Wakacyjne wyzwania 2020

In Decemberthe U. The Department reviewed the comments from stakeholders and made updates and modifications to the Roadmap based on this feedback. The Roadmap includes an aggressive but achievable goal: to develop and domestically manufacture energy storage technologies that can meet all U. The Roadmap outlines a Department-wide strategy to accelerate innovation across a range of storage technologies based on three concepts: Innovate Here, Make Here, Deploy Everywhere.

Recognizing the breadth of storage technologies and the ambitious nature of the goal, DOE has identified initial aggressive cost targets focused on user-centric applications with substantial growth potential. With six use cases that identify energy storage applications, benefits, and functional requirements for and beyond, the ESGC has identified cost and performance targets, which include:.

The ESGC incorporates a broad range of technologies in several categories: electrochemical, electromechanical, thermal, flexible generation, flexible buildings, and power electronics and employs a use case framework to ensure that storage technologies can cost effectively meet specific needs.

Energy storage offers an opportunity to identify the most cost-effective technologies for increasing grid reliability, resilience, and demand management. DOE values stakeholder input and will continue to offer opportunities for feedback. Skip to main content. Energy Storage Grand Challenge Roadmap. Achieving this levelized cost target would facilitate commercial viability for storage across a wide range of uses including: meeting load during periods of peak demand, grid preparation for fast charging of electric vehicles and applications to ensure reliability of critical services.

Other emerging applications for stationary storage include serving remote communities, increasing facility flexibility, increasing the resilience of interdependent networks, and facilitating the transformation of the power system. Achieving this cost target would lead to cost competitive electric vehicles and could benefit the production, performance, and safety of batteries for stationary applications.Discover our new Solver class!

The Global Challenges will open in March--anyone, anywhere can apply. How can marginalized populations access and create good jobs and entrepreneurial opportunities for themselves? How can marginalized girls and young women access quality learning opportunities to succeed? How can we produce and consume low-carbon, resilient, and nutritious food? How can communities around the world prepare for, detect, and respond to emerging pandemics and health security threats?

How can every woman, new mother, and newborn access the care they need to survive and thrive? How can Native innovators in the US use traditional knowledge and technology to drive social, environmental, and economic impact in their communities?

How can citizens and communities create and improve social inclusion and shared prosperity? How can those most affected by the technology-driven transformations of work create productive and prosperous livelihoods for themselves? How can women and girls of all socioeconomic backgrounds use technology to fully participate and prosper in the economy? How do we create a more inclusive, productive, and sustainable economic future for all? How can all children under five develop the critical learning and cognitive skills they need to reach their full potential?

How can teachers and educators provide accessible, personalized, and creative learning experiences for all?

wakacyjne wyzwania 2020

How can disadvantaged youth learn the skills they need to prepare them for the workforce of the future and thrive in the 21st century? How can we improve learning outcomes for refugees and displaced people under 24? How can people create and consume goods that are renewable, repairable, reusable, and recyclable?

How can coastal communities mitigate and adapt to climate change while developing and prospering? How can urban communities increase their access to sustainable and resilient food and water sources? How can individuals and corporations manage and reduce their carbon contributions? How can urban residents design and live in environments that promote physical and mental health? How can communities invest in frontline health workers and services to improve their access to effective and affordable care?By Mehmet S.

Tosun, Director of International Business Programs. Read this blog in Polish. The COVID pandemic has produced unprecedented challenges for higher education with substantial academic and financial impacts.

The negative impact of COVID was particularly strong for international educational exchange between academic institutions. While there is a lot of uncertainty about the future of international education, we should keep in mind the importance of international students, scholars and the study abroad programs for the U.

This was the highest number of international students and the highest share of total enrollment in the U. In addition, there wereinternational scholars in the U. While undergraduate students made up the largest group of international students with The top 3 fields of study for international students were engineering, business and management, and math and computer science.

Nevada had 2, international students ranked 44 among 50 states and had lower number of international students than all of our neighboring states. Nevada also had a lower number of international students than 9 of the 13 Western states. It had more students than Alaska, Montana and Wyoming, all of which have significantly smaller populations.

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We should also consider the importance of study abroad for U. A significant number of U. Data from IIE show thatU. This is much less than the number of international students in the U. The number of U. Out of the 25 leading U. Most of the leading institutions are concentrated in the East Coast and the Midwest region. Regarding the duration of study, the majority of the study abroad takes place during the academic year whereas the summer programs make up Business and management has been the most popular field of study especially in recent years.

There is also an interesting trend regarding the non-credit experiential learning abroad.

wakacyjne wyzwania 2020

There were 38, U. There has been tremendous growth in these non-credit students in recent years. Latin America and the Caribbean region has consistently been the leading destination for U. In conclusion, international education is a critical component of U. Business education is very popular among students and has become a key part of the international education. There is of course a lot of work to do in coming months, especially as people start to recover from the COVID pandemic.

We need to work really hard on first getting the international education back to where it was before the pandemic started.Today the world lacks the solutions that will be needed to achieve global net-zero carbon emissions at reasonable economic and social cost later this century. Nor are the solutions in hand to adapt equitably and efficiently to the climate-related risks that will occur even if that mitigation goal is met. These problems are among the most urgent facing humankind.

Before the pandemic, there was no greater priority for the MIT community than to work towards this goal. Obviously, we must continue to muster our energies to respond to the pandemic.

Yet, just as obviously, the climate challenge still looms. We cannot afford to put our efforts to address it on hold. In response, MIT is launching a new research effort — Climate Grand Challenges — to focus the best efforts of our diverse and multi-disciplinary community and our partners on developing and implementing high-impact, science-based mitigation and adaptation solutions on an accelerated basis.

The most important driver of climate change is the atmospheric buildup of carbon dioxide released by fossil fuel combustion, as well as methane released from the production, distribution and use of natural gas and by agricultural activities. The social and economic damage that will be caused by climate change are byproducts of the buildup of carbon dioxide, methane, and other greenhouse gases, including rising sea levels that threaten coastal and low-lying regions, increased incidence of certain weather hazards, and declining crop yields due to changes in growing seasons, diminished water supplies, and proliferation of insect pests.

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Still other effects include climate-induced human migrations, the accelerated spread of infectious diseases, and hardship resulting from both the direct effects of climate change and the economic and political disruptions that will follow. Climate Grand Challenges will address some of the most difficult and highest-impact research problems related to climate change. These include: 1 problems whose solutions would make possible major advances globally in mitigation or adaptation, or in both simultaneously, within a few decades; and 2 strategically important scientific problems whose solutions would enable quantification of climate risks and improve our ability to weigh these risks against the costs of mitigation and adaptation.

Examples of important scientific problems that urgently need to be addressed include the stability of continental ice sheets, the role of the deep ocean in climate change, and the specific risks to coastal regions and to agriculture from a variety of physical, chemical, and biological hazards. Examples of unmet mitigation needs and related unsolved problems include cost-competitive long-term energy storage systems advanced batteries, fuel cells, thermal storage, and clean hydrogen systems ; scalable low-carbon firm electricity generating technologies e.

Examples of unmet needs in the adaptation domain include the development of scientific models with sufficient spatial and temporal resolution for reliable quantitative prediction of future climate risks at local scale e.

wakacyjne wyzwania 2020

Countering the human health impacts of climate change and environmental degradation, especially regarding infectious diseases, will also be essential. New concepts for climate-friendly cities may provide combined opportunities for successful mitigation and adaptation. New, high-value applications for hydrocarbons that are not associated with greenhouse gas emissions would offer economic hope for fossil fuel companies and the communities that depend on them.

Even with such scientific and technological advances, behavior and habits will also need to change. Both technology adoption and behavioral change on a large scale are possible, if we understand their economic, political, psychological, and social drivers, and if governments and firms adopt and implement effective policies. Research leading to significant advances in both scientific and humanistic understanding of these phenomena, coupled to practical demonstrations and implementations based on these insights, would be among the highest-impact research-based contributions to climate mitigation and adaptation.

A faculty committee has been charged with organizing and overseeing the process leading to the selection of a group of grand challenge research projects 1. The principal purpose of Phase I is to stimulate ideas for potentially transformative projects -- projects that are broad in scope and large in ambition and that have the potential to make major advances in solving the big problems which currently stand in the way of an effective global climate response.

Single-authored and multi-authored Letters will both be welcome. Since solving the most challenging and consequential research problems will likely require combining knowledge and techniques from multiple disciplines, we expect the problem scope identified in these Letters to substantially exceed the disciplinary reach of the authors.

As the process continues and these projects become better defined, individual authors will be encouraged to build connections with colleagues in complementary fields, including from other universities. Accordingly, we expect that the White Papers in Phase II will be developed not by individual authors but by project teams.

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The overall goal of these two phases of the Grand Challenge process is to draw on the creativity and commitment of the MIT community to identify game-changing solutions to hard climate-related problems and to make progress towards assembling the integrated, focused teams -- eventually including partners from industry, finance, non-profits, and other sectors of society -- needed to develop and implement these solutions rapidly.

All MIT PIs are invited to submit a Letter of Interest briefly describing a high-impact climate-related research problem, explaining its significance for mitigation, adaptation, risk assessment, or other objective, and outlining a solution approach.

Energy Storage Grand Challenge Roadmap

Letters should be no more than two pages in length and should briefly describe:. The authors will be invited to participate in a series of discussions and exchanges with authors of related submissions as well as the broader MIT research community.

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Depending on the level of interest, several workshops will be organized by broad theme.The future has never been brighter for the Finance department, and the CFO role in particular. The Finance department is poised to take on a more advisory role, using data-driven insight to help the entire organization focus on the future.

The potential is there. But are CFOs prepared to meet that potential? What challenges are holding up progress, and how are Finance teams addressing these obstacles? We asked Finance professionals 1 about their current capabilities, their priorities, and where they see the biggest opportunities for change.

Click below for an expanded PDF version of the report, or keep scrolling for the highlights. But leading Finance teams are modernizing, creating new standards for efficiency and automation, and shifting the focus from simply reporting, to actively supporting business objectives. At the same time, over half chose spreadsheets as the 1 area where their time was not spent effectively.

How do we break free from the tyranny of spreadsheets? Even today, far too many Finance teams are using spreadsheets to make critical business decisions. Essentially, Finance leaders are looking to adopt more robust software, train or hire the skills to use it most effectively, and ultimately improve their data quality.

In my direct observation of many companies, one common problem exists Taking time to slow down, spending time thinking about what questions should be asked, and checking in with diverse opinions are crucial. Only then can we begin to analyze how our organization exists relative to the questions being asked.

Many respondents lacked the resources to hire people with the right skills or train within their department. Respondents felt they were too busy with existing responsibilities to pursue their priorities. For many respondents, investment in new tools and capabilities was beyond their budget. All of these roadblocks can be addressed through automation, optimization and increasing efficiency. Tools that increase efficiency, freeing up time and human resources, can realize positive ROI that covers the financial investment.

Finance departments already have the capability to take on a more advisory role in the organization. The next evolution of the Finance department is about having enough time, sufficient resources, and the right tools in place for data-driven decision making. Our research shows that corporate culture is shifting in favor of forward-looking Finance departments. Most organizations stand ready to invest in enhanced modeling and reporting capabilities, and Finance should be ready to accept the responsibility of using these tools.

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How can you tell that the Finance department is ready for an expanded role? Twenty-six percent said they were improving their reporting and analytics, sharing more results with the rest of the business. With the right strategic investments in tools and talent, the Finance function can truly take an equal seat at the table to drive strategy and growth.

Currently, we chop up the financial chain into silos. Businesses need to align the Office of Finance to the overall business goals. Otherwise, we cannot take the next step to make all the independent links into a full chain, and move on to the next level of efficiency and competitiveness. Our respondents report that the majority of their organizations are bullish on new technology. Overall, that means nearly three fourths of organizations are ripe for a pilot program of technology that will empower and enable the Finance function.Bob Schulman has just established the Robert S.

Morton to receive Janet L. FranckEmeritus FacultyAcademicsUndergraduateActuarial Science MinorMinor in StatisticsAwards and ScholarshipsGraduate ProgramMu Sigma Rho at Virginia TechRecent Ph. DissertationsCoursesGraduate Courses Quicklinks Search. Search VT Logo Search. Search Quicklinks 4Help (Computing Assistance) Calendars, Academic Blacksburg Transit Campus Map Canvas Corps of Cadets Giving to Virginia Tech Hokie SPA University Status VT Google Apps Email Exchange Email (Office 365) Customize Quicklinks AdministrationHistoryI.

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Statistics Finland produces approximately 160 sets of statistics, whose data are released in this section of the website. Approximately 560 new releases are made from these statistics each year. In addition to Statistics Finland, Official Statistics of Finland are produced also by 11 other public administration organisations. This section of the website contains descriptions of the approximately 100 sets of statistics produced by other producers of statistics.

These descriptions include links to the statistics released on the web pages of the organisations producing them. The Department of Statistics at Oxford is a world leader in research including computational statistics and statistical methodology, applied probability, bioinformatics and mathematical genetics.

The Oxford University Statistical Consultancy Unit provides comprehensive statistical consultancy services to both internal departments and external businesses. Operating across a wide range of sectors, it can offer experience in all aspects of data-based research, allowing businesses and academics to access our world leading statistical research. Research activity spans a wide range of modern and exciting developments in the subject.

Read More About Us The Department of Statistics at Oxford is a world leader in research including computational statistics and statistical methodology, applied probability, bioinformatics and mathematical genetics. Read More Consultancy The Oxford University Statistical Consultancy Unit provides comprehensive statistical consultancy services to both internal departments and external businesses. Undergraduate Program Visit the Undergraduate section of this website Research at Statistics See what major areas of research interests exist in Statistics at UW-Madison.

Upcoming Seminars and Talks Distinguished faculty and guest speakers will give lectures discussing their research and ideas. See who is speaking soon and mark your calendar.

wakacyjne wyzwania 2020

Employment Assistant Professor and Student Service Coordinator The Statistics Department at the University of Wisconsin-Madison was established in 1960 by Professor George Box. The original philosophy on the organizational structure was to have most Statistics faculty in one central department but also to have faculty with interests in applications of statistics to a wide variety of scientific disciplines that would be represented in various units on campus.

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This philosophy continues today, with strong research and training programs covering the breadth and diversity of the subject of statistics in both theory and practice. From its inception, the department has evolved into one of the premier Departments of Statistics in the world. Our department is usually ranked among the top five to ten in the country on various measures of quality of faculty and graduate programs.The holiday was amazing, we loved it so much and both want to move to Iceland.

After doing a lot of searching and reading online through various tour companies this was by far the most complete with the most combination of activities that I wanted. Normally, I book everything on my own to try and save money where I can, but having the logistics and bookings handled by someone else was a big relief given such a huge schedule and amount of ground to be covered.

Communication was very good, all questions answered and I was taken care of very well. Tried my hand at the photo of the month contest offered and was lucky enough to win it. Very cool experience and very happy with everything. Would definitely recommend to others and be ready to book more adventures for myself when the time comes.

Fantastic experience for a family of 4 - the girls enjoyed it very much. The weather was great and we saw so many amazing things including the Northern lights :) We all loved it - thanks for arranging.

He made the experience pleasant from start of investigation through the entire process. The welcome pack was fantastic and the simple inclusion of a local mobile was a masterstroke.

We honestly cant say enough good things about Nordic Visitor and Iceland in general. She was very helpful and accommodating. Due to my travel dates being outside the original tour allotted time, I was easily able to add dates and activities. I felt her services were individualized and felt that my needs and interests were met.

I will keep Nordic Visitor in mind the next time I plan a solo trip. Our experience with Nordic Visitor is absolutely delightful. We are very impressed by the professionalism of the staff and the seamless organisation of the tour. Our holiday was enjoyable beyond our expectations.

We were happy and pleased with our total experience booking our vacation with Nordic Visitor that we want to do it again. We have already recommended it to family and friends Overall excellent trip and we really enjoyed ourselves. We spent a lot of time exploring Reykjavik on foot and loved it. We both felt the trip too short in the end and wished we could stay longer. I definitely plan on returning to Iceland for a longer duration and during a different time of the year, I would love to see more of the country.

I totally loved the idea of the self drive tour. It was my first self drive tour, and i would like to explore as many places this manner. I hope to do Scotland and Norway with you soon.

We had a wonderful ten days touring every passable road in the West and South of Iceland. We saw fantastic Northern lights. Met some amazing people.