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Herschel Supply Co. opens first U.S. store with more on the way – Modern Retail

This week, the company is opening its first permanent U.S. store in New York Citys Flatiron District the first in a series of new locations. Herschel Supply plans to go from the current four stores all located in Canada to 12-plus stores in North America by the end of 2023. The majority of the new locations will focus on major U.S. cities, where Herschel already has a robust customer base. This phase marks the start of an ambitious physical retail expansion, as the company tries to grow its DTC business to account for a bigger portion of revenue.

Niko George, the newly-hired director of global retail at Herschel Supply, said that 80% of Herschels revenue comes from wholesale while 20% comes from its DTC website and stores. We want that to be more balanced over the next few years, George said. We already have a robust presence at major retailers across North America, but we want to create a halo effect in our biggest markets through our own stores.

George said Herschel decided to move forward with new store openings now after the companys digital direct-to-consumer sales grew in double digits over 2020 and 2021. Also overseeing this new phase of growth is CEO Jon Hoerauf, a former executive at outdoor brands The North Face and Arcteryx, who joined Herschel last year.

Previously, Herschel tested temporary pop-ups in major cities like New York and Los Angeles. According to the company, its new U.S. stores are designed to act act a destination for the brands biggest fans, offering exclusive events and programs shoppers cant find at Herschels retail partners.

Investing in brick-and-mortar will also help us share resources across our DTC channel, especially marketing and fulfillment, George added. The company plans to roll out buy online, pickup in-store in the coming year.

Some of the cities George said Herschel eventually hopes to open stores in includeChicago, Washington D.C., Boston and Seattle.

Because customers already have many other channels to buy from us, we want to differentiate these spaces through workshops, panels and other unique events, George said. He added that the retail teams strategy is to tap local artists and vendors to help make each store more localized. For instance, the new New York City store will feature an artist-in-residence program, with a dedicated gallery wall and lounge space to feature the work of these local artists.

The new Flatiron location, located at the corner of Fifth Avenue and 19th Street, features 2,500 square feet of sales floor space. George said that bags are still the brands bread and butter and will be the main focus of all stores. However, growing Herschel categories like travel accessories, luggage and apparel will also take up floor space. We just launched a workwear line that we want to highlight through our own store displays, George said.

Retail consultant Rebekah Kondrat said that this is a tricky time for brands to open standalone stores, and many are trying to take advantage of any leftover pandemic-era real estate deals. Real estate has come back up, and in some cases like big cities, lease rates are even higher than 2019 levels, Kondrat said.

The key is in utilizing the square footage as more than just a marketing play, she added. Thats where unique features, like exclusive SKUs and educational product testing, can come in handy to entice customers to visit a brands standalone store. If youre building these community hubs for customers, its important to know who theyre for and what makes them worthwhile, Kondrat said.

For Herschel, the goal of the new retail footprint is to get more customers thinking about shopping from the companys owned channels, George said. Whether its through unique seasonal campaigns, or offering product demos and expertise that customers cant get anywhere else, he said.

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‘A few of us noticed the propeller has stopped’: Air NZ flight lands with one working engine in Auckland – Stuff

Scott Hammond/Stuff

Fire and Emergency NZ responded to reports of a plane engine fire at Auckland International Airport at 1.20pm on Friday. (File photo)/

Blenheim mum Sonal Shouler was on a flight to a family wedding in Auckland with her husband and their 5-year old daughter on Friday afternoon when she noticed something was wrong.

"A few of us noticed the propeller has stopped. It happened as we were about to decend. Aanya [her daughter] and I were sitting opposite the wing, near the propeller.

"The air host quickly came to do a visual check and spoke with pilot. They quickly explained to us what was happening and glided into Auckland airport.

"It was tense, people were worried but everyone kept calm. Aanya and a few of the kids were scared so everyone kept a brave face, and the air host did a fantastic job at keeping everyone calm," Shouler said.

READ MORE:* Loud bang as Air NZ plane loses engine during flight from Wellington to Tauranga* Airforce Orion plane lands at Whenuapai air base with one engine out* Calm crew averted disaster after propeller fell off plane

Air New Zealand said the captain of Flight NZ5200 from Blenheim to Auckland on Friday afternoon observed the flare from the right-hand engine on approach into Auckland.

As standard operating procedure emergency services were alerted to be on standby as a precaution, they said.

"The landing was very smooth despite only have one engine.

"The air host was amazing. He was very calm and collected, smiled the whole time and kept everyone calm and kept the kids from getting too scared.

"He said it was the first time in 12 years he has ever experienced it," said Shouler.

The aircraft had landed safely, and all customers were disembarking.

Police have been assisting Fire and Emergency NZ with the situation.

It came after the fire light turned on in an Air Force aircraft on Thursday, and emergency services were called to Whenuapai Airport.

There was no fire and an investigation has been launched into what may have occurred.

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'A few of us noticed the propeller has stopped': Air NZ flight lands with one working engine in Auckland - Stuff

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Forrest Co. Health Department to temporarily relocate to former HPD building on Klondyke Street – HubcitySPOKES.com

Now that the Hattiesburg Police Department has vacated its temporary spot at 300 Klondyke Street for its permanent home at the Hattiesburg Public Safety Complex, the Klondyke Street building will soon have a new temporary tenant: the Forrest County Health Department.

On November 8, Hattiesburg City Council members approved a lease agreement with Forrest County officials for the use of a portion of that property for a term beginning November 1 through June 30, 2025. The department will locate there while the current health department on Old Highway 42 undergoes renovations.

It will be at least for the next 12 to 18 months, possibly 24, depending on what their renovation schedule ends up being, said Ann Jones, who serves as chief administrative officer for the City of Hattiesburg. While (the departments) permanent facility is being renovated, theyll be temporarily be located there at 300 Klondyke.

Forrest County has to complete a few minor adjustments just to the floor plan for a few exam rooms, and they should move in fairly quickly after that. I dont have an exact date, but I do know they have started making those minor renovations.

Under the agreement, Forrest County will pay the City of Hattiesburg a rate of $2,550 per month, which includes the current pro-rata cost of property insurance and utilities, such as gas and electric.

Its a fantastic location, right there in the heart of the community, Jones said. Its a space that had recently been vacated, and so it was just a hand in a glove, the way that partnership worked out.

Back in May, members of the Forrest County Board of Supervisors announced they would be enhancing the services at the health department, with the help of funds from the American Rescue Plan Act. That plan, which was instituted in 2021, is a $1.9 trillion economic stimulus bill designed to speed up the nations recovery from the COVID-19 pandemic.

The improvements include, but will not be limited to, a drive-through vaccination center, additional exam rooms, extra space and more advanced technology.

TheForrest County Health Departmentserves some of the most underserved people in our community, as far as when it comes to health care, said David Hogan, president of the Forrest County Board of Supervisors, in a previous story. So (the board) is partnering with the state to make renovations and enhancements to our health department.

Were renovating the existing facility, adding a new facility on the front of the building, and a vaccination center in the rear of the building. (There also will be) additional parking."

The department, which is located at 5008 Old Highway 42, offers services such as pregnancy testing, immunizations for children, STD testing, birth control and the treatment of certain ailments. The improvement project is expected to cost approximately $2 million: $1 million from the Mississippi Department of Health and $1 million from Forrest Countys ARPA funds.

I think itll be a great benefit to the community, Hogan said. As I said, the Forrest County Health Department serves some of the most underserved people of our community, and to have a new facility to better serve those people will be a great enhancement.

It will benefit the health of our entire community.

Once the health department moves back into its permanent location, the Klondyke Street building will be available for other use.

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Here’s why the same 6 universities always come out on top – World Economic Forum

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The views expressed in this article are those of the author alone and not the World Economic Forum.

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Here's why the same 6 universities always come out on top - World Economic Forum

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Impacts of the US southeast wood pellet industry on local forest carbon stocks | Scientific Reports – Nature.com

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$11M soap retailer plows ahead with post-Ian recovery – Business Observer

This is the first of an occasional series on lessons business leaders are learning during Hurricane Ian recovery.

The first six weeks post-Hurricane Ian have been a whirlwind of meetings, tasks, more meetings and more things to do for Naples Soap Co. founder and CEO Deanna Wallin. The one thing she hasnt had time for? To go home, she says and crawl into a ball and cry.

I dont have the luxury for negative emotions right now, says Wallin, speaking 44 days after Ian. The hurricane damaged four of the skin and hair care retailers 10 Florida locations, denting 40% of its brick-and-mortar sales for a time. Naples Soap Co. makes more than 300 bath, body and personal care products sold in its own stores and its own website, boutiques, Amazon and more. The publicly-traded company was founded in 2009.

All I can do is stay positive, Wallin adds. The people in this company are looking to me to set the tone.

Beyond buoyancy, that tone is one of steadfast resolve to have all four closed stores fully reopened by early 2023. The four damaged locations are: downtown Fort Myers; Tin City in Naples; Sanibel Island; and Fifth Avenue South in Naples. Fifth Avenue has already reopened, and Wallin hopes to reopen Tin City by Thanksgiving and Fort Myers within a few weeks. The Sanibel location was hit particularly hard, Wallin says, recalling a visit she took there, via a boat ride from a vendor, soon after Ian. At 2075 Periwinkle Way, Sanibel took on seven to nine feet of storm surge. Sludge, Wallin says, was everywhere. It took my breath away. I could hardly speak the rest of the afternoon, she says. Thats how traumatized I was.

The Sanibel location for Naples Soap Co. took on significant damage from Ian. (Courtesy photo)

The companys Fort Myers warehouse/office was also damaged, which prompted it to speed up a planned move into a new facility nearby and do it in 72 hours. The new space, on Jetport Loop just north of Southwest Florida International Airport, is 19,000-square-feet. Despite the uncertainty of closed stores, Wallin didnt let go of any staff from the 67-employee Naples Soap Co. payroll, instead shifting them to other jobs, including warehousing and inventory.

Wallin, meanwhile, has labored to make the road back more methodical than urgent three-day moves. Wallin describes it as an assess, triage and step-by-step process, down to the to-do list she created on a whiteboard. It included: mold remediation/repairs; landlord discussions; keeping sales staff engaged and employed as well as caring for their mental health/welfare; community outreach; crisis communication management; dealing with insurance adjusters; and replacing lost inventory.

Through early November, Wallin had spent between $200,000 and $300,000 on inventory and getting stores ready to open. And on those out-of-pocket costs, she says, were not done yet. She calls the process of getting insurance a hurry-up-and-wait chronic nightmare, though she has received some funds from FEMA.

One other challenge to compound the crisis is the timing, during October, which tends to be a slower month. That means Wallin has less cash on hand just as the holiday season comes into play. Thats a monster monster problem, she says. This is our biggest season.

The Naples Soap Co. location on Sanibel Island remains closed post-Ian. (Courtesy photo)

The companys third quarter earnings report, which doesnt include Octobers closed stores, showed a slight year-over-year increase: quarterly sales rose 2% over September 2021, according to the report, released Nov. 14. And sales for the first nine months of the year were $8.08 million, up 7% from $7.52 million in the first nine months of 2021. Sales from stores, excluding online, increased 12% over the same period, according to the report. The company posted $10.9 million in revenue in 2021.

Taken in total, the sales that fuel the company, Wallin realizes, will only come from being back to 100% full operations. The biggest business lesson shes learned in the process to get there, she says, is hands-down, communicate. You have to communicate with your landlord, your employees, your vendors. Even at times like this, people have to know whats going on.

Next? Be task-driven. Its all about being organized. You have to be able to delegate and hold people accountable to themselves and a deadline. Have quick meetings as often as possible, she adds, to make sure everyone is on the same page.

In the backdrop of the comeback, Count Wallin as one of the many Southwest Florida residents who say Ian was a never-have-I-ever kind of storm.

Im 53 years old and Ive never seen anything like this. I dont think my brain has fully absorbed everything, she says. Theres some days where Im just numb. But the only way out is through. There is no stopping. I love what I do, so Im just gonna keep going.

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Scott Gould, VP of Business Operations at Element Critical – Spiceworks News and Insights

Hybrid or remote work may have been born out of necessity, but the work model has made an indelible imprint and becomes part of the corporate culture. Scott Gould, VP of business operations at Element Critical, shares how enterprises can tackle the challenges and reap the benefits of a hybrid workforce.

According to Pew Research Center, 59% of employees work from home all or most of the time. As employees continue to assert their choice to work from home, remote work is yet another force that is concurrently pushing organizations to increase digital business transformation efforts.

Ladders CEO, Marc Cenedella, has suggested that this massive shift from office to remote work is Americas most significant societal change since the end of World War II. Whether businesses embrace the shift by going fully remote or balancing a hybrid model, the emerging extended enterprise offers an array of possibilities for employers and employees alike.

Businesses must overcome some challenges to leverage these benefits. Challenges can range from how to deliver both real-time and enriching interactions for geographically distributed employees to fostering IT security amid changing circumstances. Here are a few examples of obstacles businesses must address and the benefits they hope to achieve.

See More: Why Colocation Is the Best Bet for Reliable and Cost-Effective Data Storage

Just as remote work is expanding the workplace landscape, the IT infrastructure supporting businesses and employees has undergone concurrent transformational shifts. The former centralized computing strategy where businesses hosted their IT stack in a single location has also gone hybrid.

Since the dawn of digital business, organizations have needed a place to store data, applications, and computing. This IT infrastructure, referred to as a data center, can be housed onsite at the headquarters, in branch offices, hosted in a colocation data center, or in the cloud. In the past, many businesses were supported by a single IT compute/storage environment. Businesses now have IT resources spread across a variety of data center environments. Even companies implementing a cloud-only strategy at the onset of the pandemic are repatriating data or evolving into a hybrid cloud strategy.

Hybrid cloud strategies are defined by the simultaneous utilization of public clouds and colocation or on-premises data centers. Often, hybrid cloud strategies are pursued because they allow organizations to utilize the public clouds scalability while keeping highly sensitive data secure on a private network.

Alternatively, multi-cloud strategies are when an organization utilizes a combination of cloud providers which can be two or more public clouds, two or more private clouds (colocation or on-premises), or a combination of public, private, and edge clouds to distribute applications and services. This allows businesses to utilize the cloud services they need while leveraging the stability and durability of colocation to support foundational IT architectures.

IT leaders realize a cloud-only strategy is expensive and insufficient to meet all the needs of todays businesses. The rising tide of companies pulling workloads out of the cloud is motivated to do so for various reasons, including uptime concerns that affect brand protection, unsanctioned use of the public cloud, information security concerns, application lifecycle considerations, governance requirements, and data sovereignty.

Under a hybrid cloud solution, colocation data centers in key locations can offer the best environment to ensure high-quality connectivity between onsite/edge infrastructure and private and public clouds while addressing some of the top cloud computing challenges.

Highly connected colocation providers, with private network solutions and direct cloud connections, enable businesses to take advantage of what the cloud offers, such as speed and flexibility, while at the same time enjoying the benefits of greater uptime, resilience, control, and the additional security of the colocation data centers.

The new modern workplace requires bandwidth, security, and flexibility wherever employees and infrastructure reside. The bottom line is that building a workplace that meets employees connectivity and productivity requirements for real-time or asynchronous engagement ultimately means investing in digital technologies.

For some companies achieving these results may mean infusing native data center software & applications, including SaaS options, into their modern IT solution. Such adjustments will improve how employees work remotely, work internally, and deliver external services to the customer. Companies can also invest in tools to reduce security risks, such as adding two-factor authentication and encryption to devices, so confidential information is only available via virtual private networks and encrypted end-to-end systems.

For most companies, the bottom line is that having employees work outside the office goes beyond freeing up office space. This is just the first step toward the evolution of their IT strategy.

A remote business workforce built upon a Hybrid IT environment allows businesses to hire highly-skilled, technical leaders able to throttle their business solutions into high gear without being geographically limited to local-only staffing.

The pandemic certainly showed CIOs and IT leaders that modern business continuity requires IT departments and infrastructure built for adaptability. Emerging technology and connectivity tools can transform commerce and our lifestyles, even changing the paradigms of how and where we work. Yet they also need to be built upon increasingly connected data center architectures.

How are you ensuring that your IT infrastructure is adaptable and can support the demands of hybrid work? Share with us on Facebook, Twitter, and LinkedIn.

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Scott Gould, VP of Business Operations at Element Critical - Spiceworks News and Insights

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Co-Location Plays A Big Role In Hybrid Cloud, Too – The Next Platform

In the ongoing discussions about the still-evolving world of hybrid cloud, the focus tends to be on what enterprises are doing within their own on-premises datacenters and private clouds and their work with public cloud players like Amazon Web Services, Microsoft Azure, and Google Cloud.

Lost at times among this hybrid cloud talk is the growing complementary role of co-location facilities, those sites that can provide organizations with a cloud-like experience that can be less costly than a public cloud and offer strong security, high performance, and low latency. In addition, their varied locations can address local regulatory needs as well as enterprise demands as they move more of their compute and storage out to the edge to be nearer to where the data is being created.

VMware and co-location giant Equinix see an opportunity to address those needs. The two companies have been partnering since 2013 making VMware technology available in Equinix datacenters around the world. The companies have more than 3,000 joint customers, with many who are looking for ways to bring the performance and access they have in their distributed multicloud world but in an as-a-service manner, according to Zachary Smith, global head of edge infrastructure services at Equinix.

To this end, the two companies at the VMware Explore 2022 Europe show in Barcelona on Tuesday unveiled VMware Cloud on Equinix Metal, combining VMwares expansive cloud offerings and Equinix bare metal-as-a-service, one of several cloud-related announcements VMware is making at the event.

The goal here is to bring cloud-style experiences to the metro-location reach of Equinix, Smith said in a briefing with journalists and analysts. We are hearing from enterprises that they want to have access to those locations across the world with that latency-sensitive, high-performance workload but with the ease and consumptive model of VMware Cloud. Were helping to move that workload to the edge, where thousands of enterprises and service providers are connecting. This is where people can really access that mission-critical data-heavy workload in our metro locations and interconnected across to their cloud workloads, to their on-prem, and to the rest of their ecosystem partners, and to do so with an operating model that theyre very comfortable with.

The offering will preserve the single-tenant and location-specific assurance organizations are used to in their own datacenters but in a fully managed environment, he said.

Equinix, with its more than 240 highly interconnected datacenters (via the companys Platform Equinix) in 71 markets around the world, is a top player along with the likes of Digital Realty and DigitalBridge, in a global co-location market that could grow from more than $46 billion two years ago to almost $203 billion by 2030.

Its growth strategy has been fueled in part by an aggressive acquisition strategy that includes its $3.8 billion acquisition of Telecity and $3.6 billion for 24 Verizon datacenters, both in 2016. Four years later, the company bought bare-metal automation specialist Packet for $335 million, giving Equinix a path to the edge through Packets capabilities to automate single-tenant hardware.

The Packet technology and the investment Equinix has put into it over the past two-plus years was key to what Equinix and VMware are offering now, Smith said.

A DNA that Packet brought was a high amount of automation around physical infrastructure, which really unlocked this ability for us to create experience, he said. VMware Cloud has done such a great job at creating a first-class, trusted, works-everywhere experience that requires a significant amount of infrastructure substrate, at least from the way we wanted to craft this experience. That DNA and programmability around a physical datacenter has allowed us to take this step.

Expanding the partnership with Equinix made sense for VMware, a company with deep roots in the datacenter but which has aggressively been pushing out to the cloud and, more recently, the edge, with the goal of being the essential technology vendor in an increasingly distributed IT world.

In the on-prem world, customers enjoy a lot more security and data sovereignty, Narayan Bharadwaj, vice president of cloud solutions at VMware, said during the briefing. They have a lot of control and they continue to run a lot of data-intensive, latency-sensitive applications in that particular world. They also enjoy the flexibility, agility and some of the innovation that the public cloud offers. The ask from customers and many of our partners is, How do we bring this all together? How do we create that on-demand model that the public cloud really pioneered, but then build that in with the performance, data-latency sensitive and the enterprise assurance that all our customers look for?

VMware for several years has been building its cloud capabilities through such foundational offerings as vSphere, vSAN storage, NSX networking, the Aria cloud management portfolio, and its two-year-old Project Monterrey, a suite for managing virtual machines and containers in a hybrid cloud environment. It also has developed relationships with the hyperscale cloud providers, particularly AWS but also Azure and Google. The partnership with AWS has been a cornerstone of VMwares cloud ambitions and the Equinix bare metal-as-a-service deal expands what VMware can do, Bharadwaj said.

There are many use cases that customers think through for different types of applications that demands different locations and different providers and hardware types, he said. From a solution standpoint, VMware is presenting a very consistent solution that customers do enjoy today on VMware Cloud on AWS. It has its own differentiators in that model, in its choice of hardware, different locations, etc. With the Equinix relationship, it has other types of differentiation that are very, very unique. We have seen customers because its the VMware technology that allows for that going to the public cloud, coming back on-prem for some workloads [and to] co-location as well. As long as its on the VMware stack with the hardware compatibility, all of the hard engineering that we have done under the covers, we see customers adopting all kinds of distributed strategies. Its really application-driven.

The companies said the use cases for the joint VMware-Equinix service range from smart cities and video analytics to financial market trading, point-of-sale in retail, and workloads using artificial intelligence in the datacenter and at the edge. It also will help enterprises trying to find an as-a-service home for mission-critical workloads, Smith said.

They need really high-performing infrastructure connected to private networks as well as public clouds so that they can move these mission-critical data-heavy workloads into a cloud-first operating model, he said. They have network requirements. Almost everything that we see is around, How do we make better performance? How do we not backhaul as much traffic? How do we get the right data for our machine learning algorithms or for our high-intensity data apps? Bringing that compute capability and control plane of VMware Cloud to the edge allows customers to benefit from a much greater TCO and higher performance throughout their application stack.

The offering will see the VMware Cloud stack delivered as a service throughout Equinixs Business Exchange (IBX) datacenter platform and providing low-latency access to public and private clouds and IT and network providers through the private Equinix Fabric interconnection.

Enterprises will pay VMware for its cloud software-as-a-service and Equinix for the bare metal-as-a-service capacity.

All this comes amid the ongoing bid by Broadcom to buy VMware for about $61 billion, a move that VMware shareholders late last week approved, pushing the deal forward.

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Co-Location Plays A Big Role In Hybrid Cloud, Too - The Next Platform

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Neural implementation of computational mechanisms underlying the continuous trade-off between cooperation and competition – Nature.com

Participants

The study complied with all relevant ethical regulations. The study protocol was approved by the Institute of Neuroscience and Psychology Ethics Committee at the University of Glasgow. Written informed consent was obtained in accordance with the Institute of Neuroscience and Psychology Ethics Committee at the University of Glasgow. Twenty-seven same-sex pairs of adult human participants participated in the fMRI experiment. This number was determined based on a priori estimates of sample size necessary to ensure replicability on a task of similar length97. All were recruited from the participants database of the department of Psychology at the University of Glasgow. For each couple one participant was in the scanner and the other in an adjacent room. Two pairs were removed from the analysis: one for excessive head movements inside the scanner, the other for a technical problem with the scanner. The remaining couple of participants (7 of males, 18 of females), were all right handed, had normal or corrected-to-normal vision and reported no history of psychiatric, neurological or major medical problems, and were free of psychoactive medications at the time of the study.

All participants played the Space Dilemma in pairs of two. Before starting the game they were given a set of instructions explaining that they had to imagine that they were foraging for food in a territory and asked to make a prediction about the position of the food (a straight line that represents the territory, Fig.1). They were told that in each trial the target food would appear somewhere in the territory as its position is randomly sampled from a predefined uniform probability distribution. They were shown examples of possible outcomes of a trial (Fig. 1) and they were given information about the conditions of the game. During the game, in each trial, they were presented with a bar moving across the space (representing their location) and asked to commit to a location by pressing a button while the bar passes through it while moving in the linear space. Participants therefore choose their locations in the space through the timing of a button press. They indicated their choice by pressing one of three buttons on a response box. The bar takes 4s to move from one end to the other end of the space. Once stopped, it remains at the chosen location for the remainder of the 4s. This location signalled their prediction about the target position. The two participants played simultaneously, making first their predictions and thenwatching the other players responses (for 11.5s). After both players had responded, the target would be shown (for 1.5s). Inter-trial intervals were 22.5s long. At any trial, the participant who made the best prediction (minimising the distance d to the target) was indicated as the trials winner through the colour of the target, obtaining a reward which would depend on the distance to the target: the shorter the distance the higher the reward. In the rare circumstance where players were equidistant from the target such reward was split in half between the two players who were both winners in the trial.

In order to enforce different social contexts we introduced a reward distribution rule whereby each trial reward would be shared between the winner and the loser according to the rule

$${R}_{{win}}=alpha R; , {R}_{{lose}}=left(1-alpha right)R$$

(2)

Where is a trade-off factor controlling the redistribution between winners and losers in each trial. By redistributing the reward between winner and loser the latter would also benefit from the co-player minimising their distance to the target. Increasing the amount of redistribution (decreasing below 1) constitutes an incentive to work out a cooperative strategy to decrease the average distance of the winner from the target (that is, irrespective of who the winner is) and therefore increase the reward available in each trial which would be redistributed. Decreasing the amount of redistribution can instead lead to punishment for the losers (increasing alpha above 1) adding an incentive to compete to win the trial.

All participants first participated in a behavioural session where they were randomly coupled with one another and played three sessions of the game in three different conditions specified by the value of the trade-off factor . In the first condition (=0.5, cooperative condition), the reward was shared equally between the two players, irrespective of the winner. In the second condition, the winner gets twice the amount of the reward (=2, competitive condition), while the other player will lose from their initial stock an amount equivalent to the reward. In the third condition, the winner will get the full amount of the reward and the other will get nothing (=1, intermediate condition). The participants were instructed about the different reward distribution (through a panel similar to Fig. 2c). In total, participants played 60 trials in each of the three conditions for a total of 180 trials.

At the end of the behavioural session, participants were then asked to fill in a questionnaire where their understanding of the game was assessed together with their social value orientation98. If they showed to have understood the task and were eligible for fMRI scanning they were later invited to the fMRI session which occurred 13 weeks later. In total, 81 participants took part in the behavioural session and 54 participated to the fMRI session.

In the fMRI sessions, participants were matched with an unfamiliar co-player they had not played with in the behavioural session and it was emphasised not to assume anything about their behaviour in the game. We did not use deception: participants briefly met before the experiment when a coin toss determined who would go into the scanner and who would play the game in a room adjacent to the fMRI control room. Both in the behavioural and fMRI session participants were rewarded according to their performance in the game, with a fixed fee of 6 and 8 respectively and an additional amount of money based on their task performance of up to additional 9. At the end of the fMRI sessions, participants were asked to describe what their strategy was in the different social context. Their response revealed a good understanding of the social implication of their choices (Supplementary Table4). Both in the behavioural and fMRI sessions, the order of the condition was kept constant (cooperation-competition-intermediate) as we wanted all couples to have the same history of interactions.

Visual stimuli were generated from client computers using Presentation software (Neurobehavioral Systems) controlled by a common server running the master script in MATLAB. The stimuli were presented to the players simultaneously. Each experiment was preceded by a short tutorial where players could experience a few trials in each of the three sessions to allow probing the effect of the variability in the task parameter.

We computed a payoff matrix for the Space Dilemma in the following way. Since the target position in each trial is random, the reward in each trial will also be random, but because the target position is sampled from a uniform distribution, each position in the space is associated with an expected payoff which depends on the position of the other player (Fig.1b). In a two-player game, the midpoint maximizes the chance of winning the trial. For simplicity we therefore assume that players can either compete, positioning in the middle of the space and maximizing their chance of winning, or cooperate, deviating from this position by a distance to sample the space and maximize the dyads reward. For all combinations of competitive and cooperative choice, we can build an expected (average) payoff matrix which depends parametrically on . We defined R as the expected reward for each of two players cooperating with each other, T as the expected temptation payoff for someone who decides to compete against a player who is cooperating. S is the sucker payoff for a cooperator betrayed by its partner. P is the punishment payoff when both players compete all the times. R, T, S and P can be computed analytically integrating over all possible position of the target and are equal to:

$$R=left(frac{3}{8}+frac{triangle }{2}-{triangle }^{2}right)$$

(3)

$$T=alpha left(frac{3}{8}+frac{triangle }{2}-frac{{triangle }^{2}}{8}right)+left(1-alpha right)left(frac{3}{8}-frac{5{triangle }^{2}}{8}right)$$

(4)

$$S=alpha left(frac{3}{8}-frac{5{triangle }^{2}}{8}right)+left(1-alpha right)left(frac{3}{8}+frac{triangle }{2}-frac{{triangle }^{2}}{8}right)$$

(5)

The expected reward for cooperative players R is the same in all conditions. This is because the expected reward is equal to the average of the possible rewards associated with win and loss and players who cooperate with equal have an equal chance of winning the trial.

Therefore (R=({R}_{{win}}{+R}_{{lose}})/2=(alpha {R}_{{trial}}+left(1-alpha right){R}_{{trial}})/2={R}_{{trial}})/2 which does not depend on . Likewise for the expected reward for competitive players P. When one player cooperates and the other competes however, players dont have the same chance of winning a trial and therefore T and S depend also on . For =0.5 the reward is shared equally no matter what players do so if one compete against a cooperator, they both are expected to win:

$$T=S=frac{3}{8}+frac{triangle }{4}-frac{{3triangle }^{2}}{8}$$

(7)

For =2, T diverges quickly from S as

$$T-S=frac{3}{2}left(triangle+{triangle }^{2}right)$$

(8)

We also computed the expected payoff by simulating 10000 trials of two players competing and/or cooperating by in the three conditions of the game and the results matched the analytical solutions. For the intermediate and competitive conditions, for all values of it is also true that (T>R>P>S) thus demonstrating that the Space Dilemma in these conditions is a continuous probabilistic form of Prisoners Dilemma in the strong sense. For >0.4 and in all conditions the payoff for a dyad always cooperating is always higher that for one where one player is always competing and other always cooperating or if both alternate cooperation and competition (2R>T+S), therefore for >0.4 the space dilemma is a probabilistic form of iterated prisoners dilemma. Furthermore, for all conditions the maximum payoff for the dyad is reached for =0.25.

To model the behaviour in the game we fitted eighteen different models belonging to three different classes all assuming that players implement some sort of titxtat. The first class of models (Model S1-S4) is based on the assumption that players decide their behaviour simply based on the last observed behaviour of their counterpart, by reciprocating either their last position, their last change in position, or a combination of the two. A second class of models goes further in assuming that a player learns to anticipate the co-players position in a fashion that is predicted quantitatively by a Bayesian learner (Bayesian models in B1-B8). The eight Bayesian models differ in how this expectation is mapped into a choice, allowing for different degrees of influence of the context, their counterpart behaviour and the player own bias. A third class of models assumes that participants were choosing what to do based not only on the other player behaviour but also on the outcome of each trial, with different assumptions on how winning a trial should change their behaviour in the next (becoming more or less cooperative). This class of models were effectively assuming that the player behaviour would be shaped by the reward collected (Reward models in Fig.3d).

For simplicity, we remapped positions in the space to a cooperation space so that choosing the midpoint (competitive position) would correspond to minimum cooperation while going to the extreme ends of the space (either x=0 or x=1) would correspond to maximum cooperation. Therefore is symmetrical to the midpoint and is defined as

$$theta=left|x-0.5right|/0.5,({{{{{rm{S}}}}}}1-{{{{{rm{S}}}}}}4,, {{{{{rm{B}}}}}}1-{{{{{rm{B}}}}}}8,, {{{{{rm{R}}}}}}1-{{{{{rm{R}}}}}}6)$$

(9)

All models include a precision parameter capturing intrinsic response variability linked to sensory-motor precision of the participant, such that, given each models prediction about the players decision, the actual choice will be normally distributed around that prediction with standard deviation equal to the inverse of the precision parameter, constrained to be in the range (0:10000).

For models S1-S4, we assumed that participants were simply reacting to their counterpart recent choice. Model S1 simply assumed that players would attempt to reciprocate their co-players level of cooperation . As the model operate in a symmetrical cooperation space this implies matching their expected level of cooperation in the opposite hemifield.

$${choice}left(tright) sim N,left(theta left(t-1right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}right)({{{{{rm{S}}}}}}1)$$

(10)

Model S2 simply assumed that players would attempt to reciprocate their co-players updates in their level of cooperation moving from their previous position plus a fixed SocialBias parameter, capturing their a priori desired level of cooperation, constrained to be in the range (1000:1000).

$${choice}left(tright) sim N,left({{{{{rm{SocialBias}}}}}}+{choice}left(t-1right)+triangle theta (t-1){{{{{rm{;}}}}}} ,1/{{{{{rm{Precision}}}}}}right)({{{{{rm{S}}}}}}2)$$

(11)

Model S3 was identical to model S2 with the only difference of having three different SocialBias parameters, one for each social context. Model S4 simply assumed that players would reciprocate their co-players last level of cooperation scaled by a TitXtat multiplicative parameter, constrained to be in the range (0:2). If this is bigger than 1, a participant would cooperate more than the counterpart.

$${choice}left(tright) sim N,left({{{{{rm{SocialBias}}}}}}+{{{{{rm{TitXTat}}}}}} * theta left(t-1right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}right)({{{{{rm{S}}}}}}4)$$

(12)

For models B1-B8, we used a Bayesian decision framework that has been shown to explain how humans learn in social contexts very well32,99 for modelling how participants made decisions in the task and how the social context (reward distribution) can modulate these decisions. Our ideal Bayesian learner was assumed to update its expectation about the co-players level of cooperation on a trial by trial basis by observing the position of its counterpart. In our Bayesian framework, knowledge about has two sources: a prior distribution P() on based initially on the social context and thereafter on past experience and a likelihood function P(D) based on the observed position of the counterpart in the last trial. The product of prior and likelihood is the posterior distribution that defines the expectation about the counterparts position in the next trial:

$$Pleft(theta left(t+1right)right)=P(theta (t+1)|D)=frac{left(Pleft(D right|theta left(tright)right) * P(theta (t))}{P(D)},({{{{{rm{B}}}}}}1-{{{{{rm{B}}}}}}8)$$

(13)

According to Bayesian decision theory (Berger, 1985; OReilly et al., 2013), the posterior distribution P(D) captures all the information that the participant has about . In the first trial of a block, when players have no evidence on past position of the co-players, we chose normal priors that correspond to the social context: in the competition context prior=0, in the cooperation context, prior=1, and in the intermediate context where the winner takes all, prior=0.5, whereas in all cases the standard deviation is fixed to prior=0.05 which heuristically speeds up the fit. The likelihood function is also assumed to be a normal distribution centred on the observed location of the co-player with standard deviation fixed to the average variability in positions observed so far in the block (that is, in all trials up to the one in which is estimated). Being the product of two Gaussian distribution the posterior distribution is also Gaussian. All distributions are computed for all values of the linear space at a resolution of d=0.01.

While all Bayesian models assume that players update their expectations about the co-player choices, they differ in how the translate these expectations into their own choices. We built 8 Bayesian models based on increasing level of complexity. In short, all models include a Precision parameter. Model B1 simply assumes that players will aim to reciprocate the expected position of the co-player (coplayer_exp_pos).

$${coplayer}_{exp }_{pos},(t)=Eleft(Pleft(theta (t)right)right)({{{{{rm{B}}}}}}1-{{{{{rm{B}}}}}}8)$$

(14)

$${choice}left(tright) sim N,left({coplayer}_{exp }_{pos},left(tright){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}right)({{{{{rm{B}}}}}}1)$$

(15)

Model B2 assumes that players will aim for a level of cooperation shifted compared to coplayer_exp_pos. Such a shift is captured by the SocialBias parameter which sets an a priori tendency to be more or less cooperative and all further Bayesian models include it.

$${choice}left(tright) sim N,({coplayer}_{exp }_{pos},left(tright)+{{{{{rm{SocialBias;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}2)$$

(16)

Model B3 further assumes that participants can fluctuate in how much they reciprocate their co-player cooperation. This effect is modelled multiplying coplayer_exp_pos by a TitXTat parameter.

$${choice}left(tright) sim N,({{{{{rm{TitXTat}}}}}} * {coplayer}_{exp }_{pos},left(tright)+{{{{{rm{SocialBias;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}3)$$

(17)

Model B4 further assumes that players keep track of the target position, updating their expectations after each trial in a similar way as they keep track of the co-player position, with a Bayesian update. They then decide their level of cooperation based on the prediction of Model 3 plus a linear term that depends on the expected position of the target scaled by a TargetBias parameter. As the target was random we did not expect this model to significantly increase the fit compared to Model 3.

$${choice}left(tright) sim N,(T{itXTat} * {coplayer}_{exp }_{pos},left(tright)+{{{{{rm{SocialBias}}}}}} \ +{{{{{rm{TargetBias}}}}}} * left(Pleft({x}_{{target}}right)right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}4)$$

(18)

Model B5 further assumes that participants modulate how much they are willing to reciprocate their co-player behaviour based on the social risk associated to the context. In this model the TitXtat takes the form of a multiplying TitXTat factor

$${TitXTat; factor}=frac{1}{1+q_{risk} * {social}_{risk}},({{{{{rm{B}}}}}}5)$$

(19)

$${choice}left(tright) sim N({TitXTat; factor} * {coplayer}_{exp }_{pos}left(tright)+{{{{{rm{SocialBias}}}}}} \ +{{{{{rm{TargetBias}}}}}} * left(Pleft({x}_{{target}}right)right){{{{{rm{;}}}}}} , 1/{{{{{rm{Precision}}}}}}) , ({{{{{rm{B}}}}}}5)$$

(20)

Where q_risk is a parameter capturing the sensitivity to the social risk induced by the context, which is proportional to the redistribution parameter :

$${social; risk}=2,alpha -1,({{{{{rm{B}}}}}}5-{{{{{rm{B}}}}}}8)$$

(21)

Model B6, B7 and B8 do not include the target term. They all model the TitXtat factor with two parameters as in

$${TitXTat; factor}=frac{{TitXTat}}{1+{q_risk} * {social_risk}} , left({{{{{rm{B}}}}}}6-{{{{{rm{B}}}}}}8right)$$

(22)

$${choice}left(tright) sim Nleft({{{{{rm{TitXTat; factor}}}}}} * {coplayer}_{exp }_{pos}left(tright){{{{{rm{;}}}}}},1/{{{{{rm{Precision}}}}}}right)({{{{{rm{B}}}}}}6-{{{{{rm{B}}}}}}8)$$

(23)

Model B7 and B8 further assume that participants estimate the probability that their co-player will betray their expectations and behave more competitively than expected. This is computed updating their betrayal expectations after each trial in a Bayesian fashion using the difference between the observed and expected position of the co-player to update a distribution over all possible discrepancies. This produces, for each trial, an expected level of change in the co-player position. Model B7 and B8 both weigh this expected betrayal with a betrayal sensitivity parameter and add this betrayal term either to the social risk, increasing it by an amount proportional to the expected betrayal (model B7) or to the choice prediction, shifting it towards competition by an amount proportional to the expected betrayal (model B8). Model B6 does not include any modelling of the betrayal.

For models R1-R6, we assumed that participants were simply adjusting their position based on the feedback received in the previous trial. Model R1 assumed that after losing, players would become more competitive and after winning, more cooperative. These updates in different directions would be captured by two parameters Shiftwin and Shiftlose both constrained to be in the range (0:10).

$$ch{oice}left(tright) sim N(ch{oice}(t-1)pm {Sh{ift}}_{({win},{lose})}{{{{{rm{;}}}}}} , 1/{Precision}) , ({{{{{rm{R}}}}}}1)$$

(24)

Model R2 assumed that after losing, players would shift their position in the opposite direction than they did in the previous trial, while after winning, they would keep shifting in the same direction. These updates in different directions would be captured by two parameters Shiftwin and Shiftlose both constrained to be in the range (0:10).

$$ch{oice}(t) sim N(ch{oice}(t-1)pm {Sh{ift}}_{left(right.{win},{lose},{sign}(triangle ch{oice}(t-1))}; , 1/{Precision}) , ({{{{{rm{R}}}}}}2)$$

(25)

Model R3 and R4 are similar to model R1 and R2 in how they update the position following winning or losing but now players would also take into account their co-players last level of cooperation scaled by a TitXtat multiplicative parameter and their own a priori tendency to be more or less cooperative captured by a SocialBias parameter.

$$ch{oice}left(tright) sim N({{{{{rm{SocialBias}}}}}}+{{{{{rm{TitXTat}}}}}} * theta left(t-1right)pm {Sh{ift}}_{left({win},{lose}right)}{{{{{rm{;}}}}}} , 1/{Precision}) , ({{{{{rm{R}}}}}}3)$$

(26)

$$choice(t) sim N({{{{{rm{SocialBias}}}}}}+{{{{{rm{TitXTat}}}}}} * theta (t - 1) \ pm {Shift}_{left(right.{win},{lose},{sign}(triangle choice(t - 1))}; , 1/{Precision}) , ({{{{{rm{R}}}}}}4)$$

(27)

Model R5 and R6 are identical to model R1 and R2 with the only difference of fitting each choice using the actual value of the previous choice made by the players rather than its fitted value (to prevent under fitting because of recursive errors).

We fit all models to individual participants data from all three social contexts using custom scripts in MATLAB and the MATLAB function fmincon. Log likelihood was computed for each model by

$${LL}left({model}right)=mathop{sum}limits_{{subjects}}mathop{sum}limits_{t}{LL}({choice}(t))$$

(28)

where

$${LL}({choice}(t))={log }left( sqrt{frac{{Precision}}{2pi }} * {{exp }}left(right.-0.5 * {(({{{{{rm{choice}}}}}}({{{{{rm{t}}}}}})-{{{{{rm{prediction}}}}}}({{{{{rm{t}}}}}})) * {Precision})}^{2}right.$$

(29)

We compared models computing the Bayesian information Criterion

$${BIC}left({model}right)=klog left(nright)-2 * {LL}({model})$$

(30)

where k is the number of parameters for each model and n = number of trials * number of participants.

All Bayesian models significantly outperformed both the simple reactive models and the rewards-based ones. To validate this modelling approach and confirm that players were trying to predict others positions rather than just reciprocating preceding choices, we ran a regressions model to explain participants choices based on both the last position of the co-player and its Bayesian expectation in the following trial (see supplementary figure6b).

The winning model is B6, a Bayesian model that contained features that accounted for both peoples biases towards cooperativeness, how the behaviour of the other player influenced subsequent choices and the influence of the social context. For this model, participants choose where to position themselves in each trial based on (21), (22) and (23).

Precision, SocialBias, TitXTat, q_risk are the four free parameters of the model. Notice that TitXTat is a parameter capturing the context-independent amount of titXtat which is then normalised by the context-dependant social risk.

We assessed the degree to which we could reliably estimate model parameters given our fitting procedure. More specifically, we generated one simulated behavioral data set (i.e., choices for an interacting couple for 60 trials in three different social contexts) using the average parameters estimated originally on the real behavioral data. Additionally we generated five more simulated behavioral data sets using five randomly sampled parameter sets from the range used in the original fit. For each simulated behavioral data set we ran the winning model B6 this time trying to fit the generated data and identify the set of model parameters that maximized the log-likelihood in the same way we did for original behavioral data. To assess the recoverability of our parameters we repeated this procedure 10 times for each simulated data set (i.e., 60 repetitions). The recoverability of the parameters was high in almost all cases as can be seen in Supplementary Fig.6c.

The Bayesian framework allowed us to derive how counterparts position influenced participants initial impressions of the level of cooperation needed in a given context. Given this framework, we measured how much the posterior distribution over the co-player position differs from the prior distribution. We did so by computing, for each trial, the KullbackLeibler divergence (KLD) between the posterior and prior probability distribution over the co-player response. This absolute difference formally represents the degree with which P2 violated P1s expectation and is a trial-by-trial measure of a social prediction error that triggers a change in P1s belief, guiding future decisions. A greater KL divergence indicates a higher cooperation-competition update. We, therefore, estimated a social prediction error signal by computing the surprise each player experienced when observing the co-player position, based on its current expectation. In the following equation, where p and q represent respectively prior and posterior density functions over the co-player position, the KL divergence is given by:

$${KLD}left(p,, qright)=-int pleft(xright)log qleft(xright){dx}+int pleft(xright)log pleft(xright){dx}=int pleft(xright)left(right.log (pleft(xright)-log qleft(xright)){dx}$$

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Neural implementation of computational mechanisms underlying the continuous trade-off between cooperation and competition - Nature.com

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Nov. 14 Building Permits | Business | reflector.com – Daily Reflector

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United States of AmericaUS Virgin IslandsUnited States Minor Outlying IslandsCanadaMexico, United Mexican StatesBahamas, Commonwealth of theCuba, Republic ofDominican RepublicHaiti, Republic ofJamaicaAfghanistanAlbania, People's Socialist Republic ofAlgeria, People's Democratic Republic ofAmerican SamoaAndorra, Principality ofAngola, Republic ofAnguillaAntarctica (the territory South of 60 deg S)Antigua and BarbudaArgentina, Argentine RepublicArmeniaArubaAustralia, Commonwealth ofAustria, Republic ofAzerbaijan, Republic ofBahrain, Kingdom ofBangladesh, People's Republic ofBarbadosBelarusBelgium, Kingdom ofBelizeBenin, People's Republic ofBermudaBhutan, Kingdom ofBolivia, Republic ofBosnia and HerzegovinaBotswana, Republic ofBouvet Island (Bouvetoya)Brazil, Federative Republic ofBritish Indian Ocean Territory (Chagos Archipelago)British Virgin IslandsBrunei DarussalamBulgaria, People's Republic ofBurkina FasoBurundi, Republic ofCambodia, Kingdom ofCameroon, United Republic ofCape Verde, Republic ofCayman IslandsCentral African RepublicChad, Republic ofChile, Republic ofChina, People's Republic ofChristmas IslandCocos (Keeling) IslandsColombia, Republic ofComoros, Union of theCongo, Democratic Republic ofCongo, People's Republic ofCook IslandsCosta Rica, Republic ofCote D'Ivoire, Ivory Coast, Republic of theCyprus, Republic ofCzech RepublicDenmark, Kingdom ofDjibouti, Republic ofDominica, Commonwealth ofEcuador, Republic ofEgypt, Arab Republic ofEl Salvador, Republic ofEquatorial Guinea, Republic ofEritreaEstoniaEthiopiaFaeroe IslandsFalkland Islands (Malvinas)Fiji, Republic of the Fiji IslandsFinland, Republic ofFrance, French RepublicFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabon, Gabonese RepublicGambia, Republic of theGeorgiaGermanyGhana, Republic ofGibraltarGreece, Hellenic RepublicGreenlandGrenadaGuadaloupeGuamGuatemala, Republic ofGuinea, RevolutionaryPeople's Rep'c ofGuinea-Bissau, Republic ofGuyana, Republic ofHeard and McDonald IslandsHoly See (Vatican City State)Honduras, Republic ofHong Kong, Special Administrative Region of ChinaHrvatska (Croatia)Hungary, Hungarian People's RepublicIceland, Republic ofIndia, Republic ofIndonesia, Republic ofIran, Islamic Republic ofIraq, Republic ofIrelandIsrael, State ofItaly, Italian RepublicJapanJordan, Hashemite Kingdom ofKazakhstan, Republic ofKenya, Republic ofKiribati, Republic ofKorea, Democratic People's Republic ofKorea, Republic ofKuwait, State ofKyrgyz RepublicLao People's Democratic RepublicLatviaLebanon, Lebanese RepublicLesotho, Kingdom ofLiberia, Republic ofLibyan Arab JamahiriyaLiechtenstein, Principality ofLithuaniaLuxembourg, Grand Duchy ofMacao, Special Administrative Region of ChinaMacedonia, the former Yugoslav Republic ofMadagascar, Republic ofMalawi, Republic ofMalaysiaMaldives, Republic ofMali, Republic ofMalta, Republic ofMarshall IslandsMartiniqueMauritania, Islamic Republic ofMauritiusMayotteMicronesia, Federated States ofMoldova, Republic ofMonaco, Principality ofMongolia, Mongolian People's RepublicMontserratMorocco, Kingdom ofMozambique, People's Republic ofMyanmarNamibiaNauru, Republic ofNepal, Kingdom ofNetherlands AntillesNetherlands, Kingdom of theNew CaledoniaNew ZealandNicaragua, Republic ofNiger, Republic of theNigeria, Federal Republic ofNiue, Republic ofNorfolk IslandNorthern Mariana IslandsNorway, Kingdom ofOman, Sultanate ofPakistan, Islamic Republic ofPalauPalestinian Territory, OccupiedPanama, Republic ofPapua New GuineaParaguay, Republic ofPeru, Republic ofPhilippines, Republic of thePitcairn IslandPoland, Polish People's RepublicPortugal, Portuguese RepublicPuerto RicoQatar, State ofReunionRomania, Socialist Republic ofRussian FederationRwanda, Rwandese RepublicSamoa, Independent State ofSan Marino, Republic ofSao Tome and Principe, Democratic Republic ofSaudi Arabia, Kingdom ofSenegal, Republic ofSerbia and MontenegroSeychelles, Republic ofSierra Leone, Republic ofSingapore, Republic ofSlovakia (Slovak Republic)SloveniaSolomon IslandsSomalia, Somali RepublicSouth Africa, Republic ofSouth Georgia and the South Sandwich IslandsSpain, Spanish StateSri Lanka, Democratic Socialist Republic ofSt. HelenaSt. Kitts and NevisSt. LuciaSt. Pierre and MiquelonSt. Vincent and the GrenadinesSudan, Democratic Republic of theSuriname, Republic ofSvalbard & Jan Mayen IslandsSwaziland, Kingdom ofSweden, Kingdom ofSwitzerland, Swiss ConfederationSyrian Arab RepublicTaiwan, Province of ChinaTajikistanTanzania, United Republic ofThailand, Kingdom ofTimor-Leste, Democratic Republic ofTogo, Togolese RepublicTokelau (Tokelau Islands)Tonga, Kingdom ofTrinidad and Tobago, Republic ofTunisia, Republic ofTurkey, Republic ofTurkmenistanTurks and Caicos IslandsTuvaluUganda, Republic ofUkraineUnited Arab EmiratesUnited Kingdom of Great Britain & N. IrelandUruguay, Eastern Republic ofUzbekistanVanuatuVenezuela, Bolivarian Republic ofViet Nam, Socialist Republic ofWallis and Futuna IslandsWestern SaharaYemenZambia, Republic ofZimbabwe

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Nov. 14 Building Permits | Business | reflector.com - Daily Reflector