The Ministry of Health confirmed 18 new COVID-19 cases in Singapore on Tuesday (24 November), taking the country’s total case count to 58,183.
The High-voltage Power Cable Market will grow by USD 13.63 bn during 2020-2024
Good morning, Please find below the press release issued today. Best regards, Michele Moore DuhenGlobal PR Manager | Group Marketing & Communications Capgemini Group | LondonTel.: +44 3709 053408 Email: Michele.MooreDuhen@capgemini.com_____________________________ Building supply chain resilience is a priority for two-thirds of organizations after COVID-19 disruption 77% of organizations recognize the need for change and are accelerating investments in supply chain sustainability over the next three years Paris, November 24, 2020 – More than 80% of organizations have reported their supply chains being negatively impacted by the COVID-19 crisis, with a vast majority struggling across all aspects of their operations. This is according to new research from the Capgemini Research Institute, “Fast forward: Rethinking supply chain resilience for a post-COVID-19 world.” The pandemic has forced organizations to prioritize supply chain resilience, with two-thirds (66%) stating that their supply chain strategy will need to change significantly in order to adapt to the new normal. Only 14% of organizations are expecting a return to business-as-usual. There is growing awareness that supply chains need to be more flexible and agile so they can react and adapt quickly to potential disruption. In fact, 68% of organizations said the current crisis has forced them to adapt their business models, while increasing supply chain resilience post COVID-19 is cited as a priority for 62%. Over the past year organizations have struggled to quickly respond to increasing disruptions and restore their operations to a steady, reliable state. Organizations surveyed across retail, consumer products, discrete manufacturing and life sciences reported multiple challenges across their supply chains. The majority have found challenges across all aspects of their operations, including shortages of critical parts/materials (74%), delayed shipments and longer lead times (74%), difficulties in adjusting production capacity in response to fluctuating demand (69%), and difficulties planning amid volatile levels of customer demand (68%). From a sector perspective, only 30% of life sciences organizations in the survey reported a negative business impact due to the crisis, compared to over 80% of organizations in other sectors (retail, consumer products, discrete manufacturing). Furthermore, 68% of consumer products and retail consumers prefer locally produced items in the wake of this crisis, and sustainability is influencing the purchase preferences of 79% of customers1. The obstacles presented by the pandemic, however, also provide an opportunity for organizations to build a more resilient, flexible and agile supply chain that is ready to withstand future disruption and global crises. Few organizations have the capability to withstand another crisisAs many as 55% of organizations have taken between three to six months to recover from supply chain disruptions this year, while another 13% expect to take six to twelve months to do so. Inevitably, this means few organizations are prepared for any further potential disruption that may lie ahead. Capgemini’s research finds that to cope with a similar crisis in the future, businesses must focus on seven key capabilities for crisis-resilience; identifying the areas that need the most significant, and urgent, improvement is critical for building a resilient supply chain. Only a minority (less than 4%) demonstrate strengths across all of these areas, covering both planned actions and the current state of organizational preparedness. Capgemini’s report explains that a resilient supply chain is one that has: Contingency planning: anticipating crises and running simulations to improve crisis response Localization: prioritizing localization as well as regionalization of supplier base and manufacturing footprintDiversification: prioritizing diversification of supplier base, manufacturing and transportation optionsSustainability: prioritizing sustainability across the supply chain to withstand environmental and regulatory disruptions and meet evolving customer expectationsAgility: prioritizing flexibility in production and decision making, and displaying agility in shifting to new business modelsEnd-to-end cost transparency: accounting for costs with a clear picture of risks associated with low-cost strategiesVisibility: emphasizing on data-sharing with partners and having full visibility of the supply network A significant proportion of organizations are taking the necessary measures to build capabilities around the first three dimensions, with 84% citing improving crisis-preparedness as a priority post-COVID. In addition, 65% of organizations are actively investing in localizing or regionalizing their supplier and manufacturing base to reduce risk and be closer to their customers. As many as 65% of organizations are actively investing in localizing or regionalizing their supplier and manufacturing base in order to reduce risk and to be closer to their customers Diversifying the supply chain is also front of mind; 68% of businesses are investing in diversifying their supplier base and 62% in diversifying their manufacturing base. However, Capgemini found that only a small proportion have the necessary levels of supply chain agility (21%), optimization of end-to-end costs (20%) and visibility (9%). Building resilience across an entire product range is expensive, time-consuming and often impractical. Instead, organizations should identify the areas where building resilience is critical and create an end-goal of building a resilient mindset throughout the entire product lifecycle. Investment is key to building supply chain resilienceA resilient supply chain requires investment and businesses are starting to recognize this, with 57% planning to increase their investment in improving supply chain resilience. In addition, organizations are investing in technologies that make supply chains more autonomous and intelligent. Both are key enablers of resilience, allowing supply chains to sense and adapt more quickly to changes or disruptions. Almost half (47%) of organizations are accelerating their investments in automation and 39% in robotics, with the Internet of Things (IoT) and Artificial Intelligence (AI) also among the top focus areas. Investments in certain technologies which are critical for building long-term resilience, such as control towers that enable increased visibility and digital twins that support contingency planning, are expected to accelerate at a slower pace than others – a gap that organizations must address cites the report. Sustainability will also see significant investment as a result of the pandemicMore than three quarters of organizations (77%) recognize the need for change, saying they are accelerating their investments in supply chain sustainability over the next three years, with logistics and manufacturing the key focus areas. This shift is not just crisis-driven; businesses are increasingly recognizing changing consumer preferences in favor of green alternatives and the fact that they are willing to back this up with their buying decisions. “Enterprises must rethink their supply chain strategy and determine the right level of resilience that they are prepared to build into their value chain, ensuring that this is embedded throughout research and development, planning and execution,” says Roshan Gya, Managing Director, Global Head of Operations Transformation for Capgemini Invent. "Beyond efficiency, managing resilience and sustainability will become key targets for leadership team.” For further information and the recommendations based on the research, access the full report here. Research MethodologyCapgemini’s research followed a two-pronged approach. 1,000 supply chain executives at director level or above were surveyed between August and September of 2020; each was from an organization reporting revenues of more than $1 billion for the last financial year. Organizations surveyed were from the United States, France, Germany, United Kingdom, India, Italy, Spain, Netherlands, Sweden, Norway and China and were across four industries: consumer products, retail, discrete manufacturing and life sciences manufacturing. In addition to the survey, Capgemini conducted more than ten in-depth discussions with senior supply chain executives. These interviews discussed the impact of COVID-19 on supply chains, the path to recovery, and how organizations can be better prepared for future disruptions. About Capgemini Capgemini is a global leader in consulting, digital transformation, technology, and engineering services. The Group is at the forefront of innovation to address the entire breadth of clients’ opportunities in the evolving world of cloud, digital and platforms. Building on its strong 50-year heritage and deep industry-specific expertise, Capgemini enables organizations to realize their business ambitions through an array of services from strategy to operations. A responsible and multicultural company of 265,000 people in nearly 50 countries, Capgemini’s purpose is to unleash human energy through technology for an inclusive and sustainable future. With Altran, the Group reported 2019 combined global revenues of €17 billion. Visit us at www.capgemini.com. About the Capgemini Research InstituteThe Capgemini Research Institute is Capgemini’s in-house think-tank on all things digital. The Institute publishes research on the impact of digital technologies on large traditional businesses. The team draws on the worldwide network of Capgemini experts and works closely with academic and technology partners. The Institute has dedicated research centers in India, Singapore, the United Kingdom and the United States. It was recently ranked #1 in the world for the quality of its research by independent analysts. Visit us at https://www.capgemini.com/researchinstitute/ 1 Source: Capgemini Research: Consumer Products and Retail: How sustainability is fundamentally changing consumer preferences Attachments CRI_Supply chain research_Infographic 2020_11_24_Capgemini Press Release_Supply Chain Resilience_EN
Wonchan Lee has notified the Board of Anoto Group AB (publ) (“Anoto”) that he, due to personal reasons, is leaving his position as member of the Board of Directors of Anoto with immediate effect. Wonchan Lee has been a member of the Board of Anoto since May 2020. The Nomination Committee will, within its mandate, present a proposal for a new member of the Board of Directors to replace Wonchan Lee for the period until the end of the next Annual General Meeting at an Extraordinary General Meeting to be announced as soon such a proposal is available. “Despite a short tenure, Mr. Lee was a thoughtful member of the board. I thank him for his valued service and wish him the best in his future endeavours,“ says Perry Ha, Chairman of the Board of Directors of Anoto. For further information, please contact: Johannes Haglund, Chief of Staff, Anoto Group AB For more information about Anoto, please visit www.anoto.com or email firstname.lastname@example.org Anoto Group AB (publ), Reg.No. 556532-3929, Flaggan 1165, SE-116 74 Stockholm The information was submitted for publication, through the agency of the contact person set out above, on November 24, 2020 at 08:30 CET. About Anoto Group Anoto is a publicly held Swedish technology company known globally for innovation in the area of information-rich patterns and the optical recognition of those patterns. It is a leader in digital writing and drawing solutions, having historically used its proprietary technology to develop smartpens and the related software. These smartpens enrich the daily lives of millions of people around the world. Anoto currently has three main business lines: Livescribe retail, Enterprise Forms and OEM. Anoto also owns Knowledge AI, a leading AI based education solution company, as its majority-controlled subsidiary. Anoto is traded on the Small Cap list of Nasdaq Stockholm under ANOT. Attachment PR_Wonchan Lee Resignation (En)
Dublin, Nov. 24, 2020 (GLOBE NEWSWIRE) -- The "Non-Invasive Neurostimulation Devices Market, 2020-2030" report has been added to ResearchAndMarkets.com's offering. The 'Non-Invasive Neurostimulation Devices Market, 2020-2030' report features an extensive study of the current market landscape and the future potential of non-invasive neurostimulation devices in treating different chronic conditions. It features an in-depth analysis, highlighting the capabilities of various stakeholders engaged in this domain. One of the key objectives of the report was to estimate the existing market size and potential growth opportunities for non-invasive neurostimulation devices. Based on parameters, such as target consumer segments, likely adoption rates and expected pricing, we have provided an informed estimate on the likely evolution of the market over the period 2020-2030. The report also features the likely distribution of the current and forecasted opportunity within the non-invasive neurostimulation devices market across [A] type of stimulation technology (TENS/TMS/nVNS/other types), [B] target indication (chronic pain/epilepsy/major depressive disorder/migraine), and [C] key geographical regions (US/Canada/UK/Germany/France/Spain/Italy/Australia/China/Japan). In order to account for the uncertainties associated with some of the key parameters and to add robustness to our model, we have provided three market forecast scenarios namely the conservative, base and optimistic scenarios, which represent three different tracks of the industry's evolution.In addition to other elements, the study includes: A detailed assessment of the overall landscape of the non-invasive neurostimulation devices market, highlighting the contribution of industry players and providing information on various types of non-invasive neurostimulation devices (transcutaneous electrical nerve stimulation (TENS), transcranial magnetic stimulation (TMS), electromagnetic stimulation (EMS), non-invasive vagus nerve stimulation (nVNS) and others), target therapeutic areas (pain management, inflammatory disorders, neurological disorders, psychological disorder, movement disorders and others), regulatory/development status (USFDA, CE Mark, Health Canada, TGA Australia, CFDA, MHLW and others), and the key device specifications, including number of stimulation modes, number of electrodes, size, weight, battery type, regulatory stance, professional assistance requirement and regulatory/reimbursement status.An insightful competitiveness analysis of various non-invasive neurostimulation devices, including TENS, TMS, EMS, nVNS and others, taking into consideration the supplier power and product specifications.Elaborate profiles of the key players developing non-invasive neurostimulation devices. Each company profile features an overview of the company, its financial information (if available), a detailed description of the device(s), recent developments and an informed future outlook.An elaborate discussion on the regulatory landscape for market authorization of medical devices, as well as the guidelines related to their reimbursement across different countries.An in-depth analysis of the patents that have been filed/granted for non-invasive neurostimulation devices since 2016, highlighting key trends associated with these patents, across type of patents, publication year, issuing authority/patent offices involved, CPC symbols, emerging focus areas, leading players, patent characteristics and geography. It also includes a detailed patent benchmarking and valuation analysis.An analysis of the partnerships that have been inked by the stakeholders in this domain since 2016, covering distribution agreements, research agreements, clinical trial agreements, commercialization agreements, merger and acquisition, licensing agreements, product development and commercialization and research and development agreements.A discussion on the upcoming opportunities/trends in the field of non-invasive neurostimulation devices that are likely to impact the evolution of this market over the coming years. Key Topics Covered: 1. PREFACE1.1. Scope of the Report1.2. Research Methodology1.3. Chapter Outlines2. EXECUTIVE SUMMARY3. INTRODUCTION3.1. An Overview of the Nervous system3.2. Neurological Disorders3.2.1. Conventional Treatment Methods for neurological Disorders3.3. An Overview of Neurostimulation Devices3.3.1. Historical Development3.4. General Components and Working principle3.4.1. Types of Neurostimulation Devices22.214.171.124. Invasive Neurostimulation Devices126.96.36.199.1. Spinal Cord Neurostimulation (SCS)188.8.131.52.2. Deep Brain Stimulation (DBS)184.108.40.206.3. Peripheral Nerve Stimulation220.127.116.11. Non-Invasive Neurostimulation Devices18.104.22.168.1. Transcutaneous Electrical Nerve Stimulation (TENS)22.214.171.124.2. Repetitive Transcranial Magnetic Stimulation (rTMS)126.96.36.199.3. Transcranial Direct Current Stimulation (tDCS)3.4.2. Advantages and Limitations of Neurostimulation Devices3.4.3. Growth Drivers and Roadblocks4. REGULATORY AND REIMBURSEMENT LANDSCAPE FOR MEDICAL DEVICES4.1. Chapter Overview4.2. General Regulatory and Reimbursement Guidelines for Medical Devices4.3. Regulatory and Reimbursement Landscape in North America4.3.1. The US Scenario188.8.131.52. Regulatory Authority184.108.40.206. Review / Approval Process220.127.116.11. Reimbursement Landscape18.104.22.168.1. Payer Mix22.214.171.124.2. Reimbursement Process4.3.2. The Canadian Scenario126.96.36.199. Regulatory Authority188.8.131.52. Review / Approval Process184.108.40.206. Reimbursement Landscape220.127.116.11.1. Payer Mix18.104.22.168.2. Reimbursement Process4.4. Regulatory and Reimbursement Landscape in Europe4.5. Regulatory and Regulatory Landscape in Asia-Pacific5. CURRENT MARKET LANDSCAPE5.1. Chapter Overview5.2. Non-Invasive Neurostimulation Devices: Overall Market Landscape5.2.1. Analysis by Type of Stimulation Technology5.2.2. Analysis by Target Nerve / Physiological Region5.2.3. Analysis by Therapeutic Area5.2.4. Analysis by Status of Development5.2.5. Analysis by Number of Stimulation Modes5.2.6. Analysis by Number of Electrodes5.2.7. Analysis by Size5.2.8. Analysis by Weight5.2.9. Analysis by Battery Type5.2.10. Analysis by Regulatory Stance5.2.11. Analysis by Professional Assistance Requirement5.2.12. Analysis by Reimbursement / Insurance Coverage5.3. Non-Invasive Neurostimulation Devices: Analysis of Developers5.3.1. Analysis by Year of Establishment5.3.2. Analysis by Company Size5.3.3. Analysis by Geographical Location5.4. Non-Invasive Neurostimulation Devices: List of Additional Devices6. PRODUCT COMPETITIVENESS ANALYSIS6.1. Chapter Overview6.2. Assumptions and Key Parameters6.3. Methodology6.4. Competitiveness Analysis: TENS devices6.5. Competitiveness Analysis: TMS devices6.6. Competitiveness Analysis: EMS devices6.7. Competitiveness Analysis: nVNS devices6.8. Competitiveness Analysis: Other devices7. COMPANY PROFILES7.1. Chapter Overview7.2. Non-Invasive Neurostimulation Devices Developers in North America7.2.1. AcuKnee22.214.171.124. Company Overview126.96.36.199. Product Portfolio188.8.131.52. Recent Developments and Future Outlook7.2.2. AxioBionics7.2.3. BioMedical Life Systems7.2.4. HiDow184.108.40.206. Company Overview220.127.116.11. Product Portfolio18.104.22.168. Recent Developments and Future Outlook7.3. Non-Invasive Neurostimulation Devices Developers in Europe7.3.1. CEFALY Technology22.214.171.124. Company Overview126.96.36.199. Financial Information188.8.131.52. Product Portfolio184.108.40.206. Recent Developments and Future Outlook7.3.2. Natures Gate Tens7.3.3. neuroCare7.3.4. Neuroelectrics7.4. Non-Invasive Neurostimulation Devices Developers in Asia-Pacific and Rest of the World7.4.1. Johari Medtech / Johari Digital Healthcare Limited220.127.116.11. Company Overview18.104.22.168. Financial Information22.214.171.124. Product Portfolio126.96.36.199. Recent Developments and Future Outlook7.4.2. OMRON Healthcare7.4.3. RITM7.4.4. SUNMAS8. PATENT ANALYSIS8.1. Chapter Overview8.2. Scope and Methodology8.3. Non-Invasive Neurostimulation Devices: Patent Analysis8.3.1. Analysis by Publication Year8.3.2. Analysis by Issuing Authority / Patent Offices Involved8.3.3. Analysis by CPC Symbols8.3.4. Emerging Focus Areas8.3.5. Leading Players: Analysis by Number of Patents8.4. Non-Invasive Neurostimulation Devices: Patent Benchmarking Analysis8.4.1. Analysis by Patent Characteristics8.5. Non-Invasive Neurostimulation Devices: Patent Valuation Analysis8.6. Leading Patents by Number of Citations9. PARTNERSHIP AND COLLABORATIONS9.1. Chapter Overview9.2. Scope and Methodology9.3. Non-Invasive Neurostimulation Devices: List of Partnerships and Collaborations9.3.1. Analysis by Year of Partnership9.3.2. Analysis by Type of Partnership9.3.3. Analysis by Type of Partner9.3.4. Analysis by Year of Partnership and Type of Partner9.3.5. Analysis by Type of Stimulation Technology9.3.6. Analysis by Target Therapeutic Area9.3.7. Most Active Players: Analysis by Number of Partnerships9.3.8. Regional Analysis9.3.9. Intercontinental and Intracontinental Agreements10. MARKET FORECAST10.1. Chapter Overview10.2. Scope and Methodology10.3. Forecast Methodology and Key Assumptions10.4. Global Non-Invasive Neurostimulation Devices Market10.5. Global Non-Invasive Neurostimulation Devices Market, 2020-2030: Distribution by Type of Device and Indication10.5.1. Global TENS Devices Market, 2020-2030 (By Value)10.5.2. Global TENS Devices Market, 2020-2030 (By Volume)10.5.3. Global TMS Devices Market, 2020-2030 (By Value)10.5.4. Global TMS Devices Market, 2020-2030 (By Volume)10.5.5. Global nVNS Devices Market, 2020-2030 (By Value)10.5.6. Global nVNS Devices Market, 2020-2030 (By Volume)10.5.7. Global Other Non-Invasive Neurostimulation Devices Market, 2020-2030 (By Value)10.5.8. Global Other Devices Market, 2020-2030 (By Volume)10.6. Global Non-Invasive Neurostimulation Devices Market, 2020-2030: Distribution by Geography11. EXECUTIVE INSIGHTS11.1. Chapter Overview11.2. Cala Health11.2.1. Company Snapshot11.2.2. Interview Transcript: Renee Ryan, Chief Executive Officer11.3. BioElectronics11.3.1. Company Snapshot11.3.2. Interview Transcript: Sree N Koneru, Vice President, Product Development11.4. Fisher Wallace Laboratories11.4.1. Company Snapshot11.4.2. Interview Transcript: Chip Fisher, Chairman12. FUTURE GROWTH OPPORTUNITIES12.1. Chapter Overview12.2. Development of Devices to Address the Needs of Unexplored Therapeutic Areas12.3. Integration of Novel and Advanced Features in Devices12.4. Launch / Commercialization of Devices Across Different Geographies12.5. Increased Utilization of Real World Data Based Insights to Optimize Device Performance and Support Regulatory / Reimbursement Decisions12.6. Implementation of Cybersecurity Measures to Tackle Device Hacks13. APPENDIX 1: TABULATED DATA For more information about this report visit https://www.researchandmarkets.com/r/lgvfbu Research and Markets also offers Custom Research services providing focused, comprehensive and tailored research. 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Star condemned Trump for refusing to concede
Prime Minister Boris Johnson revealed details of the Government’s winter pandemic plan on Monday. Now, as England looks ahead to exiting the national lockdown, how have the tiers changed? Boris Johnson has confirmed that the national lockdown will end on December 2, to be replaced with the new tier system.
China’s latest trip to the moon is another milestone in the Asian powerhouse’s slow but steady ascent to the stars. China became the third country to put a person into orbit a generation ago and the first to land on the far side of the moon in 2019. Future ambitions include a permanent space station and putting people back on the moon more than 50 years after the U.S. did.
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Boris Johnson is thrashing out plans with the devolved leaders for families to reunite over Christmas amid hopes that restrictions under the new Covid tier system will be over by Easter. The talks between the Government and the devolved administrations of Scotland, Wales and Northern Ireland are continuing in a bid to find a common approach to household mixing over the festive period. Mr Johnson confirmed on Monday that England will return to a regional tier system from December 2, but was unable to spell out any further details for Christmas.
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The Chinese Uber for trucks Manbang announced Tuesday that it has raised $1.7 billion in its latest funding round, two years after it hauled in $1.9 billion from investors including SoftBank Group and Alphabet Inc's venture capital fund CapitalG. The news came fresh off a Wall Street Journal report two weeks ago that Manbang was seeking $1 billion ahead of an initial public offering next year. The company declined to comment on the matter, though its CEO Zhang Hui said in May 2019 that the firm was "not in a rush" to go public.
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China on Tuesday reported two new coronavirus cases in the cities of Shanghai and Tianjin as it seeks to prevent small outbreaks from becoming larger ones. The National Health Commission said that there were two new locally spread cases in the previous 24-hour period, one in each city. It also reported 20 cases among people who had arrived from overseas.
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French President Emmanuel Macron is expected to announce a reworking of the country’s Covid-19 lockdown rules in a televised speech Tuesday night following a drop in nationwide infections. France is expected to start easing Covid-19 lockdown rules in coming weeks, carrying out the process in three stages so as to avoid a new flareup in the pandemic, according to senior officials.In his speech Tuesday, Macron is expected to announce an adjustment of restrictions that have been in place since October 30."Emmanuel Macron will give prospects over several weeks, especially on how we adjust our strategy. What is at stake is adapting lockdown rules as the health situation improves while avoiding a new flare-up in the epidemic," government spokesman Gabriel Attal told the French weekly, Le Journal Du Dimanche."There will be three steps to (lockdown) easing in view of the health situation and of risks tied to some businesses: a first step around December 1, then before the year-end holidays, and then from January 2021," Attal added.Macron had said France's second national lockdown would last at least four weeks. Curbs include the closure of non-essential stores, restaurants and bars.But with recent data showing France on track to rein in a surge in coronavirus infections, the government is under pressure from shops and businesses to ease restrictions in time for the Christmas shopping season, when many retailers make the bulk of their annual turnover."We had committed to allow them (shopkeepers) to reopen around December 1 if the health situation improved, which seems to be the case," Attal said.Bars and restaurants, however, "will continue to experience restrictions," he added.Light at end of 'long, dark tunnel'Macron’s address comes a day after drug firm AstraZeneca and Oxford University announced a vaccine in development had proved “very effective” in trials involving 23,000 people.The announcement came after other trials of drugs developed by Pfizer/BioNTech and Moderna announced effectiveness above 90 percent.The developments have provided a boost to virus-weary citizens across the globe as the holiday season approaches.While World Health Organization Director-General Tedros Adhanom Ghebreyesus hailed the latest batch of results as light at the end of the "long dark tunnel", he cautioned the world had to ensure drugs were distributed fairly."Every government rightly wants to do everything it can to protect its people," Tedros said. "But there is now a real risk that the poorest and most vulnerable will be trampled in the stampede for vaccines."On Thursday, French Health Minister Olivier Veran said the country will win its battle against the coronavirus but it is a struggle that will take time, warning the lockdown was not yet over.(FRANCE 24 with AP, AFP and REUTERS)