6 kijiji

6 kijiji Neurons are the fundamental building blocks of the brain. They share information through electrical signals. After receiving a stimulus, the neurons are activated via changes in membrane voltage. This induces quick variations in membrane voltage that travel through the cell as an electrical signal. Subsequently, intracellular calcium varies as a result of these modifications in membrane voltage. In the past, intrusive electrode approaches were needed to measure membrane voltage. Scientists have employed fluorescent proteins sensitive to calcium ions as a non-invasive way to assess neuron activity indirectly. However, because these techniques have usually been investigated independently, it is challenging to comprehend the real-time interactions between membrane voltage and calcium activity in living animals. Researchers from Kyushu University collaborated with Kyushu Institute of Technology’s Faculty of Computer Science and Systems Engineering to create a technique that allows them to simultaneously detect intracellular calcium and membrane voltage in living animal neurons. Researchers used high-speed imaging at 250 frames per second and sophisticated image processing to detect minute changes in the fluorescence intensity of calcium ion and membrane voltage sensors. This new method provides a more comprehensive understanding of neuron function, revealing that the two signals—calcium activity and membrane voltage—encode distinct information related to sensory stimuli. The team mainly focused on how olfactory neurons in Caenorhabditis elegans respond to odorants. They found that these neurons change their membrane voltage and intracellular calcium levels when exposed to odors. These signals are also found to encode separate information. Intracellular calcium levels showed the concentration of the odor, whereas membrane voltage showed its existence. By analyzing both signals simultaneously, the researchers were able to understand better how the brain interprets and distinguishes sensory inputs. The team also identified two ion channels essential for changing membrane voltages triggered by sensory stimulation. A protein called ODR-3 found to play a crucial role in stabilizing membrane voltage. This mechanism prevents neurons from firing in response to irrelevant stimuli and helps regulate the timing and intensity of reactions to odors. In the future, simultaneous membrane voltage and intracellular calcium measurements could be extended to neurons in more complex animals or different types of neurons, offering potential insights into how information is coded within neural circuits. Senior author Professor Takeshi Ishihara from Kyushu University’s Faculty of Science said , “These high-speed simultaneous measurements reveal the different functions of the membrane voltage and intracellular calcium ion signals induced by the sensory stimuli. These findings could lead to a better understanding of sensory processing in the central nervous system, in simple model systems like nematodes and higher organisms.” Journal Reference:

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Head coach Richie Murphy believes Ulster's 17-7 win over Connacht in Galway can be a "big moment" in the careers of some of his young squad. The northern province ended a five-game losing streak with the interpro victory and lifted themselves from 13th to eighth in the United Rugby Championship [URC] table. With Irish internationals Jacob Stockdale, Rob Baloucoune, James Hume and Stuart McCloskey all missing through injury, Ulster arguably had just one of their preferred outside backs available, and Mike Lowry played the game despite suffering from a dead leg. Up front, Alan O'Connor and Rob Herring were late scratches from a pack already without skipper Iain Henderson. "We're delighted to get the win," Murphy said. "Before travelling up during the week we lost a few boys and even in the warm-up we lost Rob Herring. "We're missing a lot of experience out on the pitch. For the boys to come in and do as well as they done, and for those backs to come in and play the likes of Bundee [Aki] and Mack [Hansen], is massively exciting for us." Ulster had been without a win of any kind since beating Ospreys on 18 October with Murphy now wanting to see those young players who performed so well in Galway go on to drive greater competition in the squad once the injury issues ease. "Every win is worth the same amount of points, so it's just another win," he added. "But off the back of five losses, off the back of the players that we're missing, that's a huge moment in the careers of some of the younger guys. "The challenge for them will be getting better every week and trying to become more comfortable at this level. Competition within the squad is what we need and that's the challenge from now on." With no game next weekend - Ulster are next in action away to Leicester Tigers in the Champions Cup on 11 January - there will be some time to get injured players back, although Murphy said it was likely only Ethan McIlroy, Stewart Moore and Henderson would be in the frame to return at Welford Road.

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TAMPA, Fla. — Baker Mayfield rubbed both arms with his hands as the story was being related, the one where his timely donation turned around the fortunes of a high school football team that lacked the necessary equipment to start the season. It’s the nearly made-for-Hollywood script of how Space Coast High in Cocoa went from 1-8 a year ago to 10-3 and the first state championship in program history. “I’ve got chills thinking about it,” Mayfield said. Jake Owens had been Space Coast’s head coach from 2012-17 but stepped away for a few years, moving to Kentucky and starting a young family. He returned to his old job to find the program in disrepair. “Obviously, the program was struggling,” Owens said. “I think in those six years they’d only won, like, four games. When I walked in, a struggling program like that, nothing was really being done behind the scenes as far as equipment and stuff goes. It was a lot of older equipment.” Stephanie Starkey, whose son, Jacob, plays linebacker and long snapper for the Vipers, graduated from the University of Oklahoma and had followed Mayfield closely. She knew about the Baker and Emily Mayfield Foundation, and reached out to the couple for help. The Mayfields responded by donating $17,900 for equipment, including 70 Riddell SpeedFlex helmets that retail for nearly $500 each, along with shoulder pads. “There was kind of narrative that we were not going to have a season,” Owens said. “That’s not the case. We were going to play no matter what. But it was in bad shape, and that’s obviously expensive. When the program ended last year, there were only 40-something kids. They didn’t have a need for a lot of equipment. “When I took over in February, there was a huge influx. We had over 70 kids come out. Not only did we have older equipment, but we also didn’t have enough. We were going to make sure we had it one way or another, but it’s expensive and funds are hard to come by in high school.” The team was among the youngest Owens had ever coached. His quarterback was a freshman. Four of the five offensive linemen were sophomores, along with the top receiver. Building a culture of winning is usually the most difficult task for any head coach. But Owens said the players were galvanized by the fact that an NFL quarterback had invested so generously in their future. “We were just floored,” Owens said. “It’s been an incredibly humbling experience to have someone like Baker to reach out and say, ‘Hey, what do you need to get this done?’ I don’t think they know how much of an impact they’ve made. “We knew we had a talented team. We knew if we did things the right way and we built the right culture, I’d won there before. I have an incredible coaching staff. They knew what it takes to win. It’s one of those incredible things that came together like a perfect storm, and Baker and Emily are a big part of that because it took so much stress out of that situation so the focus could be on football.” There is some irony that it was Mayfield who rescued the Vipers. Owens is an unabashed Cincinnati Bengals fan and rooted against Mayfield when he played for the Cleveland Browns. In fact, Owens is a Bengals season ticket holder who still hosts a podcast dedicated to talking about the team. “I will tell you that I have never rooted for another team or another player outside of Cincinnati,” Owens said. “That changed after this year. I’ve become a huge Baker Mayfield fan. He changes people’s lives. “At the end of the day, winning is very important at every level. What Baker has done more than anything is shown our players what it means to pass it along. To pay it forward. That’s going to impact our players. When they get that opportunity, they will remember that. What they’ve shown our boys is you’re never too big to help out.” Mayfield’s play on the field was inspiring as well. Starkey held a few watch parties for Bucs games on Sundays. The Mayfields’ gift ignited a Space Coast team that went 7-3 in the regular season, then advanced past Tradition Prep and Umatilla in the playoffs. “Snake Pit” signs, referencing the team’s home field, started popping up on lawns and in store windows all over town. Last weekend, the Vipers defeated Bell, 21-14, at home to claim the Sunshine State Athletic Association Atlantic 1A championship. The team that didn’t have enough equipment is now being sized for championship rings. “I tell them all the time, don’t forget about the journey it took to get here, and Baker and Emily will always be part of that journey,” Owens said. Standing inside One Buc Place during his weekly news conference Thursday, Mayfield could not stop smiling while thinking about another football team he already had helped win a championship this season. “It’s just a cool story,” he said. “I have an unbelievable platform to be able to give back, and obviously they were in the predicament of probably not having a season. Not just for the varsity. The JV, they didn’t have enough equipment. So, just being able to give back and then seeing that turn around. “All we did was get some helmets. They did the rest. They turned it around, they believed in it, and that’s what football is all about. It’s teaching life lessons, how to handle adversity, how to deal with it and push forward. Congrats to them. It’s pretty special.” ©2024 Tampa Bay Times. Visit tampabay.com . Distributed by Tribune Content Agency, LLC.

Share Tweet Share Share Email Himanshu Sinha is a globally recognized thought leader in AI and data science, currently serving as the Director of Advanced Data Science at Marriott International. An AI innovator with deep-learning based patent to his name and a published author of the best-selling book “Cognitive Horizons: Navigating the Landscape of Artificial Intelligence” His book is widely adopted by educational institutions to guide data science capabilities and inspire the next generation of AI practitioners. As a foundational contributor to machine learning and AI research, Himanshu has published extensively in internationally acclaimed journals , pushing the boundaries of innovation. With over 18 years of experience, Himanshu has led data science capabilities at organizations like CVS, Precisely, and Wipro, delivering transformative results across industries. Currently, he is driving AI-powered innovation in the hospitality sector, redefining customer experiences at Marriott International. Himanshu’s respected record of using data, analytics, and AI to deliver significant business impact is complemented by his role as an advisor and coach to executives, boards, and data leaders. His visionary leadership continues to transform organizations and inspire the global AI community. Himanshu Sinha Please tell us your name and a little more about yourself. My name is Himanshu Sinha, and I am a data scientist with over 15 years of experience in leveraging machine learning and AI to drive transformative change across industries. From fintech to healthcare and hospitality, I have had the privilege of developing and deploying innovative AI solutions that blend technical excellence with business strategy. My expertise spans a wide range of areas, including generative AI, predictive analytics, and data observability. Beyond my technical work, I am a passionate mentor, a published co-author of books on AI and ML, and a patented innovator. I thrive on building solutions that not only solve complex problems but also inspire others to push the boundaries of what technology can achieve. You’ve had an extraordinary career in AI and machine learning, spanning various industries like healthcare, hospitality, and fintech. Can you walk us through your journey and how it has shaped your current role as Director of Advanced Data Science at Marriott International? I began my professional journey in consumer-focused research for a CPG brand, here I developed a fascination for consumer behaviour change indicated through and their business implications . This passion deepened as I worked on leveraging state-of-the-art machine learning techniques to analyze behavioral changes and their impact on business outcomes. My focus has always been on helping organizations use patterns in data to inform strategy and drive results. Working in large scale consulting such as Wipro brought me close to enterprises’s pain areas and help create machine learning cored solutions for them. In 2012, I established a Center of Excellence for analytics at Agilis, a lesser-known company at the time, helping telecom clients predict fraud and mitigate risks like churn. Over the years, Agilis went through multiple acquisitions, becoming Infogix and later Precisely Inc. During this period, I led the development of a bespoke software product with an embedded ML-based ‘Anomaly Detection’ system. This solution predicts ‘data drift and shift’, ensuring data quality and integrity. Today, it’s a multimillion-dollar offering used by Fortune 100 companies to maintain operational excellence of data dependent functions. Currently, as the Director of Advanced Data Science at Marriott International, I lead transformative AI initiatives, including personalization models, generative AI applications, and global acquisition strategies. My journey has been about building scalable AI solutions that align technical innovation with business impact, and I continue to be inspired by the limitless potential of machine learning and AI to transform industries. In your article, “The Ultimate Blueprint for Enterprise Chatbots: Simplify, Scale, Succeed”, you discuss the challenges of fragmented chatbot strategies. What inspired you to advocate for a unified chatbot framework, and how do you see it transforming industries? The inspiration came from witnessing the inefficiencies and frustrations caused by fragmented chatbot strategies in enterprises—siloed implementations, inconsistent user experiences, and high maintenance costs. I realized the need for a unified framework that could streamline development, ensure scalability, and provide a seamless experience across touchpoints. A unified chatbot framework transforms industries by enabling businesses to deliver consistent, personalized interactions while reducing operational overhead. It empowers enterprises to integrate. Enterprises often face the dilemma of balancing ROI with the complexity of AI solutions. How do you approach this challenge in your projects, and can you share a specific example where you had to make such decisions? Balancing ROI with AI complexity is a common challenge, but I approach it by focusing on simplification and scalability without compromising value. In my article, The Ultimate Blueprint for Enterprise Chatbots: Simplify, Scale, Succeed , I discussed how fragmented chatbot strategies often create inefficiencies and diminish user satisfaction. To address this, I advocate for a unified framework that prioritizes intent-driven design and reusable components. A specific example is a chatbot project for a travel enterprise. Initially, individual bots were handling separate use cases like booking management, trip planning, and customer support, leading to redundancy and confusion. By implementing a unified triage bot as the primary entry point, we streamlined user interactions and routed intents to specialized APIs. This reduced operational complexity and boosted ROI by consolidating efforts into a cohesive system. The result? Enhanced user satisfaction and scalable deployment across multiple business units—all while maintaining a strong ROI through reduced maintenance costs and improved efficiency. Simplifying complexity is not just about technology—it’s about creating value for both users and businesses. Your work highlights generative AI’s role in creating personalized user experiences, such as credit card recommendations. How do you envision the future of generative AI in personalization across industries? Generative AI is revolutionizing personalization by creating tailored, intuitive experiences that resonate with individual users. In the context of chatbots, like those for credit card recommendations, generative AI plays a pivotal role in breaking decision paralysis. It simplifies complex choices by presenting relevant options in a conversational and engaging way, helping customers make faster and more confident decisions. Looking ahead, I envision generative AI expanding its influence across industries—from retail to healthcare—where it will not only personalize user interactions but also anticipate needs, provide proactive solutions, and streamline decision-making. The future of personalization lies in AI’s ability to combine deep contextual understanding with dynamic adaptability, ultimately creating experiences that are both efficient and deeply human-centered. You’ve authored books, published scholarly articles, and filed patents in advanced AI domains. How do you balance your role as a technical leader and a thought leader in the ever-evolving field of AI? Balancing my roles as a technical and thought leader in AI comes down to a shared foundation: curiosity , giving back to learners community and a commitment to impact. As a technical leader, I focus on driving practical innovations—building systems like scalable enterprise chatbots or anomaly detection frameworks that solve real business problems. This hands-on work keeps me connected to the evolving challenges and opportunities in AI. As a thought leader, I view my role as amplifying these learnings for a broader audience. Writing articles on social blogs like “The Ultimate Blueprint for Enterprise Chatbots” allows me to distill complex ideas into actionable strategies, fostering industry-wide collaboration and growth. It’s a synergy—my technical work feeds my thought leadership, while my engagement with the AI community sharpens my ability to lead in dynamic environments. Ultimately, the key is staying grounded in purpose: using AI not just to innovate, but to inspire and drive meaningful change. Many of your projects aim to enhance customer experience through AI, like anomaly detection and marketing optimization. How do you align technical innovation with customer-centric outcomes? I believe the key to aligning technical innovation with customer-centric outcomes is to start with the end in mind—understanding what the customer truly values. Whether it’s anomaly detection, marketing optimization, or enterprise chatbots, my approach combines cutting-edge AI techniques with a deep focus on creating seamless and meaningful experiences for users. For instance, in my article “ The Ultimate Blueprint for Enterprise Chatbots: Simplify, Scale, Succeed ,” I emphasized building unified frameworks that deliver consistent, personalized customer interactions. Similarly, my work on marketing optimization involves leveraging predictive models to understand behavioral patterns, enabling hyper-targeted engagement that feels intuitive to the customer. At the core, it’s about using AI as a bridge—not just to solve technical problems but to anticipate and enhance the customer journey. By embedding intelligence into every interaction, we not only drive business impact but also create solutions that resonate with people in real and tangible ways. With increasing emphasis on data privacy regulations like GDPR and CCPA, how do you ensure that your AI models remain compliant while delivering actionable insights? Ensuring compliance with data privacy regulations like GDPR and CCPA starts with embedding guardrails into the design and deployment of AI models. Guardrails ensure that privacy, security, and transparency are foundational, not an afterthought. In my work, I advocate for privacy-by-design principles—data minimization, anonymization, and secure pipelines are non-negotiables. For instance, when building models for personalized customer targeting or chatbots, we ensure that data used is aggregated and anonymized, aligning with both regulations and user trust. Balancing compliance with actionable insights requires robust governance frameworks. These frameworks monitor data usage and provide explainability, ensuring that while insights drive business value, they do so ethically and legally. In the age of AI, it’s not just about what we can do with data, but what we should do, and that’s where compliance meets innovation. As an internationally recognized expert, what advice would you give aspiring data scientists looking to make a significant impact in the field of AI and machine learning? My advice to aspiring data scientists is simple: focus on solving practical problems and always prioritize the user experience. AI and machine learning aren’t just about building sophisticated models—they’re about creating solutions that make a tangible difference. Start by immersing yourself in real-world challenges. Learn how businesses operate, identify pain points, and think about how data and AI can address them. For instance, in my own journey, I’ve worked on everything from predictive analytics to creating a unified chatbot framework. These experiences taught me that the best solutions are the ones that simplify complexity and put the user first. Stay curious, keep experimenting, and don’t shy away from asking questions like: “How does this impact the end user?” and “Is this scalable for enterprise needs?” A data scientist’s true power lies not just in technical expertise but in the ability to translate it into meaningful impact. Keep that as your north star, and you’ll create solutions that truly transform industries. Related Items: AI , AI Visionary , Generative AI , Himanshu Sinha , Industry Leader , machine learning Share Tweet Share Share Email Recommended for you AdTech Innovation Boosting Publisher Revenue: Interview with Mykyta Plastomak on Pubcircle’s AI-Driven AdTech Innovations and Global Growth Strategy. Nikhil Purwaha on the Future of AI-Powered Fraud Prevention and Scam Reduction Broker Complaint Alert Introduces AI-Driven Solutions to Revolutionize Crypto Recovery and Enhance Investor Protection Comments

The recent election by plurality, not majority, of Donald Trump to a second term is indeed a reality, albeit a sad one. It boggles the mind that people such a recent letter writer could feel that the Biden-Harris administration “has plunged our nation into chaos” [“ Wants more of Trump's America ,” Recorder, Dec. 11]. If the writer would get off the internet and Fox News and instead use reliable sources of factual information, he would know that serious crimes are down by double digits everywhere, over the last four years Biden-Harris has created over 16 million new jobs, has tamed raging inflation caused by Trump‘s failure to deal with the pandemic that killed 1.2 million Americans, has brought inflation down to just over the feds target of 2%, has restored manufacturing jobs to states all over the country, has good relations with our allies, and has not relied on a clown car full of appointees to important positions. While the economy may not be robust for 100% of working Americans, it is the envy of the world, with unemployment hovering around 4%, the lowest in many many years, and an amazingly strong job creation record as recently as last week. We now can look forward to true chaos while Trump‘s deluded supporters do their dance. Stay tuned for cuts to veterans benefits, cuts to Medicare Medicaid and Social Security, increased prices because of Trump‘s bizarre assumption that tariffs cost the importing country rather than the American consumer. If Trump‘s voters believed his lies about being for the working person perhaps they can help me understand why his nominees to important positions are all billionaires. Maybe someday these folks will join us on earth rather than stay in whatever bizarre reality they are currently living in. William M . Coli Charlemont Cross|Word Flipart Typeshift SpellTower Really Bad ChessWALTHAM, Mass. , Dec. 19, 2024 /PRNewswire/ -- Veralto (NYSE: VLTO), a global leader in essential water and product quality solutions dedicated to Safeguarding the World's Most Vital ResourcesTM , announced today that its board of directors has approved a 22% increase to its quarterly cash dividend, and accordingly approved a quarterly cash dividend of $0.11 per share of its common stock, payable on January 31, 2025 to holders of record as of the close of business on December 31, 2024 . About Veralto With annual sales of $5 billion , Veralto is a global leader in essential technology solutions with a proven track record of solving some of the most complex challenges we face as a society. Our industry-leading companies with globally recognized brands are building on a long-established legacy of innovation and customer trust to create a safer, cleaner, more vibrant future. Headquartered in Waltham, Massachusetts , our global team of 16,000 associates is committed to making an enduring positive impact on our world and united by a powerful purpose: Safeguarding the World's Most Vital ResourcesTM . View original content to download multimedia: https://www.prnewswire.com/news-releases/veralto-announces-increase-in-quarterly-dividend-302336275.html SOURCE Veralto

The County of Haliburton is aiming to make play more accessible to all residents and park visitors with the installation of communication boards in county parks. The county announced on Tuesday (December 10) that it has installed the first augmentative and alternative communication (ACC) boards at Head Lake Park and at Rotary Beach Park in Haliburton. The move targets ensuring that people of all abilities can enjoy meaningful communication and social interaction together, a media release from the county noted. Haliburton County warden Liz Danielsen told kawarthaNOW the new boards are a feature that have been discussed and desired for a few years, and an initiative that will benefit residents and others who use the parks. “The newly created communication board will truly enhance accessibility for those with speech and reading disabilities and are an exciting addition to our community,” Danielsen said. “The idea was raised during brainstorming discussions by the county’s accessibility committee several years by a member and have finally come to fruition,” she said about the impetus for the project. The communication boards are strategically placed in the playgrounds and feature a range of picture communication symbols — images and words — that allow people to communicate their needs, wants and ideas, or to simply play and engage in creative games. In addition to providing people of all abilities with more opportunities in county parks, the boards are also a tool aimed at promoting inclusion and raising awareness and education of complex communication needs, as well as augmentative and alternative communication, the county noted. “Communication boards highlight the importance of accessibility and inclusion in our county for all residents, including people who communicate in a variety of ways,” Danielsen, who is also mayor of Algonquin Highlands, stated. Haliburton company MacArt Studios created the layout and production of Haliburton County’s playground communication board in collaboration with municipal staff, and with feedback from area residents, the county’s joint accessibility committee, speech language pathologists and occupational therapists, along with caregivers, organizations and agencies that support people with communication challenges. The first county-funded communication board was installed in the fall in Head Lake Park. Then, through federal and provincial funding from the Investing in Canada Infrastructure Program, a second board was installed by the Municipality of Dysart et al at Rotary Beach Park. “This project reflects our ongoing dedication to accessibility and community-building and I am proud to see it come to life,” said Walt McKechnie, deputy mayor of Dysart et al, and member of the County of Haliburton joint accessibility committee. The joint accessibility committee plans to expand the initiative to additional playgrounds across the county in 2025, “continuing its commitment to working toward a barrier-free community where all people have equal opportunity to live, visit, raise a family, work, and retire.” For more information about the county’s joint accessibility committee communication board project, visit www.haliburtoncounty.ca/communication-boards/ .

uLab® Announces Strategic Collaboration with Voxel and LuxCreo to Revolutionize Direct Print Aligner TechnologyIn Pictures: Politics frames the debate as Ireland holds five ballots in 2024King Stingray, The Cruel Sea and Slumberjack are among the artists coming to Newcastle as part of Great Southern Nights 2025. Login or signup to continue reading Great Southern Nights is a NSW Government initiative delivered through its tourism and major events agency, Destination NSW, in partnership with the Australian Recording Industry Association (ARIA). It launched in November 2020 and, in March 2022, played a vital role in supporting the live music, entertainment, and hospitality sectors as they recovered from the impact of COVID-19 lockdowns. The event brings more than 300 live gigs to venues across NSW, including Western Sydney, Wollongong, Broken Hill, Byron Bay, Orange and Tamworth. "This is all part of the plan to boost live music and vibrancy across NSW," John Graham, Minister for the Arts as well as music, night-time economy, and jobs and tourism, said. "We've scrapped the rules that get in the way of live venues and we're backing our bands to hit the stage. NSW has an incredible history of pub rock, east coast touring and outdoor shows. We hope Great Southern Nights will remind people just how good our live music scene can be." MARCH 21 SIX60, Bar On The Hill, Callaghan, 7pm. Slumberjack, King Street (Nightclub), Newcastle West, 9pm. MARCH 22 Full Flower Moon Band, King Street (Bandroom), 7pm. The Cruel Sea , Bar On The Hill, 7pm. MARCH 23 The Belair Lip Bombs, Limo, Running Touch, King Street (Warehouse), 8pm. MARCH 29 Ngaiire, Ena Malibu, Warners Bay Theatre, 7pm. APRIL 2 King Stingray, King Street (Bandroom), 8pm. APRIL 4 Winston Surfshirt, King Street (Bandroom), 8pm. APRIL 5 Sarah Blasko , Civic Theatre, 7.30pm. Baby Animals, Doyalson RSL, 8pm. APRIL 6 Boo Seeka , Ravella, 6pm. Lime Cordiale, King Street (Bandroom), 12am. Newcastle Herald Newcastle Herald DAILY Today's top stories curated by our news team. Also includes evening update. WEEKDAYS Grab a quick bite of today's latest news from around the region and the nation. WEEKLY The latest news, results & expert analysis. WEEKDAYS Catch up on the news of the day and unwind with great reading for your evening. WEEKLY Get the editor's insights: what's happening & why it matters. WEEKLY Love footy? We've got all the action covered. WEEKLY Every Saturday and Tuesday, explore destinations deals, tips & travel writing to transport you around the globe. WEEKLY Get the latest property and development news here. WEEKLY Going out or staying in? Find out what's on. WEEKDAYS Sharp. Close to the ground. Digging deep. Your weekday morning newsletter on national affairs, politics and more. WEEKLY Follow the Newcastle Knights in the NRL? Don't miss your weekly Knights update. TWICE WEEKLY Your essential national news digest: all the big issues on Wednesday and great reading every Saturday. WEEKLY Get news, reviews and expert insights every Thursday from CarExpert, ACM's exclusive motoring partner. TWICE WEEKLY Get real, Australia! Let the ACM network's editors and journalists bring you news and views from all over. AS IT HAPPENS Be the first to know when news breaks. DAILY Your digital replica of Today's Paper. Ready to read from 5am! DAILY Test your skills with interactive crosswords, sudoku & trivia. Fresh daily!LOS ANGELES, Dec. 19, 2024 (GLOBE NEWSWIRE) -- RBB Bancorp (the "Company") RBB is pleased to announce that effective January 1, 2025, Mr. Johnny Lee, currently President and Chief Banking Officer of Royal Business Bank (the "Bank"), will be appointed as President of the Company, President and Chief Executive Officer of the Bank and a director of the Company and Bank. In addition, effective as of May 22, 2025, Mr. Lee will be appointed as Chief Executive Officer of the Company. Mr. Lee brings a wealth of knowledge and experience to the Company from various financial institutions, and the Company will continue to benefit and grow with his leadership. Prior to joining the Company in 2023, Mr. Lee, age 62, most recently served as Senior Managing Director, Head of International and Commercial Banking of East West Bank, from 2021 to 2023. Prior thereto, Mr. Lee also served in the following roles at East West Bank: Head of Venture Lending, Emerging Technologies, from 2018 to 2023; Managing Director & Chief Administrative Officer, US Greater China (Bridge) Banking, from 2015 to 2018; and Managing Director, International Banking Group, Corporate Banking Division, from 2013 to 2015. Mr. Lee has over 35 years of banking experience. Effective January 1, 2025, Mr. David Morris, will resign from his position as Chief Executive Officer of the Bank and President of the Company. Mr. Morris will continue serving as the Company's Chief Executive Officer until he retires effective as of May 21, 2025. Mr. Morris will remain on the Boards of Directors of the Company and the Bank. "We wish to express our sincere appreciation for the tremendous work Mr. Morris has completed for the Company over the past 15 years and we are grateful for his service and dedication. Our Company has grown substantially due in large part to his strategic efforts and we are so pleased he plans to continue his service as a director of both the Company and the Bank after he retires from the day-to-day responsibilities as CEO of the Company," said Christina Kao, the Company's Chair of the Board of Directors. "We are also pleased to have Mr. Lee become President and CEO of the Bank at the start of the year and Chief Executive Officer of the Company in May of 2025 through a succession plan. Mr. Lee is a remarkably talented executive, and I look forward to his continued leadership and ongoing contributions as we continue to attract top-tier banking professionals to grow our team and strive to deliver value to our customers, community, and shareholders." Commenting on his new appointment, Mr. Lee stated, "I am delighted to be part of the collaborative Royal Business Bank team. The Company has demonstrated outstanding growth and performance while delivering shareholder value and serving the Asian American community and Asian-centric businesses. I look forward to leading the Company to achieve success for the benefit of our employees, clients and shareholders." In additional leadership changes, effective January 1, 2025, Mr. Mina Rizkalla, currently Senior Vice President/BSA Officer & Deputy Chief Risk Officer for the Bank since 2023, will become Executive Vice President and Chief Risk Officer for the Company and the Bank and will report to Mr. Lee. Mr. I-Ming (Vincent) Liu, currently Executive Vice President and Chief Risk Officer for the Company and the Bank, will relinquish the Chief Risk Officer position and remain with the Bank as Executive Vice President and Chief of Staff and will report to Mr. Lee. In his new role, Mr. Liu will assist with the announced senior leadership succession plan and transition timeline. Corporate Overview RBB Bancorp is a community-based financial holding company headquartered in Los Angeles, California. As of September 30, 2024, the Company had total assets of $4.0 billion. Its wholly-owned subsidiary, Royal Business Bank, is a full service commercial bank, which provides consumer and business banking services predominately to the Asian communities and Asian-centric businesses in Los Angeles County, Orange County, and Ventura County in California, in Las Vegas, Nevada, in Brooklyn, Queens, and Manhattan in New York, in Edison, New Jersey, in the Chicago neighborhoods of Chinatown and Bridgeport, Illinois, and on Oahu, Hawaii. Bank services include remote deposit, E-banking, mobile banking, commercial and investor real estate loans, business loans and lines of credit, commercial and industrial loans, SBA 7A and 504 loans, 1-4 single family residential loans, trade finance, a full range of depository account products and wealth management services. The Bank has nine branches in Los Angeles County, two branches in Ventura County, one branch in Orange County, California, one branch in Las Vegas, Nevada, three branches and one loan operation center in Brooklyn, three branches in Queens, one branch in Manhattan in New York, one branch in Edison, New Jersey, two branches in Chicago, Illinois, and one branch in Honolulu, Hawaii. The Company's administrative and lending center is located at 1055 Wilshire Blvd., Los Angeles, California 90017, and its operations center is located at 7025 Orangethorpe Ave., Buena Park, California 90621. The Company's website address is www.royalbusinessbankusa.com . Safe Harbor Certain matters set forth herein (including the exhibits hereto) constitute forward-looking statements relating to the Company's current business plans and expectations and our future financial position and operating results. These forward-looking statements are subject to risks and uncertainties that could cause actual results, performance and/or achievements to differ materially from those projected. These risks and uncertainties include, but are not limited to, the effectiveness of the Company ' s internal control over financial reporting and disclosure controls and procedures ; the potential for additional material weaknesses in the Company ' s internal controls over financial reporting or other potential control deficiencies of which the Company is not currently aware or which have not been detected; business and economic conditions generally and in the financial services industry, nationally and within our current and future geographic markets, including the tight labor market, ineffective management of the United States ( " U.S. " ) federal budget or debt or turbulence or uncertainly in domestic of foreign financial markets; the strength of the U.S. economy in general and the strength of the local economies in which we conduct operations; our ability to attract and retain deposits and access other sources of liquidity; possible additional provisions for loan losses and charge-offs; credit risks of lending activities and deterioration in asset or credit quality; extensive laws and regulations and supervision that we are subject to, including potential supervisory action by bank supervisory authorities; increased costs of compliance and other risks associated with changes in regulation, including any amendments to the Dodd-Frank Wall Street Reform and Consumer Protection Act; compliance with the Bank Secrecy Act and other money laundering statutes and regulations; potential goodwill impairment; liquidity risk; fluctuations in interest rates; risks associated with acquisitions and the expansion of our business into new markets; inflation and deflation; real estate market conditions and the value of real estate collateral; environmental liabilities; our ability to compete with larger competitors; our ability to retain key personnel; successful management of reputational risk; severe weather, natural disasters, earthquakes, fires; or other adverse external events could harm our business; geopolitical conditions, including acts or threats of terrorism, actions taken by the U.S. or other governments in response to acts or threats of terrorism and/or military conflicts, including the conflicts between Russia and Ukraine and in the Middle East, which could impact business and economic conditions in the U.S. and abroad; public health crises and pandemics, and their effects on the economic and business environments in which we operate, including our credit quality and business operations, as well as the impact on general economic and financial market conditions; general economic or business conditions in Asia, and other regions where the Bank has operations; failures, interruptions, or security breaches of our information systems; climate change, including any enhanced regulatory, compliance, credit and reputational risks and costs; cybersecurity threats and the cost of defending against them; our ability to adapt our systems to the expanding use of technology in banking; risk management processes and strategies; adverse results in legal proceedings; the impact of regulatory enforcement actions, if any; certain provisions in our charter and bylaws that may affect acquisition of the Company; changes in tax laws and regulations; the impact of governmental efforts to restructure the U.S. financial regulatory system; the impact of future or recent changes in the FDIC insurance assessment rate and the rules and regulations related to the calculation of the FDIC insurance assessments; the effect of changes in accounting policies and practices or accounting standards, as may be adopted from time-to-time by bank regulatory agencies, the SEC, the Public Company Accounting Oversight Board, the Financial Accounting Standards Board or other accounting standards setters, including Accounting Standards Update 2016-13 (Topic 326, "Measurement of Current Losses on Financial Instruments, commonly referenced as the Current Expected Credit Losses Model, which changed how we estimate credit losses and may further increase the required level of our allowance for credit losses in future periods; market disruption and volatility; fluctuations in the Company's stock price; restrictions on dividends and other distributions by laws and regulations and by our regulators and our capital structure; issuances of preferred stock; our ability to raise additional capital, if needed, and the potential resulting dilution of interests of holders of our common stock; the soundness of other financial institutions; our ongoing relations with our various federal and state regulators, including the SEC, FDIC, FRB and DFPI; our success at managing the risks involved in the foregoing items and all other factors set forth in the Company's public reports, including its Annual Report as filed under Form 10-K for the year ended December 31, 2023, and particularly the discussion of risk factors within that document. The Company does not undertake, and specifically disclaims any obligation, to update any forward-looking statements to reflect occurrences or unanticipated events or circumstances after the date of such statements except as required by law. Any statements about future operating results, such as those concerning accretion and dilution to the Company's earnings or shareholders, are for illustrative purposes only, are not forecasts, and actual results may differ. Lynn Hopkins, Chief Financial Officer (657) 255-3282 lhopkins@rbbusa.com Source: RBB Bancorp © 2024 Benzinga.com. Benzinga does not provide investment advice. All rights reserved.

The Chengdu J-36 is a tailless military aircraft. Published: December 28, 2024 6:33 PM IST By Edited by The U.S. Air Force (USAF) has been considered the best air force in the world since it made Japan surrender following the decimation of Hiroshima and Nagasaki in August 1945. Right after the culmination of the World War 2, the USA has reigned the skies especially in the face of the Cold War era and its multiple military campaigns across the globe where it destroyed the entire civil and military infrastructure of the enemies, right from Vietnam to Iraq and Afghanistan. Post 2000, Russia and China have also marked their presence in the global defence sector with their indigenous military hardware that are said to be giving a tough competition to the unrivalled supremacy of the United States. China has made great strides in developing fifth generation fighters Pentagon’s 2024 annual report on Chinese military power evaluates that though China’s PLA Air Force (PLAAF) is “good and improving quickly”. This has given the experts a hot topic about the capabilities of the Asian country already working on the prototype of a sixth-generation fighter aircraft. If it is indeed going ahead with the ambitious programme then it will tilt the balance heavily in Beijing’s favour. “The Pentagon report mentions that China has expanded the capabilities of its uncrewed aerial systems (UAS), which are now comparable to USAF systems. The report also mentions Chinese strides in air-to-air missiles, electronic warfare, bombers, and fifth-generation fighters. In some of these areas, it is closing up to US standards,” according to www.eurasiantimes.com. China’s H-20, (Xi’an H-20) is a projected subsonic stealth bomber design of the People’s Liberation Army Air Force which is referred to as a strategic project by the People’s Liberation Army. When unveiled, it will be the first dedicated strategic bomber developed by China. On the other hand, America has been actively using dedicated Bombers since the 1920s. America used bombers extensively in the WW II. In fact, it was a Boeing B-29 Superfortress that was used to drop the atomic bombs on Japanese cities. China was still struggling to get on its feet at that time whereas the USA rapidly developed, deployed, and used its bombers in many wars in Asia, Asia-Pacific, and Africa. The latest being against the Houthis in Yemen while China has used its old fleet to carry out intimidating sorties in the South China Sea region with Taiwan on its focus. China has a lot of ground to cover to make any significant impact in terms of bombers. Talking about the fifth-generation fighters, China has brought out its fleet of J-20 Mighty Dragon stealth fifth-generation fighters as experts say that the Dragon is rapidly building up and improving. PLAAF is also replacing older J-11s and Su-27s with J-20s, supported by advancements in domestic engine technologies like the WS-15, reducing China’s reliance on Russian-made engines. The J-20 fleet could increase its number beyond 800 aircraft by 2030 while the target is 1,500 aircraft by 2035. The J-35A, said to be a copy of the American F-35 is developing quickly and has found a market, thanks to the Zhuhai air show. China, on December 26, test flew two technology demonstrator aircraft, the Chengdu J-36. The emergence of China’s new stealth fighter jet, believed to be a 6th-generation model, has caused a stir in military circles globally. The videos of J-36, flying in broad daylight over Chengdu, Sichuan province went viral as the analysts opine that the J-36 is designed to perform not only better than the fifth generation USAF fighter but be the first sixth generation aircraft. The USA is significantly ahead of China in deployable air power, with its commitments being unrestricted, whereas China’s Theatre command system is primarily focused on mainland defense. The Eastern and Southern Theatres are beginning to oversee parts of the Western Pacific. China’s aircraft industry remains state-controlled, while US industry is private and significantly more in research, products, and sales. Aero-engines continue to be a challenging area for China, particularly concerning sixth-generation fighters. The Chengdu J-36 is a tailless military aircraft currently being developed and tested by Chengdu Aircraft Industry Group (CAIC). As of now, this model is presumably designated as the “J-36”, but further confirmation is needed, and we are keeping an eye. For breaking news and live news updates, like us on or follow us on and . Read more on Latest on . Topics

R ugby union still produces some fascinating individuals and John Dobson, the head honcho at the DHL Stormers, is very much one of them. To say “Dobbo” is not your average coach is self-evident from his CV. In addition to degrees in law and business administration from the University of Cape Town there is surely no other top-level director of rugby with a creative writing degree. As he wryly puts it: “I was the only person on the course who didn’t wear a tweed skirt.” As a player he was also, for two seasons, the only white guy in an otherwise exclusively black working-class club side. “What did I learn? How privileged us white people were.” He was conscripted into the South African army during the apartheid era, has had two novels published and is the son of a noted South African rugby writer, referee and historian. He describes himself as “an accidental coach” having started out as coach of his local university fourth XV, but has subsequently guided the Stormers, then in administration, to the inaugural 2022 URC title, the franchise’s first piece of silverware. Stitch together all these disparate strands – he also loves The Cure and the poetry of Dylan Thomas – and you have someone well worth consulting on subjects such as the soul of rugby and the sport’s current health. And once he has retrieved Norman the family dog from the garden – “He’s a lazy, obese beagle” – some nagging concerns are soon evident on the eve of the Stormers’ Champions Cup tie against Harlequins at the Stoop on Saturday. For starters the Stormers are set to field a weakened team, partly because of injuries and logistics but also because of upcoming games against their local rivals the Lions and the Sharks either side of Christmas. While Dobson’s side will be competitive – “We’ll put up a fight in Harlequins , we’re not coming to get our tummies tickled” – he would love, one day, to send up his first-choice XV. “I think we’ve got to sort out the Champions Cup. Maybe because of our presence it’s a bit unwieldy at the moment. People are a bit confused by it and it’s certainly not what it was – to my mind as an outsider – a couple of years ago. That’s what I worry about: if it becomes really vanilla with teams just going through the motions.” He cites last weekend’s pool game against Toulon in Gqeberha (formerly Port Elizabeth) as a cautionary case study. “We played a Champions Cup game in a beautiful city and I didn’t speak to one Frenchman. Dan Biggar came to our changing room afterwards but we didn’t do anything for them. How is it possible that guys can come from another continent and we don’t even say hello to them? It’s really odd but it’s across the board now. “It feels to me like we’re in a curious space with some of rugby’s values. I’m sounding very old fashioned now but lying down [feigning injury] to try and get the TMO involved? Not speaking to the opposition? I think we’ve all, South Africa included, trampled over rugby’s values a little bit over the last little while. It just feels like [the sport] is a little bit lost.” It is clearly a subject close to the thoughtful Dobson’s heart. “I’m old school. I like that side of the game. When I started with the Stormers some guys weren’t showering after matches. They were just getting into their tracksuits and going home. I said: ‘Jeepers, if we don’t like people here enough to have a cold drink with them afterwards we’re in trouble’. A lot of those old values ... I reckon that’s where the future of rugby could be.” In the meantime he wants his players to appreciate what they have, rather than grumbling about commuting north to play in the freezing British gloom. “I remember last year we were playing London Irish at Brentford and we were training at the Lensbury Club. The guys were complaining having just come down on a long bus ride from Glasgow. I said: ‘Listen, you fuckers. If I’d said a year ago that you could play Champions Cup rugby in London you’d have canoed up the west coast of Africa. Don’t take all this for granted.’” A return to more parochial fixtures, he warns, would be ruinous. “Are we going to go back to playing against the Griquas and Free State like in the 1980s? We’d better behave ourselves; it would be absolutely insane. We’re playing in competitions that are absolutely suited to our DNA. Every breakdown and scrum is a contest, every lineout maul is a fight. That’s actually what winning Test rugby and World Cups are all about.” Once upon a time Dobson played hooker for Western Province and has lived through all kinds of social upheaval in his homeland. Winning World Cups cannot solve every political problem – “The country isn’t united like that for the other three years and 10 months” – but he believes rugby has helped to ease some divisions. “Remember when we had the quota system with a certain number of black players in the team? Now rugby in South Africa has realised how much the so-called disadvantaged communities of the country could bring. Sign up to The Breakdown The latest rugby union news and analysis, plus all the week's action reviewed after newsletter promotion “Players are there on merit and that is where the real transformation is coming. Before there was this stigma surrounding the quota and some of the guys weren’t good enough. I’m not sure about a unified country but in rugby it’s really bedding in deep. And that does help the country, of course it does.” It is another reason why Dobson has chosen the mission statement “Make Cape Town Smile” as his team’s mantra. “What we’ve got in Cape Town is an amazing project. Rugby is so big among all races in the Western Cape so we’ve got this connection with the city. It’s almost a day-by-day version of the Springbok project. “One or two people overseas have approached me to go and coach them, especially after we won the URC. But when the Stormers fire me I’m done in coaching. Panasonic v Mitsubishi would mean nothing to me. If the Stormers win the police say that gender-based violence drops in our poorer suburbs. That makes it a bit more than a game. South African teams always draw on a little extra edge compared to some countries because you’re playing for so much. “Our players get that. If you look at our crowd these people are making amazing sacrifices. It’s not like rugby in the 1980s here when it was all smart people of my background. This team went into administration and was bankrupt. To reconnect it and give it back to the people of Cape Town is my project.” More power to Dobbo and the cause he holds so dear.