The Circular Economy, What It Means and What It Can Do For
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Defensive Rebounding
53 Basketball Rebounding Drills and Games BreakthroughBasketball.com By Jeff and Joe Haefner Copyright Notice All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical. Any unauthorized use, sharing, reproduction, or distribution is strictly prohibited. © Copyright 2009 Breakthrough Basketball, LLC Limits / Disclaimer of Warranty The authors and publishers of this book and the accompanying materials have used their best efforts in preparing this book. The authors and publishers make no representation or warranties with respect to the accuracy, applicability, fitness, or completeness of the contents of this book. They disclaim any warranties (expressed or implied), merchantability, or fitness for any particular purpose. The authors and publishers shall in no event be held liable for any loss or other damages, including but not limited to special, incidental, consequential, or other damages. This manual contains material protected under International and Federal Copyright Laws and Treaties. Any unauthorized reprint or use of this material is prohibited. Page | 3 Skill Codes for Each Drill Here’s an explanation of the codes associated with each drill. Most of the drills build a variety of rebounding skills, so we used codes to signify the skills that each drill will develop. Use the table of contents below and this key to find the drills that fit your needs. • Y = Youth • AG = Aggression • TH = Timing and Getting Hands Up • BX = Boxing out • SC = Securing / Chinning -
Towards a More Resource-Efficient and Circular Economy the Role of The
Towards a more resource-efficient and circular economy The role of the G20 | 1 A background report prepared for the 2021 G20 Presidency of Italy Towards a more resource-efficient and circular economy The role of the G20 PUBE TOWARDS A MORE RESOURCE-EFFICIENT AND CIRCULAR ECONOMY © OECD 2021 2 | Table of contents Executive Summary 4 1. Introduction 9 2. Past trends in material consumption and waste generation 10 3. Projections of future materials use 18 4. The environmental impacts of materials use 21 5. A transition to a circular economy can lower resource demands and environmental impacts and contribute to the economic and social recovery 24 6. Recent developments on resource efficiency and circular economy policies 27 7. The role of cities towards the circular economy transition 32 8. Towards a G20 policy vision on resource efficiency 38 References 47 TOWARDS A MORE RESOURCE-EFFICIENT AND CIRCULAR ECONOMY © OECD 2021 | 3 Tables Table 1. Selected environmental impacts of materials use 21 Table 2. Selected examples of national, regional and local strategies for resource efficiency, waste management and the circular economy of G20 countries 27 Figures Figure 1. Domestic Material Consumption in G20, OECD and BRIICS 10 Figure 2. Domestic material consumption per capita [tonnes] 11 Figure 3. Resource productivity levels differ substantially among G20 countries, but some improvements could be achieved 12 Figure 4. Despite improvements in resource productivity, domestic material consumption increased in G20 countries 13 Figure 5. Material footprint per capita remains high also for countries with low Domestic Material Consumption per capita 14 Figure 6. As income levels rise, waste generation increases [left], but waste treatment processes improve [right] 15 Figure 7. -
Extended Producer Responsibility and the Impact of Online Sales
Extended Producer Responsibility and the Impact of Online Sales RE-CIRCLE POLICY HIGHLIGHTS Resource Efficiency & Circular Economy Project Extended Producer Responsibility and the Impact of Online Sales Extended Producer Responsibility (EPR) schemes generate much needed funding for waste management and can be an effective means of boosting collection and recycling rates. However, free-riding associated with the rapid growth of online sales is compromising the viability of these schemes, and has led to the realisation that additional measures are needed to support their operation. RE-CIRCLE Resource Efficiency & Circular Economy Project Key Messages The emergence of the internet, and the resulting growth in online retailing, has improved market access and generated important benefits for consumers. At the same time, online retailing – particularly where it exists in concert with cross-border sales – has begun to adversely affect the functioning of traditional regulatory frameworks. Free-riding on Extended Producer Responsibility (EPR) schemes – where products placed on the market are not accompanied, or only partially accompanied, by required EPR fees – is one such example. Consumers now have much improved access to sellers abroad but, in many cases, these sellers do not comply with EPR regulations in the country of sale. This creates several problems: • Free-riding that consists in not undertaking physical ‘take-back’ obligations leads to lower collection rates for end of life products. • Free-riding by not paying EPR fees results in financing problems for waste management activities. • Free-riding by under-estimating the number of products placed on the market results in a potential over-estimation of national recycling rates. -
3.2 Plastics and Eco-Labelling Schemes
1 Contents 1 Introduction ..................................................................................................................... 3 2 Added value & strategic orientation of PLASTECO workshops ........................................... 4 3 Thematic background ....................................................................................................... 5 3.1 Green Public Procurement (GPP) for promoting alternatives to single-use plastics ....... 5 3.1.1 Policy framework .............................................................................................. 5 3.1.2 Case study 1: Different governmental approaches from Slovakia and Belgium ... 7 3.1.3 Case study 2: GPP criteria for eliminating single-use plastic cups and bottles in medical centres ................................................................................................................ 8 3.1.4 Case study 3: Public procurement as a circular economy enabler ...................... 10 3.2 Plastics and eco-labelling schemes .............................................................................. 10 3.3 Developing secondary raw plastic markets ................................................................. 14 3.3.1 The need to align supply and demand .............................................................. 14 3.3.2 The role of waste management ........................................................................ 16 3.3.3 Case study: Developing new methods for higher-quality secondary plastics ...... 18 3.4 Barriers to the adoption -
Circular Economy Action Plan for a Cleaner and More Competitive Europe
Circular Economy Action Plan For a cleaner and more competitive Europe #EU GreenDeal 2 Contents 1. INTRODUCTION .......................................................................... 4 2. A SUSTAINABLE PRODUCT POLICY FRAMEWORK ................. 6 2.1. Designing sustainable products .................................................................. 6 2.2. Empowering consumers and public buyers .................................................... 7 2.3. Circularity in production processes ............................................................................... 8 3. KEY PRODUCT VALUE CHAINS .................................................................................................. 10 3.1. Electronics and ICT ............................................................................................................................. 10 3.2. Batteries and vehicles ........................................................................................................................... 11 3.3. Packaging .......................................................................................................................................................... 11 3.4. Plastics ................................................................................................................................................................... 12 3.5. Textiles ....................................................................................................................................................................... 13 3.6. -
The Nordic Swan Ecolabel Promotes Circular Economy
The Nordic Swan Ecolabel promotes circular economy The Nordic Swan Ecolabel is an obvious tool for promoting The Nordic Swan Ecolabel has a circular approach to the life circular economy - thus strengthening corporate cycle and this particular approach is a premise for circular competitiveness, enhancing corporate resource efficiency economy. Because this means that focus is on how actions and contributing to the creation of new business models and taken in one stage have a positive effect on several stages of innovative solutions. the life cycle. And this means that you avoid moving a nega- tive environmental impact to another stage of the life cycle. The objective of the Nordic Swan Ecolabel is to reduce the overall environmental impact of consumption. This is why the Circular economy does not only mean focus on closed re- whole product life cycle – from raw materials to production, source loops for the individual product system. Joint circular use, disposal and recycling – is included in the assessment resource systems may also be the solution. The Nordic Swan when the requirements for Nordic Swan Ecolabelled products Ecolabel shares this approach; for some products, joint circu- are established. This is primarily done on the basis of the lar resource systems will be more effective and will as such following six parameters: be preferable. Requirements for renewable, recycled There are several ways to stimulate circular economy in the and sustainable raw materials life cycle of the product or service. In general, it is important to focus on an efficient and sustainable use of resources and Strict chemical requirements on safe materials without problematic chemicals, so they can be recycled. -
Disentangling Circular Economy, Sustainability, and Waste Management Principles
ISSUE BRIEF 07.29.21 Disentangling Circular Economy, Sustainability, and Waste Management Principles Rachel A. Meidl, LP.D., CHMM, Fellow in Energy and Environment With the introduction of circular economy to a regenerative circular system where the (CE) principles in major regions of the societal value of products, materials, and world, interest in the concept has increased resources is maximized over time. significantly in the past several years. It is Ubiquitously interwoven into the gaining momentum in the political, economic, decarbonization, energy transition, and and scientific fields and growing in popularity waste minimization narrative is the in corporate strategies. Local and national term “sustainability,” arguably the most governments—including China, Japan, misconstrued descriptor of the decade the U.K., France, Germany, Canada, the and oftentimes used in conjunction or Netherlands, Sweden, and Finland—are also synonymously with CE. Although there is a embracing CE principles. China, ostensibly relationship between sustainability and a CE, the global trailblazer in CE, has made circular these two concepts are vastly distinct. strategies a part of their national priorities since the early 2000s, recently releasing its 14th Five-Year Plan (2021-25).1 The concept SUSTAINABILITY: A SYSTEMS-LEVEL was introduced to the mainstream by the APPROACH Ellen MacArthur Foundation and is heavily Sustainability in its truest form is a systems- promoted by the European Union. Although level approach that considers the wide array the United States does not have a national of environmental, social, and economic CE strategy, the framework is trickling into A comprehensive factors associated with a process or product federal and state-level policy discussions understanding of the and assesses how they interact (Figure 2). -
Exergy As a Measure of Resource Use in Life Cyclet Assessment and Other Sustainability Assessment Tools
resources Article Exergy as a Measure of Resource Use in Life Cyclet Assessment and Other Sustainability Assessment Tools Goran Finnveden 1,*, Yevgeniya Arushanyan 1 and Miguel Brandão 1,2 1 Department of Sustainable Development, Environmental Science and Engineering (SEED), KTH Royal Institute of Technology, Stockholm SE 100-44, Sweden; [email protected] (Y.A.); [email protected] (M.B.) 2 Department of Bioeconomy and Systems Analysis, Institute of Soil Science and Plant Cultivation, Czartoryskich 8 Str., 24-100 Pulawy, Poland * Correspondance: goran.fi[email protected]; Tel.: +46-8-790-73-18 Academic Editor: Mario Schmidt Received: 14 December 2015; Accepted: 12 June 2016; Published: 29 June 2016 Abstract: A thermodynamic approach based on exergy use has been suggested as a measure for the use of resources in Life Cycle Assessment and other sustainability assessment methods. It is a relevant approach since it can capture energy resources, as well as metal ores and other materials that have a chemical exergy expressed in the same units. The aim of this paper is to illustrate the use of the thermodynamic approach in case studies and to compare the results with other approaches, and thus contribute to the discussion of how to measure resource use. The two case studies are the recycling of ferrous waste and the production and use of a laptop. The results show that the different methods produce strikingly different results when applied to case studies, which indicates the need to further discuss methods for assessing resource use. The study also demonstrates the feasibility of the thermodynamic approach. -
Connecting to Compete 2018: Trade Logistics in the Global Economy
What is the Logistics Performance Index? Based on a worldwide survey of global freight forwarders and express carriers, the Logistics Performance Index is a benchmarking tool developed by the World Bank that Connecting 2018 measures performance along the logistics supply chain within a country. Allowing for comparisons across 167 countries, the index can help countries identify challenges and opportunities and improve their logistics performance. The World Bank conducts to the survey every two years. Reliable logistics is indispensable to integrate global value chains—and reap the benefit Compete of trade opportunities for growth and poverty reduction. The ability to connect to the global logistics web depends on a country’s infrastructure, service markets, and trade processes. Government and the private sector in many developing countries should improve these areas—or face the large and growing costs of exclusion. Trade Logistics in the This is the sixth edition of Connecting to Compete, a report summarizing the findings from the new dataset for the Logistics Performance Index (LPI) and its component Global Economy indicators. The 2018 LPI also provides expanded data on supply chain performance and constraints in more than 100 countries, including information on time, distance and reliability, and ratings on domestic infrastructure quality, services, and border agencies. The 2018 LPI encapsulates the firsthand knowledge of movers of international trade. This information is relevant for policymakers and the private sector seeking to identify reform priorities for “soft” and “hard” trade and logistics infrastructure. Findings include: • Gaps in logistics performance between the bottom and top performers persist. • Supply chain reliability and service quality are strongly associated with logistics performance. -
Measuring Production and Predicting Outcomes in the National Basketball Association
Measuring Production and Predicting Outcomes in the National Basketball Association Dissertation Presented in Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy in the Graduate School of The Ohio State University By Michael Steven Milano, M.S. Graduate Program in Education The Ohio State University 2011 Dissertation Committee: Packianathan Chelladurai, Advisor Brian Turner Sarah Fields Stephen Cosslett Copyright by Michael Steven Milano 2011 Abstract Building on the research of Loeffelholz, Bednar and Bauer (2009), the current study analyzed the relationship between previously compiled team performance measures and the outcome of an “un-played” game. While past studies have relied solely on statistics traditionally found in a box score, this study included scheduling fatigue and team depth. Multiple models were constructed in which the performance statistics of the competing teams were operationalized in different ways. Absolute models consisted of performance measures as unmodified traditional box score statistics. Relative models defined performance measures as a series of ratios, which compared a team‟s statistics to its opponents‟ statistics. Possession models included possessions as an indicator of pace, and offensive rating and defensive rating as composite measures of efficiency. Play models were composed of offensive plays and defensive plays as measures of pace, and offensive points-per-play and defensive points-per-play as indicators of efficiency. Under each of the above general models, additional models were created to include streak variables, which averaged performance measures only over the previous five games, as well as logarithmic variables. Game outcomes were operationalized and analyzed in two distinct manners - score differential and game winner. -
Smart Cities for Sustainability a Sector-By-Sector Tech Review USDN Resource Guide Acknowledgments
Smart Cities for Sustainability A Sector-By-Sector Tech Review USDN Resource Guide Acknowledgments Smart Cities for Sustainability: A Sector-By-Sector Tech Review was compiled for the Urban Sustainability Directors Network (USDN) by Nutter Consulting and the Institute for Sustainable Communities. Michael Crowley, Melanie Nutter, Claire Wheeler, Nicole Schuetz, Ryan Lamberg and Elliott Bent researched, wrote and reviewed this document. Additional research and editing support was provided by Erin McNichol, Hannah Greinetz and Sherrie Totoki. Lindsey Chamberlin designed all materials. Thank you to the R20 Consulting Group for their contribution to this report. This report was supported through the Urban Sustainability Directors Network Innovation Fund. The City of Houston sponsored the creation of the report. ABOUT NUTTER CONSULTING Based in San Francisco, CA, Nutter Consulting helps cities, nonprofits, foundations and businesses leverage innovation strategies and smart cities tools to meet their sustainability goals. Led by Melanie Nutter, former Director of the San Francisco Department of the Environment and former Deputy Director for Speaker of the House Nancy Pelosi, Nutter Consulting specializes in advancing carbon emission reduction and climate adaptation efforts through program development, strategic planning, public policy development, communications, media strategy and coalition building. Learn more at nutterconsulting.net. ABOUT THE INSTITUTE FOR SUSTAINABLE COMMUNITIES Since its founding in 1991 by former Vermont Governor Madeleine Kunin, ISC has led over 100 transformative, community-driven projects in 30 countries. ISC specializes in developing and delivering highly successful training and technical assistance programs that improve the effectiveness of communities, their leaders, and the institutions that support them. Learn more at iscvt.org. -
CBA League Commercial Performance Review White Paper
CBA League Commercial Performance Review White Paper Deloitte Technology, Media & Telecommunications Industry 2019/09 © 2019. For information, contact Deloitte China. CBA League Commercial Performance Review White Paper Foreword Foreword Table of Contents Executive Summary Sports and Basketball Industry The CBA League is on the eve of its 25th season as the highest level of men's professional basketball in China. Looking back, the League has made a critical contribution to the game, CBA Data at a Glance but more broadly to the development of sports in China. We are confident our efforts to CBA Commercial leverage technology, upgrade the professional game and create a more complete game is Performance winning with fans. You can count on the League continuing to act as an engine of innovation. We trust that the League will deliver on its potential and are confident long-term, stable growth will translate into increased commercial success. Over the next five years, CBA 2.0 will see the League make basketball more exciting and relevant by providing a more intimate fan experience, shaping a brand image that resonates more strongly with younger audiences, establishing a complete commercial ecosystem, and implementing more reasonable club access. Together with the 20 clubs that make up the CBA family, we will work with coaches, athletes, referees and staff from across the game. We will be bold in innovation and steadfast in execution as we continue to upgrade the professionalism of the game at every level, from league management to player. We hope to collaborate with partners from all aspects through this whole journey to create a top-notch league that is truly our own, and make the CBA the most influential sport league in China! Yao Ming © 2019.