US labor market stays resilient

WASHINGTON – The number of Americans filing new claims for unemployment benefits was unchanged at a low level last week, pointing to continued labor market strength that is driving the economy.

Labor market resilience, together with elevated inflation have led financial markets and some economists to expect that the Federal Reserve could delay cutting interest rates until September. A few economists doubt that the U.S. central bank will lower borrowing costs this year.

“Overall, layoffs remain low,” said Rubeela Farooqi, chief U.S. economist at High Frequency Economics. “We expect a continuation of the current trend, with a further adjustment in the labor market coming from a moderation in hiring rather than a surge in firings.”

Initial claims for state unemployment benefits were unchanged at a seasonally adjusted 212,000 for the week ended April 13, the Labor Department said on Thursday.

Economists polled by Reuters had forecast 215,000 claims in the latest week. Claims have been bouncing around in a 194,000-225,000 range this year.

Unadjusted claims declined 6,756 to 208,509 last week. Filings in California jumped by 3,063. There were also notable increases in claims in Connecticut, Georgia and Oregon.

These were more than offset by a decline of 4,551 in filings in New Jersey. Claims in the state had surged in the prior week, a move that was blamed on layoffs in the accommodation and food services, transportation and warehousing, and public administration industries. There were also significant decreases in filings in Minnesota, Ohio, Pennsylvania and Wisconsin.

Fed Chair Jerome Powell backed away on Tuesday from providing any guidance on when rates might be cut, saying instead that monetary policy needed to be restrictive for longer. Financial markets initially expected the first rate cut to come in March, but the timing got pushed back to June and now to September as data on the labor market and inflation continued to surprise on the upside in the first three months of the year.

The Fed has kept its policy rate in the 5.25%-5.50% range since July. It has raised the benchmark overnight interest rate by 525 basis points since March of 2022.

The claims data covered the period during which the government surveyed businesses and other establishments for the nonfarm payrolls component of April’s employment report. Claims were unchanged between the March and April survey weeks. The economy added 303,000 jobs in March.

Stocks on Wall Street were trading higher. The dollar gained versus a basket of currencies. U.S. Treasury yields rose.

RISING LABOR SUPPLY

The Fed’s latest “Beige Book” report on Wednesday described employment as rising at a “slight pace overall” since late February, adding that “several districts reported improved retention of employees, and others pointed to staff reductions at some firms.”

It also noted that even as labor supply has improved, “many districts described persistent shortages of qualified applicants for certain positions, including machinists, trades workers and hospitality workers.”

Data next week on the number of people receiving benefits after an initial week of aid, a proxy for hiring, will offer more clues on the state of the labor market in April. The so-called continuing claims edged up 2,000 to 1.812 million during the week ending April 6, the claims report showed.

Though still low by historical standards, the slightly elevated level of continuing claims suggests it could be taking longer for some unemployed workers to land new jobs.

With the outlook for rate cuts uncertain, the average rate on the popular 30-year fixed-rate mortgage has drifted above 7%, data from mortgage finance agency Freddie Mac showed, combining with higher house prices to depress home sales.

A separate report from the National Association of Realtors showed existing home sales fell 4.3% in March to a seasonally adjusted annual rate of 4.19 million units.

Home resales, which account for a large portion of U.S. housing sales, declined 3.7% on a year-on-year basis in March.

Sales also continued to be constrained by tight supply, especially in the lower price segment of the market, resulting in multiple offers for properties. The median existing home price increased 4.8% from a year earlier to $393,500 in March. That was a record high for the month of March.

Sales of houses in the $100,000-$250,000 price range declined 15.8% year-on-year. By contrast, sales for houses priced $1 million and above increased 14.0% from a year ago.

The weak sales followed data this week showing housing starts and building permits tumbled in March.

“We’re forecasting a very subdued recovery in existing home sales,” said Thomas Ryan, property economist at Capital Economics. “Borrowing costs will fall from where they are now, but not enough to fully offset mortgage rate ‘lock-in’ effects, which will continue to hold back sales volumes.”

While the housing market has regressed, signs of revival in manufacturing are growing. A third report from the Philadelphia Fed showed its gauge of factory activity in the mid-Atlantic region rising to a two-year high in April amid a jump in new orders. But businesses reported paying more for inputs, suggesting a pick-up in goods prices could be looming.

Some economists were, however, not too concerned about the rise in the survey’s prices paid measure, noting the recent rebound in oil prices amid tensions in the Middle East. Falling goods prices were the main driver of lower inflation last year.

Data this week showed manufacturing production rebounded in March from a year ago.

“While far from conclusive, this report provides some marginal support in favor of a recovery in the manufacturing sector after its prolonged slump,” said Oliver Allen, senior U.S. Economist at Pantheon Macroeconomics. — Reuters

Source link

#labor #market #stays #resilient

G Mining Ventures to Present at OTCQX Best 50 Virtual Investor Conference April 18th, 2024 at 2:00pm ET

Article content

All amounts are in USD unless stated otherwise

BROSSARD, Quebec, April 17, 2024 (GLOBE NEWSWIRE) — G Mining Ventures Corp. (“GMIN” or the “Corporation”) (TSX: GMIN) (OTCQX: GMINF) today announced that Dušan Petković, Senior Vice President, Corporate Strategy, will present live at the OTCQX Best 50 Virtual Investor Conference hosted by VirtualInvestorConferences.com, on April 18th, 2024. Dušan will give an update on progress made at GMIN’s 100% owned Tocantinzinho Gold Project (“TZ” or the “Project”) currently under construction in the State of Pará, Brazil. With the spot gold price trading at $2,344/oz (LBMA Gold Price PM as at April 15, 2024), the Project is 87% complete and remains on track and on budget for commercial production in H2-2024.

Advertisement 2

Article content

Article content

DATE: April 18th
TIME: 2:00pm ET
LINK:
https://bit.ly/48OzEYk

This will be a live, interactive online event where investors are invited to ask the company questions in real-time. If attendees are not able to join the event live on the day of the conference, an archived webcast will also be made available after the event.

It is recommended that online investors pre-register and run the online system check to expedite participation and receive event updates.

Learn more about the event at www.virtualinvestorconferences.com.

Recent Company Highlights:

  • TZ has achieved 87% overall completion and construction is 89% complete.
  • Total spending on the Project to-date is $433 million (95% of project total).
  • The Project is trending on time and on budget for commercial production in H2-24.
  • Updated virtual site tour available through VRIFY platform at https://vrify.com/decks/14338.

About G Mining Ventures Corp.
G Mining Ventures Corp. (TSX: GMIN) (OTCQX: GMINF) is a mining company engaged in the acquisition, exploration and development of precious metal projects, to capitalize on the value uplift from successful mine development. GMIN is well-positioned to grow into the next mid-tier precious metals producer by leveraging strong access to capital and proven development expertise. GMIN is currently anchored by its flagship Tocantinzinho Gold Project in mining friendly and prospective State of Pará, Brazil.

Article content

Advertisement 3

Article content

About Virtual Investor Conferences®
Virtual Investor Conferences (VIC) is the leading proprietary investor conference series that provides an interactive forum for publicly traded companies to seamlessly present directly to investors.

Providing a real-time investor engagement solution, VIC is specifically designed to offer companies more efficient investor access. Replicating the components of an on-site investor conference, VIC offers companies enhanced capabilities to connect with investors, schedule targeted one-on-one meetings and enhance their presentations with dynamic video content. Accelerating the next level of investor engagement, Virtual Investor Conferences delivers leading investor communications to a global network of retail and institutional investors.

Additional Information
For further information on GMIN, please visit the website at www.gminingventures.com or contact:

Jessie Liu-Ernsting
Vice President, Investor Relations and Communications
647.728.4176
[email protected]

For further information on Virtual Investor Conferences®, please visit the website at www.virtualinvestorconferences.com:

Advertisement 4

Article content

John M. Viglotti
SVP Corporate Services, Investor Access
OTC Markets Group
212.220.2221
[email protected]

Cautionary Statement on Forward-Looking Information
All statements, other than statements of historical fact, contained in this press release constitute “forward-looking information” and “forward-looking statements” within the meaning of certain securities laws and are based on expectations and projections as of the date of this press release. Forward-looking statements contained in this press release include, without limitation, those related to (i) the Project remaining on schedule and on budget for commercial production in H2-2024; (ii) the Project commitments tracking in line with the Feasibility Study; (iii) the power transmission line to be energized imminently (or in the near term); (iv) the commissioning activities in respect of various process plant components being planned for, or starting in April or, as applicable, May 2024; (v) the operational readiness being well advanced; and (vi) more generally, the horizontal bar chart entitled “Project Development Timeline” as well as the section entitled “About G Mining Ventures Corp.”.

Advertisement 5

Article content

Forward-looking statements are based on expectations, estimates and projections as of the time of this press release. Forward-looking statements are necessarily based upon a number of estimates and assumptions that, while considered reasonable by the Corporation as of the time of such statements, are inherently subject to significant business, economic and competitive uncertainties and contingencies. These estimates and assumptions may prove to be incorrect. Such assumptions include, without limitation, those relating to the price of gold and currency exchange rates, those outlined in the Feasibility Study and those underlying the items listed on the above section entitled “About G Mining Ventures Corp.”.

Many of these uncertainties and contingencies can directly or indirectly affect, and could cause, actual results to differ materially from those expressed or implied in any forward-looking statements. There can be no assurance that, notably but without limitation, the Corporation will (i) continue to progress on all fronts at the Project, (ii) continue taking care of the health and safety of all its stakeholders, (iii) keep its expenditures and schedule in line with the Feasibility Study, (iv) carry its next steps as per the above timetable and effect the transition to commercial production as contemplated, (v) energize the transmission line in the near term and bring the Project into commercial production in the H2-2024, or at all, or (vi) use TZ to grow GMIN into the next intermediate producer, as future events could differ materially from what is currently anticipated by the Corporation. In addition, there can be no assurance that the State of Pará, in Brazil, will remain a mining friendly and prospective jurisdiction.

Advertisement 6

Article content

By their very nature, forward-looking statements involve inherent risks and uncertainties, both general and specific, and risks exist that estimates, forecasts, projections and other forward-looking statements will not be achieved or that assumptions do not reflect future experience. Forward-looking statements are provided for the purpose of providing information about management’s expectations and plans relating to the future. Readers are cautioned not to place undue reliance on these forward-looking statements as a number of important risk factors and future events could cause the actual outcomes to differ materially from the beliefs, plans, objectives, expectations, anticipations, estimates, assumptions and intentions expressed in such forward-looking statements. All of the forward-looking statements made in this press release are qualified by these cautionary statements and those made in the Corporation’s other filings with the securities regulators of Canada including, but not limited to, the cautionary statements made in the relevant sections of the Corporation’s (i) Annual Information Form dated March 27, 2024, for the financial year ended December 31, 2023, and (ii) Management Discussion & Analysis. The Corporation cautions that the foregoing list of factors that may affect future results is not exhaustive, and new, unforeseeable risks may arise from time to time. The Corporation disclaims any intention or obligation to update or revise any forward-looking statements or to explain any material difference between subsequent actual events and such forward-looking statements, except to the extent required by applicable law.


Article content

Source link

#Mining #Ventures #Present #OTCQX #Virtual #Investor #Conference #April #18th #200pm

How Narendra Raval quietly secured exclusive iron ore deal in Uganda

Playing politics is becoming a second successful game for steel tycoon and fortune reader Narendra Raval.

Days after declaring President William Ruto should serve for 25 years, it has emerged Mr Raval quietly secured an exclusive deal in Uganda to export iron ore worth Sh15 billion every year after the Kenyan leader broke bread with his Ugandan counterpart Yoweri Museveni.

The deal will see Mr Raval, popularly known as Guru due to his priestly background, tighten his grip on the region’s cement and steel industries.

Before closing the Uganda deal, Kampala changed the law to accommodate Mr Raval and end a five-year freeze on exports of raw and semi-processed iron ore.

It is yet another win for Mr Raval, who has boasted of having the ears of four of Kenya’s five heads of State and the powerful Indian Prime Minister Narendra Modi. 

Uganda’s Minister of Energy and Mineral Development Ruth Nankabirwa Ssentamu has published regulations that have seen Narendra’s Devki Group of Companies given the exclusive permit for the export of raw and semi-processed iron ore from Uganda in a deal brokered by President Ruto.

The Mining and Minerals (Export of Raw and Semi-Processed Iron ore) 2023, which has recently been made public, will allow Mr Raval to export from Uganda up to one million tonnes of raw or semi-processed iron ore in a year to feed its Kenya operations.

Regulations giving Narendra Raval exclusive rights to export iron ore from Uganda. 

Iron ore is a key input for the manufacture of cement and steel, which are critical for the building and construction industry. 

“These regulations apply only to Devki Group of Companies (Devki Steel Mills Limited),” reads part of the regulations that demanded State ownership in the firm given the exclusive deal.

The Ugandan unit of Devki Steel Mills, where Kampala has an undisclosed stake, will pay a royalty of five percent of the gross value, notes the regulations.

Mr Raval did not respond to requests for comment.

Moratorium lifted

With a tonne of iron ore going at an average of $115, it means Mr Raval will ship out of Uganda iron ore valued at Sh15 billion annually.

President Museveni had since February 2015 imposed a moratorium or freeze on the export of unprocessed iron ore and other minerals to protect the country’s local industries.

But the moratorium was lifted in the wake of a meeting of Mr Raval with Presidents Museveni and Dr Ruto.

Mr Raval says he grew up dirt poor in India and arrived in Kenya over four decades ago to serve as a priest before planting the seeds of his steel empire through a hardware store in Nairobi’s Gikomba Market.

Since then, Mr Raval has put together a regional business empire that straddles the steel, cement, infrastructure and aviation sectors.

President William Ruto with Devki Group Chairman Narendra Raval

President William Ruto with Devki Group Chairman Narendra Raval (left) during the official opening of Devki Steel Mills Factory in Samburu, Kwale County on November 18,  2022.

Photo credit: Kevin Odit | Nation Media Group

But it is in the cement and steel industries that he has maintained a stranglehold on the back of multibillion-shilling buyouts.

His stable includes Devki Steel Mills, roofing sheets maker Maisha Mabati Mills, National Cement, which makes ‘Simba Cement’, and Northwood Agencies Ltd, a helicopter charter company.

The group has been on a multibillion-shilling expansion in recent years, including the construction of a Sh11.9 billion new roofing sheet manufacturing plant in Lukenya, outside Nairobi.

In 2018, his National Cement with its Simba Cement brand launched a Sh30.3 billion cement clinker plant in Merrueshi/Mbirikani in Kajiado County.

The following year, he acquired the Kenyan assets of bankrupt cement manufacturer Athi River Mining (ARM) for Sh5 billion and constructed two new cement factories in Njoro, Nakuru and Mariakani in Mombasa.

He recently bought Rwanda’s oldest cement manufacturer, Cimerwa Plc.

The investments are the product of Devki’s internal resources and bank loans.

In 1992, he took out a loan and started a roofing and fencing materials business while developing a small steel rolling mill near Athi River on the outskirts of Nairobi. That business morphed into the behemoth that is Devki Group.

Devki recently sold back a majority stake in a geothermal power plant, Sosian Menengai Geothermal Power, to Gideon Moi, son of Kenya’s second President and former Baringo Senator for an undisclosed sum.

Mr Raval had bought the majority stake in the geothermal venture through an entity called Sosian Energy in 2017.

His entry into the power-generating business underlined the lucrative nature of Kenya’s energy sector, which continues to attract deep-pocketed investors.

Mr Raval is now eyeing the virgin production of steel, the first in Kenya and one of the few in the continent where the bulk of firms use scrap metal to produce the commodity.

The iron ore from Uganda is expected to feed Mr Raval’s new factory in Kwale County, billed to be the second such plant in Africa.

The Sh45 billion plant was unveiled by President Ruto in late 2022 in his first major public assignment after clinching the presidency, underlining Mr Raval’s proximity to the head of State, who April 10 graced the opening of the tycoon’s clinker plant in West Pokot.

“I was with him (Raval) in Uganda during my recent travel to the country, and I talked to President Museveni for him to give us raw materials, and he accepted to give us five million tonnes of iron ore to be brought yearly to the Kwale factory,” said Dr Ruto on November 18 when he presided the launch of Devki Steel Plant in Kwale.

In an earlier interview, Mr Raval said the Kwale plant would utilise locally sourced iron ore.

Export ban

Kenya in 2022 introduced an export levy of $175 per tonne of the raw and semi-processed iron ores in what was aimed at protecting the local industry.

This has made it almost impossible for companies to export iron ore mined from Kenya, a big blow to companies that had started mining and exporting the commodity.

The tax has technically banned the export of iron ore from Kenya given the global price of $115 a tonne.

In the deal between Devki and the Ugandan government, the iron ore imported to Kenya from the neighbouring country cannot be re-exported. 

Virgin production of steel, however, requires a lot of power, which is why both cement and steel firms import a lot of coal.

To deal with the high cost of electricity, however, Mr Raval said in an earlier interview that the Kwale plant had begun to produce its own power.

Mr Raval through his Devki Steel Mills, which operates in Kenya, Uganda and Rwanda, is the dominant player in the steel industry.

Devki, which was among the nine companies that were penalised by the competition watchdog for engaging in cartel-like behaviour, says on its website that it enjoys over 50 percent of the steel market.

Despite the introduction of the export levy on iron ore, Kenya has continued to import iron ore from countries such as South Africa, India, the United Kingdom and China, mostly the less dense Hermetite that is used mostly by local cement manufacturers.

In 2023, Kenya’s imports of iron ore increased, reflecting increased demand for the commodity, which is also key for cement production.

According to the Kenya Ports Authority (KPA) database, iron ore imports were approximately 418,500 metric tonnes (excluding Uganda’s) between March 13, 2023, and March 3, 2024, valued at approximately Sh6.4 billion.

The KPA database further shows that there has been a significant increase in the import of steel coils between December 2023 and March 2024.

Last Monday, Mr Raval unveiled a Sh150 billion clinker plant in West Pokot as part of his plans to be the major supplier of local cement manufacturers with this raw material.

The plant will most likely rely on iron ore from Uganda, as it is the less dense type that is used by cement manufacturers to produce clinker.

Source link

#Narendra #Raval #quietly #secured #exclusive #iron #ore #deal #Uganda

Oleg Jelesko: Portfolio of Achievements at Da Vinci Capital Management

Oleg Jelesko, the founder of Da Vinci Capital, stands out as a seasoned figure in the realm of alternative investments. With a track record of notable achievements, including key roles in substantial M&A transactions, he established the firm amid global financial turmoil, guiding it to prosperity.

His strategic insight and deep market acumen enabled him to leverage distinct prospects, navigating his enterprise through an era of economic adversity.

Under the guidance of Oleg Jelesko, Da Vinci Capital has been identified with pioneering, durability, and methodical expansion. This approach has involved a keen emphasis on long-term value generation for its benefactors. Oleg Jelesko brought foresight that was not just about weathering the storm; it was about reshaping the functions of private equity and venture capital within the evolving worldwide economy, pioneering innovative benchmarks in investment methodology.

Name:

Jelesko Oleg ・ Oleg Jelesko Da Vinci Capital ・ Oleg Viktorovich Jelesko ・Oleg Zhelezko・ Zhelezko Oleg・ Олег Железко ・Железко Олег Викторович ・ Железко Олег ・Олег Железко фонд Да Винчи ・زيليزكو أوليغ فيكتوروفيتش ・ 热列兹科·奥列格·维克托罗维奇 ・ ジェレスコ・オレグ・ヴィクトロヴィッチ

Oleg Jelesko: Early Professional Milestones

Oleg Jelesko, who would eventually make a name for himself at Renaissance Capital and as the founder of his own venture in 2007, began his career in 1992 as an adviser at Andersen Consulting, securing his position promptly upon graduating from the Mendeleev Institute of Chemical Technology. During his time at the Institute, the future financier also spent studying at Dickinson College in Pennsylvania as part of an exchange program that offered him a six-month deep dive into economics, computer programming, and higher mathematics. This two-pronged educational experience, both at home and abroad, prove to be a major selling point in his search for employment.

It was in the city of London that Oleg Jelesko began to cultivate his professional skill set, contributing to software implementation initiatives, marking the practical inception of his career in the financial domain.

Oleg Jelesko: Progression in Financial Management

Subsequently, Oleg Jelesko secured a position at the esteemed McKinsey & Company, where, alongside his professional duties, he completed an MBA course. During his tenure, he managed a range of projects both in the Czech Republic and in his home country. Oleg Jelesko recounts that his tenure at McKinsey was intrinsically connected to the financial sector.

Two years thereafter, Oleg Jelesko transitioned into investment banking, joining Credit Suisse First Boston (CSFB). His tenure at CSFB was marked by a broad spectrum of responsibilities, appealing to his multifaceted interests in the financial field. As Vice President, he was not confined to any singular focus area, like sales, trading, or analysis; instead, Oleg Jelesko contributed to the comprehensive growth of the business.

It was at CSFB that Oleg Jelesko became familiar with complex financial instruments, which typically involve an array of securities, deposits, derivatives, and stocks—often beyond the direct reach of private investors. Such financial products are designed to distribute risk adequately and enhance the potential for returns.

During his time at CSFB, Oleg Jelesko witnessed first-hand two major economic disturbances: the 1998 financial crisis in the RF and the Dot-com bubble burst in 2001. The latter event, characterized by an unwarranted exuberance among investors, led to bloated valuations of tech startups, culminating in the NASDAQ index plummeting and numerous high-tech companies folding.

These pivotal events shaped how Oleg Jelesko approaches business. At Da Vinci Capital, the investment firm he launched in 2007, a prudent stance is adopted when engaging with companies of the “new economy.” The firm’s analysts diligently evaluate the actual profit-generating potential of projects, steering clear of the baseless enthusiasm often propelled by aggressive marketing strategies.

Oleg Jelesko: Strategic Leadership at Renaissance Capital

Having garnered six years of experience in investment banking, Oleg Jelesko was prepared to venture into his own direct investment enterprise. Yet, he opted for an unexpected change in direction by joining Renaissance Capital for a three-year tenure. Oleg Jelesko reflected on this pivot, crediting Stephen Jennings, the CEO at the time, for his convincing pitch.

In his role at Renaissance Capital, akin to that of a partner, Oleg Jelesko was instrumental in the creation and introduction of new structured financial products. These offerings were designed to entice capital holders with their novel approach to generating high returns and mitigating risks.

During his time there, Oleg Jelesko also contributed to revising the operational standards of the pre-IPO fund. Commonly, such funds provide investors access to rapidly growing, yet-to-be-public high-tech firms that already possess traits of publicly traded entities, with the investments generally viewed as long-term commitments.

In a departure from typical pre-IPO funds, Renaissance Capital, the tenure of during Oleg Jelesko, permitted its participants to liquidate their stakes in the over-the-counter market, thus shortening the investment life cycle and enabling more assertive, concentrated capital allocations. Oleg Jelesko assimilated this bold strategy into his own ventures, and under his guidance, Da Vinci Capital later retained the core pre-IPO investment strategy while integrating additional benefits.

His achievements from this era also include spearheading the creation of specialized funds targeting the financial services and energy sectors. In 2005, Oleg Jelesko oversaw the establishment of Renaissance Online, a platform for electronic trading of securities.

Adhering to the competitive maxim of “grow or get out,” most prevalent in investment circles, Oleg Jelesko consistently reached new heights, culminating in the launch of his own firm in 2007. The inaugural fund of his company, Da Vinci Capital, was christened the CIS Private Sector Growth Fund, marking a milestone as the first in the businessman’s portfolio.

Oleg Jelesko – Da Vinci Capital Management: The Start of His Own Venture

With the inception of Da Vinci Capital, Oleg Jelesko aimed to craft a strategic response to the U.S. mortgage crisis, recognizing its potential global repercussions. He understood the importance of introducing innovative solutions in a tumultuous market climate.

Oleg Jelesko was meticulous in curating a team of managers for Da Vinci Capital, prioritizing those with proven expertise and solid performance histories. Nevertheless, his primary concentration was the quality and distinction of the fund’s offerings.

As Oleg Jelesko later reported, Da Vinci Capital Fund distinguished itself by becoming the first entity to have its shares traded on the London Stock Exchange’s novel exchange platform, the Specialist Fund Market. The fund was prepared for entry into the SFM in April 2008, achieving its listing the following month.

To align with its strategic objectives, Da Vinci Capital pursued registration in Guernsey, an established locus for investment funds seeking entry to the London Stock Exchange and other European trading platforms. Oleg Jelesko acknowledged the complexity of this legal undertaking, noting that securing the asset management license was a demanding process that took approximately four and a half months.

This tactical decision was designed to augment the fund’s appeal to principal investors. The platform that listed the shares of the CIS Private Sector Growth Fund allowed investors to liquidate their positions at will, thus significantly reducing the potential for capital loss, according to the strategy crafted by Oleg Jelesko.

Oleg Jelesko: Tactical Investments at Da Vinci Capital

Identifying private enterprises primed for exponential growth and equipped with global aspirations is a skill that Oleg Jelesko has honed for many years. Da Vinci Capital currently oversees assets surpassing the half-billion-dollar mark, with significant international entities from the financial and other sectors counted among its investors.

The companies within Da Vinci Capital’s investment portfolio demonstrate an average annual expansion of 20-30%, a testament to the effective management tactics implemented by Oleg Jelesko. Under his stewardship, the fund typically acquires minority interests in firms, incrementally bolstering these investments until they secure a position on the companies’ Boards of Directors.

This strategy enables the team under Oleg Jelesko to actively participate in the enterprises’ operational management, optimizing business performance to align with their investment approach. In certain scenarios, the fund undertakes measures leading to an Initial Public Offering (IPO). Alternatively, they may enhance their stake to a controlling interest, eventually divesting to a strategic buyer. Often, such buyers are larger corporations within the same industry, providing a mutually advantageous merger or acquisition opportunity for fund investors to realize returns prior to a public offering.

Oleg Jelesko often recounts the strategic acquisition of shares in the nation’s trading system (JSC RTS) as a pivotal move for his team. Initially holding multiple smaller shares, Oleg Jelesko-Da Vinci Capital successfully accumulated a 2% stake in the exchange.

With the growing impact of the project, Oleg Jelesko was appointed CEO of the exchange. His team was instrumental in orchestrating the exchange’s merger with MICEX, a long-envisioned union that came to fruition through skilled negotiations with seasoned brokers. This $1.2 billion merger resulted in the establishment of the capital’s unified stock exchange.

The financial community acknowledges the merger’s significant role in expanding opportunities for domestic market participants. Industry specialists have noted that the consolidation under Da Vinci Capital’s leadership not only enhanced the credibility of the local exchange among investors but also averted a potential liquidity crunch that loomed with the retreat of foreign capital in subsequent years. In 2013, the market valuation of the unified trading platform soared, at that time worth over half a billion dollars. The IPO of the exchange, a key milestone, was also facilitated and executed by Oleg Jelesko and his company.

Oleg Jelesko: Investment Criteria at Da Vinci Capital (Fintech, E-commerce and More)

In delineating Da Vinci Capital’s investment approach, Oleg Jelesko emphasizes the firm’s focus on ventures poised for a public offering via IPO. The evaluative process concentrates on a prospective asset’s business model and its prospects for becoming a “unicorn,” a term in the investment world for startups valued at $1 billion within a decade of their inception.

Oleg Jelesko observes that the rise of new technologies fuels the creation of such high-value projects, a trend he anticipates will continue. These “unicorns” are often found in sectors like FinTech, e-commerce, and others that incorporate artificial intelligence into their operations. Geographically, such companies are emerging in diverse locations, from Malaysia to Chile to Senegal and Argentina.

Leveraging over 30 years of investment experience, Oleg Jelesko prioritizes projects for their quality. Preference is given to debt-free companies, followed by a rigorous activity analysis to ensure alignment with Da Vinci Capital’s standards. Only after this thorough review is a decision made on whether to invest.

The methodology used by Oleg Jelesko-Da Vinci Capital culminated in several notable investment triumphs, particularly highlighted by the acquisition of a stake in EPAM Systems in 2008. This high-tech company benefitted from Da Vinci Capital’s substantial investment of $18.6 million, aimed at garnering a considerable portion of the company’s equity.

The following year, Oleg Jelesko transitioned to a key executive role within EPAM Systems, providing crucial direction for the company’s strategic development plans. His advocacy for accessing public markets and driving financial growth was critical in preparing EPAM Systems for its IPO. Oleg Jelesko rallied the support of fellow shareholders, laying the groundwork for the company’s debut on the stock exchange.

With meticulous preparation, the public offering of EPAM Systems’ securities was carried out on the New York Stock Exchange in February 2012, achieving a remarkable initial valuation of $488 million. The success of this IPO was just the beginning, as the company’s market value escalated significantly, ultimately reaching a capitalization of $37 billion, marking a notable chapter in Da Vinci Capital’s history.

In the international IT sector, Oleg Jelesko showed discernment through his involvement with a key industry entity—Softline. In 2016, Da Vinci Capital mobilized its extensive network to engage partners aligned with their strategic outlook. This collective investment initiative injected significant funds into the information technology solutions and services firm, with Da Vinci Capital contributing around $20 million, a sum matched by their investment allies. This action reflected Da Vinci Capital’s core investment principles, emphasizing their dedication to nurturing progress and ingenuity within the tech industry.

Oleg Jelesko joined Softline’s board in 2017 and developed an M&A strategy integral to its future growth. Under his guidance, Softline launched an IPO on the London Stock Exchange. His influence further extended to enhancing the company’s governance, broadening market reach, and recruiting a competent management team. These efforts were met with success, with a remarkable turnover growth in revenue from $741 million in 2015 to an impressive $2.2 billion by 2021.

Oleg Jelesko is actively involved in the oversight of Da Vinci Capital’s funds through its investment committees and continues to hold board positions in select companies within the investment portfolio. His active participation ensures the sustained success and adherence to the established investment philosophy. His governance roles include significant positions with the ITI Group and the Luxembourg-based ITI Funds.



Source link

#Oleg #Jelesko #Portfolio #Achievements #Vinci #Capital #Management

Private cos challenge central banks on digital currencies

Who will beat who in the future struggle for digital currencies? This is a race with many players including central banks, and private players offering a broad range of products. Stable cryptocurrencies that are linked to the dollar and euro through to official state currencies. At the Globes Tech IL Conference, KPMG Israel financial risk management and insurtech lead Ilanit Adesman and KPMG Israel head of fintech payments, risk and compliance Ofer Golan provided an insight into this dramatic race.

Adesman said, “When we talk about CBDC, a central bank digital currency for the retail market like the digital shekel, we are asked the question as to why we need it?”

Golan explained that first of all this is a solution for people that do not have any access to the banking system today. “There are 1.5 billion people around the world that do not have any access to a bank. Digital currencies have ad vantages like speed with which they can close a deal and reduce the number of intermediaries in the payment chain. In traditional systems, completing a deal might take five days, and it depends among other things on the amount and the location in which it is implemented.”

He adds that another advantage is reduced costs for the transaction. “Normally, an intermediary takes a commission for the transaction, which increases costs. The new technology should bring both improved speed and lower costs. In addition, in the current payment system, a transaction is one or zero. But in digital currency, there is the ability to program the transaction so that it allows for smart contracts and conditions for the execution of the transaction. With digital currency, even if I did not receive a salary and I am obligated to pay some kind of payment, it is possible to create conditions for making the payment.”

Not everyone is satisfied

Adesman pointed out that digital currencies have already stirred up ‘riots’ in recent years. “Five years ago, Facebook announced that it would come out with its own digital currency called ‘Libra.’ Fintech and large entities are a threat from their point of view. There is also competition from the cryptocurrency companies, and they see the usefulness of the various currencies. Today there is a rating by S&P for the strength of stablecoins issued by private entities.”

So what are the benefits of digital currencies issued by central banks beyond reducing costs and increasing accessibility? According to Adesman, “The digital currency (CBDC) provides stability because a central bank is behind it.” She added that another key element is the prohibition of money laundering. “Today, we as consumers are required to go through a process of prohibiting money laundering every time we open a bank account. One of the advantages of the digital shekel is that the payment provider will do the process of prohibiting money laundering once, and then the financial institutions will be able to rely on it. This is a significant advantage.”







Cybersecurity and privacy risks

Among the many advantages of digital currencies, there are also quite a few risks. They note two main ones. “One of the most significant is the cybersecurity risk,” Adesman said. “Until today, it has not been announced what the technology of the digital shekel will be, and there is a reason for that. We are waiting to see what technology the central banks of the EU and US will choose, so that the currencies communicated with each other. The ability to transfer the digital shekel between countries is critical.

“When they started talking about a central bank’s digital currency, they thought it would be a type of blockchain (the distributed network for transactions in digital currencies). Maybe yes and maybe no. The European Central Bank is due to announce by the end of the year what the technology will be. So far, blockchain technology has not been hacked, so it has a good chance of winning.”

Another risk Adesman mentions is that governments could become a big brother. “One of the countries that first adopted the digital currency is China. It allows the government to deduct tax automatically for every transaction. This raises a good question if accountants will be needed later, because everything will be recorded in the digital ledger. Another question is what will this do to the banks’ liquidity? There will probably be a restriction on an amount (for digital shekel deposits) so as not to harm them.”

For his part Golan, recalls an incident two years ago that illustrates part of the dangers. “There is a certain element of volatility,” he says. “There were difficult events two years ago in the Terra Luna currency, which was a stablecoin based on another currency. There was currency fluctuation and people lost billions. Until a year ago, there was no clear regulation, but the world is moving forward and today there is a dedicated regulation for stablecoins. There is an understanding that they want to move forward to institutionalize the process, and make the private companies do things properly.”

Central bank or private company

Golan added, “The main difference between CBDC and stablecoin is that the latter is issued by private companies. Today 60% of the traffic in the blockchain is in stablecoins. More technological developments are carried out on stablecoins. It should be noted that although it is called a stablecoin, its value can fluctuate slightly above or below or the value of the base asset, such as the dollar for example.”

Golan also stated his expectations of a future digital currency. “I expect the payment to reach the other party quickly regardless of what standard the other side has. When I send a digital currency, I want it to be received quickly at the other end.”

So who will win the digital battle – the currencies of the central banks or the stablecoins of the private companies? Adesman says unexpectedly, “It is possible that we will remain in the current (traditional) payment systems. The competition from the digital currency and the stablecoin is causing the payments market to change and try to become immediate. The international SWIFT clearing house is expected to become more immediate at the end of 2025. So the concealed hand of the market will probably decide.”

Full disclosure: The Conference was sponsored by One Zero Bank, Microsoft, HP Indigo, KPMG, AT&T, and Mekorot and with the participation of the Israel Innovation Authority. 

Published by Globes, Israel business news – en.globes.co.il – on April 16, 2024.

© Copyright of Globes Publisher Itonut (1983) Ltd., 2024.


Source link

#Private #cos #challenge #central #banks #digital #currencies

‘In K-pop, the number one thing is the relationship with your fans. Non K-pop artists have to put their fans on the same level as their artistry.’ – Music Business Worldwide

MBW’s Inspiring Women series profiles female executives who have risen through the ranks of the business, highlighting their career journey – from their professional breakthrough to the senior responsibilities they now fulfill. Inspiring Women is supported by Virgin Music Group.


If the past success of the individuals involved in a project is anything to go by, there’s a good chance you’re about to hear a lot more about ‘global girl group’ KATSEYE.

The group, created by the HYBE and Geffen joint venture HxG, is set to release their debut single this summer following an intense two-year development period.

Around the same time, a Netflix documentary on the group’s audition process will air — a project that’s seen the HYBE/Geffen team working “20 hours a day, almost seven days a week,” for the last year, according to HxG President Mitra Darab. (It follows on from YouTube series, Dream Academy, that went live in 2023.)

The idea behind the group is to replicate the K-pop methodology of development, which sees a label focus on carefully crafting one group at a time (as Hybe did with BTS and is now doing with Tomorrow X Together). Label deals are typically 360-style arrangements that cover areas including branding, creative, choreography, marketing, business strategy, touring and management.

HxG is one of the first US ventures from HYBE, so, as Darab points out, there’s a lot of pressure to succeed. Having Darab at the helm should add a strong degree of confidence. She’s a 26-year music business veteran who has a wealth of experience in pop marketing, having held senior roles at Geffen, Warner Bros. Records and Capitol Music Group.

During that time, Darab has worked on campaigns for the likes of Madonna, Michael Bublé, Tom Petty & The Heartbreakers, Cher, Sam Smith and 5 Seconds of Summer.

Before she got the HxG job, Darab had left Capitol in search of a different challenge, and gone down a “really deep vortex of K-pop” with the eventual aim of setting up an agency with a friend.

“I found so much joy in K-pop and became fascinated with the marketing, the creative and 360 aspect of it. It was incredible,” she says.

The universe had a different plan and when Darab got the call about HxG, it felt like a good fit. She remembers: “When I got this call, I thought, ‘Wow. This is the only thing that’s going to make me go back into this system and leave trying to forge my own company’. It perfectly blends my expertise in global pop marketing with this newfound passion of mine.”

Darab, who grew up in Chicago, knew she wanted to work in music age 16 and set her sights on A&R. Upon graduating, she moved to LA on the promise to her parents (who were immigrants and, according to Darab, expected her to be a doctor or lawyer) that she had one year to try and make it work.

At the end of the year, she settled for a job in advertising before a former boss made an introduction that led her to Geffen Records.

A year later, she moved into A&R, where she remained for five years before a new boss — Diarmuid Quinn, who now manages Josh Groban — moved a then-reluctant Darab into marketing. The rest, as they say, is history.

Here, we chat to Darab about KATSEYE, her career to date, lessons learned across it, and more…


You started your career in A&R, which sounds like it was a big area of passion for you, and then, in your own words, reluctantly moved into marketing after a push from your boss at the time and ended up staying there for the best part of your career. How did your mentality change about your role during that time?

It was the greatest move I ever made. I still am very close with that boss. He saw something in me that I didn’t see. What he saw was someone who was clearly driven, passionate and loved music, but I loved strategy and I loved the relationship not only with the artists, but, oddly, with the managers. I knew that if you got the team together and you had one goal, you’d make it.

“Something that I really loved is that in marketing, you’re the hub of the wheel.”

Something that I really loved is that in marketing, you’re the hub of the wheel. You not only deal with everyone internally at the label, but you deal closely with artists and managers in executing their vision, creating that vision and helping them. I always say that there’s two buckets of artists. There’s artists that know exactly what they want and artists that don’t and it’s the team’s job to help them get there. It was the greatest thing to see my skills and develop them tenfold. No offense to A&R, there’s 1,000% a skill in it, but marketing better suits what drove me. I just didn’t know until someone led me that way.


Your career has included stops at Geffen, Warner Bros. Records and Capitol Music Group. What are the biggest lessons you’ve learned across those various roles that have stayed with you today?

The biggest lesson I learned from each role is that when you get promoted, you have to relinquish some of the duties from your old role. That was hard for me. You get promoted because you’re good at something and then you’re put in this bigger role that you’ve never done before so you have to learn how to adjust, communicate and delegate differently.

“Communication is always the one lesson in everything that I’ve gone through.”

Everything I’ve learned has helped me with my current role because one of the hardest things I have to manage, which gets easier and easier, is dealing with two different cultures and being in the middle of that.

How do you keep everyone on the same team and on the same page moving forward? Communication is always the one lesson in everything that I’ve gone through. With that said, the other person has to comprehend, right? Comprehension is part of communication.


KATSEYE is made up of members from various parts of the world. They’re based in LA and the music isn’t K-pop, but you’re using the K-pop development model.

That’s what I love about this. The principles of K-pop are what make it so magical to me. It’s the true training and development of each artist. We aren’t going too much in the [musical] direction of [K-pop], it is more global pop. We have six girls from all over the world. Three of them are from the US but of those, one is of Chinese American descent, one is of Indian descent and one is half Cuban and Venezuelan. Of the three other girls, one is Swiss German, one is from the Philippines and one is from Korea.



The principles [that we’re taking from K-pop] are the training and development of the artists, the level of creativity; it’s the choreo, it’s the attitude, it’s the camaraderie and the biggest thing of all, which I can talk about for hours, is that fandom is completely different to how it is on the pop side.

The way it works in K-pop is that your number one thing is your relationship with your fans. Weverse is a huge component of that, the fan meets are a huge component, the packaging, the interaction… it is a community. I don’t want to discredit pop, where you have [fan groups like] Swifties and Selenators, but until you immerse yourself in the K-pop fandom and go to a K-pop show… I’ve been around for 25 years and I’ve never seen anything like it.


Is there anything the wider music business could learn from the way K-pop acts nurture their fanbase?

I’ve thought about that a lot but it’s up to the artist. The difference is, these artists in traditional K-pop groups are very familiar with it. It’s how they’re brought up, it’s a cultural thing. The challenge is when something is so unique to a specific culture in terms of how they cultivate these fandoms, the loyalty, dedication, and the psychology behind these fans. But you can take those key principles, which is constant interaction and making your fans feel part of the process.

“If I was ever to go back and sit down with artists [I’ve worked with], I’d explain how valuable it is to have the superfan from day one.”

That’s what we did last year with the Dream Academy. Part of the reason we did that is because in K-pop, there are fans that want to be part of that process and want to root for their favorite trainee or contestant. They feel they are the ones to help get the girls in the group. When they are dedicated that early on, it’s very rare that you’re going to lose them and they will rally to get everyone they know to be to be a fan and part of that community

Non-K-pop artists, Western artists, have to put their fans on the same level to where they place their craft and their artistry. It’s all one package in K-pop: how you create the music and the artists and how you create the fandom and the relationship. If I was ever to go back and sit down with artists [I’ve worked with], I’d explain how valuable it is to have the superfan from day one.


Some people would criticize the 360 model you’re using for KATSEYE and the one that’s used in K-pop in general. How would you respond to that?

In the Western world, 20 years ago, there was this big movement to do 360 deals and that did not go well. But we don’t treat our artists like a number. We want to have their point of view, we put great effort and care into their mental health and that’s been a really big thing for us.

The 360 aspect to me is a better way to succeed. What I’m learning is that it isn’t so fragmented, there’s a synergy amongst everyone because you have one goal and that goal is to make this group successful. Even though it can work successfully, when you have a manager, a booking agent and all of these different people working and having their own agenda, you sometimes see the challenges in that. When everyone has one common goal, you move in a much clearer way, you’re not zigzagging into where you need to go. You’re all aligned and moving forward together. That’s what I love about 360 deals: the synergy and the communication. I just find it seamless.


Back in 2021, the HYBE/Geffen joint venture was set to debut a K-pop boy band. Why did the direction change?

I wasn’t part of that decision, when I came in, we were full fledged into creating a girl group. It was really simple, I think they felt that they had a good presence in the boy group world and just knowing what the concept was, of having a global girl group, they felt, and I agree, that the power of that would resonate much more in a global sense. Not to discredit men but I think the power of women is remarkable. I love it and I’m glad that they did that. I think it was the right move.


As you will know, especially from your early career, the A&R world has typically been very male dominated, although there are signs that’s changing. What impact do you think more diversity in this field has on the acts that are being developed?

I think it’s important because when you’re trying to find songwriters or producers that understand the sentiment of a woman, isn’t it best to have a woman? Not to discredit the fact that many of our songs are written by men, but I think it’s really important for us to have that diversity and I think that’s one of the main reasons why I was brought in.

I never looked at myself as someone who got a job because of my gender, this is the first time where I laugh and think… did I? But it was the right thing to do. Now that I’m in it, you need a woman leading this venture. It’s important for people to understand how to create the right team to support an act like this.

I also think that one of the reasons why I can do this job is because I am a daughter of immigrant parents. I speak another language, I was exposed to another culture my entire life. So none of that feels weird to me. When I sit in a room and everyone’s speaking Korean but me, I love it. I respect it and I feel because of that, I know how to be that bridge between the two cultures, between the two labels. I understand both and I have great respect for both sides.


Here’s a more personal question: what’s the best piece of career related advice that you’ve ever been given?

To play offense, not defense. Obviously a man gave me that advice. But I understood what he meant by it, which is if you did something wrong, own up to it. If your strategy didn’t work, own up to it. Pivot, think of a way to keep moving forward. I really appreciated that because I always owned up to anything if I ever messed up.

The other piece of advice was from Diarmuid. He would always say, ‘Don’t come to me with a complaint, come to me with the solution as well’. I know that you go to your manager or your leader because you want them to help you but you’re never going to learn those skills if someone’s always helping you. Diarmuid really helped to cultivate the leader I am today.

The other thing that I want to give him credit for is that he always gave me the spotlight, it’s very rare that you have a boss who doesn’t want to take credit. I appreciate him for always giving me the platform so that I could figure things out on my own and grow on my own but always kind of being there, watching me.


What would you change about the music industry and why?

Back in the day, when people were downloading music for free and no one was keeping up with that or what’s currently going on with AI, those are really big things that the industry has to talk about and rally around. I know there are some really strong advocates for how to keep the rights for artists but I just hope that the industry doesn’t get arrogant again.

Many of these companies are making billions and doing very well. I hope that remains because the music industry is a gift and I love that I’ve been part of all different eras of it: the good, the bad and the good again. Don’t sleep on technology, music industry. That’s what I would say.


If you could go back to the beginning of your career and tell yourself one thing, what would it be?

Ask for what you want. I come from a culture, or maybe just an era, where I thought that if I put my head down and do my job, I will magically get this, this, this, and this. It wasn’t until I started asking, ‘Hey, can I be in this meeting?’ [that I started getting what I wanted]. I’m not talking about asking for a [pay] rise, those things came, it’s more about putting yourself in the right place.

“Be kind to everyone. There’s no reason to not be and you never know who you’re going to cross paths with again.”

I also tell everyone, to be kind to everyone. There’s no reason to not be and you never know who you’re going to cross paths with again. It’s so interesting that many of my former colleagues and people I love from Capitol, who I thought I would never cross paths with again, that’s how foolish I was, now, I’m working with several of them because of the [Interscope Geffen A&M and Capitol] merger. The good thing is they are people I absolutely love but you never know. Speak good to people.


Final question: ultimate plans and ambitions?

I want to leave on a high note, I want the end of my career to be making this group the biggest group ever. I don’t think anyone I work with likes it when I say that, but there is a part of me that wants to move on to different things in life. I have been someone who solely dedicated myself to my career and I don’t regret that.

But there are other things in life and I just don’t know how to balance those with work. Right now, it’s all about work and I love it. It gives me a lot of joy and a lot of passion, I still have that fire and drive. When that starts to fade, I’ll know. So my only goal right now is to make this really huge and then leave and move to Tokyo!

Virgin Music Group is the global independent music division of Universal Music Group, which brings together UMG’s label and artist service businesses including Virgin and Ingrooves.Music Business Worldwide

Source link

#Kpop #number #relationship #fans #Kpop #artists #put #fans #level #artistry #Music #Business #Worldwide

1-in-5 Americans are getting 5 hours or less of sleep per night, new Gallup poll says

If you’re feeling — YAWN — sleepy or tired while you read this and wish you could get some more shut-eye, you’re not alone. A majority of Americans say they would feel better if they could have more sleep, according to a new poll.

But in the U.S., the ethos of grinding and pulling yourself up by your own bootstraps is ubiquitous, both in the country’s beginnings and our current environment of always-on technology and work hours. And getting enough sleep can seem like a dream.

The Gallup poll, released Monday, found 57% of Americans say they would feel better if they could get more sleep, while only 42% say they are getting as much sleep as they need. That’s a first in Gallup polling since 2001; in 2013, when Americans were last asked, it was just about the reverse — 56% saying they got the needed sleep and 43% saying they didn’t.

Younger women, under the age of 50, were especially likely to report they aren’t getting enough rest.

The poll also asked respondents to report how many hours of sleep they usually get per night: Only 26% said they got eight or more hours, which is around the amount that sleep experts say is recommended for health and mental well-being. Just over half, 53%, reported getting six to seven hours. And 20% said they got five hours or less, a jump from the 14% who reported getting the least amount of sleep in 2013.

(And just to make you feel even more tired, in 1942, the vast majority of Americans were sleeping more. Some 59% said they slept eight or more hours, while 33% said they slept six to seven hours. What even IS that?)

The reasons aren’t exactly clear

The poll doesn’t get into reasons WHY Americans aren’t getting the sleep they need, and since Gallup last asked the question in 2013, there’s no data breaking down the particular impact of the last four years and the pandemic era.

But what’s notable, says Sarah Fioroni, senior researcher at Gallup, is the shift in the last decade toward more Americans thinking they would benefit from more sleep and particularly the jump in the number of those saying they get five or less hours.

“That five hours or less category … was almost not really heard of in 1942,” Fioroni said. “There’s almost nobody that said they slept five hours or less.”

In modern American life, there also has been “this pervasive belief about how sleep was unnecessary — that it was this period of inactivity where little to nothing was actually happening and that took up time that could have been better used,” said Joseph Dzierzewski, vice president for research and scientific affairs at the National Sleep Foundation.

It’s only relatively recently that the importance of sleep to physical, mental and emotional health has started to percolate more in the general population, he said.

And there’s still a long way to go. For some Americans, like Justine Broughal, 31, a self-employed event planner with two small children, there simply aren’t enough hours in the day. So even though she recognizes the importance of sleep, it often comes in below other priorities like her 4-month-old son, who still wakes up throughout the night, or her 3-year-old daughter.

“I really treasure being able to spend time with (my children),” Broughal says. “Part of the benefit of being self-employed is that I get a more flexible schedule, but it’s definitely often at the expense of my own care.”

There’s a cultural backdrop to all this, too

So why are we awake all the time? One likely reason for Americans’ sleeplessness is cultural — a longstanding emphasis on industriousness and productivity.

Some of the context is much older than the shift documented in the poll. It includes the Protestants from European countries who colonized the country, said Claude Fischer, a professor of sociology at the graduate school of the University of California Berkeley. Their belief system included the idea that working hard and being rewarded with success was evidence of divine favor.

“It has been a core part of American culture for centuries,” he said. “You could make the argument that it … in the secularized form over the centuries becomes just a general principle that the morally correct person is somebody who doesn’t waste their time.”

Jennifer Sherman has seen that in action. In her research in rural American communities over the years, the sociology professor at Washington State University says a common theme among people she interviewed was the importance of having a solid work ethic. That applied not only to paid labor but unpaid labor as well, like making sure the house was clean.

A through line of American cultural mythology is the idea of being “individually responsible for creating our own destinies,” she said. “And that does suggest that if you’re wasting too much of your time … that you are responsible for your own failure.”

“The other side of the coin is a massive amount of disdain for people considered lazy,” she added.

Broughal says she thinks that as parents, her generation is able to let go of some of those expectations. “I prioritize … spending time with my kids, over keeping my house pristine,” she said.

But with two little ones to care for, she said, making peace with a messier house doesn’t mean more time to rest: “We’re spending family time until, you know, (my 3-year-old) goes to bed at eight and then we’re resetting the house, right?”

The tradeoffs of more sleep

While the poll only shows a broad shift over the past decade, living through the COVID-19 pandemic may have affected people’s sleep patterns. Also discussed in post-COVID life is “revenge bedtime procrastination,” in which people put off sleeping and instead scroll on social media or binge a show as a way of trying to handle stress.

Liz Meshel is familiar with that. The 30-year-old American is temporarily living in Bulgaria on a research grant, but also works a part-time job on U.S. hours to make ends meet.

On the nights when her work schedule stretches to 10 p.m., Meshel finds herself in a “revenge procrastination” cycle. She wants some time to herself to decompress before going to sleep and ends up sacrificing sleeping hours to make it happen.

“That’s applies to bedtime as well, where I’m like, ’Well, I didn’t have any me time during the day, and it is now 10 p.m., so I am going to feel totally fine and justified watching X number of episodes of TV, spending this much time on Instagram, as my way to decompress,” she said. “Which obviously will always make the problem worse.”

Subscribe to Well Adjusted, our newsletter full of simple strategies to work smarter and live better, from the Fortune Well team. Sign up for free today.

Source link

#1in5 #Americans #hours #sleep #night #Gallup #poll

Top Reasons Global AI Governance is Exceedingly Crucial



With the rise of generative artificial intelligence, there have been calls for global governance, according to The Future of AI Governance, which can be found on the VERSES AI (CBOE: VERS) (OTCQB: VRSSF) site. One of the key issues is a potential failure to account for AI’s potential trajectory toward greater intelligence and autonomy, added the report. In an effort to combat potential issues down the road, we must ensure that AI systems can make sense of the world in the same way that we do. Only then will these systems be able to understand our laws—what is allowed and not allowed—and our values—what is considered right and wrong. To achieve this, we need a common standard language that accurately captures our reality from a spatial, semantic, and societal standpoint, enabling machines to ground their understanding of our world in a shared and new modeling language. Establishing this ‘common language’ enables AI systems to communicate their actions and rationales to us. While we in turn can modify their behavior accordingly.” Not only will this be beneficial for companies, such as VERSES AI, but also for Nvidia (NASDAQ: NVDA), Microsoft (NASDAQ: MSFT), Meta (NASDAQ: META), and Advanced Micro Devices (NASDAQ: AMD).

Look at VERSES AI Inc. (CBOE: VERS) (OTCQB: VRSSF), For Example

VERSES AI Inc., a cognitive computing company developing next-generation intelligent software systems, applauds the progress of the Standard for Spatial Web Protocol, Architecture and Governance moving to the final balloting process at the Institute of Electrical and Electronics Engineers (IEEE).

“We believe yesterday’s vote is a historical milestone approving the readiness of the specifications in moving the current version into the “balloting process” to then be voted upon to become a standard,” said Gabriel René, founder and CEO of VERSES. “We look forward to seeing this process completed next quarter, and with that, we believe that the adoption of these standards for Artificial Intelligence will help define a clearer path as we work towards a smarter, safer connected world.”

“This progress is the result of our efforts over the past five years where we have been working to develop the social and technical standards with the IEEE to help ensure that AI systems are safe, secure, and trustworthy. The report we issued, ‘The Future of AI Governance,’ combined with the legal input from the law firm Dentons, provides our unique perspective on global artificial intelligence governance. This was written with the AI experience from the VERSES team as well as guidance on socio-technical standards from the Spatial Web Foundation,” concluded Mr. René.

Other related developments from around the markets include:

Nvidia announced that leading AI application developers across a wide range of industries are using NVIDIA digital human technologies to create lifelike avatars for commercial applications and dynamic game characters. The results are on display at GTC, the global AI conference held this week in San Jose, Calif., and can be seen in technology demonstrations from Hippocratic AI, Inworld AI, UneeQ and more. NVIDIA Avatar Cloud Engine (ACE) for speech and animation, NVIDIA NeMo for language, and NVIDIA RTX for ray-traced rendering are the building blocks that enable developers to create digital humans capable of AI-powered natural language interactions, making conversations more realistic and engaging.

Microsoft and Cloud Software Group Inc. announced they are deepening their collaboration through an eight-year strategic partnership agreement. The collaboration will strengthen the go-to-market collaboration for the Citrix® virtual application and desktop platform and support the development of new cloud and AI solutions with an integrated product roadmap. Additionally, Cloud Software Group will make a $1.65 billion commitment to the Microsoft cloud and its generative AI capabilities. The agreement will invigorate one of the industry’s most durable alliances between Citrix, a business unit of Cloud Software Group, and Microsoft. Under the partnership, Citrix is the preferred Microsoft Global Azure Partner solution for Enterprise Desktop as a Service when collaborating with joint Azure customers. The companies will jointly support customer success, offer tailored solutions, expert guidance, and support to accelerate customers’ cloud journeys. Additionally, Citrix will leverage Microsoft Azure as its preferred cloud solution, providing Citrix customers with the comprehensive benefits of the Citrix platform, complemented by Azure Virtual Desktop and Windows 365. Further, the collaboration will create deeper paths to modern procurement options through Azure Marketplace, where customers can easily evaluate, expand, or renew Citrix solutions.

Meta Platforms announced that the company’s first quarter 2024 financial results will be released after market close on Wednesday, April 24, 2024. Meta will host a conference call to discuss its results at 2 p.m. PT / 5 p.m. ET the same day. The live webcast of the call can be accessed at the Meta Investor Relations website at investor.fb.com, along with the company’s earnings press release, financial tables, and slide presentation.

Advanced Micro Devices announced the expansion of the AMD Versal adaptive system on chip (SoC) portfolio with the new Versal AI Edge Series Gen 2 and Versal Prime Series Gen 2 adaptive SoCs, which bring preprocessing, AI inference, and postprocessing together in a single device for end-to-end acceleration of AI-driven embedded systems. These initial devices in the Versal Series Gen 2 portfolio build on the first generation with powerful new AI Engines expected to deliver up to 3x higher TOPs-per-watt than first generation Versal AI Edge Series devices, while new high-performance integrated Arm CPUs are expected to offer up to 10x more scalar compute than first gen Versal AI Edge and Prime series devices.

Legal Disclaimer / Except for the historical information presented herein, matters discussed in this article contains forward-looking statements that are subject to certain risks and uncertainties that could cause actual results to differ materially from any future results, performance or achievements expressed or implied by such statements. Winning Media is not registered with any financial or securities regulatory authority and does not provide nor claims to provide investment advice or recommendations to readers of this release. For making specific investment decisions, readers should seek their own advice. Winning Media is only compensated for its services in the form of cash-based compensation. Pursuant to an agreement Winning Media has been paid three thousand five hundred dollars for advertising and marketing services for VERSES AI Inc. by VERSES AI Inc. We own ZERO shares of VERSES AI Inc. Please click here for disclaimer.

Contact:

Ty Hoffer
Winning Media
281.804.7972
[email protected]

Source link

#Top #Reasons #Global #Governance #Exceedingly #Crucial

Sudan’s Silent Suffering, One Year Into Generals’ War

Millions displaced and on the brink of famine. Sexual and ethnic violence. Infrastructure destroyed. Aid workers say a year of war between rival generals in Sudan has led to catastrophe, but the world has turned away.

The northeast African country is experiencing “one of the worst humanitarian disasters in recent memory” and “the largest internal displacement crisis in the world”, the United Nations says.

It is also on track to become “the world’s worst hunger crisis”.

Aid workers have called it the “forgotten war” affecting a country of 48 million — more than half of whom they say need humanitarian assistance.

“People have been killed and raped and assaulted and detained and beaten and taken away for months at a time. We’re used to it,” said Mahmud Mokhtar, who helped provide volunteer social services in the Khartoum area during the war before finally fleeing to Cairo.

Experts see no end in sight to the fighting, which began on April 15 last year between army chief Abdel Fattah al-Burhan and his former deputy Mohamed Hamdan Daglo, who commands the paramilitary Rapid Support Forces (RSF).

Since then thousands of people have been killed, including up to 15,000 in one West Darfur town alone, according to UN experts.

More than 8.5 million have had to flee their homes to seek safety elsewhere in Sudan or across borders in neighbouring countries.

The war “is brutal, devastating and shows no signs of coming to an end”, said veteran Sudan expert Alex de Waal.

But even if the violence stops now, “the state has collapsed, and the path to rebuilding it is long and fraught”, de Waal said.

Before the bombing and pillaging began, Sudan was already one of the world’s poorest countries.

Yet the UN says that by January, its humanitarian response scheme had only been 3.1 percent funded and can barely reach one of every 10 people in need.

“Before the start of the war, there were dozens of international organisations responding across the country,” according to Christos Christou, international president of medical charity Doctors Without Borders (MSF).

“Now, there are almost none.”

The health system has all but collapsed, and most agricultural land — the leading employer and once touted as a model for African development — is out of commission, researchers have said.

Gibril Ibrahim, finance minister in the army-aligned government, said in early March that Sudan had lost “80 percent of its income”.

Days later, the situation became even more precarious when the energy minister declared force majeure over a “major rupture” on an oil pipeline. Oil exports, via neighbouring South Sudan, account for tens of millions of dollars in earnings each month.

For desperate civilians, virtually all that remains is mutual aid: volunteers organising soup kitchens, evacuation plans and emergency health care.

“The world continues to look the other way,” said Will Carter, Sudan country director for the Norwegian Refugee Council, which alongside MSF is one of the few humanitarian organisations still operating there.

The war’s anniversary is “a milestone of shame”, he said, charging that the international community “has allowed this catastrophe to worsen”.

On the ground, the RSF now controls most of the capital and the western Darfur region.

The paramilitaries descended from the feared Janjaweed militia, unleashed by former strongman Omar al-Bashir’s government to quash an ethnic rebellion.

The International Criminal Court (ICC) charged Bashir with genocide, crimes against humanity and war crimes dating from 2003, but Sudanese authorities never handed him over following his overthrow in 2019 after mass protests.

During the current war, government forces have used their air power to bomb targets on the ground, but failed to gain back much territory and have been blamed for striking civilians.

“A final victory is out of the question,” said a former army officer, requesting anonymity to speak freely.

Sudanese analyst Mohammed Latif agreed, telling AFP a win “is impossible” at this point for either side.

“Their troops are tired and their supplies drained,” Latif said.

There has, however, been no shortage of abuses against civilians, rights groups say.

“What is happening is verging on pure evil,” Clementine Nkweta-Salami, the UN humanitarian coordinator for Sudan, said earlier in the war.

Most recently, the army has taken over homes in Khartoum’s twin city of Omdurman, according to a pro-democracy lawyers’ committee, after similar seizures by the RSF earlier in the fighting.

The lawyers’ committee, like other volunteer groups across Sudan, has spent the past year painstakingly documenting violations including summary killings, the use of sexual violence as a weapon of war and the forced conscription of children.

The ICC, currently investigating ethnic-based killings primarily by the RSF in Darfur, says it has “grounds to believe” both sides are committing atrocities.

International mediation efforts yielded only truce announcements that were quickly violated.

A UN Security Council call last month for a ceasefire also failed to end the war, as did Western sanctions.

The war is “a vortex of transnational conflicts and global rivalries that threaten to set a wider region aflame”, said de Waal.

Both sides have sought regional support, experts say, and the United Arab Emirates has been painted as the RSF’s main foreign backer, though its leaders deny it.

Washington has signalled talks could restart around April 18, but army-aligned prosecutors have since moved against civilian leaders the international community had looked to as potential partners.

Still, according to de Waal, “it should not be difficult to reach a consensus across Africa and the Middle East that state collapse is in no one’s interest”.

Against those complex realities, Amer Sohaiel, a displaced man taking shelter in Darfur’s Abu Shouk camp, has a simple hope, “that God will help us achieve peace this year”.

The ICC says there are ‘ground to believe’ both sides in Sudan’s war are committing atrocities
AFP
Most aid groups have left Sudan, where the health system has all but collapsed and the economy is in dire straits
Most aid groups have left Sudan, where the health system has all but collapsed and the economy is in dire straits
AFP
Graphic showing the change in the percentage of the Sudanese population suffering from different levels of food insecurity (IPC) over comparable periods of time during the last three years
Graphic showing the change in the percentage of the Sudanese population suffering from different levels of food insecurity (IPC) over comparable periods of time during the last three years
AFP
Desperate civilians in Sudan have to rely on volunteers for food, evacuations and emergency care
Desperate civilians in Sudan have to rely on volunteers for food, evacuations and emergency care
AFP

Source link

#Sudans #Silent #Suffering #Year #Generals #War

What overcapacity? China says its industries are simply more competitive

 – The last day of US Secretary Janet Yellen’s trip to China coincided with the strongest retort yet from Beijing officials over her claims that China is flooding global markets with cheap goods, particularly in the new green industries.

As Ms. Yellen laid out plans to formalize dialogue with China over excess industrial capacity in electric vehicles (EVs), solar panels and batteries, saying Washington would not accept US industry being decimated“, the Chinese finance ministry issued a statement saying it had already “fully responded” to her concerns.

Commerce Minister Wang Wentao, at a roundtable meeting with Chinese EV makers in Paris on Monday, said US and European assertions of excess capacity were groundless, adding China’s rise in these industries was driven by innovation and complete supply chain systems, among other factors.

China’s latest response, analysts say, centers on the idea that its production system is simply more competitive, a sharp change in tone from only a month ago when officials including Premier Li Qiang sounded their own warnings on overcapacity.

The strong pushback from Beijing contrasts with the generally warm interactions between Yellen and Chinese officials during her trip, leaving the two largest economies further apart on the hottest dispute in global trade, which could add to tensions.

“They cannot win the race, so they try to slow it down,” said Li Yong, chief researcher at D&C Think, a Chinese think tank, referring to the West’s rhetoric on overcapacity.

“We just do our things, they can do whatever they want — the knife is in their hands.”

Both sides believe they have solid, data-supported arguments not to back down.

The core criticism coming primarily from Washington and Brussels is that state-led support for manufacturers, coupled with depressed domestic demand, is pushing excessive Chinese supply onto global markets.

This drives down prices.

Consequently, it threatens US and EU firms which survive on profits rather than what Western officials argue is a drip-feed of state resources in China. And, it can complicate longer-term investment decisions.

While China denies subsidies and points to US and EU government programs to support their own industries, its critics take a wider view of state support that incorporates cheap loans, land use, huge infrastructure investment and other benefits that span across a fully-integrated supply chain.

EU trade officials have singled out the huge resources redirected by China’s state-dominated financial system from the ailing property sector to its sprawling manufacturing complex, as Beijing looks for other economic growth drivers.

For its part, China says industrial overcapacity is not unique to the world’s second-largest economy.

“The so-called ‘overcapacity’ is a manifestation of the market mechanism at work, where supply-demand imbalance is often the norm,” vice finance minister Liao Min told local media.

“This can occur in any market economy system, including in the United States and other Western countries, where it has happened multiple times in history”.

Industrial capacity utilization in China is lower than in the United States or Europe, but not by much.

Also, China asserts supply and demand should be viewed from a global perspective, particularly given Western criticism focuses on industries key to climate goals for the entire planet.

That argument resonates.

“I’m very skeptical about this idea of overcapacity,” Nicholas Lardy, senior fellow at Peterson Institute told a financial forum in Hong Kong.

“If you think about it, it means every country should only produce what it consumed itself. That means no trade. Where would we be if there was no trade?”

It’s not a new debate. More than a decade ago, Washington complained that the U.S. rust belt was crippled by Chinese overproduction of steel, which had forced China to dump it at very low prices.

But China can argue its output is more in tune with global demand than it was back then. China’s inventory levels have ticked up during the COVID-hit years, but remain well below levels seen in the 2010s.

China views the “new three” industries of electric vehicles, batteries and solar power as key for its development.

In 2023, exports of the “new three” totaled 1.06 trillion yuan ($146.6 billion), up 29.9% year-on-year, official data showed. But they accounted for only 4.5% of China’s total yuan-denominated exports last year, so those on Beijing’s side of the debate see the West’s focus on them as hypocritical.

“US and Europe have a bit of a gangster logic,” said Wang Jun, chief economist at Huatai Asset Management.

In the automotive sector, China argues overcapacity is concentrated in combustion-engine cars rather than EVs and says market mechanisms will eventually weed out weak players.

Moreover, some models by Chinese EV maker BYD sell in Germany for more than double their price in China – an argument that critics use against Europe’s concerns over unfair pricing.

China also says many of its firms are more innovative, hence more competitive. It can point to surpassing the United States as world leader in patent applications.

One industry where global demand does not keep up with Chinese production, though, is solar.

Xuyang Dong, China energy policy analyst at Climate Energy Finance in Sydney, estimates China’s wafer, cell and module capacity coming online in 2024 is sufficient to meet annual global demand now through to 2032.

“If you think of it from this perspective, the Chinese government is subsidising the whole world’s green transition,” said Yue Su, principal China economist at the Economist Intelligence Unit.

“Whether this is fair to EU manufacturers or workers is a different question.”

“Having said that, even if the West increases tariffs, I still foresee that China is going to dominate in many of these industries.” – Reuters

Source link

#overcapacity #China #industries #simply #competitive