This article by Tech Times written by Isaiah Richard is about how Heimdal: a Startup for the Environment aiming at a high level of sustainability, is proposing to help in the carbon-free industrial materials like cement, concrete, limestone, and more. from extraction to production. Here it is.
Steam and exhaust rise from the steel mill HKM Huettenwerke Krupp Mannesmann GmbH on a cold winter day on January 6, 2017 in Duisburg, Germany. According to a report released by the European Copernicus Climate Change Service, 2016 is likely to have been the hottest year since global temperatures were recorded in the 19th century.
Heimdal describes themselves as “decarbonizing industries and the world,” and the main goal of the company is to create materials that people can use without guilt or worries. Why is that? Because its industrial products would be carbon-negative or carbon-free.
This is something that has been achieved before, but what Heimdal aims to debut is the novel.
Heimdal’s focus is to extract different raw materials from the Earth using their renewable energy source and creating what people need without leaving any carbon footprint. Cement and concrete production are known to be major contributors of greenhouse gases in the world, something which startups try to change.
There is a lot of focus which the company aims to venture on, and according to Tech Crunch, it would potentially help in preserving the environment with its efforts. Heimdal demonstrates a high level of sustainability from its extraction to production, something which is not widely that practised in the industry.
Heimdal Carbon-Free Industrial Materials
Erik Millar and Marcus Lima founded Heimdal, and this is something that the duo has brought with them upon completing their studies at Oxford University, United Kingdom. Heimdal aims to bring carbon-free industrial materials like cement, concrete, limestone, and more.
Its main focus of using seawater and CO2 can help in bringing these said industrial materials, which aims to remove the dangerous greenhouse gas from the equation. The company engineers are working on ways to do this, particularly with a design from the founders to extract energy from seawater.
Heimdal Renewable Energy
One of Heimdal’s main focuses as well is to extract energy from seawater, and it would alter the components to several stages such as making it alkalinized. After which, several gases are extracted, and here, they return seawater to its source.
From this process, Heimdal can collect the raw materials it needs to start on its limestone making while using clean and renewable sources of energy to do so. The venture of the company hits two birds with one stone, and can potentially reduce significant uses of raw materials in the environment.
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To Address The MENA Region’s Most Pressing Issues, Startups And Their Larger Business Counterparts Need To Come Together
By Roberto Croci, Managing Director, Middle East and Africa, Microsoft for Startups
In a world without assistance, some of humanity’s best ideas would never see the light of day. Those that can guide the next generation of innovators to success have an obligation to do so.
In 2019, the UAE Ministry of Economy revealed that 95% of the country’s private sector were SMEs or startups. With an estimated economic contribution of 40% of GDP, these smaller enterprises employ 42% of the workforce, and they routinely bring the exact kind of innovations needed for a sustainable future.
The rest of the region, and indeed the world, tells a similar story. We now live on a planet that cries out more loudly than ever for out-of-the-box thinking. For example, the World Resources Institute tells us that one in every four humans live in a country that faces the highest category of water stress. 12 of these 17 countries are in the Middle East and North Africa, and they need ideas, fast. And across the region, governments and businesses that are just starting to extricate themselves from the clutches of the global COVID-19 pandemic are wondering what they can do to mitigate the impact of possible future crises.
Large enterprises have the economies, positioning, and scale to meet these challenges and others, but they may lack the conceptual spark found in entrepreneurs and their newly formed businesses. While startups will continue to be an important part of all economies, the impact they can make will be greatly amplified by strategic partnerships with bigger businesses.
It is the ideal meeting of minds. Smaller businesses are traditionally where we look for job creation and bold ideas, but larger businesses have been around long enough to have better understandings of issues such as market strategy, best practice, and compliance. Where startups may face difficulties finding financial backing, technology, or mentorship, larger players can help– if not directly, then by putting founders in touch with the right people.
In return, B2B startups can help large corporates to extend their capabilities. Together, businesses of different scales can solve societal and commercial challenges. This potential is not exclusive to an individual industry, nor is it confined to a specific nation. Communities everywhere can share in the progress and sustainability delivered by large and small businesses working together.
But to create such an environment will require input from all parties– government entities, private enterprises, and startups. We need to ensure self-perpetuating environments that allow businesses to fail, learn, create, and then scale. Any incubation initiative –either by government or private enterprise– that accelerates time to market is welcome. We need to create a system that guarantees the success not just of this generation of viable startups, but of all those that come after.
Opportunities like this are important for startups and corporates. In a world without assistance, some of humanity’s best ideas would never see the light of day. Those that can guide the next generation of innovators to success have an obligation to do so. And as they do, they should be aware that when large- and small-scale operators work together, everybody wins.
The pandemic has helped boost digital marketplaces in the region, opines Muhammad Chbib, CEO at Tradeling.
7 November 2020
The pandemic has propelled the use of e-commerce in the region and globally. What are the key trends you have seen? The most significant trend is the growth of homegrown capabilities in e-commerce in the region. Globally, while e-commerce has been recording strong growth – accelerated no doubt by the pandemic – the region has witnessed a transformational growth in the evolution of the digital economy. Not only have our homegrown companies demonstrated strong resolve to meet the needs of the people and support them, we have seen a tremendous amount of entrepreneurship – with new startups entering the market and building their own niche.
The second trend is more consumers warming up to the possibilities offered by e-commerce. While digital commerce was gaining momentum, one of the factors that has stymied its growth in the region is the relatively lower credit card penetration in some markets. There have also been typical concerns associated with conducting everyday business online. However, one thing the pandemic has brought about is the adoption of digital payments and the increased confidence of consumers to shop online and conduct e-commerce transactions.
In the B2B e-commerce space, how high is the penetration in the GCC market? Has it grown significantly this year? While B2B e-commerce was evolving at a slower pace compared to consumer-oriented digital business, this year has witnessed a real transformation. I believe it is a case of supply and demand. What matters is that in the new reality, business customers too want to access products and services easily, quickly and efficiently. We see a growth in the B2B marketplace – here in the UAE – and growing enquiries from across the GCC.
Which are the verticals within the sector where you see most scope for growth? It is really a matter of bringing more options to the customer, whatever the vertical. Customers like to shop around and feel they get value for money and exemplary service. But it is also a matter of sourcing new products and services that aren’t in the region yet.
For those entering the digital B2B industry, what are the main challenges? The main challenges are finding the right talent with expertise and insights into the B2B sector, which is a different terrain compared to B2C e-commerce. An in-depth understanding of the global market is essential in addition to knowledge of the trading dynamics. You must be flexible and agile to overcome any unprecedented situation. It is also a matter of understanding the customer – the B2B customer is very different from the B2C customer.
Our priority is making the customer journey seamless, taking away their pain points and streamlining processes to ensure efficiencies that save them time and money.
Tradeling launched in April, in the midst of the lockdown – how was your experience? Do you have any immediate plans to expand? We created Tradeling during the pandemic to connect regional and global suppliers to MENA-based business demand. Today, we have close to 400 suppliers from over 25 countries with gross merchandising value increasing from zero to a high two-digit million figure in just three months.
The key to overcoming the challenges was to enhance market confidence and we took decisive steps in this regard. Today, we have gone from a team of 40 to nearly 100 people and we continue to hire.
From logistics to financing support to ensuring a fully secure payment gateway, we are the first of our kind B2B platform across the region. This is our USP and this integrated approach to business has enabled us to address the challenges.
Looking ahead, what is the future of digital marketplaces in the region? Digital marketplaces constitute the future of retail and in the new reality, they will record a stronger rate of growth compared to brick-and-mortar retail. But the key for success is to define your own unique niche for the marketplace; increasingly, we see online aggregators trying to capitalise on the opportunity, which will only lead to market fragmentation. What we need is bold, innovative ideas that will help accelerate the momentum of e-commerce growth in the region.COVID-19DIGITAL MARKETPLACEE-COMMERCEGCCTRADELING
In Manama, 5G and edge: unlocking new possibilities could have been perceived by all elites of the Gulf media as a reassuring means to help reach landscapes of a better future.
With 5G we’ll see an entirely new range of applications enabled by low latency of 5G and the proliferation of edge computing – transforming the art of the possible, said professional services firm Accenture in a new report.
“5G standards have been finalized late last year. We’ll soon start to see a growing number of devices rolling out across the regions. By 2025, it’s estimated that there will be 1.2 billion 5G connections covering 34% of the global population,” said Tejas Rao, Managing Director – Technology Strategy & Advisory, Growth Markets at Accenture in the company’s Business Functions Blog.
From digital to augmented consumer
The evolution of the consumer is one major leap forward. 3G and 4G helped to create the digital consumer, always connected to the internet through their mobile devices. But with 5G we’ll see an entirely new range of applications enabled by the low latency of 5G and the proliferation of edge computing – transforming the art of the possible. Rather than simply experiencing digital through their devices, consumers will have their experience of the world around them enhanced and augmented through real time data and the technologies such as augmented reality/virtual reality (AR/VR) that it enables through edge computing.
The edge cloud forms
The evolution of the network in this context is synonymous with the evolution of the cloud. So rather than what we typically see today in the public cloud, which is services residing in centralized data centers, those cloud services will move to the edge of a mobile network – the ’edge cloud’ – to drive real time cloud computing capabilities. And that development will support a wide range of new use cases across every industry, with network connectivity itself becoming the platform on which others can build new services and solutions.
From capacity and coverage to network as a platform
Accordingly, we are starting to see the strategic intent of maximizing capacity and coverage that informed network build in the 3G/4G world shift. Instead the focus is now on how to unlock 5G to deliver innovative solutions and services.
With networks no longer having to be the same everywhere, they can be built or sliced to support new use cases and opportunities for specific industries. Today’s web platform companies are already exploring this and making investments in order to capitalize on the transformational changes that 5G’s low latency can offer.
Low latency–currency for the 5G world
Ultra-reliable low latency is the new currency of the network world, underpinning new capabilities in many industries that were previously impossible. And these are not in the realm of science fiction. They are becoming possible today, ranging from real-time language translation to remote robotics and from autonomous logistics to AR-enabled industrial maintenance.
As they plan their future networks, operators need to understand how to intelligently direct 5G network investments from just pure coverage and capacity, and towards unlocking new revenue streams and business value. This is a significant departure from previous generations of network deployment. The network has moved from being a pipeline to instead becoming a platform and gateway for solution innovation and real-time connectivity services.
Partnering and collaboration will become more important than ever as operators sit at the center of new ecosystems developed around the ultra-reliable low latency, real time data at scale and responsiveness that the ‘edge cloud’ delivers.
New landscape of opportunity–and challenge
This emerging landscape of mobile edge networks can unlock many new opportunities to create value. These consist of new services to drive revenue and new possibilities for managing network costs. But the new networks also pose some novel challenges to preserving margins.
Today’s cloud world is characterized by the presence of a limited number of mega data centers in remote locations with data travelling from device to cloud and back again in order to execute a computational process or data analysis. Data typically makes the round trip travelling at 50 to 100 milliseconds over today’s 4G mobile networks.
Data travelling over 5G at less than five milliseconds facilitates the edge cloud and the ability to create new services that it empowers. But achieving that requires a proliferation of micro data centers numbering in the tens of thousands. To support edge capabilities, these will need to be deployed closer to the consumers and enterprises that use them and densely installed in urban settings.
They will need to handle the progression from millions to billions of connected devices. And move from remote connectivity to providing ultra-reliable, low-latency capabilities at the edge as data flows accelerate to real-time in order to execute time-sensitive services, from autonomous vehicles to real-time visual analytics.
Deciding where and how to play
As they create these capabilities, operators need to understand where they want to locate the edge and what the operational implications of their choice will be. That means understanding the likely demands of the territories they cover and the use cases for specific industries that are likely to be most relevant.
The one-size-fits-all approach of the 3G/4G world is no longer useful. Instead, operators need to take a more targeted view of where they want to play and the likely returns they can generate from placing much more specific bets than in the past.
The spread of China’s “techno-authoritarianism,” its pursuit of the “innovation advantage,” and its incompatibility with the liberal democratic model is the focus of a new report. The underlying dynamics and tensions between markets, non-state actors and governments are compelling governments to pursue strategic alliances and partnerships, and the inherent ideological differences between the Chinese system and those of open market, liberal democracies will influence outcomes, argues analyst Alex Capri.
Beijing’s imposition of the national security law in Hong Kong, as well as its internment of ethnic Muslim minorities in China’s western Xinjiang autonomous region, were just several of the latest provocations causing European policymakers to rethink relations with China. Thus, for Beijing, it has become increasingly difficult to find sympathy in Europe regarding Washington’s campaign to crush Huawei….New partnerships, including the Global Partnership on Artificial Intelligence* (GPAI) and the G7 AI Initiative, that are designed to guide the liberal and transparent development of AI, stand in contrast to China’s export of techno-authoritarianism.
A question that has begun to circulate in trade policy circles is: could a coalition of willing nations form a new global trade institution with standards that require open market principles and democratic ideals? RTWT
In “Artificial Intelligence and Democratic Norms,” the fourth in the “Sharp Power and Democratic Resilience” series from the International Forum for Democratic Studies, Nicholas Wright explores how to establish democratically accountable rules and norms that harness the benefits of artificial intelligence-related technologies, without infringing on fundamental rights and creating technological affordances that could facilitate authoritarian concentration of power.
Originally posted on MENA Solidarity Network: By Anzar Atrar and David Karvala At 4 am on Saturday 21 August, Spanish authorities took Mohamed Abdellah —along with around 30 other Algerians— from the migrant custody centre in Barcelona and deported him. This was bad news for all of them, of course. But Abdellah, an Algerian anti-corruption…
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