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全球暖化持續加劇，今年台灣也遇上了52年來的最大旱災，想要扭轉局面，就要以更積極的行動加速實現永續發展。
低碳發展是設計和建造的整體方法，包含了不斷發展的、節能的和環境友好的做法，若能有效運用科技工具，如：BIM建築資訊模型、Revit、Autodesk Recap、Autodesk Insight或是Autodesk Spacemaker，將可望大幅改變建築、工程和施工產業的作業模式，實現永續發展的願景。https://autode.sk/3f8bkYz
#Autodesk #歐特克 #BIM #Revit #建築資訊模型
#COVID19 #防疫 #謝謝前線辛苦的醫護人員
#勤洗手 #全程戴口罩 #避免不必要的移動
❤
In many ways, building a global sports media property from scratch is like building a global hotel chain from scratch. First, you have to build all of the buildings in each country. During the investment phase, the focus must be 100% on world-class construction of the best buildings for the long term. A startup global hotel chain would have to invest billions for years before they could start charging guests to stay at peak room rates with maximum capacity utilization. However, once all of these buildings are completed and operating at full service levels across the globe, the monetization opportunities are significant.
The major twist to this analogy is that global sports media properties take far longer to build than real estate projects do, but the rewards and opportunities are far greater. Once construction is complete for a global sports media property, the monetization opportunities at scale are limitless - media rights, apparel, games, gyms, energy drinks, manga, movies, TV shows, merchandise, eSports, brand licensing, and much more. In this era of technology, global sports media properties are essentially tech media businesses; they can achieve global scale with minimal marginal cost. And for a tech media business like ONE Championship, revenues can easily skyrocket 10x or more in a single year. This global scaleability is one of the reasons why some of the world's smartest investors like Sequoia Capital, Temasek, Greenoaks, and other blue chip institutions invested in excess of US$250 million into ONE Championship, and gave it a valuation in the billion dollar range. And it is only the beginning.
Luckily, I spent almost a decade on Wall Street as a global hedge fund manager, buying, selling, and shorting companies all over the world. As a result, I knew what a good business model was, and what a bad business model was even before I started ONE Championship. At scale, global sports media properties rank among the best business models on the planet; they are super asset-light, IP-heavy businesses with huge scaleability, huge margins, huge returns on invested capital, and huge cashflows. The biggest global sports media properties also have massive economic moats; they have significant sustainable competitive advantages because they are platform businesses with a complex ecosystem that is entrenched into the fabric of society, culture, and business. Of course, the catch is that they are incredibly hard to build and that they take a long time to create.
In 7 years, ONE Championship has become the world's fastest growing global sports media property in history in terms of reach, frequency, and engagement metrics across traditional and digital media; these 3 pillars are the most important key success factors for any media property. 3 years ago, ONE Championship had an average of only 700,000 viewers per event. Our latest event, ONE: Kingdom of Heroes, drew 25 million viewers. While I am full of gratitude and appreciation for this extraordinary growth, I also know that it is only the beginning of our journey. Our sacred mission is to unleash real-life superheroes who ignite the world with hope, strength, dreams, and inspiration. I count my blessings every day for this precious opportunity to live the life of my dreams. #gratitude #WeAreONE
歐洲也不是一面倒親中的
https://www.facebook.com/1027813447317433/posts/1838604569571646/
被視為歐洲版一帶一路的部份細節。新加坡海峽時報的一篇評論認為，歐洲版一帶一路誕生，是中國擴張行為令歐洲感不快與不安的結果。
#中帝崛起?
#一帶一路
歐盟官方宣傳：
"A better connected Europe and Asia through transport links, energy, human and digital networks strengthens the resilience of societies and regions, as well as creating avenues for a better, low-carbon future. More sustainable connectivity will also help people to enjoy higher standards of living, while creating more opportunities for education, cross-collaboration and research and promoting cultural exchange.
The new strategy is based on four of the EU's strengths: its internal market as the basis of sustainable connectivity, its experience of creating networks across borders, its ability to build partnerships – on the bilateral, regional and international levels, and a comprehensive financial framework for mobilising investment. The EU will look to combine financial resources from international financial institutions, multilateral development banks and the private sector, building on the success of the Juncker plan and the EU's External Investment Plan, which are on track to mobilise investment worth €500 billion and €44 billion respectively. This demonstrates the EU's determination to make a difference in people's lives, both inside and outside of the EU.
The approach to connecting Europe and Asia "is something big, [and] is consistent with our overall global approach," Mogherini concluded, "and I know that our friends not only in Europe but also in Asia are very much looking forward to start working on this.""
https://eeas.europa.eu/…/european-way-connectivity-%E2%80%9…
https://eeas.europa.eu/…/europe_asia_connectivity_factsheet…
"The Europeans were slow to grasp the significance of China's BRI, partly because they frequently failed to pay proper attention to Asian developments, but also because Europeans are instinctively dismissive of grandiose plans to tie up continents together by spending trillions of dollars on infrastructure construction; the initial assumption in Europe was that China's BRI was more about publicity than real projects.
Complacency was soon replaced by keen European interest. And countries on Europe's peripheries were flattered by Chinese claims that they would become "pathways", "bridges" or "launch pads" from Asia to Europe if only they accepted a Chinese project to build a road or welcomed a Chinese firm wishing to build or manage a harbour.
But Europe's honeymoon with the Chinese vision did not last long. First came evidence that many of these projects were not truly cooperative efforts but, essentially, Chinese financial credits for Chinese construction contracts. A full 89 per cent of all the projects labelled under the BRI were executed by Chinese firms using Chinese workers and materials.
REASONS FOR EU UNHAPPINESS
And as the projects came closer to Europe, it became increasingly clear that China's Belt and Road Initiative challenged some of the fundamental EU objectives. The first is that of open tendering for major public projects, something Chinese companies frequently avoided. In pushing its BRI, China also appeared to ignore principles of reciprocity. While European investors and especially construction companies can't even dream of competing for public contracts inside China without using a Chinese partner, Chinese companies did not operate under the same restraint in Europe.
China's entire or partial acquisition of ports in Belgium, the Netherlands, Spain, Italy and, most spectacularly, Greece are moves which carry significant strategic implications. If these were just normal economic transactions, then why can't a European company acquire similar port assets in China?
But what irks EU governments most is China's increased ability to use the clout it derives from BRI projects to influence Europe's political decision-making process and, as EU officials see it, undermine the union's solidarity.
Beijing's creation of the so-called 16+1 Group, a motley collection of existing or aspiring EU member states, all fairly poor and underdeveloped, is seen in Brussels as direct Chinese interference in Europe's backyard.
Under the guise of the 16+1 Group, the Chinese signed contracts which simply mortgaged the future of these often-vulnerable countries. Take the case of Montenegro, a small impoverished state on Europe's south-eastern corner which was persuaded by China in 2014 to borrow from Beijing's Exim bank for constructing a highway. The total value of this contract amounts to an astonishing one-quarter of Montenegro's entire economy. The project is not only unsustainable but could spell Montenegro's bankruptcy.
The consensus in Europe is that the continent can no longer just sit idly by as these developments unfold. In April, 27 out of the 28 ambassadors of EU member states in Beijing sent back to their capitals a joint letter urging a unified response against China's BRI, which, they claimed, "runs counter to the EU agenda for liberalising trade and pushes the balance of power in favour of subsidised Chinese companies".
Individual EU countries - principally Britain, France and Germany, but now also Italy - are overhauling their own regulations in order to vet Chinese investments in economic sectors deemed strategically significant. And now, the EU's diplomats, led by Ms Mogherini, have come up with an even more pointed response to China's BRI project."
https://www.straitstimes.com/…/eu-launches-alternative-to-c…
To make environmental protection and ecological balance a reality Master Sheng Yen established a basic policy for the construction of the Dharma Drum Mountain complex based on the idea of Protecting the Spiritual Environment. During the construction process, the first priority was preserving the original habitat by transplanting trees and through dredging work, as well as using building materials, energy-efficient systems, and rainwater recycling systems, as an effort for sustainable use of resources, enabling native creatures to thrive in harmony and flourish in safety.
