Jackson State tops Southern 41-13, wins SWAC Championship and berth in Celebration BowlAs the young boy approached the cow with a bucket of milk, eager to carry out his duty, he noticed something peculiar. The milk in the bucket had a slightly pinkish hue, like rose petals floating in a stream. Unaware of the danger that lurked within, the boy hesitated for a moment before taking a sip from the bucket.

In conclusion, China's economic outlook in 2024 is characterized by multiple drivers that are propelling high-quality development. From innovation and sustainability to efficiency and global integration, these factors are shaping a dynamic and evolving economic landscape that offers opportunities for growth and prosperity. By leveraging these drivers effectively and addressing key challenges, China is poised to maintain its position as a global economic powerhouse in the years ahead.

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Amazon, known for its vast marketplace and innovative services, has continually shown its commitment to supporting small and medium-sized enterprises (SMEs). With Intuit, a leader in financial management solutions for small businesses, joining forces, the partnership is poised to deliver a comprehensive suite of tools and resources tailored to meet the specific needs of entrepreneurs and business owners.We are talking about the Estonian city of Narva, which is squeezed along the border of Estonia with Russia and which resists, as they claim, constant provocations from Moscow every day, from interference with satellite navigation, to hijacked border demarcation buoys, blaring propaganda, surveillance drones... "We don't intend to start a Third World War, but we see constant attempts to provoke us into doing something that would have a bigger impact," said Egert Belitšev, director general of the Estonian Police and Border Guard Board. As Politico explains, about a quarter of Estonia's population of 1.4 million are ethnic Russians. Most have Estonian citizenship and most feel close ties to Estonia, but the Kremlin is a "master of exploiting ethnic differences" and therefore always provides special protection for the Russian diaspora. This was done in Georgia and Moldova and it was the pretext for the invasion of Ukraine. Now there are fears, and they are growing, that the Kremlin could play the same card and try to seize eastern Estonia, with its large population of ethnic Russians, and then provoke NATO into launching a global war in response. Failure to react, on the other hand, would show that the common defense provision of NATO in Article 5 is meaningless. Russian President Vladimir Putin even suggested in 2022, shortly after Moscow launched an all-out war against Ukraine, that Narva was historically part of Russia. Narva is the third largest city in Estonia, and is closer to Saint Petersburg than Tallinn. Of the approximately 56,000 inhabitants, 96 percent speak Russian, and a third have Russian passports. Describing the city as "the end of the free world," Belichev, an ethnic Estonian security official, doesn't think Estonia's NATO allies are ready for what could happen here. About 900 British soldiers are deployed in the country as part of the multinational NATO force at the "Tapa" airbase west of Tallinn; France also has troops there. The British government has pledged to put its 4th Brigade Combat Team on standby for rapid deployment. NATO has created battle groups in most of its eastern member states and plans to expand those groups in Latvia and Lithuania, but has not committed to this in Estonia due to shortages in the British army, which has only two armored brigades at its disposal. If Russia were to attack, it is unlikely that the NATO forces in "Tapa", supplemented by 7,700 Estonian active personnel (increased to 43,000 in case of war), would have enough firepower to repel the offensive. Furthermore, a recent visit by a Belgian delegation focused on how to evacuate its nationals. For Tallinn, the question of what to do with its large neighbor to the east is existential. The smallest Baltic state already spends 3.4 percent of its GDP on defense and plans to increase that to 3.7 percent next year, well ahead of larger EU countries. The fear in Tallinn is what happens after the war in Ukraine subsides, and if Russia takes advantage of any lull in the fighting to attack the vulnerable NATO country. That threat makes border policing even more important. "When there is an invasion, it is already too late," said Estonian Defense Minister Hanno Pevkur. "We need to look at the early warning system and be clear in advance that we will react immediately if the first person comes across the border," he adds. Estonia has a long and bitter experience as a Russian colony. It regained its independence only in 1991 after the collapse of the Soviet Union, and since then has rushed to tighten ties with the EU and NATO. Anti-tank dragon's teeth have already been installed in Narva, in order to protect against a quick Russian invasion. Belitšev said the plan is to cover every meter of Estonia's 338-kilometer border with Russia with surveillance technology. But that is easier said than done, points out Politico. First, there is a 77-kilometer section that runs along the Narva River. Russia's removal of border buoys this summer has led to an increase in incursions into Estonian territory from 18 in the previous two years to 96 this year. Without the floating markers, Estonian guards have trouble distinguishing between random trespassers and brazen attempts to break into the EU. "If there are no buoys in the river, it causes a lot of mistakes," Belitšev said. Russian blocking of GPS signals in the area also makes it difficult to track aircraft or drones and detect smugglers, while also making it impossible for rangers to pinpoint locations in the wild. South of Narva, the border passes 126 kilometers through Lake Peipus, after which it winds south another 136 kilometers through two road crossings at Koidula and Luhhamaa, near where Kohver was captured, cutting through the marsh. While wet terrain is a natural barrier in summer, it hardens in cold temperatures. "It's like an airport in winter," Belitšev said. "You can land a plane there if you want." Podeli:Watson and Loyola Chicago defeat South Florida 74-72

A water taxi travels on the Fraser River past cargo containers stacked at Fraser Surrey Docks below houses on a hill, in Surrey, B.C., on Nov. 4. DARRYL DYCK/The Canadian Press Daniel Schwanen is senior vice-president at the C.D. Howe Institute. Ari Van Assche is a fellow-in-residence with the institute and co-director of the International Institute for Economic Diplomacy at HEC Montréal. They are the authors of the institute’s recent report “The Reconfiguration of Global Supply Chains.” The supply chains serving Canadian markets cannot seem to catch a break. Over the past five years, they have been battered by global economic uncertainties, due diligence legislations and domestic logistical bottlenecks. Now, with U.S. president-elect Donald Trump vowing to impose a 25-per-cent tariff on all imports from Canada as soon as he takes office, and our government poised to retaliate , these supply chain troubles are bound to persist. While countries such as the United States and Australia have already adopted national supply chain strategies to enhance the security and resilience of their supply chains, Canada remains behind. This lag is concerning and demands swift action. Our government must recognize the urgent need for a comprehensive supply chain strategy that recognizes the vital role of efficient supply chains in this country’s prosperity, de-risks chokepoints that may disrupt the supply of essential goods to Canadian markets and fortifies our position within the critical supply chains that serve our major trading partners. Canada’s supply chain woes have emerged from multiple fronts. The COVID-19 pandemic starkly exposed how breakdowns in distant parts of the supply chain can quickly lead to crippling goods shortages in the Canadian market. Geopolitical tensions, such as the U.S.-China trade war and Mr. Trump’s promise to impose tariffs on Canada and Mexico have further complicated supply chain dynamics, compelling businesses to adapt and reconfigure their operations – sometimes through friendshoring and reshoring – to maintain efficiency and competitiveness. Domestically, infrastructure issues and due diligence legislations have compounded these supply chain challenges. Canada’s vast geography and reliance on a limited number of transportation corridors make the country particularly susceptible to disruptions. Rail blockades, port strikes and extreme weather events have all contributed to significant supply chain disruptions that have increased costs for Canadian businesses. Additionally, due diligence laws, such as Canada’s modern slavery act, while necessary, have added further complexity, mandating companies to take concrete steps to “know their suppliers” to prevent human rights and environmental violations within their supply chains. In the face of such persistent challenges, it is imperative for Canada to develop a comprehensive supply chain strategy that can strengthen the efficiency and resiliency of its supply chains. The stakes are high – Canada’s prosperity depends on it. Well-functioning supply chains are key for tackling issues such as affordability, productivity and security, which are essential for improving the standard of living for all Canadians. The cornerstone of Canada’s supply chain strategy must be to invest in and support the formation of open, diverse, reliable and socially responsible international supply chains. For most products, the globalized nature of supply chains is a boon for our prosperity. To further streamline them, we must take concrete actions to facilitate trade both within and across Canadian borders, invest in our aging transportation infrastructure and develop robust traceability standards that can improve our firms’ global supply chain mapping capabilities. De-risking supply chains is vital in strategic industries that are central to our economic stability. To safeguard these sectors from supply chain disruptions, Canada must present an integrated, data-driven approach to its supply chain strategy. The strategy needs to identify those strategic sectors that are vital to our national interests, monitor potential chokepoints within their associated supply chains and determine the preferred risk mitigation strategies. This could include diversifying our supplier base, investing in domestic production capabilities and forging stronger international partnerships. Canada’s supply chain strategy must employ a similar data-driven approach to pinpoint our strongpoints within the critical supply chains that support our major trading partners. By understanding the importance of Canadian products in the supply chains that serve the U.S., China and others such as critical minerals, energy resources, medical technology and automotive components, we can better withstand tariff pledges and shape our strategic engagements with these nations. Investing in these strongpoints not only boosts our economic resilience but also strengthens our position in the global market. Bottom-line: Canada’s supply chains are at a crossroads. They face challenges that are significant, but not insurmountable. By adopting a comprehensive supply chain strategy, the Canadian government can turn these challenges into opportunities. This proactive approach would not only stabilize the current trade environment but also position our country as a resilient and competitive player in the global market. The time for action is now, and with the right strategy Canada can boost its chances for a prosperous economic future.

The success of XGP at The Game Awards is a testament to the power of creativity and innovation in the gaming industry. As players around the world eagerly await the results of the awards ceremony, the anticipation and excitement surrounding XGP continue to grow. The game has not only captured the hearts of players but has also set a new standard for excellence in game design and storytelling.In conclusion, Jack Ma's 3-minute speech was more than just a collection of words; it was a powerful testament to his vision, values, and commitment to making a difference. His speech resonated with individuals from all walks of life and served as a source of inspiration for many. The signals released by Jack Ma's speech - of innovation, collaboration, education, empowerment, and social responsibility - will continue to echo far beyond those 3 minutes, shaping the future for the better.The investment promotion conferences, which took place in major cities across the provinces of Zhejiang, Guangdong, and Jiangsu, attracted a diverse range of attendees, including small and medium-sized enterprises, cross-border e-commerce sellers, and industry experts. The events featured presentations by AliExpress executives, informative workshops, and networking opportunities for participants to discuss potential collaborations and business opportunities.

However, the debate surrounding the promise of immediate action highlights the broader tensions within the political landscape. It reflects a deeper divide between those who advocate for swift and radical reforms and those who prioritize caution and consultation in governance. Finding a balance between these competing visions will be crucial for the success of the new government and the well-being of the country.

Packworks, a Filipino startup that provides a business-to-business (B2B) open platform to sari-sari stores, has achieved a major milestone by winning four awards at the KMC Startup Awards 2024 during its gala night on November 15. The company was recognized for its innovative contributions to empowering sari-sari stores and shaping the future of hyperlocal retail in the Philippines. Packworks earned the gold honor in the Tech Innovator category for revolutionizing the grassroots retail sector in the Philippines. Packworks' platform empowers over 300,000 sari-sari stores nationwide by digitizing their daily operations with tools for pricing, inventory management, and sales tracking, while also providing access to working capital loans. Partner stores benefit from increased income through exclusive discounts from partner FMCG brands and companies, making the platform a game-changer for small-scale retailers. Register to read this story and more for free . Signing up for an account helps us improve your browsing experience. OR See our subscription options.Low-temperature burns, also known as scalds, can be caused by hot liquids, steam, or objects at temperatures lower than the typical threshold for thermal injury. Hot water bottles, when filled with boiling water, can easily exceed this threshold and cause burns if they come into direct contact with the skin for an extended period. The skin may appear red, stiff, and painful, similar to a sunburn, but with the added risk of blistering and further complications.None

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Moreover, the growing popularity of podcasts and audiobooks has contributed to the expanding market for audio content, presenting new revenue streams and business opportunities for companies like Himalaya. As consumers increasingly turn to audio formats for entertainment, education, and information, the demand for high-quality audio content has surged, creating a fertile ground for businesses to thrive in the audio streaming industry. Himalaya's IPO comes at a time when the commercial value of audio content is reaching new heights, providing the platform with favorable conditions to attract investors and drive growth.Opposition fighters are at Damascus' gates. Who are they and what now?

US News Today Live Updates on December 8, 2024 : Donald Trump says US should avoid Syria: ‘This is a mess, but not our fight, let it play out’

Optimizing Infusion Chair Time for Oncology Trials: Follow-Up StudyAs the game progressed, Atalanta began to impose their will on the game, pressing high and pinning Real Madrid back in their own half. The breakthrough came in the second half, as Zapata latched onto a pinpoint cross from Robin Gosens to powerfully head home and give Atalanta the lead. Real Madrid responded by throwing men forward in search of an equalizer, but Atalanta's resolute defense held firm, repelling wave after wave of attacks.Opposition fighters are at Damascus' gates. Who are they and what now?

Experts Predict Record Snowfall for Pacific Northwest: Here's How To Make the Most of This Ski SeasonIn four years. the four distribution companies of Tata Power Co Ltd., operating in Odisha, have improved operations substantially thus becoming a model for other states to emulate, a top company executive said. The four distribution companies (Discoms) include TP Central Odisha Distribution Ltd. (TPCODL), TP Western Odisha Distribution Ltd. (TPWODL), TP Northen Odisha Distribution Ltd. (TPNODL) and TP Southern Odisha Distribution Ltd. (TPSODL). “We [TPCODL] came in 2020 and subsequently the other three discoms came in 2021. From there we have travelled a lot. If you see just one parameter which everybody looks at that is Average Technical & Commercial (AT&C) loss we [all 4 discoms] have reduced it by almost 10% collectively for the State of Odisha,” Arvind Singh, CEO, TPCODL, told The Hindu in an interview. “Reliability has improved substantially. Now, the ability to restore electricity has gone up primarily because we have got more trained manpower, lot of materials have been kept in locations and losses have reduced,” he said. So as far as consumers are concerned especially in urban areas and industrial areas, the availability of power is very high, Mr. Singh said adding even in rural areas, the availability is over 23 hours. “This is a very high number. It must be one of the best in India,” he emphasised. Since coastal Odisha is a cyclone prone area and the cyclonic storms hit with a notice of 3 hours, Tata Power has put in place a strategy for fast response and restoration of supplies. “We are much better prepared now to deal with frequent cyclones which hit the coasts in 3 hours notice. The response to the recent Cyclone Dana is the perfect example,” he said. Commenting on the overall performance he said, “Business is doing well. Even on the financial side all four discounts are making profits. That is the turnaround that has happened.” Stating that bill collection has improved to near 100% now and billing efficiency has been improving every year, he said “In every report on transmission, Odisha comes first. And this was a challenge which Tata Power took and really succeeded” “Now this is becoming a model at the national level. People in other states are looking at us as to how we did it,” he added. The discoms have adopted the best practices for safety of their employees and technology has been used extensively for efficient customer service. Climbing on poles (Monkey climbing) by employees to fix supply issues has stopped completely and unless there is a ladder and one has a full body harness, and hook oneself, no one is allowed to go. “The whole scenario has changed and now we have come a long way,” he added. Like most Tata Group companies the discoms are providing maximum emphasis on gender diversity and employing women. Some of the subdivisions are entirely manned by women in DPWODL and women are being given opportunities in diverse areas. “In traditional areas like IT, HR, administration, they’re already there. Even in technical areas, for engineering, even going to site, survey of site, we have got women employees,” Mr Singh said. A meter testing lab has an all-women team. Artificial intelligence is being used at multiple places. The discoms have got robotic process automation also. “When you apply for a connection, when a document comes, the form gets filled up on its own. And Optical Character Recognition (OCR) facility is there,” he said. Technology is being used to recognise if device is a meter or not. “The meter reader has artificial intelligence which recognizes the meter and in meter reading there no human intervention. So nobody can suppress the reading on the sheet,” he said. Today the discoms are attending to customer complaints through X and also receiving complaints via missed call. Published - December 25, 2024 07:05 pm IST Copy link Email Facebook Twitter Telegram LinkedIn WhatsApp RedditBattles over books in school libraries have become emblematic of the country’s larger culture wars over race, historical revisionism and gender identity.

The University of Arizona’s Eller College is launching an accelerated MBA program to allow experienced professionals and recent graduates to complete the studies in one year, half the traditional time. The program, spanning 10 months, will begin in summer 2025 for its first cohort of students, offering them a chance to pursue a master's of business administration at a reduced cost and with less time away from professional jobs. “This is a national trend. The interest in a two-year MBA has been waning, because it’s extremely costly for the student to leave the workforce for two years and to give up that revenue and join a full-time MBA program,” said Jayanthi Sunder, vice dean of programs and strategic initiatives at Eller College of Management, in an interview Thursday with the Arizona Daily Star. “But at the same time, there are students who want that immersive experience of a full-time, in-person program," which UA's new one-year MBA will offer, Sunder said. "Not everyone wants to do a weekend program or an evening program. So, some of them want to have that networking opportunity, that face-to-face feedback in their classes and what not.” The one-year program will now be the only option of a full-time MBA course at the college, said Pamela Jorden, assistant dean of MBA academic operations. The previously offered two-year program has been paused for the time being, she said. Students at the Eller College of Management at the University of Arizona. As a business school in a changing market, Eller must be flexible and recognize and meet student needs, Jorden said. While certain schools were closing down their full-time MBA programs, Eller wanted to “not close it, but fix it” and make its ranked program more marketable, she said. Eller's current full-time MBA program is ranked No. 26 this year among public universities and 50th overall by U.S. News & World Report. The idea is to appeal to students who are ambitious, driven and willing to work hard for one year and turbocharge their careers, Sunder said. “The biggest cost a student faces going into a two-year program is two years of lost income,” said Sunder. “Money is a huge deal, especially when it comes to MBAs,” agreed Ayusha Pendse, an Eller student pursuing a dual degree in Management Information Systems and an MBA. While the two-year MBA program has now been paused, Jorden said the college still offers students the option to do a dual degree where they could complete two degrees in two years, one of them being an MBA. “We believe, as the flagship university of the state, we need to provide them with the opportunities to make sure they stay in Arizona, get jobs in Arizona” and keep talent in the state, said Sunder. Sunder said Eller will be the first college in the state, and one of the early ones in the country, to offer a one-year MBA program. Curriculum The one-year MBA program will require students to complete “39 units of comprehensive business education,” delving into core business mastery, effective business communication, data and analytics training, real-world experience, and leadership and career development. Each part was curated with support from research and input from faculty and current students, administrators say. The overall tuition and fees for the program is $32,620 for Arizona residents and $54,874 for non-Arizona residents. This is less than the $52,244 tuition paid by Arizona residents in the two-year MBA's last class of 2025. Students at the Eller College of Management at the University of Arizona. The program will be divided into three semesters — summer, fall and spring. The summer semester will be remote learning, while the fall and spring will be in-person at Eller’s main campus. The previous two-year MBA program was spread over four semesters. The summer semester was designed to be remote due to a couple of reasons. The first is the visa issues faced by international students, which could hinder them from getting into the country by July, said Jorden. An added benefit of the online classes during the summer is to give recently graduated students the opportunity to pursue an internship over the summer, getting them real-world experience as well, said Sunder. While the core courses of the one-year program have been kept the same as the two-year program, with the addition of one marketing course, the number of electives has been reduced, said Jorden. Since the accelerated program cuts down the time students get for networking, job hunting and portfolio building, Jorden said it is flexible and customizable. If students feel one year is short, they can opt for a dual degree and it doesn’t change much for them, she said. However, students choosing the dual degree option will have to pay the dual degree tuition. The one-year MBA degree as it stands now is not a STEM (Science, Technology, Engineering and Mathematics) degree, but Jorden said Eller is working to get it that title down the line. The idea is to attract students and professionals from STEM backgrounds as well as Tucson leaders, she said. Among the programs previously offered by Eller, the only ones which qualified as STEM degrees were the MBA dual degrees. The evening MBA in Tucson, the executive MBA in Phoenix, the online MBA or the MBA concentrations and specializations were not STEM. Applications The application requirements for the one-year program won’t be very different, but will have a little more flexibility in terms of examinations such as GRE (Graduate Record Examinations) or GMAT (Graduate Management Aptitude Test), depending on each student's background, said Jorden. “We’re still looking for high GPA (Grade Point Average). We have to make sure they can do the program, and we’re not going to set people up to fail,” she continued. “We want to make sure they’ve got some quantitative skills." In certain instances, a GRE or GMAT will be required, "because we want again to make sure that the rigor of the program is something that they can do." Students at the Eller College of Management at the University of Arizona. Applications for the program’s first summer 2025 cohort were opened on Nov. 28. Upcoming deadlines are Dec. 15 for Round 1 applicants, Jan. 15 for Round 2 and international applicants, Feb. 1 for Round 3 and April 1 for Round 4. "The rounds are in place to encourage submission of applications, and it allows us to set expectations on when they should hear from us," wrote Janet Flores, the college's senior director of marketing and communications, in an email to the Star Friday. "The deadlines are chosen to spread out the submissions and straddle holidays. We admit on a rolling basis. The advantage to applying in the earlier rounds is that more seats and scholarships are available." May 31 is the "domestic student deadline," for U.S. citizens or green card holders who won't need a student visa to attend the program. International students have an earlier deadline to accommodate their visa processes. “Our recruiting team is really good and very experienced, and they are ready to talk to students,” said Sunder. “So, if you’re even thinking, ‘Oh, I’m not sure if this is the right program for me,’ I’d say schedule a call and talk to them. Because, they’d be happy to say, ‘No, you’re the perfect student for it,’ or they would say, ‘go out and work for two years and come back.’” Application information is available at eller.arizona.edu/programs/mba/one-year/admissions . Reporter Prerana Sannappanavar covers higher education for the Arizona Daily Star and Tucson.com . Contact her at psannappa1@tucson.com . Subscribe to stay connected to Tucson. A subscription helps you access more of the local stories that keep you connected to the community. Want to see more like this? Get our local education coverage delivered directly to your inbox. Higher Education ReporterNEW YORK, Nov. 27, 2024 (GLOBE NEWSWIRE) -- Wolf Popper LLP is investigating potential claims on behalf of purchasers of Symbotic Inc. (“Symbotic”) common stock (NASDAQ: SYM). SYM designs and develops an A.I.-powered robotic software platform for use in warehouses. After the market closed on November 18, 2024, SYM announced its fiscal fourth quarter and full year 2024 results. In addition, Symbotic disclosed it would need to restate its financial statements for the first three quarters of fiscal year 2024 with respect to its accounting of goods and services received. Before the market opened on November 27, 2024, Symbotic announced it wouldn’t be able to file its Annual Report on Form 10-K for the fiscal year ended September 28, 2024. Symbotic disclosed on November 25, 2024, it had identified errors in its revenue recognition related to cost overruns that are not billable on certain deployments, which additionally impacted system revenue recognized in the first three quarters of fiscal 2024. The total impact of the errors will lower system revenue, system gross profit, income (loss) before income tax, and adjusted EBITDA by $30 million to $40 million for fiscal 2024. Furthermore, Symbotic lowered its fiscal 2025 revenue and adjusted EBITDA guidance by 3.0% and 51.7%, respectively. Pre-market trading for Symbotic on November 27, 2024 indicates Symbotic’s stock price will open down over 31% to $25.34 per share. Investors who lost over $25,000 trading in Symbotic common stock and who would like to discuss the investigation should contact Adam Savett at (212) 451-9655, or asavett@wolfpopper.com . Wolf Popper has successfully recovered billions of dollars for defrauded investors. Wolf Popper’s reputation and expertise have been repeatedly recognized by courts that have appointed the firm to major positions in securities litigation. For more information about Wolf Popper, please visit the Firm’s website at www.wolfpopper.com . Attorney Advertising: Prior Results Do Not Guarantee a Similar Outcome. Wolf Popper LLP Adam Savett 845 Third Avenue New York, NY 10022 Tel.: (212) 451-9655 Email: asavett@wolfpopper.com