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Thursday, June 30, 2022

Lightning Labs Introduces Taproot, Musig2 in Beta Version of Lightning Network Daemon - CryptoPotato

Lightning Labs has announced the release of the beta version of the Lightning Network Daemon (lnd). The firm has revealed incorporating several improvements in the new – v0.15-beta. The main idea is to offer developers and users access to the “latest and greatest” Bitcoin protocol upgrades that include Taproot and Musig2.

Taproot and Experimental Musig2

According to the official blog post, Lightning Labs’ product growth lead Michael Levin announced that more than 50 contributors participated in launching the firm’s first release in 2022.

“Since 0.14, we’ve made immense progress to better meet the needs of our developer community. We’re excited to deliver this technology to our builder community around the world to see what amazing use cases they can bring to users.”

Its latest release will give complete Taproot support for the internal lnd wallet, which will be able to generate P2TR addresses for receiving and sending via bech32m. Support for an experimental Musig2 API compliant with the latest BIP draft has also been added in v0.15-beta.

Taproot was activated in November 2021 after receiving 90% consensus. Prior to the upgrade, Bitcoin used the Elliptic Curve Digital Signature Algorithm (ECDSA) to generate keys and verify transactions. The Taproot soft fork aimed to make Bitcoin more private, secure, and scalable.

It brought Schnorr Signatures to reduce network burdens and made it possible to conduct multi-signature multi-input transactions (UTXI) a lot easier, faster, and cheaper.

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Other Key Improvements

Meanwhile, the new release comes with a 95% reduction in the database size by removing redundant data from the revocation log bucket. In contrast to its previous versions, the v0.15-beta is also expected to improve node performance.

Furthermore, Lightning Labs has also incorporated greater control for its users over pathfinding preferences. This addition will essentially give users choice with regard to different payments, meaning – they can select different options based on their needs over time and cost tradeoffs. The company has come up with advanced developer tooling for liquidity service providers.

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Network Design and Tuning - Ericsson

With 5G comes increased complexity, plus an increased need for capacity and agile traffic growth. Emerging enterprise opportunities area also creating a wide range of use cases with complex and varying requirements, putting increased pressure on securing optimal performance and user experience.

Network Design services obtain the best setup for new and existing infrastructure, so it fulfils key business goals as well as requirements in terms of capacity, coverage, cost and stringent 5G SLAs. A good design is the foundation to directly shape the performance of your network, as well as its reliability, predictability, capacity, and potential for future expansion. Build with precision to accelerate time to market, deliver optimal performance at the right cost and be ready for whatever the future brings.

Network Tuning services perform initial adjustments on the network before commercial launch. When a new network is installed or new features activated, the radio network functionality and operation is measured and adjusted.

Historically, traditional deployment activities relied heavily on drive tests. If the particular tuning scenario and customer allows to rely on live traffic-based methods and tools, then these activities will be carried out by virtual drive test technology based on real traffic data from recently deployed equipment, minimizing the need to dispatch engineers or perform drive tests on site.  Otherwise, active measurements (mainly drive tests) will be the basic input to monitor and adjust the performance of the new equipment deployed.

The activities carried out using live traffic as input are described in the post launch optimization service offering.

With 5G comes increased complexity, plus an increased need for capacity and agile traffic growth. Emerging enterprise opportunities area also creating a wide range of use cases with complex and varying requirements, putting increased pressure on securing optimal performance and user experience.

Network Design services obtain the best setup for new and existing infrastructure, so it fulfils key business goals as well as requirements in terms of capacity, coverage, cost and stringent 5G SLAs. A good design is the foundation to directly shape the performance of your network, as well as its reliability, predictability, capacity, and potential for future expansion. Build with precision to accelerate time to market, deliver optimal performance at the right cost and be ready for whatever the future brings.

Network Tuning services perform initial adjustments on the network before commercial launch. When a new network is installed or new features activated, the radio network functionality and operation is measured and adjusted.

Historically, traditional deployment activities relied heavily on drive tests. If the particular tuning scenario and customer allows to rely on live traffic-based methods and tools, then these activities will be carried out by virtual drive test technology based on real traffic data from recently deployed equipment, minimizing the need to dispatch engineers or perform drive tests on site.  Otherwise, active measurements (mainly drive tests) will be the basic input to monitor and adjust the performance of the new equipment deployed.

The activities carried out using live traffic as input are described in the post launch optimization service offering.

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How to get and equip the Black Belt S in Monster Hunter Rise: Sunbreak - Dot Esports

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Monster Hunter Rise: Sunbreak just launched and the developers are giving players a head start with some high-rank gear that they can use to hunt new monsters. The new armor is automatically awarded, but it might be tricky to find if you’re not used to the game.

For those looking for the new set, head over to the Courier. It can be found in both the base game’s village and Sunbreak’s new village. Head over to the Palico standing on top of an item box and he’ll tell you that he’s got some new stuff for you. Scroll down where it says “Add-on Content” and it will bring up a huge list of things. Anything listed in white hasn’t been picked up yet. One of those things is the new armor.

The armor is called “Black Belt S.” In the list, it’ll be listed as the “Sunbreak Launch Celebration: “Black Belt S” Hunter armor set. It includes all of the armor pieces you’ll need to get started. There are also a few more things in there to pick up, so make sure you gather them all while you’re there.

Screengrab via Capcom

How to equip the Black Belt S armor set in Monster Hunter Rise: Sunbreak

To equip the armor, head over to the Smithy. Select “Manage Equipment,” then “Change Gear.” When you first get into the menu, it will show you low-rank gear. Hit RB on your controller and it will put you into the high-rank gear menu. There, you will see the Black Belt S set. Equip each piece and then you’ll be good to go.

Don’t forget to upgrade your gear at the Smithy before you leave since it’s likely that you’ll already have the materials you need to upgrade it. To do that, head to the Forge/Upgrade Armor menu and then select “Upgrade Armor.” Make sure you upgrade all of your pieces and then you’ll be ready to head off into the Jungle and fight more monsters.

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Wednesday, June 29, 2022

Building a Greener Network - SDxCentral

Indosat Ooredoo’s recent collaboration with Ericsson has demonstrated that preparing the network, activating energy-saving software features, and operating site infrastructure intelligently are all key to reducing energy consumption while supporting mobile traffic growth.

The first, and arguably most important, effort Indosat Ooredoo, an Indonesian telecommunications provider, took to building a more sustainable network was the aggressive LTE spectrum migration and the change to the Ericsson Radio System. In 2017, Indosat Ooredoo began investing into Ericsson Radio System, including 4X4 upgrades on legacy sites, to modernize themselves. This transformation involved upgrading hardware, software, and related services to build a modular radio access network (RAN).

Now, more than 70% of their high-band radios are now Ericsson Radio System- and 5G-ready in Greater Jakarta, as are nearly 100% of base-band radios. When compared to the previous RBS 6000 series, these improvements have led to energy savings up to 20–30%.

By the end of Indosat Ooredoo’s migration to LTE, the telecom company had already achieved the highest spectral efficiency in all of Jakarta, and it was producing more traffic on fewer sites than its competitors.

Activating energy-saving software

However, building a more sustainable network is easier said than done. In fact, most of the time, when communication service providers (CSPs) seek to reduce energy consumption, operators are often concerned that the customer experience will suffer. But, figure 2 shows that during the 2018 trial Ericsson and Indosat Ooredoo were able to increase efficiency without a substantial impact on key performance indicators.

Along with keeping KPIs high, Indosat Ooredoo saw an average energy savings of 8% by activating several energy-saving features, including Micro Sleep Tx, Low Energy Scheduler Solution (LESS), and MIMO Sleep Mode.

Operating site infrastructure intelligently

In another effort to building a more sustainable future, Indosat Ooredoo also embraced Ericsson’s Energy Infrastructure Operations (EIO) — an artificial intelligence (AI)-powered, data-driven operations solution that gives CSPs the ability to reduce opex and emissions simultaneously. However, for Indosat Ooredoo to fully embrace Ericsson’s EIO, four steps needed to be completed.

In the first, sensors were deployed to monitor site infrastructure in real time to search for energy leaks and benchmark energy consumption to identify anomalies. Once that was completed, the data analysis pinpointed areas where immediate improvements could be made, including automated configuration changes in passive infrastructure to ensure power savings and implementation of appropriate temperature settings for the air.

In the last two steps, EIO’s AI and automation tool suite was deployed to enable real-time savings with closed loop automation. It also enabled a prediction algorithm to identify which RAN cells could be put to sleep. By using the locking criteria sets defined by Indosat Ooredoo, this algorithm not only provided predictions on which cells to be put to sleep, but it also actuated the locking and unlocking of radio cells in real-time.

In the end, Ericsson’s EIO was able to help Indosat Ooredoo reduce energy bills up to 3.6% and CO2 emissions by 4% on the sites where this solution is deployed.

Breaking the energy curve

With Ericsson’s support, Indosat Ooredoo has shown that it is possible to increase data traffic while reducing power consumption. The Indonesian telecom company is already ahead of schedule in terms of meeting its energy saving targets and is likely to reach its goal.

It has also been enjoying the financial savings that come with reducing power consumption and the environmental benefits from the drop in CO2 emissions.

But through the efforts Indosat Ooredoo made, hopefully now other CSPs can see that breaking the energy curve is a realistic, and necessary, goal.

About Ericsson

Ericsson enables communications service providers to capture the full value of connectivity. The company’s portfolio spans Networks, Digital Services, Managed Services, and Emerging Business and is designed to help our customers go digital, increase efficiency and find new revenue streams. Ericsson’s investments in innovation have delivered the benefits of telephony and mobile broadband to billions of people around the world. The Ericsson stock is listed on Nasdaq Stockholm and on Nasdaq New York.

www.ericsson.com

Read the full article here

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Tuesday, June 28, 2022

Nevada First-Gen Network Summer Pilot Program | University of Nevada, Reno - Nevada Today

The NFGN team will be exposing students to various STEM activities, leadership building, art and culture, in a fun and inclusive environment. This program will be housed in the Parasol building located in Incline Village, Nevada.

Participants will have the opportunity to explore the amazing resources within Incline Village while also being exposed to resources and activities in The College of Education & Human Development at The University of Nevada, Reno.

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Federal Jury Convicts Leader of Large Meth, Fentanyl Trafficking Network - Department of Justice

ALBANY, Ga. – A documented member of a criminal street gang organization who led a drug distribution network responsible for trafficking more than 150 kilograms of methamphetamine, fentanyl, heroin and other illegal drugs into Southwest Georgia and an associate were found guilty Monday evening on multiple drug charges by a federal jury following a week-long trial.

Jamie Keith aka JGottiDaBoss aka Cocho, 40, of Albany, was convicted of conspiracy to possess with intent to distribute controlled substances and possession with intent to distribute methamphetamine. Artarious Davis aka Showboat aka Boat, 41, of Albany, was convicted of possession with intent to distribute methamphetamine and possession with intent to distribute fentanyl. The verdict was reached following a trial that began on Tuesday, June 20 and ended on Monday, June 27 before U.S. District Judge Leslie Gardner. Keith and Davis each face a maximum term of life imprisonment. Sentencing has not been scheduled.

“The U.S. Attorney’s Office is committed to holding individuals caught trafficking large quantities of the deadliest narcotics accountable for crimes that damage the safety of our communities,” said U.S. Attorney Peter D. Leary. “The success in putting an end to this significant methamphetamine and fentanyl network that was pushing some of the most addictive illegal drugs into Southwest Georgia was achieved with the cooperation of federal, state and local law enforcement in a significant Organized Crime and Drug Enforcement Task Force operation.”

“These criminals once profited by spreading this insidious poison throughout a number of communities in Southwest Georgia, but the DEA and our law enforcement partners are in the business of protecting lives and serving those communities,” said Robert J. Murphy, the Special Agent in Charge of the DEA Atlanta Field Division. “Justice was served thanks to strong and strategic partnerships between the DEA and its local law enforcement counterparts.”

“This case demonstrates the commitment of law enforcement agencies at every level to end an epidemic in our society that is killing our citizens,” said Keri Farley, Special Agent in Charge of FBI Atlanta. “The FBI will continue to work diligently along our partners in the Organized Crime Drug Enforcement Task Force to investigate and dismantle drug trafficking organizations.”

“These convictions illustrate that drug trafficking will not be tolerated in Georgia. The GBI is committed to investigating and dismantling large scale drug trafficking organizations such as this one operating in Southwest Georgia, in coordination with our local and federal partners,” said GBI Director Vic Reynolds.

“The Albany Police Department will continue working with our local, state and federal law enforcement partners to combat drug trafficking and its associated crimes in Albany, Dougherty County and Southwest Georgia. This verdict warns those seeking fortune from this illicit trade that ill-gotten gains lead to harsh consequences,” said Albany Police Department Chief Michael Persley.

“The Lee County Sheriff’s Office is working with all of our law enforcement partners at every level to combat criminal activity in our community and ultimately put a dent in crime,” said Lee County Sheriff Reggie Rachals.

“The Worth County Sheriff’s Office has and will continue to work diligently with local, state and federal law enforcement and community partners across the area to find, investigate and prosecute criminals trafficking drugs in Worth County and the Southwest Georgia area,” said Worth County Sheriff Don Whitaker. “Drugs are a multi-billion-dollar criminal enterprise that targets our vulnerable populations, our neighbors and even our family members. Because of this, we can’t slow down, we must aggressively pursue this criminal element. We have found that by taking down these drug distributors, it also helps in the reduction of other crimes. With this in mind, we welcome a partnership with all agencies to fight this problem and make our communities safer.”

According to court documents and evidence presented at trial, Keith and Davis were criminally involved in a large drug trafficking network responsible for distributing more than 150 kilograms of methamphetamine, more than 2000 fentanyl tablets pressed to resemble Percocet, more than one kilogram of heroin, more than five kilograms of cocaine and other drugs in the metro Albany area in 2019. Trial testimony revealed that now-deceased co-defendant Demarcus Cook, of Sylvester, Georgia, was a documented member of the Piru set of the Bloods criminal street gang organization. Keith, a member of a rival organization and the leader of this drug trafficking organization, bonded Cook—who was ill—out of jail in exchange for access to Cook’s drug sources of supply and  customers. Using Cook’s sources and Keith’s cash and distribution network, the two began delivering large quantities of drugs to Albany and Sylvester to be sold at locations including 122 Moultrie Road, Albany; 214 Albany Avenue, Sylvester, and 610 Johnson Road, Albany. Cook has since died of cancer. Keith was the manager of the drug network; Davis’ primary roles were protecting the drug loads on behalf of the organization and serving a subsidiary customer base of drug users and redistributors in the Albany area.

The other 29 defendants federally prosecuted as part of this investigation have pleaded guilty for their crimes.

This effort is part of an Organized Crime Drug Enforcement Task Force (OCDETF) operation. OCDETF identifies, disrupts and dismantles the highest-level criminal organizations that threaten the United States using a prosecutor-led, intelligence-driven multi-agency approach. Additional information about the OCDETF Program can be found at https://www.justice.gov/OCDETF.

The case was investigated by FBI, DEA, GBI, the Albany Police Department, Lee County Sheriff’s Office and Worth County Sheriff’s Office.

Assistant U.S. Attorney Leah McEwen prosecuted the case.

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Steps To Take To Grow Your LinkedIn Presence And Network - The National Law Review

What do LinkedIn and a plant have in common? Well, think of LinkedIn like a plant that needs care and nurturing in order to grow and flourish.

That means not just buying a plant, putting it on your windowsill and hoping for the best, which is the equivalent of creating a LinkedIn profile and NOT sending connection requests, liking posts, engaging with your network, sharing updates, strategically using groups, hashtags, images, newsletters, Creator mode, company pages – I could go on and on.

Let me just say on the outset here that I do not have a green thumb. In fact, I probably have a black thumb. This is a fake plant, but let’s pretend it’s a real plant. (I kill all plants. And if anyone has any tips on how to keep an orchid alive, let me know because the ice cube thing does not work for me.)

So why am I talking about plants and LinkedIn?

Like I said, LinkedIn is like a plant that you need to water to keep alive. So you don’t just buy a plant and hope for the best. You need to nurture the plant, water it (but not too much),, put it in th sunlight so it thrives. It’s the same thing with nurturing your network and growing your connections.

You’re not just going to create a LinkedIn profile and call it a day, at least not if you want to be successful on LinkedIn.

Here are some tips for growing and nurturing your LinkedIn presence and network.

  1. Strategically sending LinkedIn requests and accepting them is one of the most basic and important steps to LinkedIn success. Don’t just wait for invitations to come to you. Actively grow your network by sending them too – before and after networking events, conferences and meetings as well as business calls and other interactions with new connections. You never know who might be a potential employee, referral, collaborator or client down the road, so cast a wide net when it comes to your network. The wider the network the more successful you will be on LinkedIn.

  2. Keeping your profile updated is an essential tip for LinkedIn success. Make sure your profile reflects what you do, for whom you do it and why you do it, which is most important. Utilize LinkedIn’s latest tools and features such as the cover image, cover story, headline URLLinkedIn newslettersCreator Mode and so much more. Optimize your headline and profile for search engine optimization (SEO) by using strategic keywords, which will enhance the discoverability of your profile. Also, make sure your profile isn’t too formal and your profile photo is current.

  3. Checking LinkedIn on a regular basis is another important tip for success on the platform. You need to regularly be present on LinkedIn in order to build relationships with your connections as well as to stay informed with news about them, your industry and your competitors and most of all, having a consistent presence on LinkedIn is what will establish your personal brand on the platform and make you a subject-matter expert and thought leader. It’s that easy and it doesn’t have to take a lot of time each day. You can’t just pop into LinkedIn every now and then to utilize all that LinkedIn has to offer.

  4. Truly taking advantage of LinkedIn is getting to a point where you use it as a content hub. Posting and sharing content that reflects your content pillars – the three to five areas in your wheelhouse that support your brand and business on a consistent basis – is again what will establish you as a thought leader and subject-matter expert and will lead to all sorts of opportunities from speaking to writing to new clients to who knows what else – the possibilities are endless if you are present and open to it. Also, consistent doesn’t mean every day – it’s better to post a few times a week than every day if your quality is lacking – you don’t need to post every day. Also don’t post more than once a day as you will hurt the impact of both posts in the algorithm and people may consider your posts as spam.

  5. Also, one of the best ways to build relationships and also to enhance your own brand is to share the content of other people in your network. This was something I did very early on in my LinkedIn career and it greatly helped me build my network, brand and relationships. It really does work!

You can’t just create a LinkedIn profile and call it a day anymore. And the importance of LinkedIn is that it has incredibly high-domain authority, meaning that whether you use it once a day, once a month or once a year, it still shows up as either your number one or number two Google search result.

I hope that underscores the power of LinkedIn and why you need to care about it today.

LinkedIn is a platform that needs to constantly be nurtured, and it’s in your best interest to do so with more than 800 million people around the globe using it for business networking. It’s also free so that makes it even more worthwhile.

So remember, you don’t have to post on LinkedIn every day to be successful on the platform, but you do need to post content with intention and purpose on a regular basis, which could be two times a week or five times a week – it’s up to you.

But at the heart of success on LinkedIn is really supporting people in your industry, building relationships and consistently cultivating your network, so never lose sight of that. Plants wither up and die when you don’t tend to them and your LinkedIn brand and network can as well if you don’t invest the time and energy into it. The plant analogy really works when you think about it.

I hope that you use these tips and also give me some tips for keeping plants alive.

Here’s a YouTube video with more on how your LinkedIn network is like a nurturing a plant with some tips to grow your LinkedIn network and presence using my (fake) plant prop.

Here are some other LinkedIn resources:

Copyright © 2022, Stefanie M. Marrone. All Rights Reserved.National Law Review, Volume XII, Number 179

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Monday, June 27, 2022

Rivian is turning on the first EV fast chargers in its adventure network - TechCrunch

Rivian this week will open three EV fast charging sites in California and Colorado as part of the automaker’s bid to build out an “adventure” network along interstates as well as locations near recreational activities aligned with its customer base.

The first Level 3 DC fast charging site, which opened Monday in Salida, Colorado, has four chargers that can provide more than 200 kilowatts of power, according to Rivian. This allows Rivian R1T drivers (and eventually R1S SUV drivers) to add as much as 140 miles of range in 20 minutes, the company said. One of the fast chargers is set up as a pull-through site to accommodate vehicles towing trailers.

Rivian said its second and third Adventure Network sites will open June 28 and June 29 in Inyokern and Bishop, California, locations that are near several recreational destinations such as Mammoth Lakes, Yosemite National Park and Death Valley National Park.

Opening the three DC fast charging sites is an important and first step toward Rivian’s plan to install 3,500 fast chargers at 600 sites across North America. But these fast chargers are just one piece of Rivian’s dual EV infrastructure strategy to install more than 10,000 chargers by the end of 2023.

The Rivian Adventure Network includes fast chargers located along interstates, like the one that opened in Salida, and another layer that is atypical in the EV industry.

Rivian is also installing so-called Level 2 AC chargers at adventurous destinations like mountain bike and hiking trailheads, kayaking spots, national and state parks and even popular climbing crags. The aim is to appeal directly to Rivian’s customer base and notably, to attract new buyers. All of Rivian’s Level 2 AC chargers, which the company has dubbed “waypoints,” are open to the public and accessible to all electric vehicle brands with a J1772 plug. The DC fast chargers are only accessible to Rivian customers.

Rivian started last July to install the first of these waypoints at all 42 Colorado state parks. Each park will have two Rivian waypoints each.

The new fast charging sites opening this week also include the slower “waypoint” chargers. For instance, Rivian’s Salida location has four “Level 2” AC chargers that provide an 11.5kW charging speed. At that rate, the Level 2 charger should be able add up to 25 miles of range every hour on an R1T pickup truck and R1S SUV.

Rivian owners are able to locate the waypoints as well as its branded fast chargers through the vehicle’s navigation and the accompanying app.

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Crews use micro-trenching for $32M Saratoga Springs fiber network - FierceTelecom

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ScoutCam Signs a Joint Development Agreement to Equip Aerial Platforms of a Top Global Defense and Aviation Manufacturer with In-Flight Monitoring Solutions - GlobeNewswire

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OMER, Israel, June 27, 2022 (GLOBE NEWSWIRE) -- ScoutCam (OTCQB: SCTC), a leading provider of visualization and AI based solutions to the Condition Based Monitoring (CBM) and the Predictive Maintenance (PdM) markets, announced today a Joint Development Agreement (JDA) with a global leading defense and aviation company. According to the JDA, the defense and aviation company will utilize ScoutCam's proprietary visualization technology for in-flight monitoring of various components of its fleet of aerial vehicles, as well as serve as a replacement for manual pre- and post-flight visualization inspections of the aerial platforms.

The multi-year partnership established by the JDA combines various technical aspects of the relationship between ScoutCam and the customer and ensures future supply of ScoutCam’s monitoring solutions to the aerial vehicles.

“We are very excited about the opportunity to provide our exceptional visualization monitoring solutions and expertise to the aviation market and to join forces with this global leader for the long term,” commented ScoutCam’s Chief Executive Officer, Yovav Sameah. “We see this opportunity as an important part of the ScoutCam’s growth strategy as we become a key player in the fast-growing Condition Based Monitoring and Predictive Maintenance markets, where the unmet need for visualization monitoring is increasing rapidly. The JDA provides a basis for future collaborations between the companies as it includes a target by the customer to expand deployments into all existing areal platforms. Following a successful JDA, Scoutcam plans to continue deploying this game-changing platform in other parts of the military and civilian aviation sector.”

Yovav Sameah continued, “Our collaboration with this large scale, global manufacturer combines a unique set of capabilities that we believe will significantly benefit the entire aviation industry, while providing significant growth potential to ScoutCam. While both companies are currently working on a proof-of-concept prototype as a basis for future expansion, we expect our joint activities to play a more significant role as the Condition Based Monitoring and Predictive Maintenance markets expand.”

About ScoutCam

ScoutCam is pioneering the Predictive Maintenance and Condition Based Monitoring markets with its visualization and AI platform. Pioneering the use of its visualization and AI platform in Industry 4.0 markets such as aviation, energy, mobility and transportation, ScoutCam’s camera-as-a-sensor technology, accompanied by specialized trained AI models, is being deployed in hard to reach locations and harsh environments, across a variety of Predictive Maintenance and Condition Based Monitoring use cases. ScoutCam’s platform allows maintenance and operations teams visibility into areas which are inaccessible under normal operation, or where the operating ambience is not suitable for continuous real-time monitoring.

Forward-Looking Statements –

Information set forth in this news release contains forward-looking statements within the meaning of safe harbor provisions of the Private Securities Litigation Reform Act of 1995 relating to future events or our future performance. All statements contained in this press release that do not relate to matters of historical fact should be considered forward-looking statements, including, but not limited to, the Company’s ability to maximize and generate revenues from its agreement with the defense and aviation company and the Company's future plans for its monitoring solutions, as discussed in this press release. In some cases, you can identify forward-looking statements by terminology such as “may,” “should,” “expects,” “plans,” “anticipates,” “believes,” “estimates,” “predicts,” “potential” or “continue” or the negative of these terms or other comparable terminology. Those statements are based on information we have when those statements are made or our management’s current expectation and are subject to risks and uncertainties that could cause actual performance or results to differ materially from those expressed in or suggested by the forward-looking statements. Factors that may affect our results, performance, circumstances or achievements include, but are not limited to the following: (i) market acceptance of our existing and new products, including those that utilize our micro ScoutCam technology or offer Predictive Maintenance and Condition Based Monitoring applications, (ii) lengthy product delays in key markets, (iii) an inability to secure regulatory approvals for the sale of our products, (iv) intense competition in the medical device and related industries from much larger, multinational companies, (v) product liability claims, product malfunctions and the functionality of ScoutCam’s solutions under all environmental conditions, (vi) our limited manufacturing capabilities and reliance on third-parties for assistance, (vii) an inability to establish sales, marketing and distribution capabilities to commercialize our products, (viii) an inability to attract and retain qualified personnel, (ix) our efforts obtain and maintain intellectual property protection covering our products, which may not be successful, (x) our reliance on single suppliers for certain product components, including for miniature video sensors which are suitable for our Complementary Metal Oxide Semiconductor technology products, (xi) the fact that we will need to raise additional capital to meet our business requirements in the future and that such capital raising may be costly, dilutive or difficult to obtain, (xii) the impact of pandemics, such as COVID-19 (coronavirus) and (xiv) the fact that we conduct business in multiple foreign jurisdictions, exposing us to foreign currency exchange rate fluctuations, logistical, global supply chain and communications challenges, burdens and costs of compliance with foreign laws and political and economic instability in each jurisdiction. These and other important factors discussed in the Company’s Annual Report on Form 10-K filed with the Securities and Exchange Commission (“SEC”) on March 30, 2022 and our other reports filed with the SEC could cause actual results to differ materially from those indicated by the forward-looking statements made in this press release. Except as required under applicable securities legislation, the Company undertakes no obligation to publicly update or revise forward-looking information.

For more information on ScoutCam and to view the updated site, please visit www.scoutcam.com.

Investor Relations Contact:

Miri Segal
MS-IR LLC
Tel: +917-607-8654
E-mail: msegal@ms-ir.com


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ScoutCam Signs a Joint Development Agreement to Equip Aerial Platforms of a Top Global Defense and Aviation Manufacturer with In-Flight Monitoring Solutions - GlobeNewswire
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Czinger Vehicles Establishes Dealer Network - Los Angeles Business Journal

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Czinger Vehicles Establishes Dealer Network  Los Angeles Business Journal

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Sunday, June 26, 2022

Who speaks for the church? Kingdom Equip Network quizzes - Graphic Online

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Who speaks for the church? Kingdom Equip Network quizzes  Graphic Online

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Pro Football Network Ranks Colts’ Braden Smith 18th Amongst Tackles for 2022 Season - Stampede Blue

According to Pro Football Network, Indianapolis Colts right tackle Braden Smith ranks 18th amongst tackles going into the 2022 NFL season.

Smith, now entering his fifth season with the Colts, has been quite the find since coming into the NFL as a second-round pick in 2018. In four seasons as Indy’s starting right tackle, Smith has surrendered just 14 total sacks and has played a key role in helping shape one of the league’s best offensive lines.

Smith had his best season with the Colts in 2020 when he didn’t surrender a single sack, which helped him earn a four-year, $72 million contract extension in July of 2021.

In 2021, Smith remained one of the league’s best at the tackle spot. Despite only playing in 11 games, the 26-year-old surrendered just four sacks through 711 offensive snaps and posted an overall grade of 80.6 on the PFF scale.

Smith, without question, has been one of the NFL’s best at his position over the last four seasons, and the Colts have to feel good about having him anchor the right side of their offensive line for seasons to come.

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Friday, June 24, 2022

DOJ Approves Dish And T-Mobile's Network Shutdown Deal - Law360

By Bonnie Eslinger (June 24, 2022, 8:56 PM EDT) -- The U.S. Department of Justice has signed off on an agreement between T-Mobile and Dish that updates the terms related to Dish's use of the telecommunications giant's wireless network, the companies indicated in Thursday filings with the U.S. Securities and Exchange Commission.

The amendment to a 2020 master network services agreement, or MNSA, between the two companies, ends a dispute over the shutdown of legacy networks tracing to when Dish picked up Sprint's prepaid business as part of a settlement with federal regulators clearing T-Mobile's purchase of Sprint.

Earlier this week, Dish and T-Mobile announced that they agreed to updated terms...

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Celsius Network hires advisors to prepare for potential bankruptcy - WSJ - Reuters.com

Celsius Network logo and representations of cryptocurrencies are seen in this illustration taken, June 13, 2022. REUTERS/Dado Ruvic/Illustration/File Photo

June 24 (Reuters) - Celsius Network LLC has hired restructuring consultants from advisory firm Alvarez & Marsal to advise on a possible bankruptcy filing, the Wall Street Journal reported on Friday, citing people familiar with the matter.

The New Jersey-based cryptocurrency lending company froze withdrawals and transfers earlier this month due to "extreme" market conditions, in the latest sign of the financial market downturn hitting the cryptosphere. read more

A separate report from CoinDesk said on Friday that Wall Street bank Goldman Sachs (GS.N) was looking to raise $2 billion from investors to buy distressed assets from Celsius.

The proposed deal would allow investors to buy the assets at potentially big discounts if the cryptocurrency lender files for bankruptcy, according to the report, which cited two people familiar with the matter.

Celsius had $11.8 billion in assets as of last month. The company and Alvarez & Marsal did not immediately respond to Reuters requests for comment. read more

The market for digital assets has in recent months been roiled by extreme volatility as investors dump risky assets on fears that aggressive interest rate hikes to tame stubborn inflation could plunge the economy into recession.

Reporting by Manya Saini in Bengaluru; Editing by Aditya Soni

Our Standards: The Thomson Reuters Trust Principles.

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Quantum network nodes with warm atoms - Science Daily

Communication networks need nodes at which information is processed or rerouted. Physicists at the University of Basel have now developed a network node for quantum communication networks that can store single photons in a vapor cell and pass them on later.

In quantum communication networks, information is transmitted by single particles of light (photons). At the nodes of such a network buffer elements are needed which can temporarily store, and later re-emit, the quantum information contained in the photons.

Researchers at the University of Basel in the group of Prof. Philipp Treutlein have now developed a quantum memory that is based on an atomic gas inside a glass cell. The atoms do not have to be specially cooled, which makes the memory easy to produce and versatile, even for satellite applications. Moreover, the researchers have realized a single photon source which allowed them to test the quality and storage time of the quantum memory. Their results were recently published in the scientific journal PRX Quantum.

Warm atoms in vapor cells

"The suitability of warm atoms in vapor cells for quantum memories has been investigated for the past twenty years," says Gianni Buser, who worked on the experiment as a PhD student. "Usually, however, attenuated laser beams -- and hence classical light -- were used." In classical light, the number of photons hitting the vapor cell in a certain period follows a statistical distribution; on average it is one photon, but sometimes it can be two, three or none.

To test the quantum memory with "quantum light" -- that is, always precisely one photon -- Treutlein and his co-workers developed a dedicated single photon source that emits exactly one photon at a time. The instant when that happens is heralded by a second photon, which is always sent out simultaneously with the first one. This allows the quantum memory to be activated at the right moment.

The single photon is then directed into the quantum memory where, with the help of a control laser beam, the photon causes more than a billion rubidium atoms to take on a so-called superposition state of two possible energy levels of the atoms. The photon itself vanishes in the process, but the information contained in it is transformed into the superposition state of the atoms. A brief pulse of the control laser can then read out that information after a certain storage time and transform it back into a photon.

Reducing read-out noise

"Up to now, a critical point has been noise -- additional light that is produced during the read-out and that can compromise the quality of the photon," explains Roberto Mottola, another PhD student in Treutlein's lab. Using a few tricks, the physicists were able to reduce that noise sufficiently so that after storage times of several hundred nanoseconds the single photon quality was still high.

"Those storage times are not very long, and we didn't actually optimize them for this study," Treutlein says, "but already now they are more than a hundred times longer than the duration of the stored single photon pulse." This means that the quantum memory developed by the Basel researchers can already be employed for interesting applications. For instance, it can synchronize randomly produced single photons, which can then be used in various quantum information applications.

Story Source:

Materials provided by University of Basel. Note: Content may be edited for style and length.

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Thursday, June 23, 2022

COVID-19: Pandemic Lessons Highlight Need for Public Health Situational Awareness Network - Government Accountability Office

GAO-22-104600 Published: Jun 23, 2022. Publicly Released: Jun 23, 2022.

Fast Facts

Since 2006, federal laws have required the Department of Health and Human Services to develop a real-time electronic network that would improve the nation's situational awareness during a public health emergency. This network was meant to be used to facilitate early detection of and rapid response to potentially catastrophic infectious disease outbreaks—such as COVID-19.

However, this network is still not operational 15 years later.

We recommended that HHS prioritize the development of this network—to include designating a lead office for implementing it and clearly defining roles and responsibilities.

Types of Entities That Are to Share Information to Support Nationwide Public Health Situational Awareness

Graphic showing the entities that are to share information

Skip to Highlights
Highlights

What GAO Found

Since 2006, multiple federal laws have mandated that the Department of Health and Human Services (HHS) take steps to improve the nation's situational awareness of threats related to public health emergencies, such as the COVID-19 pandemic. Specifically, HHS was required to establish a near real-time electronic nationwide public health situational awareness capability through an interoperable network of systems. This network was to be used to facilitate early detection of and rapid response to potentially catastrophic infectious disease outbreaks.

More than 15 years after the law initially mandated it, the federal government does not yet have this needed situational awareness network capability. If this network had been available, it could have been used to provide vital information to better manage a timely COVID-19 response.

The Pandemic and All-Hazards Preparedness and Advancing Innovation Act of 2019 reiterated the need for HHS to improve situational awareness capabilities. The following summarizes key requirements in the act and the extent to which HHS has implemented them as of March 2022.

Summary of statutory requirements related to the improvement of situational awareness for public health emergencies and the extent to which HHS has implemented them as of March 2022

Summary of requirements

Implementation status

Adopt technical and reporting standards.

Provide grants to establish integrated systems.

Develop a plan for sharing and securing information.

Establish a near real-time electronic nationwide public health situational awareness and biosurveillance capability.

Facilitate coordination among relevant agencies.

Conduct a public meeting with experts in public health by December 21, 2019.

Utilize applicable interoperability standards and define minimal data elements.

Develop a strategy and implementation plan by December 24, 2020.

Conduct a review of the data and information transmitted by the network by June 24, 2021 and every 6 years thereafter.

Develop a budget plan by June 24, 2021, and on an annual basis thereafter.

Legend: ● Requirement is fully implemented; ◑ Requirement is partially implemented; ○ Requirement is not implemented Source: GAO analysis of The Pandemic and All-Hazards Preparedness and Advancing Innovation Act of 2019 and other related laws, and Department of Health and Human Services (HHS) data. I GAO-22-104600

The lack of significant progress in implementing the requirements in the act is due, in part, to the department failing to prioritize the requirements of the act and not establishing an appropriate management and governance structure. Such a structure would include a lead operational division with defined roles and responsibilities for implementation of statutory requirements, and an organization to provide oversight of these efforts. During GAO's review, HHS began drafting a work plan intended to address the requirements of the 2019 act. However, HHS has not provided a time frame for completing the work plan.

In January 2022, GAO designated HHS leadership and coordination of a range of public health emergencies as high risk. For more than a decade, GAO has reported on HHS's execution of its lead role in preparing for, and responding to, public health emergencies and have found persistent deficiencies in its ability to perform this role. Similarly, HHS has not provided the leadership necessary to carry out its required responsibilities in the 2019 act.

Public health entities experienced a variety of challenges and identified lessons learned from the COVID-19 pandemic that could better inform HHS in developing and implementing the public health situational awareness and biosurveillance network. Specifically, state survey respondents identified a number of information-sharing challenges that they experienced in the management of public health information. The following summarizes the top four challenges state survey respondents most often rated as challenging.

State Reported Challenges in Managing Public Health Information during COVID-19

Summary of statutory requirements related to the improvement of situational awareness for public health emergencies and the extent to which HHS has implemented them as of March 2022

Additional challenges—limitations on data collected, increased reporting requirements, and impediments to health-related data sharing and collaboration—were identified by public health organizations at the national, state, and local levels. Thirty states identified lessons that HHS could use in planning for the network. The three lessons that states identified most often were

  1. improve public health reporting by, for example, standardizing and sharing data among federal entities and states to improve surveillance needs;
  2. collaborate early with stakeholders by, for example, involving state and local stakeholders throughout the entirety of emergency reponse activities; and
  3. establish a public health infrastructure to enable data sharing by, for example, implementing the network required by the 2019 act.

After having over two years of experience in responding to COVID-19, HHS had not taken steps, as of March 2022, to identify, document, and share all of the challenges and lessons learned from the pandemic. These challenges and lessons could be incorporated into the planning and implementation of the public health situational awareness and biosurveillance network. Until HHS takes steps to identify, document, share, and incorporate lessons learned from the COVID-19 pandemic, opportunities to improve the response to future and ongoing public health emergencies by learning from past challenges will likely be missed.

Why GAO Did This Study

The COVID-19 pandemic has drawn attention to the urgent need for public health officials to access real-time information about emerging threats to enable them to make timely, responsive decisions. For over a decade, federal law has mandated that HHS improve the nation's situational awareness of these threats.

The most recent mandate, enacted in 2019, included a provision for GAO to report on HHS's efforts to implement these improvements. The CARES Act also included a provision for GAO to conduct monitoring and oversight of the federal response to the pandemic.

This report examines (1) the extent to which HHS has made progress toward implementing the requirements in the 2019 act; and (2) the challenges and lessons learned from COVID-19 that HHS could incorporate in planning for a situational awareness and biosurveillance network.

GAO reviewed HHS documentation, such as grants provided to states, technical and reporting standards, and adoption plans. It also analyzed documentation and compared it to requirements in the act.

In addition, GAO surveyed public health officials from 50 U.S. states, the District of Columbia, and five U.S. territories. Thirty-nine states, the District of Columbia and three U.S. territories (hereinafter collectively referred to as states) responded to the survey, for a response rate of 77 percent. GAO assessed these responses to identify COVID-19 challenges and lessons learned. Further, GAO interviewed representatives from eight public health organizations representing state and local levels, such as the National Governors Association and National Association of County and City Health Officials, as well as HHS officials.

Skip to Recommendations

Recommendations

GAO is making 12 recommendations to HHS to prioritize the development of the public health situational awareness and biosurveillance network. Among these recommendations are that HHS should:

  • designate a lead operational division for implementation of statutory requirements and clearly define its roles and responsibilities;
  • identify the office responsible for overseeing the completion of the activities performed by the lead operational division and clearly define its roles and responsibilities;
  • commit to a deadline for finalizing the work plan to implement the 2019 act requirements and ensure that the work plan is fully implemented;
  • identify and document information-sharing challenges and lessons learned from the COVID-19 pandemic;
  • share the lessons learned from the COVID-19 pandemic with relevant stakeholders, such as state, territorial, and local public health officials; and
  • incorporate lessons learned from the COVID-19 pandemic into plans for implementing the situational awareness and biosurveillance network.

HHS concurred with 10 of the 12 recommendations. The department stated that the remaining two were under review. The two under review related to identifying the office responsible for overseeing the completion of the activities performed by the lead operational division and identifying and documenting information-sharing challenges and lessons learned from COVID-19.

Recommendations for Executive Action

Agency Affected Recommendation Status
Department of Health and Human Services The Secretary of HHS should prioritize the development of the public health situational awareness and biosurveillance network by designating a lead operational division for PAHPAIA implementation. (Recommendation 1)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should clearly define the roles and responsibilities for the lead operational division responsible for PAHPAIA implementation. The roles and responsibilities should include the specific activities required in PAHPAIA. (Recommendation 2)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should identify the office responsible for overseeing the completion of the activities performed by the lead operational division and clearly define its roles and responsibilities. (Recommendation 3)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the lead operational division, in developing the PAHPAIA work plan, includes the steps to be taken to address all of the required actions in PAHPAIA. (Recommendation 4)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the lead operational division, in developing the PAHPAIA work plan, includes specific near-term and longterm actions that can be completed to show progress in developing the network. (Recommendation 5)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the lead operational division, in developing the PAHPAIA work plan, includes time frames for implementing the near-term and long-term actions. (Recommendation 6)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the PAHPAIA work plan includes specific steps the department will take to oversee the progress of the actions the lead operational division takes to implement PAHPAIA requirements. (Recommendation 7)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should commit to a deadline for finalizing the work plan to implement PAHPAIA requirements and ensure that the work plan is fully implemented. (Recommendation 8)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the lead operational division for PAHPAIA implementation identifies and documents the IT- and information sharing-related challenges and lessons learned from the COVID-19 pandemic. (Recommendation 9)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the lead operational division for PAHPAIA implementation shares the lessons learned from the COVID-19 pandemic with relevant stakeholders, such as state, territorial, and local public health officials. (Recommendation 10)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the lead operational division for PAHPAIA implementation request that state, territory, and local public health officials share their lessons learned from the COVID-19 pandemic with HHS. (Recommendation 11)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

Department of Health and Human Services The Secretary of HHS should ensure that the lead operational division for PAHPAIA implementation incorporates lessons learned from the COVID- 19 pandemic into its plans for implementing the situational awareness and biosurveillance network. (Recommendation 12)

Open

When we confirm what actions the agency has taken in response to this recommendation, we will provide updated information.

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