22:28:00 -0500 Louis René Beres en text/html
Killexams : Operational Predictive Maintenance Market 2022 : Top Manufacturers, Key Trends, Progression Status and Business Trends to 2029 | 125 Pages Report

The MarketWatch News Department was not involved in the creation of this content.

Oct 07, 2022 (The Expresswire) -- According to this latest study, In 2022 the growth of Operational Predictive Maintenance Market is projected to reach Multimillion USD by 2029, In comparison to 2021, Over the next Seven years the Operational Predictive Maintenance Market will register a magnificent spike in CAGR in terms of revenue, In this study, 2021 has been considered as the base year and 2022 to 2029 as the forecast period to estimate the market size for Operational Predictive Maintenance.

Global “Operational Predictive Maintenance Market" Report is a detailed and comprehensive analysis for global Door and Operational Predictive Maintenance market. Both quantitative and qualitative analyses are presented by manufacturers, by region and country, by Type and by Application. As the market is constantly changing, this report explores the competition, supply and demand trends, as well as key factors that contribute to its changing demands across many markets. Company profiles and product examples of selected competitors, along with market share estimates of some of the selected leaders for the year 2022, are provided.

Operational Predictive Maintenance Market Research Report is spread across 125 Pages and provides exclusive data, information, vital statistics, trends, and competitive landscape details in this niche sector.

Final Report will add the analysis of the impact of COVID-19 on this industry.


COVID-19 can affect the global economy in three main ways: by directly affecting production and demand, by creating supply chain and market disruption, and by its financial impact on firms and financial markets. Our analysts monitoring the situation across the globe explains that the market will generate remunerative prospects for producers post COVID-19 crisis. The report aims to provide an additional illustration of the latest scenario, economic slowdown, and COVID-19 impact on the overall industry.

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Chapter 3focuses on analyzing the current competitive situation in the Operational Predictive Maintenance market and provides basic information, market data, product introductions, etc. of leading companies in the industry. At the same time, Chapter 3 includes the highlighted analysis--Strategies for Company to Deal with the Impact of COVID-19, Top Key Players are as follows :

● Bosch
● General Electric
● Svenska Kullagerfabriken AB
● Rockwell Automation
● Schneider Electric
● Emaint Enterprises
● Software AG

Scope Of the Operational Predictive Maintenance Market:

The Global Operational Predictive Maintenance market is anticipated to rise at a considerable rate during the forecast period, between 2022 and 2029. In 2020, the market is growing at a steady rate and with the rising adoption of strategies by key players, the market is expected to rise over the projected horizon.

North America, especially The United States, will still play an important role which cannot be ignored. Any changes from United States might affect the development trend of Operational Predictive Maintenance. The market in North America is expected to grow considerably during the forecast period. The high adoption of advanced technology and the presence of large players in this region are likely to create ample growth opportunities for the market.

Europe also play important roles in global market, with a magnificent growth in CAGR During the Forecast period 2022-2029.

Operational Predictive Maintenance Market size is projected to reach Multimillion USD by 2029, In comparison to 2022, at unexpected CAGR during 2022-2029.

Despite the presence of intense competition, due to the global recovery trend is clear, investors are still optimistic about this area, and it will still be more new investments entering the field in the future.

This report focuses on the Operational Predictive Maintenance in global market, especially in North America, Europe and Asia-Pacific, South America, Middle East and Africa. This report categorizes the market based on manufacturers, regions, type and application.

Get a trial Copy of the Operational Predictive Maintenance Market Report 2022

Report further studies the market development status and future Operational Predictive Maintenance Market trend across the world. Also, it splits Operational Predictive Maintenance market Segmentation by Type and by Applications to fully and deeply research and reveal market profile and prospects.

Chapter 4 provides breakdown data of different types of products, as well as market forecasts.

● Cloud
● On-premises

Different application fields have different usage and development prospects of products. Therefore, Chapter 5 provides subdivision data of different application fields and market forecasts.

● Automotive
● Energy and Utilities
● Healthcare
● Manufacturing
● Others

Chapters 7-26 focus on the regional market. We have selected the most representative 20 countries from ;197 countries in the world and conducted a detailed analysis and overview of the market development of these countries.

● North America (United States, Canada and Mexico) ● Europe (Germany, UK, France, Italy, Russia and Turkey etc.) ● Asia-Pacific (China, Japan, Korea, India, Australia, Indonesia, Thailand, Philippines, Malaysia and Vietnam) ● South America (Brazil, Argentina, Columbia etc.) ● Middle East and Africa (Saudi Arabia, UAE, Egypt, Nigeria and South Africa)

This Operational Predictive Maintenance Market Research/Analysis Report Contains Answers to your following Questions

● Which Manufacturing Technology is used for Operational Predictive Maintenance? What Developments Are Going On in That Technology? Which Trends Are Causing These Developments? ● Who Are the Global Key Players in This Operational Predictive Maintenance Market? What are Their Company Profile, Their Product Information, and Contact Information? ● What Was Global Market Status of Operational Predictive Maintenance Market? What Was Capacity, Production Value, Cost and PROFIT of Operational Predictive Maintenance Market? ● What Is Current Market Status of Operational Predictive Maintenance Industry? What’s Market Competition in This Industry, Both Company, and Country Wise? What’s Market Analysis of Operational Predictive Maintenance Market by Taking Applications and Types in Consideration? ● What Are Projections of Global Operational Predictive Maintenance Industry Considering Capacity, Production and Production Value? What Will Be the Estimation of Cost and Profit? What Will Be Market Share, Supply and Consumption? What about Import and Export? ● What Is Operational Predictive Maintenance Market Chain Analysis by Upstream Raw Materials and Downstream Industry? ● What Is Economic Impact On Operational Predictive Maintenance Industry? What are Global Macroeconomic Environment Analysis Results? What Are Global Macroeconomic Environment Development Trends? ● What Are Market Dynamics of Operational Predictive Maintenance Market? What Are Challenges and Opportunities? ● What Should Be Entry Strategies, Countermeasures to Economic Impact, and Marketing Channels for Operational Predictive Maintenance Industry?

Our research analysts will help you to get customized details for your report, which can be modified in terms of a specific region, application or any statistical details. In addition, we are always willing to comply with the study, which triangulated with your own data to make the market research more comprehensive in your perspective.

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Major Points from Table of Contents

Global Operational Predictive Maintenance Market Research Report 2022-2029, by Manufacturers, Regions, Types and Applications

1 Introduction
1.1 Objective of the Study
1.2 Definition of the Market
1.3 Market Scope
1.3.1 Market Segment by Type, Application and Marketing Channel
1.3.2 Major Regions Covered (North America, Europe, Asia Pacific, Mid East and Africa)
1.4 Years Considered for the Study (2015-2029)
1.5 Currency Considered (U.S. Dollar)
1.6 Stakeholders

2 Key Findings of the Study

3 Market Dynamics
3.1 Driving Factors for this Market
3.2 Factors Challenging the Market
3.3 Opportunities of the Global Operational Predictive Maintenance Market (Regions, Growing/Emerging Downstream Market Analysis)
3.4 Technological and Market Developments in the Operational Predictive Maintenance Market
3.5 Industry News by Region
3.6 Regulatory Scenario by Region/Country
3.7 Market Investment Scenario Strategic Recommendations Analysis

4 Value Chain of the Operational Predictive Maintenance Market

4.1 Value Chain Status
4.2 Upstream Raw Material Analysis
4.3 Midstream Major Company Analysis (by Manufacturing Base, by Product Type)
4.4 Distributors/Traders
4.5 Downstream Major Customer Analysis (by Region)

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5 Global Operational Predictive Maintenance Market-Segmentation by Type

6 Global Operational Predictive Maintenance Market-Segmentation by Application

7 Global Operational Predictive Maintenance Market-Segmentation by Marketing Channel

7.1 Traditional Marketing Channel (Offline)
7.2 Online Channel

8 Competitive Intelligence Company Profiles

9 Global Operational Predictive Maintenance Market-Segmentation by Geography

9.1 North America
9.2 Europe
9.3 Asia-Pacific
9.4 Latin America

9.5 Middle East and Africa

10 Future Forecast of the Global Operational Predictive Maintenance Market from 2022-2029

10.1 Future Forecast of the Global Operational Predictive Maintenance Market from 2022-2029 Segment by Region
10.2 Global Operational Predictive Maintenance Production and Growth Rate Forecast by Type (2022-2029)
10.3 Global Operational Predictive Maintenance Consumption and Growth Rate Forecast by Application (2022-2029)

11 Appendix
11.1 Methodology
12.2 Research Data Source


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