This document describes Bioteksa's technology management model. Bioteksa integrates technology management into its operations using the model R+D+I=2i, which stands for Research + Development + Innovation = Twice Innovative. A key part of Bioteksa's technology is the Lightbourn Biochemical Model (LBM), which involves creating amphiphilic colloidal nutrients. The document also describes Bioteksa's innovative Hyper Group product line, which uses bio-nano-femto colloidal technology to provide nutrients to plants in a more effective form than conventional ionic nutrients. The Hyper Group has helped increase Bioteksa's market share and competitive advantage through its
The document provides details about the organizational profile of Bioteksa S.A. de C.V., a Mexican company that develops and produces plant nutrients using an innovative biochemical model created by Dr. Luis Alberto Lightbourn Rojas. Bioteksa uses cutting-edge technology and a specialized team to gain competitive advantages over other fertilizer producers through their amphiphilic colloidal nutrients, which help balance soil, plants, water and the atmosphere while reducing environmental impacts. The company aims to nourish plants intelligently and help clients feed people efficiently and sustainably around the world.
06/25/12 Posted to HireLyrics U.S. Citizens Public Docket Alaska Families New...Roxanne Grinage
This document provides a table of contents for a manual on child protective services in Alaska. It outlines the structure and contents of the manual, which covers topics such as agency authority, funding, ethics, the Indian Child Welfare Act, intake procedures, emergency custody, case planning, permanency planning, adoption and guardianship processes, court proceedings, and the Interstate Compact on the Placement of Children. The manual is intended to guide staff on policies and procedures for protecting children and strengthening families in Alaska.
This document provides a feasibility study and situation analysis of green technology applications in selected member countries of the United Nations ESCAP, including India, Malaysia, and Nepal. It finds that technologies like solar, wind, bioenergy, and improved efficiency have potential to increase agricultural outputs and meet growing global food demand in a sustainable way. The study examines linkages between green technologies and environmental sustainability, poverty reduction, income generation, and gender inclusion. It identifies promising technologies in the region like biogas, agroforestry, biofuels, and evaluates policy and impact. The analysis aims to inform future green technology initiatives and policy decisions to support sustainable agriculture and development in Asia and the Pacific.
Here are the acronyms used in the document:
4C ASSOCIATION - Common Code for the Coffee Community Association
AIAG - Automotive Industry Action Group
BCI - Better Cotton Initiative
BLIHR - BLIHR: Business Leaders Initiative on Human Rights
BSCI - Business Social Compliance Initiative
BSI - Better Sugarcane Initiative
CARE - International Council of Toy Industries CARE Process
CERES - Coalition for Environmentally Responsible Economies
CSR - corporate social responsibility
ECF - European Coffee Federation
EICC - Electronics Industry Citizenship Coalition
EITI - Extractive Industries Transparency Initiative
12
EPS - Equator Principles
ETI - Eth
This document provides a summary of the informal sector involved in waste recycling in Egypt. It describes the various actors in the informal recycling economy, including traditional waste collectors, roamers, peddlers, and middlemen. It also outlines the formal actors in Egypt's solid waste system, including local governments, ministries, private companies, donors, and residents. The document then analyzes the institutional framework of informal waste workers, including their business aspects, livelihoods, challenges, and efforts of non-profit groups. It also assesses Egypt's legal framework related to solid waste management and integration of informal workers. In conclusion, the document presents an overview of Egypt's informal waste recycling sector and efforts to integrate these workers formally.
This document outlines SL TN America's supplier production part approval process (PPAP) requirements. It details the elements required for a PPAP submission, including design records, process flow diagrams, measurement system analysis studies, dimensional results, material and performance test results, production process studies, and more. Suppliers must meet these requirements and obtain approval before parts can be mass produced. The document provides guidelines to help suppliers understand and comply with SL TN's PPAP process.
Capstone Project. This was a group effort to build a Networked Point of Sale system for a small pharmacy chain in the Ohio Valley. The major selling point was compliance with Federal Regulations surrounding Ephedrine sales.
This document provides an overview of child safety and security in K-12 schools in India. It is divided into four parts.
Part One examines the current state of safety in schools through data on reported crimes against children, student perceptions of safety, and unique safety challenges in schools. It finds that schools are generally considered safer for children than other environments like streets or even homes.
Part Two provides key policy recommendations to improve safety based on input from child experts. Part Three discusses the legal framework around school safety. It outlines the rights of children and the obligations and standards of care required of schools.
Part Four presents a toolkit for schools to implement safety, including essential policies, documentation, a student safety policy template,
The document provides details about the organizational profile of Bioteksa S.A. de C.V., a Mexican company that develops and produces plant nutrients using an innovative biochemical model created by Dr. Luis Alberto Lightbourn Rojas. Bioteksa uses cutting-edge technology and a specialized team to gain competitive advantages over other fertilizer producers through their amphiphilic colloidal nutrients, which help balance soil, plants, water and the atmosphere while reducing environmental impacts. The company aims to nourish plants intelligently and help clients feed people efficiently and sustainably around the world.
06/25/12 Posted to HireLyrics U.S. Citizens Public Docket Alaska Families New...Roxanne Grinage
This document provides a table of contents for a manual on child protective services in Alaska. It outlines the structure and contents of the manual, which covers topics such as agency authority, funding, ethics, the Indian Child Welfare Act, intake procedures, emergency custody, case planning, permanency planning, adoption and guardianship processes, court proceedings, and the Interstate Compact on the Placement of Children. The manual is intended to guide staff on policies and procedures for protecting children and strengthening families in Alaska.
This document provides a feasibility study and situation analysis of green technology applications in selected member countries of the United Nations ESCAP, including India, Malaysia, and Nepal. It finds that technologies like solar, wind, bioenergy, and improved efficiency have potential to increase agricultural outputs and meet growing global food demand in a sustainable way. The study examines linkages between green technologies and environmental sustainability, poverty reduction, income generation, and gender inclusion. It identifies promising technologies in the region like biogas, agroforestry, biofuels, and evaluates policy and impact. The analysis aims to inform future green technology initiatives and policy decisions to support sustainable agriculture and development in Asia and the Pacific.
Here are the acronyms used in the document:
4C ASSOCIATION - Common Code for the Coffee Community Association
AIAG - Automotive Industry Action Group
BCI - Better Cotton Initiative
BLIHR - BLIHR: Business Leaders Initiative on Human Rights
BSCI - Business Social Compliance Initiative
BSI - Better Sugarcane Initiative
CARE - International Council of Toy Industries CARE Process
CERES - Coalition for Environmentally Responsible Economies
CSR - corporate social responsibility
ECF - European Coffee Federation
EICC - Electronics Industry Citizenship Coalition
EITI - Extractive Industries Transparency Initiative
12
EPS - Equator Principles
ETI - Eth
This document provides a summary of the informal sector involved in waste recycling in Egypt. It describes the various actors in the informal recycling economy, including traditional waste collectors, roamers, peddlers, and middlemen. It also outlines the formal actors in Egypt's solid waste system, including local governments, ministries, private companies, donors, and residents. The document then analyzes the institutional framework of informal waste workers, including their business aspects, livelihoods, challenges, and efforts of non-profit groups. It also assesses Egypt's legal framework related to solid waste management and integration of informal workers. In conclusion, the document presents an overview of Egypt's informal waste recycling sector and efforts to integrate these workers formally.
This document outlines SL TN America's supplier production part approval process (PPAP) requirements. It details the elements required for a PPAP submission, including design records, process flow diagrams, measurement system analysis studies, dimensional results, material and performance test results, production process studies, and more. Suppliers must meet these requirements and obtain approval before parts can be mass produced. The document provides guidelines to help suppliers understand and comply with SL TN's PPAP process.
Capstone Project. This was a group effort to build a Networked Point of Sale system for a small pharmacy chain in the Ohio Valley. The major selling point was compliance with Federal Regulations surrounding Ephedrine sales.
This document provides an overview of child safety and security in K-12 schools in India. It is divided into four parts.
Part One examines the current state of safety in schools through data on reported crimes against children, student perceptions of safety, and unique safety challenges in schools. It finds that schools are generally considered safer for children than other environments like streets or even homes.
Part Two provides key policy recommendations to improve safety based on input from child experts. Part Three discusses the legal framework around school safety. It outlines the rights of children and the obligations and standards of care required of schools.
Part Four presents a toolkit for schools to implement safety, including essential policies, documentation, a student safety policy template,
This document provides an overview of the Hyperion Business Modeling Solutions Guide. It discusses who should use the guide, how the guide is structured, conventions used in the guide, related documentation, accessing the online help, and additional support resources. The guide is intended for developers of activity-based management models, activity-based costing project leaders, and managers looking for solutions to business problems. It contains case studies demonstrating how to use the Model Approach and Hyperion Business Modeling to address common issues like product and customer profitability. Support resources include documentation, training, consulting services, and technical support.
This document provides the proceedings from an international workshop on biomass briquetting held in New Delhi, India in April 1995. It includes papers presented on various aspects of biomass briquetting technology and applications. The key topics covered include results from a biomass densification research project testing screw press briquetting technology, the status and potential of briquetting in India, the effects of feedstock preheating on briquetting different biomasses, perspectives on briquetting from India and other Asian countries, and recommendations to further biomass briquetting technologies and applications.
The document summarizes key findings from interviews with five organizations that have implemented SOA in production environments. The organizations ranged from 2-6 years of experience with SOA. Case studies of each organization provided details on their business drivers for SOA, implementation approach, products used, results and lessons learned. Common themes across organizations included exponential growth once initial SOA services are established, importance of governance, value of consulting, benefits of planning, and importance of loose coupling. SOA implementations yielded benefits like reduced integration costs but also challenges like significant investment required.
This document discusses reasons to invest in startups. It notes that startups are companies that operate out of garages or small spaces with a technological or innovative base. While startups have a high potential for growth, they also face challenges as many fail quickly and have limited resources. However, for those that succeed, the returns on investment can be high given the low initial costs and market opportunities for innovative ideas.
THESEUS Usability Guidelines for Usecase ApplicationsDaniel Sonntag
Usability Guidelines for Use Case Applications serves as an introduction to the general topic of usability, i.e., how user-friendly and efficient a THESEUS prototype is. In these guidelines, we emphasize the importance of usability testing, particularly during the development of a given THESEUS prototype. We discuss the many advantages of testing prototypes and products in terms of costs, product quality, and customer satisfaction. Usability testing can improve development productivity through more efficient design and fewer code revisions. It can help to eliminate over-design by emphasizing the functionality required to meet the needs of real users. Design problems can be detected earlier in the development process, saving both time and money. In these Guidelines we provide a brief overview of testing options, ranging from a cognitive walkthrough to interviews to eye tracking. Different techniques are used at different stages of a product's development. While many techniques can be applied, no single technique alone can ensure the usability of prototypes. Usability is a process with iterative steps, meaning the cycle is repeated but in a cumulative fashion, similar to software development. In order to test, a prototype must be available and we devote some time in the Guidelines to an overview of different tools and ways to build the necessary prototypes. We also describe some options such as paper prototyping, prototypes from Visio, PowerPoint, HTML, Flash and others, and working prototypes (Java, C++, etc.) before addressing the actual tests. Before any testing is conducted, the purpose of the test should be clarified. This will have considerable impact on the kind of testing to be done. A test plan should also be written before the start of the test which considers several different aspects including, for instance, the duration of the test, where it will take place, or who the experimenter will be. A pilot test is also recommended to avoid misunderstandings and other problems during the actual test. In this context, the Guidelines also discuss other important aspects such as budget, room set-up, time, and limitations of the experimenter and test subjects themselves. To provide an overview of some of the projects THESEUS is concerned with in the context of usability, we supply explicit recommendations that result in proposed scenarios for use cases in the Guidelines. The THESEUS program consists of six use cases: ALEXANDRIA, CONTENTUS, MEDICO, ORDO, PROCESSUS, and TEXO. In order to come up with the different testing scenarios, each of which has specific design and testing recommendations, we first extracted some substantial information from the different use cases in different user settings: we discerned between those who will use the system, where they will use the system, and what they will do with the system. After considering the results, we determined that the THESEUS program works with seven different scenarios. We provide a decision tree that leads to specific recommendations for designing and testing with prototypes for each of the different scenarios and user settings. General recommendations concerning various input methods, the design, and the testing itself have also been included in the Guidelines. Following that, we emphasize what we find important for the design and testing of each of the seven testing scenarios. We address, for instance, the appropriate input method (keyboard, mouse, speech, etc.), according to the type of test subject (e.g., administrator or mobile user), or also which prototype could be used for the usability test. We will also challenge the usability of traditional usability guidelines. Oftentimes, guideline descriptions and explanations are unsatisfactory, remaining vague and ambiguous in explanation The Guidelines close with an extensive list of recommended further information sources.
After setting firm-wide strategy and goals in a start-up, it is useful for each department to do the same in order to ensure strategic alignment from top to bottom. Here is an example, though slightly dated, it still is a reasonably good example.
internship report at directorate of tourism and wildlife -Kilifi countyPeter Ogweyo
The document provides an overview of the County Government of Kilifi and its Directorate of Tourism and Wildlife. It outlines the county's organizational structure, mandates of various departments and roles of key leadership positions. Specifically, it details the organizational structure of the Directorate of Tourism and Wildlife, which oversees departments related to tourism development, marketing, management and policy. It also lists some of Kilifi County's major tourism attractions that the Directorate aims to promote.
VEDLEGGSRAPPORT:
Hovedmålsettingen med Helikoptersikkerhetsstudie 3 (HSS-3) er å bidra til økt sikkerhet ved
personelltransport med helikopter til, fra og mellom faste og flyttbare olje- og gassinnretninger på den norske kontinentalsokkelen. Prosjektet er en oppfølger av de to foregående helikopterstudiene Helicopter Safety Study (HSS-1) og Helicopter Safety Study 2 (HSS-2). Hovedrapporten beskriver en metodikk for kvantifisering av risikoen, utviklingstrekk for periodene 1999–2009 og 2010–2019, samt statistiske/historiske data og estimater for risikonivå. Dessuten gis det en beskrivelse av hvordan et utvalg av passasjerer opplever risikoen ved å bli transportert i helikopter, og det gis forslag til hvordan sikkerheten kan følges opp ved hjelp av reaktive og proaktive indikatorer.
Helikoptersikkerhetsstudie 3 er finansiert av A/S Norske Shell, BP Norway (BP), ConocoPhillips Norge (CoP), Eni Norge, GDF SUEZ E&P Norge AS, Luftfartstilsynet (LT), Marathon, Nexen Exploration Norge AS, Statoil og Total E&P Norge AS.
Arbeidet er organisert gjennom OLF.
Factors Impacting the Acheivement of Chilled Water Setpoint...Jonathan Isaacs
This document is the major project report submitted in partial fulfillment of the requirements for a Bachelor of Science degree in Industrial Engineering. The project investigates the factors impacting the achievement of chilled water set point in an absorption district cooling plant at the University of the West Indies (UWI) Mona campus in Jamaica. The report includes an introduction, literature review on absorption cooling systems and factors affecting chilled water set point, methodology, findings from data collection and analysis, conclusions, and recommendations. Appendices provide supporting documents and data tables.
Productivity growth is important to the firm because it means that it can meet its (perhaps growing) obligations to workers, shareholders, and governments (taxes and regulation), and still remain competitive or even improve its competitiveness in the market place.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Project Development, an Agile project is completed in small sections. These sections are called iterations.
Send money module
Receive money module
Withdraw module
Balance enquiry
2.7 Specific Problem Analysis
The specific problem analysis was done to understand the existing system and to identify
the problems in the current system. The analysis was done by observing the existing
system, interacting with the users and taking their feedback. The key problems identified
were:
- Lack of mobility
- Dependency on computer systems
- Network connectivity issues
- Resource problems like electricity
- High transaction costs
- Delay in transaction processing
- Lack of security and privacy
- Limited coverage and reach
To address these problems, the following goals were defined for the new proposed system:
This document provides an introduction to an API development course. It discusses the Alfresco SDK, best practices for API development, the Alfresco repository architecture including services and components. It also covers developing against the repository using Spring Framework, the foundation services API, JCR API, web services API, and aspects oriented programming (AOP). The document describes extending the repository through policies and actions. It provides code examples and discusses topics like transactions, security and separating concerns.
This document provides an analysis of energy efficiency financing needs and gaps in California. It finds that achieving California's energy efficiency goals will require $4 billion in annual capital investment, but current investment is only about half that. It evaluates the single family residential, government and institutional, and commercial sectors.
For single family residential, it finds financing products are available but interest rates are high and products are cumbersome. It recommends working with federal programs to reduce rates on unsecured loans, mortgages, and second liens.
For government and institutional, it recommends expanding use of performance contracting and transforming energy service company funding models.
For commercial, it finds financing gaps and recommends principles and programs to increase financing options
FICCI strongly believes that the creation of a strong and secure supply chain in India for the solar sector will enable creation of jobs, reduce foreign exchange outflow and lead to increase in investments and sustainable growth of the sector in the long run. There is a strong need to incentivize investments in creating the domestic supply chain with help from both domestic and global players, and to facilitate collaborative arrangements towards enhancing research and development efforts. There is also a strong case for international companies with extensive technology and experience globally to participate in building a strong supply chain in India and be part of India's solar growth story.
This Report on Securing the Solar Supply Chain highlights demand opportunities and key issues for the solar manufacturing supply chain and provides policy recommendations to enable creation of a strong supply chain for solar energy in India.
The document provides an overview of Allianz Group's market consistent embedded value (MCEV) results as of December 31, 2008. Key highlights include:
1) Total MCEV was EUR 12,545 million, a 43% decrease from 2007, driven largely by the economic crisis which lowered equity values and interest rates.
2) Net asset value increased 5% to EUR 9,884 million due to a 44% rise in required capital.
3) Value of in-force business fell 79% to EUR 2,662 million as profit projections declined and costs of options and guarantees increased in a low interest rate environment.
This document announces a two-step Broad Agency Announcement (BAA) for the Air Force FY 2013 Rapid Innovation Fund (RIF) program. It provides information on program objectives, submission requirements and schedules, evaluation criteria, and anticipated funding. The goal is to fund innovative technologies that address critical Air Force needs outlined in an attachment, with up to 25 awards totaling $45-65 million expected. The first step requires submission of white papers by October 8, 2013. Invited offerors will then submit full proposals which will be evaluated starting in December 2013.
El documento presenta un modelo ontológico para la gestión del conocimiento en Bioteksa. El modelo describe las etapas de investigación, generación de conocimiento, innovación y desarrollo de productos comerciales para satisfacer las demandas del mercado.
This document provides an overview of the Hyperion Business Modeling Solutions Guide. It discusses who should use the guide, how the guide is structured, conventions used in the guide, related documentation, accessing the online help, and additional support resources. The guide is intended for developers of activity-based management models, activity-based costing project leaders, and managers looking for solutions to business problems. It contains case studies demonstrating how to use the Model Approach and Hyperion Business Modeling to address common issues like product and customer profitability. Support resources include documentation, training, consulting services, and technical support.
This document provides the proceedings from an international workshop on biomass briquetting held in New Delhi, India in April 1995. It includes papers presented on various aspects of biomass briquetting technology and applications. The key topics covered include results from a biomass densification research project testing screw press briquetting technology, the status and potential of briquetting in India, the effects of feedstock preheating on briquetting different biomasses, perspectives on briquetting from India and other Asian countries, and recommendations to further biomass briquetting technologies and applications.
The document summarizes key findings from interviews with five organizations that have implemented SOA in production environments. The organizations ranged from 2-6 years of experience with SOA. Case studies of each organization provided details on their business drivers for SOA, implementation approach, products used, results and lessons learned. Common themes across organizations included exponential growth once initial SOA services are established, importance of governance, value of consulting, benefits of planning, and importance of loose coupling. SOA implementations yielded benefits like reduced integration costs but also challenges like significant investment required.
This document discusses reasons to invest in startups. It notes that startups are companies that operate out of garages or small spaces with a technological or innovative base. While startups have a high potential for growth, they also face challenges as many fail quickly and have limited resources. However, for those that succeed, the returns on investment can be high given the low initial costs and market opportunities for innovative ideas.
THESEUS Usability Guidelines for Usecase ApplicationsDaniel Sonntag
Usability Guidelines for Use Case Applications serves as an introduction to the general topic of usability, i.e., how user-friendly and efficient a THESEUS prototype is. In these guidelines, we emphasize the importance of usability testing, particularly during the development of a given THESEUS prototype. We discuss the many advantages of testing prototypes and products in terms of costs, product quality, and customer satisfaction. Usability testing can improve development productivity through more efficient design and fewer code revisions. It can help to eliminate over-design by emphasizing the functionality required to meet the needs of real users. Design problems can be detected earlier in the development process, saving both time and money. In these Guidelines we provide a brief overview of testing options, ranging from a cognitive walkthrough to interviews to eye tracking. Different techniques are used at different stages of a product's development. While many techniques can be applied, no single technique alone can ensure the usability of prototypes. Usability is a process with iterative steps, meaning the cycle is repeated but in a cumulative fashion, similar to software development. In order to test, a prototype must be available and we devote some time in the Guidelines to an overview of different tools and ways to build the necessary prototypes. We also describe some options such as paper prototyping, prototypes from Visio, PowerPoint, HTML, Flash and others, and working prototypes (Java, C++, etc.) before addressing the actual tests. Before any testing is conducted, the purpose of the test should be clarified. This will have considerable impact on the kind of testing to be done. A test plan should also be written before the start of the test which considers several different aspects including, for instance, the duration of the test, where it will take place, or who the experimenter will be. A pilot test is also recommended to avoid misunderstandings and other problems during the actual test. In this context, the Guidelines also discuss other important aspects such as budget, room set-up, time, and limitations of the experimenter and test subjects themselves. To provide an overview of some of the projects THESEUS is concerned with in the context of usability, we supply explicit recommendations that result in proposed scenarios for use cases in the Guidelines. The THESEUS program consists of six use cases: ALEXANDRIA, CONTENTUS, MEDICO, ORDO, PROCESSUS, and TEXO. In order to come up with the different testing scenarios, each of which has specific design and testing recommendations, we first extracted some substantial information from the different use cases in different user settings: we discerned between those who will use the system, where they will use the system, and what they will do with the system. After considering the results, we determined that the THESEUS program works with seven different scenarios. We provide a decision tree that leads to specific recommendations for designing and testing with prototypes for each of the different scenarios and user settings. General recommendations concerning various input methods, the design, and the testing itself have also been included in the Guidelines. Following that, we emphasize what we find important for the design and testing of each of the seven testing scenarios. We address, for instance, the appropriate input method (keyboard, mouse, speech, etc.), according to the type of test subject (e.g., administrator or mobile user), or also which prototype could be used for the usability test. We will also challenge the usability of traditional usability guidelines. Oftentimes, guideline descriptions and explanations are unsatisfactory, remaining vague and ambiguous in explanation The Guidelines close with an extensive list of recommended further information sources.
After setting firm-wide strategy and goals in a start-up, it is useful for each department to do the same in order to ensure strategic alignment from top to bottom. Here is an example, though slightly dated, it still is a reasonably good example.
internship report at directorate of tourism and wildlife -Kilifi countyPeter Ogweyo
The document provides an overview of the County Government of Kilifi and its Directorate of Tourism and Wildlife. It outlines the county's organizational structure, mandates of various departments and roles of key leadership positions. Specifically, it details the organizational structure of the Directorate of Tourism and Wildlife, which oversees departments related to tourism development, marketing, management and policy. It also lists some of Kilifi County's major tourism attractions that the Directorate aims to promote.
VEDLEGGSRAPPORT:
Hovedmålsettingen med Helikoptersikkerhetsstudie 3 (HSS-3) er å bidra til økt sikkerhet ved
personelltransport med helikopter til, fra og mellom faste og flyttbare olje- og gassinnretninger på den norske kontinentalsokkelen. Prosjektet er en oppfølger av de to foregående helikopterstudiene Helicopter Safety Study (HSS-1) og Helicopter Safety Study 2 (HSS-2). Hovedrapporten beskriver en metodikk for kvantifisering av risikoen, utviklingstrekk for periodene 1999–2009 og 2010–2019, samt statistiske/historiske data og estimater for risikonivå. Dessuten gis det en beskrivelse av hvordan et utvalg av passasjerer opplever risikoen ved å bli transportert i helikopter, og det gis forslag til hvordan sikkerheten kan følges opp ved hjelp av reaktive og proaktive indikatorer.
Helikoptersikkerhetsstudie 3 er finansiert av A/S Norske Shell, BP Norway (BP), ConocoPhillips Norge (CoP), Eni Norge, GDF SUEZ E&P Norge AS, Luftfartstilsynet (LT), Marathon, Nexen Exploration Norge AS, Statoil og Total E&P Norge AS.
Arbeidet er organisert gjennom OLF.
Factors Impacting the Acheivement of Chilled Water Setpoint...Jonathan Isaacs
This document is the major project report submitted in partial fulfillment of the requirements for a Bachelor of Science degree in Industrial Engineering. The project investigates the factors impacting the achievement of chilled water set point in an absorption district cooling plant at the University of the West Indies (UWI) Mona campus in Jamaica. The report includes an introduction, literature review on absorption cooling systems and factors affecting chilled water set point, methodology, findings from data collection and analysis, conclusions, and recommendations. Appendices provide supporting documents and data tables.
Productivity growth is important to the firm because it means that it can meet its (perhaps growing) obligations to workers, shareholders, and governments (taxes and regulation), and still remain competitive or even improve its competitiveness in the market place.
Strategic Technology Roadmap Houston Community College 2005schetikos
Developed this for very large community college with 90,000 student enrollment for Houston Community College. Ten Year strategic technology roadmap that was used to guide new CIO. For details contact Lafayette Howell 281-728-5842
Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Project Development, an Agile project is completed in small sections. These sections are called iterations.
Send money module
Receive money module
Withdraw module
Balance enquiry
2.7 Specific Problem Analysis
The specific problem analysis was done to understand the existing system and to identify
the problems in the current system. The analysis was done by observing the existing
system, interacting with the users and taking their feedback. The key problems identified
were:
- Lack of mobility
- Dependency on computer systems
- Network connectivity issues
- Resource problems like electricity
- High transaction costs
- Delay in transaction processing
- Lack of security and privacy
- Limited coverage and reach
To address these problems, the following goals were defined for the new proposed system:
This document provides an introduction to an API development course. It discusses the Alfresco SDK, best practices for API development, the Alfresco repository architecture including services and components. It also covers developing against the repository using Spring Framework, the foundation services API, JCR API, web services API, and aspects oriented programming (AOP). The document describes extending the repository through policies and actions. It provides code examples and discusses topics like transactions, security and separating concerns.
This document provides an analysis of energy efficiency financing needs and gaps in California. It finds that achieving California's energy efficiency goals will require $4 billion in annual capital investment, but current investment is only about half that. It evaluates the single family residential, government and institutional, and commercial sectors.
For single family residential, it finds financing products are available but interest rates are high and products are cumbersome. It recommends working with federal programs to reduce rates on unsecured loans, mortgages, and second liens.
For government and institutional, it recommends expanding use of performance contracting and transforming energy service company funding models.
For commercial, it finds financing gaps and recommends principles and programs to increase financing options
FICCI strongly believes that the creation of a strong and secure supply chain in India for the solar sector will enable creation of jobs, reduce foreign exchange outflow and lead to increase in investments and sustainable growth of the sector in the long run. There is a strong need to incentivize investments in creating the domestic supply chain with help from both domestic and global players, and to facilitate collaborative arrangements towards enhancing research and development efforts. There is also a strong case for international companies with extensive technology and experience globally to participate in building a strong supply chain in India and be part of India's solar growth story.
This Report on Securing the Solar Supply Chain highlights demand opportunities and key issues for the solar manufacturing supply chain and provides policy recommendations to enable creation of a strong supply chain for solar energy in India.
The document provides an overview of Allianz Group's market consistent embedded value (MCEV) results as of December 31, 2008. Key highlights include:
1) Total MCEV was EUR 12,545 million, a 43% decrease from 2007, driven largely by the economic crisis which lowered equity values and interest rates.
2) Net asset value increased 5% to EUR 9,884 million due to a 44% rise in required capital.
3) Value of in-force business fell 79% to EUR 2,662 million as profit projections declined and costs of options and guarantees increased in a low interest rate environment.
This document announces a two-step Broad Agency Announcement (BAA) for the Air Force FY 2013 Rapid Innovation Fund (RIF) program. It provides information on program objectives, submission requirements and schedules, evaluation criteria, and anticipated funding. The goal is to fund innovative technologies that address critical Air Force needs outlined in an attachment, with up to 25 awards totaling $45-65 million expected. The first step requires submission of white papers by October 8, 2013. Invited offerors will then submit full proposals which will be evaluated starting in December 2013.
El documento presenta un modelo ontológico para la gestión del conocimiento en Bioteksa. El modelo describe las etapas de investigación, generación de conocimiento, innovación y desarrollo de productos comerciales para satisfacer las demandas del mercado.
Este documento presenta una gran variedad de conceptos y áreas de investigación relacionadas con la física cuántica, la biología y la fotosíntesis. Incluye términos como flujos cuánticos, fotofosforilación, radiación, temperatura, energía, conducción, difusión, permeabilidad, pigmentos fotoquímicos, genoma, proteoma y metaboloma, entre otros, indicando las complejas interacciones a nivel molecular, celular, de plantas y del suelo-atmósfera.
The document introduces Dr. Luis Alberto as a bionanofemtotechnologist, civil scientist, researcher, and businessman who leads science and biotech projects at Bioteksa-Lightbourn Research. It discusses how Dr. Luis Alberto's work focuses on applying knowledge beyond equations and labs to address real industrial problems and enable enterprises to develop their own research and innovations to meet their needs.
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El documento describe los diferentes mecanismos de estrés por temperatura en las plantas. Explica que el estrés por temperatura es un factor limitante clave para el crecimiento y reproducción de las plantas. También describe los efectos de la temperatura en los procesos metabólicos, como la fotosíntesis, la respiración y la expresión génica. Finalmente, identifica seis posibles mecanismos de tolerancia al estrés térmico en las plantas, como la evasión del estrés por deshidratación y la tolerancia a la desnaturalización de
This document is a business plan for a traffic control solution called Smart Solution in Ho Chi Minh City, Vietnam. It includes an executive summary that describes the plan, benefits, competitive strengths, entry strategy, growth strategy, and financial needs. It then provides background on the history of traffic control in Vietnam and introduces the Smart Solution system, which uses equipment, software, and infrastructure to monitor traffic and transfer information. The document discusses factors in the external environment like technology, economics, demographics, politics, law, ecology, and culture that may impact the plan. It also does an analysis of the industry using Porter's Five Forces model and identifies critical success factors. Finally, it proposes mission/vision statements and strategies for marketing, products
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Отчет из Германии о 4й промышленной революции Sergey Zhdanov
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Here are the key stakeholders involved in an IT project and their responsibilities:
Stakeholder Responsibilities
Sponsor Provides funding and resources. Ensures business objectives are met.
Project Manager Plans, organizes, and leads the project team. Manages scope, schedule, budget.
Users Provide requirements. Test and accept deliverables. Train on new system.
Developers Design, code, test, and implement the system. Resolve technical issues.
Testers Test system functionality and report bugs. Ensure quality standards.
Support Maintain and support the system after deployment. Train users. Resolve issues.
The responsibilities of each stakeholder are important for the success of the project.
This document provides an overview of establishing and operating successful telecentres or "telecottages" based on the Hungarian experience. It discusses the concept and models of telecottages, how to build community networks, and steps for establishing a telecottage, including choosing a location, hardware, software, financing, and creating sustainability. The Hungarian telecottage movement is also summarized, noting it arose through grassroots enthusiasm, recognition in media and partnerships across sectors to create a network that improved access and services for communities.
This report summarizes a feasibility study conducted by GW University students for FINCA International to examine how microfranchising could provide new business opportunities for FINCA clients. Three potential microfranchise partners were evaluated: Grameen Village Phone, Honey Care Africa, and KickStart. Honey Care Africa, which trains clients in beekeeping, was identified as the best option for a potential pilot partnership project. The report provides recommendations on elements of the pilot program structure, loan structure, and partnership structure. It concludes that a microfranchising partnership is feasible and could help address unemployment and underemployment among FINCA clients in Uganda.
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This document provides guidance on establishing antimicrobial stewardship (AMS) programs in health care facilities in low- and middle-income countries. It outlines the core elements needed for national and facility-level AMS programs, including structures, planning, interventions, assessment, and education/training. The document emphasizes that AMS is an integral part of health systems and aims to optimize antibiotic use and slow the emergence of antibiotic resistance through multidisciplinary collaboration at all levels.
This document provides a summary of a report on real-time bidding (RTB) for digital display advertising. It discusses the growth of the RTB market and ecosystem, including demand-side platforms, trading desks, supply-side platforms, and data providers. It also examines trends in the industry and provides profiles and comparisons of major RTB platform vendors.
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This document is the final report of a study on the strategic application of information and communication technologies (ICT) in education in Africa. It was prepared for the African Development Bank, World Bank, and African Union. The report provides an overview of education in Africa and trends in ICT implementation. It explores opportunities for affordable technologies, digital learning resources, teacher professional development, education management information systems, and national research and education networks. Case studies from several countries are also examined. The report concludes with suggested guidelines and recommendations for policymakers on establishing enabling policies, improving infrastructure/connectivity, harnessing ICT for management, and building human capacity.
EPA Wastewater Treatment for A Single House mrconroy
This document provides guidance on wastewater treatment systems for single houses. It discusses septic tank systems and mechanical aeration systems. It also covers site characterization, which involves a desk study and on-site assessment, including a visual assessment, trial holes, and percolation tests. The document provides details on choosing treatment options, designing septic tanks and percolation areas, and mechanical aeration technologies. It aims to assist those involved in planning, designing, installing and operating on-site wastewater treatment systems.
This whitepaper discusses distributed ledger technology (DLT), also known as blockchain technology. It provides an introduction to DLT, explaining the basic building blocks and how it works. It also covers various DLT platforms like Bitcoin, Ethereum, Hyperledger and Corda. The whitepaper addresses technology aspects like security and privacy, as well as non-technical considerations regarding governance, regulation and legal issues. It includes the results of several proof-of-concept projects testing the use of DLT for applications such as mortgage lending, trade finance and digital identity management.
This document summarizes discussions from a 1968 NATO conference on software engineering. It covers many aspects of software development including design, production, and service. The conference brought together over 50 people from 11 countries to discuss challenges in software engineering. Key topics included managing large software projects, achieving reliability, educating software engineers, and determining how software should be priced.
Unified communications applications provide benefits in employee collaboration, mobility, and cost savings according to a survey of 244 organizations:
- 49% of organizations reported employees save up to 20 minutes per day reaching coworkers on the first attempt with presence and IM integration.
- 50% of organizations saw up to 20 minutes in daily savings per employee from escalating IM chats into web conferences.
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This report provides recommendations to improve the marketing of financial products in France. It identifies reasons for action such as a growing need for consumer advice, lessons from past incidents of misselling, and ensuring fair competition. Key recommendations include:
1) Simplifying product information for consumers and ensuring advertising accurately reflects risks and rewards.
2) Improving how retail networks target customers by refining segmentation, differentiating product ranges, and tiering advisor skills.
3) Clearly defining the scope of advice obligations and ensuring suitable recommendations by maintaining records of advisor-customer interactions.
4) Safeguarding advice impartiality by monitoring distributor compensation and ensuring neutral product recommendations.
5) Promoting responsibility across
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1) Simplifying product information for consumers and ensuring advertising accurately reflects risks and rewards.
2) Improving how retail networks target customers by refining segmentation, differentiating product ranges, and tiering advisor skills.
3) Clearly defining the scope of advice obligations and ensuring suitable recommendations by maintaining records of advisor-customer interactions.
4) Safeguarding advice impartiality by monitoring distributor compensation and ensuring neutral product recommendations.
5) Promoting responsibility across
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Estrategias para el desarrollo sostenible OCDE CADAnibal Aguilar
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Similar to BIOTEKSA Model for Technology and Innovation Management (20)
Este documento presenta 5 hábitos para mejorar la vida: 1) dormir suficiente horas regularmente para lograr altos niveles de productividad y calidad de vida, 2) despertarse temprano para alejar el letargo del cuerpo, 3) hacer ejercicio regularmente, 4) desconectarse de dispositivos para concentrarse en lo importante, 5) leer más para mejorar habilidades y ganar nuevas perspectivas.
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Así entendemos el desarrollo y comportamiento a nivel celular de las estructuras vegetales y cómo sus interacciones influyen en la productividad de los cultivos.
La Unión Europea ha acordado un paquete de sanciones contra Rusia por su invasión de Ucrania. Las sanciones incluyen restricciones a las transacciones con bancos rusos clave y la prohibición de la venta de aviones y equipos a Rusia. Los líderes de la UE esperan que las sanciones aumenten la presión económica sobre Rusia y la disuadan de continuar su agresión contra Ucrania.
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El documento presenta información sobre diversos temas relacionados con el estudio de proteínas y glicoproteínas en plantas, incluyendo proteínas G, antocianinas, herramientas de proteómica y glicómica, y proyectos de investigación. Se describen experimentos para caracterizar el perfil proteico e identificar proteínas G en solanáceas mediante técnicas como electroforesis SDS-PAGE e inmunodetección. El objetivo final es comprender mejor los procesos fisiológicos y de señalización celular
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Los Coloides Amfífilos Enantiomórficos mejoran la nutrición de las plantas al integrarse perfectamente con el suelo y las raíces, permitiendo la diálisis del suelo para depurar iones tóxicos y promover el crecimiento y metabolismo de las plantas. La tecnología de BIOTEKSA reduce el tamaño de las partículas nutritivas a la nanoescala para facilitar su absorción por las plantas. A diferencia de los métodos tradicionales que son ineficientes y contaminantes, los productos de BIOTEKSA pro
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More from DR. LUIS ALBERTO LIGHTBOURN ROJAS, PhD (20)
3.
TABLE OF CONTENTS
Page.
1.
ORGANIZATION PROFILE
......................................................................................................
7
1.1
TECHNOLOGY PROFILE MATRIX
.....................................................................................
7
1.2
GENERAL CHARACTERISTICS
...........................................................................................
7
1.3
MISSION
AND
VISION
......................................................................................................................
9
1.4
BUSINESS
PROCESSES........................................................................................................
9
1.5
RELEVANT INFORMATION
...................................................................................................
9
1.5.1
STRATEGY TO CREATE COMPETITIVE ADVANTAGE
...............................................
9
1.5.2
PRODUCTS
..........................................................................................................................
10
1.5.3
MARKETS
.............................................................................................................................
10
1.5.4
CLIENTS
................................................................................................................................
11
1.5.5
COMPETITIVE POSITION AND
COMPETITORS
.....................................................................
11
1.5.6
PROVIDERS
..............................................................................................................................
11
1.5.7
COMPETITIVE ADVANTAGES
...................................................................................................
12
1.6
MARKET SHARE PERCENTAGE..................................................................................................
13
1.7
OUR CURRENT FACILITIES....................................................................................................
14
1.8
CERTIFICATIONS
...................................................................................................................
14
1.9
MAIN
TECHNOLOGICAL
INNOVATIONS................................................................................
14
1.10
SALES PERCENTAGE DEDICATED TO THE RESEARCH, DEVELOPMENT AND TECHNOLOGICAL
INNOVATION PROJECTS
..........................................
14
2.
INTEGRATION
OF TECHNOLOGY MANAGEMENT
.................................................................
15
2.1
BACKGROUND
....................................................................................................................
15
2.2
IMPACT OF THE
LIGHTBOURN BIOCHEMICAL MODEL AS A NEW FRONTIER
……………
16
2.3
AMPHIPHILIC COLLOIDAL
NUTRIENTS...............................................................................
17
2.4
BIOTEKSA
IS NOT JUST A COMPANY,
ITS IS A SCIENTIFIC BUSINESS MODEL...........
19
2.5
TECHNOLOGY MANAGEMENT MODEL
R
+
D+
I
=
2i.........................................................
20
2.6
LIGHTBOURN
BIOCHEMICAL MODEL -
LBM..........................................................................
23
2.7
ADVANCED COMPETITIVE AREAS OF TECHNOLOGY MANAGEMENT AND ITS RELATION TO
COMPETITIVE ADVANTAGES;
PRESENT
AND
FUTURE
................................................
24
3.
BIOTEKSA: FUNCTIONS AND TECHNOLOGY MANAGEMENT PROCESSES
...................
25
4.
THE TECHNOLOGY MANAGEMENT IMPACT IN THE ORGANIZATION’S RESULTS
......................................................................................................................
29
4.1.1
SALES PERCENTAGE OF NEW PRODUCTS VERSUS TOTAL SALES
...............................................................................................................................
29
2
4.
4.1.2
MARKET SHARE INCREASE DUE TO NEW PRODUCT
SALES
…
.....................................................................................................................
29
4.1.3
INTANGIBLE ASSETS.........................................................................................................
29
4.2
OTHER RESULTS
...........................................................................................................
30
4.2.1
FINANCIAL IMPACT
.........................................................................................................
30
4.2.2
ENVIRONMENTAL IMPACT
...........................................................................................................
30
4.2.3
TECHNOLOGICAL IMPACT.....................................................................................................
30
4.2.4
SCIENTIFIC IMPACT
...........................................................................................................
31
4.2.5
SOCIAL IMPACT
..................................................................................................................
31
4.2.6
SHADOW PROFIT...............................................................................................................
32
4.2.7
CLIENT IMPACT
...............................................................................................
32
4.2.8
VEGETAL STRESS
...........................................................................................................
33
5.
BIOTEKSA
AND ITS TECHNOLOGY
.............................................................................................
34
5.1
TECHNOLOGICAL CULTURE.....................................................................................................
34
5.2
RELEVANT POINT FOR BIOTEKSA’S TECHNOLOGY MANAGEMENT
................
37
5.3
THE REPRESENTATIVE PROJECT FOR OUR TECHNOLOGY MANAGEMENT MODEL
…………………………………………………………………………………………………
...............
37
6.
DESCRIPTION OF THE INNOVATIVE
HYPER GROUP
.................................................
39
6.1
COMPANY
PROFILE
.............................................................................................
39
6.1.1
RESPONSABLE
FOR
THE INNOVATION....................................................................................
39
6.2
DESCRIPTION OF HYPER GROUP.....................................................................................
39
6.2.1
HYPER
Zn
(ZINC)
....................................................................................................................
40
6.2.2
HYPER
Ni
(NICKEL)
................................................................................................................
40
6.2.3
HYPER
N
(NITROGEN)
........................................................................................................
40
6.2.4
HYPER
P
(PHOSPHOROUS).............................................................................................................41
6.2.5
HYPER
Si
(SILICIUM)
.................................................................................................................
41
6.3
EVIDENCE THAT SUPPORTS THE
HYPER GROUP NOVELTY
...............................
41
6.4
PRODUCT DEVELOPMENT METHODOLOGY..........................................................
42
6.4.1
HYPER GROUP’S DEVELOPMENT METHODOLOGY...................................................
42
6.4.2
TECHNOLOGY MANAGEMENT IN THE HYPER GROUP DEVELOPMENT
.........................
44
6.5
MARKET................................................................................................................................
44
6.5.1
CLIENT BENEFITS WHEN USING
HYPER GROUP
.................................................
44
6.5.2
HOW LONG THE HYPER GROUP HAS BEEN IN THE MARKET
...............................................
45
6.5.3
THE HYPER GROUP GEOGRAPHIC COVERAGE
..................................................................
45
3
5.
6.5.4
MARKET SHARE
.......................................................................................
45
6.5.5
THE HYPER GROUP EVOLUTION TIMELINE
.............................................................
46
6.6
DIFFERENTIAL AND COMPARATIVE ANALYSIS...................................................................
46
6.6.1
THE COMPETITIVE ADVANTAGE OF THE HYPER GROUP DEVELOPED BY THE BIO-NANO-FEMTO
COLLOIDAL TECHNOLOGY VS. THE IONIC ONES USED IN THE CONVENTIONAL
NUTRITION
.....................................................................................................................
46
6.6.2
PICTURES TO COMPARE THE PERFORMANCE OF THE HYPER GROUP WITH THE COMPETITOR
PRODUCTS (SHOWN AS NON HYPER)
.....................................
47
6.7
TECHNOLOGY MANAGEMENT FUNCTIONS THAT BROUGHT INNOVATIONS TO THE HYPER
GROUP
..............................................................................................................
48
6.7.1
MONITORING
............................................................................................................................
48
6.7.2
PLANNING
.........................................................................................................................
48
6.7.3
ENABLING........................................................................................................................
48
6.7.4
IMPLEMENTATION......................................................................................................................
48
6.8
PROPERTY LEVEL.......................................................................................................
49
6.8.1
TECHNOLOGY HERITAGE PROTECTION.............................................................
49
6.9
IMPACT ON COMPETITIVENESS,
EVOLUTION
AND
GROWTH
..............................
49
6.9.1
MARKET SHARE
...........................................................................................
49
6.9.2
SECTORAL IMPACT
.................................................................................................
50
6.10
OTHER
IMPACTS
................................................................................................................
50
6.10.1
ENVIRONMENTAL IMPACT
......................................................................................................50
6.10.2
TECHNOLOGICAL-SCIENTIFIC IMPACT
..........................................................................
50
ANNEX
1
GLOSSARY
...............................................................................................................................
52
2
TREE OF LIFE ACCORDING TO THE LBM
....................................................................................55
4
6.
PICTURES INDEX
Page
FIG.
1
BIOTEKSA FACILITIES.
.............................................................................................
6
FIG.
2
BIOTEKSA LOCATION.......................................................................................................
7
FIG.
3
GENERAL ORGANIZATIONAL CHART
...........................................................................................
8
FIG.
4
GENERAL CHART
OF THE BIOTEKSA PROCESSES.
.........................................................
9
FIG.
5
MARKETS
.
...........................................................................................................................
10
FIG.
6
MAKING OF THE VEGETABLE NUTRIENTS AT BIOTEKSA
.
....................................
11
FIG.
7
DIRECT ENVIRONMENTAL IMPACTS.
................................................................................
12
FIG.
8
MARKET SHARE: BIOTEKSA VS.
COMPETITION..
.....................
13
FIG.
9
POSITION IN THE VEGETABLES MARKET AND IN THE PROTECTED
AGRICULTURE............................................................................................................................
13
FIG.
10
POPULATION GROWTH GRAPH AND PRODUCTION OF HORTICULTURAL FOODS IN
TIME.................................................................................... 15
FIG.
11
ORGANIC AND INORGANIC FERTILIZERS: DIFFERENCES
........................................
15
FIG.
12
MIND MAP SHOWING THE LBM IMPACT
............................................................
16
FIG.
13
FOUNDATION OF THE COLLOIDAL NUTRITION AND COMPARISON WITH THE SALT BASED
NUTRITION
.....................................................................................................................
17
FIG.
14
MULTIFUNCTIONAL CELL
...................................................................................................
18
FIG.
15
MIND MAP THAT SHOWS BIOTEKSA’S SCIENTIFIC BUSINESS MODEL...................................19
FIG.
16
MIND MAP SHOWING THE TECHNOLOGY MANAGEMENT MODEL:
R+D+
i
=
2i......
20
FIG.
17
LIGHTBOURN BIOCHEMICAL MODEL
..................................................................................
23
FIG.
18
SCIENCE
DRIVEN
...................................................................................................................
24
FIG.
19
MONITORING
.............................................................................................................................
25
FIG.
20
THE CIMS MODEL
........................................................................................................................
26
FIG.
21
PLANNING
..........................................................................................................................
27
FIG.
22
ENABLING.........................................................................................................................
27
FIG.
23
MODEL
OF THE COMPANY’S
TECHNOLOGY HERITAGE PROTECTION.........
28
FIG.
24
IMPLEMENTATION.......................................................................................................................
28
FIG.
25
TABLE OF MARKET SHARE INCREASE PROJECTED IN CLIENT
ACQUISITION
....................................................................................................
29
FIG.
26
BTK DIAGRAM
......................................................................................................................
44
FIG.
27
HYPER GROUP: GEOGRAPHIC COVERAGE
...................................................................
45
FIG.
28
THE HYPER GROUP MARKET SHARE
VS
.OUR COMPETITORS
………………………………
45
FIG.
29
PRESENCE IN THE VEGETABLES MARKET, AND IN THE PROTECTED AGRICULTURE MARKET
WITH THE 2012 AND 2013 FORECAST...............................................................................
49
7.
Fig.1
Bioteksa Facilities.
Entry view.
GENERAL INFORMATION
Company Name
Bioteksa
S.A.
de
C.V.
Size
Medium
Sector
Industry
Field
Non-food agro-industry
Main Activity
Bio-nano-femto-technology
Headquarters or Subsidiary
Headquarters
Number of employees
60
8.
1. ORGANIZATIONAL PROFILE
1.1 TECHNOLOGY PROFILE MATRIX
1.2 GENERAL CHARACTERISTICS
Bioteksa S.A de C.V was founded in 2003, in Jiménez, Chihuahua, México. It is a private company with 100%
Mexican share capital. The company was founded due to the urgent need to transform our exisiting
agricultural systems into sustainable agro-ecological systems, seeking to extend the benefit to the entire
country and to the world.
The company is using a technology that was developed by Dr. Luis Alberto Lightbourn Rojas, which exceeds
the efficiency of the conventional fertilizers, and it was initially approved after its use in the walnut farms
owned by the González García brothers, where this association began and then formed Bioteksa.
Bioteksa began when three people: two fruit growers and brothers, Arsenio and Daniel González García,
successful producers and exporters of the pecan walnut (Carya illioensis) joined forces with one civil
scientific researcher: Dr. Luis Alberto lightbourn Rojas, renowned expert in the development and
manufacturing of bio physical chemical products for the field. Capital Investment and Intellectual
Investment, those were the two factors that contributed altogether for the beginning of Bioteksa.
1.1.1
RESOURCES INDICATORS
Financial
R+D+i Expenses/Sales
12%
Human
R+D+I Personnel/Total Personnel
46%
Infrastructure
R+D+i Assets
/
Total Assets
89%
1.1.2
DOMAIN PROCESSES
Markets
Six projects to conquer new markets
(Dominican Republic,
Chile
,
Peru,
Brazil,
Germany and Ecuador)
Products
16 new products financed by the organization
1.1.3
RESULTS
Financial
%
New Product Sales/total sales
35%
Picture. 2 Bioteksa Location
9. an optimal capacity and use of the vegetable nutrients.
The company makes vegetable nutrients instead of fertilizers. The owners assembled the frst stage of
their plant in the outskirts of Jiménez, a city in the State of Chihuahua. Bioteksa started their operations
with 15 employees, including the Partners and the first batch of vegetable nutrients that was
manufactured in March 17th
, 2004. In 2005, the company hired more engineers to work with the technical
sales network.
Currently, Bioteksa has 60 employees working with tehcnology management, solving problems with the
crops, developing our products, and finally, delivering and helping satisfy our client needs. This process is
shown in our organizational chart (Picture 3). Bioteksa has a sturdy structure, each member is highly
specialized in their areas.
MARKETING
DIVISION
DIRECTOR
DIRECTOR
OF
DIVISION,
ADMINISTRATION
AND
FINANCE
MARKETING
ASSISTANT
DIRECTOR
TECHNICAL
ADVISORY
OPERATIONS
DIRECTOR
EXECUTIVE
SECRETARY
ADMIN.
DIRECTOR
ISO-‐9000
COORDINATOR
SECURITY
OFFICER
PRODUCTION
SUPERVISOR
MAINTENANCE
SUPERVISOR
ELECTRICAL
MECHANIC
DRIVER
STOREKEEPER
GROUP
LEADER
INTENDENT
HUMAN
RESOURCES
SUPERVISOR
ACCOUNTING
SUPERVISOR
INVENTORY
SUPERVISOR
ACCOUNTS
PAYABLE
SUPERVISOR
SECRETARY
FINANCIAL
MANAGER
STOKER
OPERATOR
GIT
DIVISION
DIRETOR
Picture 3. General Organization Chart
10.
1.3 MISSION AND VISION
MISSION:
Nourish with intelligence all the vegetables that we grow, taking the uttmost care of its whole enviroment.
VISION :
Be a highly competitive company with world class performance, help our clients with ideas and smart high
value added solutions to feed people in a very efficient and sustainable way.
1.4 BUSINESS PROCESSES
Process 7
Board of Directors
Request
Authorization
from
ADM
Directors
Development
Activities
Process 6
Design and
Development
Observe, Guide
Decide and Act
Strategy
Process 5
Human Resources
Process 1
Finance
Do you
Have
Credit?
Process 2
Manufacturing and Packaging (Production)
Process 3
Maintenance
Process 4
Supplies and Distribution
Does
Development
Apply?
Product
Release
Client Client
Process 8
Marketing
Picture 4. General Diagram of Bioteksa Processes
11.
1.5 RELEVANT INFORMATION
1.5.1 STRATEGY TO CREAT COMPETITIVE ADVANTAGE
The company uses as competitive advantage the model denominated Lightbourn Biochemical Model (LBM).
This model was designed by Dr. Luis Alberto Lightbourn Rojas, together with state-of-the-art technology and
the specialized company team, they make Bioteksa a great company with excellent competitive advantages.
The main principle of Bioteksa colloidal nutrients is the direct incidence in the preservation of balance: Soil-
Plant-Water-Atmosphere (SPWA), both in open field and in the protected agriculture, due to the fact that the
amphiphilic colloids (Bioteksa nutrients) have, among others, the important function to induce and strengthen
the plant’s natural defenses, which helps to reduce the direct environmental impact. At soil level, the company
integrates colloid to colloid, which gives it a two phase balance that replaces the Stern theory of the Double
Diffuse Layer, technology base of our closest competitors who make the “ultra soluble” products; further more,
the majority of existing products in the market are not even congruent with this basic theory because they are
sub products of the chemical industry that get recycled and used by the plant just because of some
coincidence.
Bioteksa nutrients penetrate directly to the root cells through the ionic channels without having to win the soil’s
matric potential with the plant’s osmotic potential that results from the energy spend in the photosynthesis and
the respiration. This situation makes that in the plant, the thermo dynamic balance are held through open
systems, interchanging energy constantly with the environment, defining the work that was done by the plant
in a way that it will bring an energy saving that the plant uses to its own vegetal and productive development,
which results in a minimum energy use because with the LBM, the plant is nourished by its own survival
efforts. In the atmosphere level, the amphiphilic colloidal products help balance the fluids in relation to the soil
atmosphere because it floccules the edaphic structure, and transforms it into a waterproof surface. At the plant
level, this fluid balance is achieved when the plant’s natural evapotranspiration resistance is reduced because
the Amphiphilic colloids favor the simplest-apoplast transportation with a resulting increase of the active and
passive transportation, which influences directly in the xylematic circulation and the translocation of
photosynthesis by the phloem (acro-basipetal balance), reflecting it all in a circulating and structural
homeostasis. As per the hydric balance, the main characteristic of the amphiphilic colloids is the hydrophilic
and hydrophobic duality in the same molecule, which allows the optimization of the micro hydro fluid Nano
circulation with the consequent optimization of the water resource. The specialized team provides guidance
tour clients to instruct them as to which product they should use, the right dosage, phonologic stages, special
circumstances in the crops, and most of the time, they handle directly with the application of our nutrients.
12. 1.5.2 PRODUCTS
Bioteksa has 48 products (Some of them are presented with Annex 2 Tree of Life according to the LBM) that
were created specially to meet each agro ecological need since our lines are designed specifically to help our
clients to obtain the maximum capacity of each step at their crops, because they have the proper biophysical-
chemical functions and features that will always bring a healthy plantation, from the seed germination to the
fruit.
1.5.3 MARKETS
In Europe:
Bioteksa is in:
Germany
In Mexico, Bioteksa
is in:
In South
America,
Bioteksa is
in:
• Brazil
• Chile
• Equator
• Peru
• Dominican
Republic
Picture 5. Markets
13.
1.5.4 CLIENTS
Thanks to our exclusive Lightbourn Biochemical Model (LBM) and the variety of agricultural and industrial
solutions that we offer, Bioteksa currently has more than 12 thousand clients in Mexico, Peru, Chile, Brazil,
Argentina, and Germany where we provife several solutions to productive categories of the agricultural
industry.
1.5.5 COMPETITIVE POSITION AND COMPETITORS
The technology that was created by Bioteksa, is not only new, but it also unique in the vegetable nutrients
manufacturing field. It has a distinguishing feature that few mexican companies can pride themselves about:
the innovation and technological development that result from the generation of knowledge that gives us our
current position and creates a standard for a new concept that cannot be defined ir measured under the
traditional viewpoint and criteria, because we are talkig about the disruptive generation of knowledge that
brings as a consequence, the creation of brand new products and some “accidents” (statement that can be
proven), which exempts us from paying any rights for using it.
Our company doesn’t have more competitors because there aren’t other companies handling Bioteksa’s
scientific-technological models. More broadly, we can mention a list of out competitors: Novartis, Haifa Basf,
PEMEX, Peñoles, Cosmocel, Arista, Coda, Agroindustria del Norte, Yara and SQM.
1.5.6 SUPPLIERS
Our main suppliers are: Agrochemicals Samet SA de CV, Mardupol Chemicals Inc. de CV, Plastienvases S.A.
de CV, Rot Química SA de CV, Northwest Fertilizer Production, SA de CV, Agricenter S.A. de CV, Chemistry
and Egloff representations S.A. de CV, Manuchar International Inc. de CV Scale and Engineering Inc. de CV,
Mexico's Mountain ATP S.A. de CV, Northwest Fertilizer Production, SA de CV, UVICATE S.A. de CV,
Research Center for Food and Development, AC Culiacan, Sin., CRYSTAL HARMONY, S.C.
S
Salt
Ionic
Nutrition
SS
Saline
Solution
Colloidal Bio-nano-femto
technology
Colloidal
Enantiomorphic
VN
Vegetal Nutrition
Picture . 6 Bioteksa: Plant Nutrition Production
14.
1.5.7 COMPETITIVE ADVANTAGE
Ionic Nutrition vs. Colloidal Enantiomorphic Nutrition and its impact on productivity (quantity, quality and
profitability) of the horticultural production.
Bioteksa’s vegetable nutrients strengthen the immune system of the plants and results in more production per
hectare than the products from our competitors. The ionic nutrition begins at a principle of dissolution, which
implies the use of solvents and dealing with solubility problems of the soil that lead to a precipitation and
agglomeration of salt in the soil, which cause adverse effects, such as: toxicity of the beneficial flora, increase
of energy use when the plant tries to absorb ions and soil erosion. The result is a reduction of productivity of
the agricultural soils in medium and long term. It requires penetrating, adherents and buffering agents for its
foliar incorporation, reducing the evaporation and transpiration action of the plant, leading it to a state of
metabolic repression and hydric stress due to the impact in the opening and closing of the stomata index
caused by the physical obstruction caused by the adjuvants.
The competitive advantages of Bioteksa’s technology (Colloidal Enantiomorphism) is listed on picture 7.
IONIC NUTRITION COLLOIDAL ENANTIOMORPHIC = BIOTEKSA
Kills the beneficial microbial flora and sterilizes the soil Protects the beneficial microbial flora and integrates
mycrorhizae.
Compacts the soil Floccules the clay and balances the soil.
Salinizes the soil Regenerates the clay-humic-calcium colloid.
Damages the stomata entry of the leaf Favors the opercular balance of the stomata.
Damages the epidermis of the herbaceous tissue Protects the epidermis, mesoderm and the endoderm of
the herbaceous tissue.
Dehydrates the plant cell Favors the hydration and fluid exchange between the
plant and the environment.
Pollutes the water per lixiviation Cleans the water from organic and inorganic products.
Pollutes the atmosphere by euthesis Favors the fluid balance in the environment, cleans the
air, and optimizes the relation space-time in particle
physics, and in the Born-Haber cycle.
Environment Biology Physics Chemistry
Soil
Plant
Water
Atmosphere
We don’t kill
Physical Collusion: Non-Agglomerate
Chemical Interdiction: We don’t block critical routes
15.
1.6 MARKET SHARE PERCENTAGE
Picture. 8 Bioteksa market share vs competition
As an example, we are showing our position that we have in the vegetable and protected agriculture market in the
Valle de Culiacán, in the state of Sinaloa, Mexico.
Picture 9. Position in the vegetables and protected agriculture market
Condition:
Easy access
Denomination
Easy Market
Genomic Limit
=Packages
+Hectares
=Packages
-‐Hectares
=Packages
-‐Hectares
=Packages
-‐Hectares
=
Packages
= Hectares
=Packages
+Hectares
=Packages
+Hectares
Surface(Ha)/Producer
Strategy 2
Strategy 1
Condition:
Increase our costs
Denomination
small
Products used by the
competition that was
established previously 80%
Bioteksa Vegetable
Nutrients 20% in crescendo
Condition:
Work with intermediate
consultants
Denomination
Gate
Keepers
+Packages
= Hectares
Thousand Packages/Hectares
Market Share
POSITION IN THE VEGETABLES AND PROTECTED AGRICULTURE MARKET IN THE VALLE DE
CULIACAN, SINALOA
Maximum production
Producer Maximum
=Packages
=Hectares
16. Considering the horticultural growers with high commercial value in the selective environment:
1.That it may be a region producer of Solanaceous and Cucurbitaceous with high technology.
2. That the producing surface is in between 100 and 200 protected hectares.
3. That it’s final market is exports quality with highly relevant value in health and economy.
Therefore, we built a squeme to show our market projection for this year in the following scenario:
1. Culiacán, Sinaloa, Mexico
2. Group of 30 producers, sub-group with 6 producers = 20%
3. Final Market
3.1- Minimum production:9,000 packages/ha; maximum 11,000 packages/ha average 15.6 Kg per package=
from 141 to 172 ton/ha.
3.2- Average price: 15 USD per package. Sales: from 13.5 to 33 Million USD
The growth has been applied from Bioteksa vs. Bioteksa because we don’t have any competitors in the
Colloidal Enantiomorphism. Even thou the ionic solutions market is not our direct competition,
epistemologically, in general, there is a migration phenomena that happens due to the use between producers
who consume the ionic production (80%), and the penetration of the colloidal enantiomorphism nutrition (20%)
in crescendo.
1.7 OUR FACILITIES
Bioteksa is located at Carreter las Pampas km 2.5, Ciudad Jiménez, Chihuahua, it is built on 1,500 m2 in a
company owned property of 26, 274.82 m2, Bioteksa has storage facilities and Distribution centers in:
Dettingen, Germany; Santiago de Chile, Lima Perú; Ica, Peru; In Mexico:
San Quintín, BC., La Paz, BCS., Delicias, Chi, Culiacán, Sin., Saltillo, Coah., Gómez
Palacio,
Dgo.,
Monterrey,
NL.,
Calera,
Zac.,
Fresnillo,
Zac.,
Rincón
de
Romo, Ags., Cd. Guzmán, Jal., Jocotepec
, Jal., Guadalajara, Jal., Ameca, Jal., Zapopan, Jal.,Tequezquiltlan, Jal., Irapuato, Gto., Tecozautla, Hg
o., La Chavinda, Mich., Zamora, Mich., Uruapan, Mich., Yuecuaro, Mich., Zitácuaro, Mich., Tancítaro,
Mich., Plaza del Limón, Mich., Martínez de la Torre, Ver., Córdova, Ver., Perote, Ver., Tlapacoyan, Ve
rTenancingo, Edo. de Méx., Villa Guerrero, Edo. de Méx., Mérida, Yuc., and Tapachula Chiapas.
1.8 OUR CERTIFICATIONS
Bioteksa is certified with the ISO-9001:2008, by design, molecular architecture, fomulation, process,
packaging, development and trade of nano-femtologic biochemical vegetable nutrient products for the field,
the certifying agency is the “SGS”, and the regulating agencies are “EMA” and the “ANAB”.
1.9 MAIN TECHNOLOGICAL INNOVATIONS
There is no doubt that Bioteksa’s main technological innovations are the Lightbourn Biochemical Model (LBM)
and the Lightbourn Metabolic Engineering. The products that made with this technology are listed on the
annex 2: Tree of Life according to the LBM
1.10 PERCENTAGE OF SALES DEDICATED TO THE EXECUTION OF RESEARCH, DEVELOPMENT AND
TECHNOLOGICAL INNOVATION PROJECTS
17.
2- INTEGRATION OF THE TECHNOLOGY MANAGEMENT
2.1 BACKGROUND
Throughout history, the population growth in a town or in a nation has been seen with good eyes because it
means part of its successful politics, power and leadership, however, in general terms, the world population is
constantly increasing and by exceeding by far the capacity of our planet. The World population didn’t have any
barriers. The epidemics, wars and starvation didn't stop its growth.
Picture 10: Graph of Population Growth and Fruit and Vegetable food production along the years
As shown in picture 10, we can see the the population growth projected for 2040 and the decrease of the fruit
and vegetable food production. The above mentioned was the reason for the beginning in 1940, of the Green
Revolution, that went from the use of manure to the use of chemical fertilizers. (Picture 11).
Picture 11. Difference between organic and inorganic fertilizers
Organic Inorganic
Bulky and difficult to
handle
Highly concentrated and
easy to handle
Usually have high water
content and low on
nutrients
Usually not originated
from organic matter to soil
Originated in organic
matter that helps soil
structure
Fast release, even though
there are some slow
release formulas
Slow release fertilizers Concentrated fertilizers
such as urea do not have
micro nutrients
Contain micronutrients Can be formulated for
specific soil, growth
conditions, and have
micronutrients added.
They are expensive per
plant unit
They are relatively
inexpensive per plant unit.
Can compensate the soil
characteristics, be that
through hardening the soil
or making it more acid.
Graph with population Growth and Food Production Along the Years
Critical Point
Population Growth
– In millions
Food Production in Millions
of Tons x 0.1
Years
18. It is a fact that the fertilizers, as they are nowadays and as they are being used, they do no have the same
effect that they used to have 100 or 50 years ago. The soil is too exhausted and saturated with these
substances. Likewise, the old organic manure that are still in use around the world, are not enough to
guarantee the world’s food production.
Bioteksa’s perspective is based on the premise that it is not enough to release fertilizers in the fields for the
plants to absorb, as it is usually done around the world. We already saw before that the old fertilizing system is
collapsing.
Bioteksa saw the need to develop new products that release just the nutrients required by the growing plants,
and that also decreased its environmental impact when applied to the crops. They had to provide the means
to help the nutritional elements get to the cells and tissues that needed them.
2.2 IMPACT OF THE LIGHTBOURN BIOCHEMICAL MODEL AS A NEW FRONTIER
This model caused a revolution in the dogma of the fertilizers theory and their durability in the vegetable
nutrition. The chemical fertilizing supporters justified the flaws and success in their use, also considering that
there was nothing else to be said about plant nutrition, they haven’t come up with any new ideas or comments.
At the beginning, the chemical fertilizers seem to be effective (Pic 11), but afterwards, it is possible to see how
they deteriorate the soil of the growing crops. The constant application of those chemical products produces a
vicious cycle, and therefore requires the application of new similar products to improve the damaged ground.
In long term, this fertilization method is not convenient.
20. With the Amphiphilic Colloidal Nutrients it is possible to capitalize the moment od the synchronized changes in
the crops, in other words, the different growth stages and the development ahead. Thanks to this technology,
it is possible to promote both vegetable growth and metabolism increase, which allows monitoring the
vegetative growth to pass to the generative when it is necessary, or otherwise, if there is too much generative
growth, to change into vegetative growth. Our nutrients become part of the plants and the soil, therefore, they
are not contaminants.
The LBM was designed with a creative and innovative vision, based entirely on science, which impacts
positively the world problem of productivity loss. As we will see later in this document, this method applies the
bio-nano-technology to create molecular structures for the nutrients flow that is required by the plants. This
idea evolved and became the creation of high impact amphiphilic colloidal nutrients for vegetable feed, and
afterwards, it generated the design and development of a great variety products with high commercial value.
2.3 AMPHIPHILIC COLLOIDAL NUTRIENTS
Picture 13. Foundation of the colloidal nutrition and comparison with salt based nutrition
As shown in the Pic 13, the amphiphilic colloidal nutrients have a composition that can transport all kinds of
essential nutrients. Its small size allows the plat to achieve maximum absorption, which increases its
photosynthetic potential in synch with its respiratory potential.
Just like any other living being, the plants require nutrients, water, light, air, proper soil and adequate weather.
These elements are essential to carry on the photosynthesis and produce all the substances that the plant
needs to grow and produce fruit.
The photosynthesis is a biological process through which the plants employ the energy of the sun light and the
carbonic anhydride (CO2) to synthetize the sugars, which through the cell respiration become adenosine
triphosphate (ATP), the fuel that is used by every living being.
In nature, the plants obtain from the environment all the resources that they need to grow and reproduce. In
21. necessary to provide them with food, that is, with fertilizers.
The regular chemical fertilizers, either the root or foliar ones, get to the plant in a physical state that generally
is not the best to be used as immediate food, or their action is not as fast as the plant needs.
The size of the fertilizer particles is the key to the soil fertilization and its full use by the plants. The idea is that
the size of the particle determines the balanced distribution over the ground, the distribution time on the soil
under certain humidity conditions, and the nutrients release.
Even though the common fertilizers can be retained by the plants in shape of some kind of composite in its
external environment, the size of the entity or fertilizing particle is usually very large, enough to penetrate
through the root cells or the leaf cells. In this state it will be extremely difficult to obtain maximum absorption
efficiency.
The technology used by Bioteksa is based on pondering and evaluation the feasibility to increase absorption
of the nutrients based on the reduction of the nutrition particles size to a nanoscopic scale; in other words, to
reduce the size of the nutritional matter to nanoparticles (1x10-9 meters)
Bioteksa’s vegetable nutrients are composites that contain colloidal micelles of nanostructure. These nano
nutrients have all the necessary nutritional elements to make the plants grow and develop well. The colloidal
chemistry works as a nutrients transfer system.
The bio-nano-technology converts the nutritional elements into nanoparticles, which are small enough to
become part of the plant organism, and travel through the plant’s tissues where they are needed and to its
cells with a distinguished functionality can metabolize easily in every single organelic structure of the
vegetable cell (Pic. 14), and simultaneously go back to the total integration of the congruent metabolism:
Picture 14. Multifunctional Cell
Bioteksa’s achieved the development od amphiphilic colloids that have a very important and special feature,
besides the fact that they absorb water and release it little by little, they also have the same osmotic balanced
pressure of a root cell, and they are handled electrostatically and electrodynamically with superficial charges
that can be calculates, planned and handled. The same happens at the foliar level where the superficial
tension is nano tribiologically equal to the leaf’s lamellar tension.
Bioteksa is a young company. In less than 6 years it has managed to launch a processing plant for vegetable
nutrients and create a whole new biotechnological line, win credibility, work with researchers, farmers, and
keep their clients loyal. All thanks to the high quality of our products and the consulting services that help us
be more competitive in different markets, both domestic and foreign.
22. Since the beginning, Generation, Innovation and Knowledge Transfer Area (GIT) the company hasn’t stopped
producing thoroughly, adding new technologies to the commercial offer. But, above all, thanks to the
generation of its own knowledge and technology package, the company is ready to ensure a very prosper
future.
2.4 BIOTEKSA IS NOT JUST A COMPANY, IT IS A SCIENTIFIC BUSINESS MODEL
Our scientific business model (Pic 15) is a clear example of how the upper management is involved in the
technology and innovation processes. Everything starts at the GIT Division (Generation, Innovation and
Knowledge Transfer) directed by Doctor Luis Alberto Lightbourn Rojas, which has two products: BTK
(Bioteksa Technology Knowledge) and the BNF Technology (Bio-nano-femto). The BTK generates the
Lightbourn Biochemical Model (LBM), and the Lightbourn Metabolic Engineering (LME), which operate in
cerebrum (original creations) and function in vivo (in the real field), in silico ( math simulation models) and in
vitro (laboratory). The BNF (Bio-nano-femto-technology) generates two products: the Amphiphilic Colloidal
products (bottled technology), which enter the market through a marketing structure directed by the Engineer
Daniel González García, focused on the clients that we call Development Partners; and the Conceptualized
Technology that is comprised by processes and basic knowledge for the manufacturing of products and
complex thought systems for extensionism (sales and knowledge transfer).
This process generates a cash flow, and therefore it is necessary to have an administrative structure that is
directed by the Engineer Arsenio González García, who is in charge of managing the incoming and outgoing
money, as well as plan the company’s finances and savings.
SCIENTIFIC
BUSINESS
MODEL
CONVERTS KNOW
HOW IN CASH
FLOW
THAT
ITS BUSINESS
PHILOSOPHY AND
ENTREPRENEURIAL
MYSTIQUE
“If a man empties his purse into his head, no
man can take it away from him. An
investment in knowledge always pays the
best interest.”
Ben Franklin
Conceptualized
Technology
Develop. Partners
Tech
Transfer
MKT
Structure
ADM
Structure
Crops
TECH
SUPP.
23. 2.5 MODEL OF THE TECHNOLOGY MANAGEMENT R+D+I = 2i
Picture 16. Mind map that shows the Model of the Technology Management I+D+i=2i
The integrating conceptual model of the Technology Management R+D+i=2i (Pic 16) is based on the
mathematic perception (what the equation indicates is that when we follow the logic
order of resolution, we have a consequent value of 2i= emphasized innovation), therefore the innovation is the
main core and attraction in the function of Bioteksa’s Technology Management, which has an essential
paradigm originated and developed inside the complex thought of the stochastic and fractal nature, which wins
completely all the already obsolete lineal structures of conceptual thought.
The activities are carried out at the Basic Science centers framed by the Vegetal Physiology, Molecular
Biology, Biochemistry, Pure Chemistry, Applied Chemistry, Pure Mathematics, Applied Mathematics and
Biotechnology. All of them carried to its maximum disruptive level.
Bioteksa proposes a new paradigm of and in vegetable nutrition called the LMB, where they establish
scientifically that the nano and femto levels of the matter are essential to know the metabolic routes and the
nutrient design ad hoc on cell architecture and in molecular architecture. They also highlight that the manure
and fertilizers, as they have been used do not nourish the crops efficiently or profitably. That is because they
haven’t been changed ontologically in their essence nor in their accidents for more than 60 years, and they
have been bringing a negative impact to the ground and the total ecosystems for more than 100 years.
24. The LBM creates proven knowledge in high technology vegetable nutrients, in other words, products that are
Bio-nano-femto technological Biodynamic Colloids Amphiphilic designing enantomorphic nutrients that are
environmentally sustainable, and induce and strengthen the immunodeficiency of the plants stimulating both
its vegetative development and its generating development in a selective manner.
Thanks to the LBM, the company is innovating, developing and validating a technology that translates into
industrial confidentiality, certifications, licenses and manuals, creating scientific and corporate alliances
supported by public and private agreements, with research institutions, academic development and industrial,
such as: CIAD, COLECH, Monsanto, Pioneer, Seminis, Syngenta, Tuniche, La Molina University of Agriculture,
Peru, University of Chile, Catholic University of Chile, Autonomous University of Chapingo, Autonomous
University of Chiapas, La Ciénega University, Michoacan, Autonomous University of San Luis Potosí, among
others. Always proving feedback to the innovation process of the field products with higher quality and
healthier body to people, the environment and with a high financial profit.
Additionally, Bioteksa is the leader of this technology because they maintain their competitive capacity, they
apply perfectly all the knowledge held by the Director of Generation, Innovation and Knowledge Transfer.
They consider the possibility to adapt to new situations that arise, monitors effectively all its key technologies
and develops emerging technologies that require short implementation periods.
Bioteksa executes systematically the following activities related to the Technology Management:
INVENTORY
Collects available technologies world wide to know all the technology that is being used and dominated by the
company that comprise its technological heritage. This is carried out through their participation in scientific and
technological conferences in matters of vegetable nutrition and through the bibliographic documentation of
scientific articles, campaigns and books.
MONITORING
Open to the evolution of new technologies, the company has systemized information sources (membership in
data base electronic systems for consult of current articles about the subject of interest) and the company
identifies the possible impact that the technology evolution may have on the company activities.
EVALUATION
Bioteksa is constantly evaluating the competitors and the technological potential of the products because as
part of their sales strategy, first they offer to the client, demonstrate that their products can solve the problem
more effectively than the other more traditional products, with the same purpose. In this way, they evaluate the
products and once the product achieves the purpose, it goes into the market, when other problems arise,
Bioteksa applies their own technology designing new products that with be latter assessed in the field and
finally transferred to the client.
Therefore, this point achieves is purpose by using the products to solve real problems, through the
agreements and strategic alliances with companies in this field that are interested in the innovations to
improve their production.
25. ENHANCEMENT
Designing research and development strategies through their research team (Bioteksa Research Team) that
was formed with strategic alliances made among researchers from several institutions: Center of Food
Research and Development (Centro de Investigación en Alimentación y Desarrollo A.C), The School of the
Chihuahua State (El Colegio de Chihuahua)Autonomous University of Chapingo, Postgraduate Schol (Colegio
de Postgraduados), University of Colima, Autonomous University of Chiapas, University of San Luis Potosí,
De la Molina University-Peru, and the University of Ciénega. These groups validate and support the
company’s technology development.
Thanks to this group, it is possible to know what is going on inside the plant, and then we can improve the use
of our products and know more about specific needs of the plants on a certain stage to achieve the vegetable
nutrition that will satisfy the needs of each plant at each stage.
With all the above mentioned, Bioteksa explores systematically the technology potential through: training
programs, documenting the company technologies, developing applications derived from generic technology
and though an effective resource management, and finally, the company protects its own technology with the
policy of industrial confidentiality, certifications, licenses and manuals.
28. Picture 17. The Lighbourn Biochemical Model (LBM)
The Lightbourn Biochemical Model (Pic 17) is the alternative proposal for the vegetable nutrition based in the
use of amphiphilc colloids for the transportation of nano particles that can be quickly absorbed tri-biologically
by the plant synchronized with the femtosecond (1x10-15 seconds) which is the time that biochemical
reactions take to be processed in living beings.
It is structurally divided in three parts: one central, left and right. The central part contains the precise
objectives and the practical theory foundation (ptf); the left part contains the description of the environment
model with the intake, analysis and processing the field data, and the right part contains the Systematic
approach of the elaboration of the products and nutrition plans ad hoc (BNF). The LBM has a core nucleus
based on the epigenetic nutrition.
It works based on the QTL (Quantitative trait loci or fragments of DNA closely related to the genes that has the
trait in question) from the genome and it begins to make a complete expression of the metabolic route.
The aforementioned can be accomplished through the mathematical viewpoint, and it is considered both from
the Euclidian and Non Euclidian, in other words, very little lineal, but very fractal and stochastic.
This model shows the nano and femto levels of the matter to find the metabolic routes and design the
nutrients ad hoc, and knowing the cellular architecture, be able to design the nutrients in molecular
architecture, having as its angle stone, the synchronic homeodynamic of the biological, physical and chemical
relation of the System: Soil, Plant, Water and Atmosphere (SPWA) in a homologic expressive manner, as well
as co-homologically through mathematical control based on multiple calculations.
We have created an entire system to achieve this. From now on, the nutrient is designed to allow the plant
intake selectively through its roots, and selectively through its leaves, since it is not correct to give the same
nutrients using completely different routes.
The model has another information component, which is coordinated with the universities and research
centers. To mention one example, it is possible to ask the researchers at those centers and institutes, to
“please tell me the weather forecast between such and such coordinates, because I am going to produce a
nutrient for the avocados grown in that area”. This is made possible thanks to an expression model of nutrition
programs and the central model, which is the pure and applied biochemistry model.
The creativity has to interact with the reality, and that is how Bioteksa has been able to move forward in
territories that were considered “mined” and forbidden by the regular producers.
The nutrition provided by Bioteksa is a result from the work made by the plant. This is what the company uses
to feed its own learning process.
2.7 ADVANCED COMPETENCE AREAS OF TECHNOLOGY MANAGEMENT AND ITS RELATION TO THE
COMPETITIVE ADVANTAGE: PRESENT AND FUTURE.
29. Pic 18. Science drive: Bioteksa Institute of Bio-Nano-Femto Disruptive Vegetal Physiology
Rosario Sánchez, Dr. Lightbourn and Eng. Sabas Acosta Dr.Luis A. Lightbourn Rojas
NADP
REDOX
ATP
30. 3. FUNCTIONS AND PROCESSES OF THE BIOTEKSA TECHNOLOGY MANAGEMENT
a) Surveillance: The specific needs of the field are directly manifested by the client as a problem that needs to
be solved and/or detected after the field inspection, which for us, represents a technological challenge, and for
our clients, it is a great benefit because we are constantly watching their plantations to create and innovate
according to their needs. We begin the state-of-the-art monitoring through the Competitive Intelligence
Monitoring System (CIMS) in the print and electronic media worldwide. We apply our real experiences
according to the LBM. We look for the areas of homological intersection and congruence applying complex
thought systems. This process is carried out by the GIT Division Director and the Bioteksa Research Team
who investigate, create and watch everything closely. It is worth mention that all the personnel involved with
Bioteksa signs a confidentiality agreement to protect every step of our creation.
Picture 19. Monitoring
Client
Field
Inspection
Identify
Needs
GIT BRT Division Director
CIMS
LBM
31. The innovation of Bioteksa vegetable nutrients is a result of the the MBM + SMIC led by the Director of the
Division of Generation, Innovation and Knowledge Transfer (GIT), Dr. Luis Lightbourn, who identified, revised
and integrated the useful scientific information for the Bio-Nano-Femto technological area of this development
of interest. The way that they manage the scientific information consulted is shown on Pic. 20 where it is
indicated that the creation of the product followed the route of search, selection, evaluation, prioritizing, and
organization of the information (mostly from database, books and specialized papers). The GIT Division
Director himself works actively gathering information, watching for more data and divulging the information
within the research team. The company’s technology base is “Science driven” and not “Technology driven”,
because the company uses its own technology to develop the formulations.
32. surveillance action based on the integration of knowledge in basic science to develop innovative intelligence.
In general, this surveillance model (CIMS) is a permanent measure to identify improvement opportunities of
the products. The information is shares within the research teams from the affiliated institutions, so they can
feed their work lines, and then apply quickly the new findings in their internal work reports. If they identify new
areas of opportunity, the BRT expands the objectives of the private affiliates to help cover the new exploration,
or in the case of new specialization areas, they try to add new researchers to the team and carry on the
collaboration agreements. To conclude, this data scavenging becomes continually strong adding the
bibliography that the team consults, and make a smart package with tangible elements and knowledge of the
experts network.
b) Planning: Starting with the needs of our clients, we specify the routes, time and movement to design,
develop and send the proposed solution to the field (72-hour model) to which we dedicate 12 hours working
on the design based on our own technology, 8hours to develop and the process of that specific product, and
52 hours to have the product reach its final destination, which is the application directly in the field. To achieve
the aforementioned effects, we have a effective financial resources management with two steps: the GIT
requests the funds to Finance and gets immediately assigned to the GIT.
Picture 21.Planning
c) Activation: With the project portfolio that was obtained through our planning, we begin to activate the
process, which through the years, Bioteksa has been adding the technical talents to complete it. Researchers,
technicians and specialized personnel for each area. The identification process happens during the interview
with the academic departments at the universities, and the research groups come from the research institutes.
We know their projects and skills, and therefore we use that knowledge to create synergy with the Bioteksa
programs.
Thanks to our own technology, the LBM, IML, BNF procedures are applied to manufacture the product, which
goes directly through the application without previous testing, or pilot tests because oir BTK knowledge is
developed based on calculations for the existence, recurrence and transcience, all of it certified with the ISO
9001:2008 EMA, ANAB, SGS.
Finance
Solution
Delegates
Provi
des
Requests
33. Administrative Director.
d) Protection: We follow the industrial confidentiality model and only Bioteksa explores and commercializes its
intangibles because up to this date, we do not grant technological licenses. However, the company does have
an open information culture both internally and externally within the company environment, we do carry out
some protective actions to prevent the disclosure of sensitive information, we are always careful to preserve
our employees. Bioteksa has training programs and awareness programs to teach our employees about the
value of protecting the sensitive information to avoid any accidental disclosure. The company’s confidential
information is classified, labeled, safely kept and managed by the Division of Generation, Innovation and
Knowledge Transfer. The access of this information is restricted to the Division Director and to their Executive
Secretary.
Pic 23.Model of the company’s technological heritage protection.
Administration of Knowledge and Trade Secret
e) Implementation: The Lightbourn Chemical Model (Picture 17) is the alternative proposal for the vegetable
nutrition based on the mathematical simulation of the vegetal physiology and the specific agricultural and
weather conditions. Designing amphiphilic colloids for the transportation of nanoparticles that are quickly
absorbed by the plant. Thanks to this process, Bioteksa created the series Nubiotek HYPER (foliar) and
Nubiotek Ultra (edafic9, which has increased our sales significantly. The people responsible for this innovation
Production
Finished
Product
Finance
Requests $ for MP
Delegates Resources
Execute
s
Picture 22. Enabling
Safekeeping
and
Management
Trade
Secret
GIT
Division
Application in
Different areas
Application in
Different areas
Knowledge Management
System
34. how much, how, when or where.”
4.IMPACT OF THE TECHNOLOGY MANAGEMENT IN THE COMPANY RESULTS
4.1.1 PERCENTAGE OF NEW PRODUCT SALES RELATED TO TOTAL SALES
4.1.2 MARKET SHARE INCREASE DUE TO NEW PRODUCTS SALES
Intangible Category Evaluation Index
Technology Innovation System Very high
Brand Low
Client
Marketing
Human
Resources
Production
Client
Picture 24. Implementation
ketshareincreaseprojectedinclients
acquisition
35. Pic. 25 Table of the Market Share Increase Projected by Client Acquisition
4.1.3 INTANGIBLE ASSETS
Before 2011, the company didn’t have an accounting mechanism to calculate the value of the intangibles,
which currently are identified as:
The intangible assets result from the LBM and the IML that together form the BTK, which in turn is the origin of
our products: series Nubiotek HYPER (foliar) and Nubiotek Ultra (edaphic)
4.2 OTHER RESULTS
4.2.1 FINANCIAL IMPACT
After using the technology provided by Bioteksa, the companies generate a considerable financial income due
to an increase in the productivity, an improvement in the quality of their products, some examples of this can
be observed in the plantation of Green Bell Pepper in the State of Sinaloa, Mexico, where they have achieved
a production rate form 9,000 to 11,000 packs/ha; that the average of 15.6 kg per package results in a total of
141 to 172 ton/ha. These packs at the average price of USD 15 per package are equivalent to sales from
135,000 to 165,000 USD per hectare. Increasing 16%of the productivity in a crop that used to apply other
technologies. Besides, the growers invest 319 USD less per hectare once they start using the Bioteksa
products regarding the traditional products. In the case of the Persian Lime Japan quality, in the region of
martinez de La Torre and Tlapacoyan, Veracruz, the growers generated 2,500 USD more in profit per hectare,
per cut, regarding the use of traditional products.
4.2.2 ENVIRONMENTAL IMPACT
Bioteksa’s products for vegetable nutrition are completely environment friendly, because they use the proper
amount of nutrients on the basis of the work that is done by the plant for its smooth enthalpic entropic balance
with a Gibbs free energy that is proportional to the metabolic energy required for the beginning of the
anabolism. This allows a complete assimilative integration of the nutrients for the live tissue both vegetative
and generative. On contrast with the traditional vegetal nutrition that uses as nitrogen source: 40% Urea and
60% nitrates, from which, in terms of nitrates, the plant only uses 25%, and the remaining 35% stays as soil
contaminant, which causes at the biological level, the anoxic conditions and development of anaerobic
microorganisms. At the physical level, the nitrates lixiviate towards the water layers contaminating the
underground water, and for level issues, they move to lower parts, producing toxic build-up for the fauna of the
river and the sea. From the 40% urea applied in the traditional products, only 5 % is used by the plant, and
35% evaporates by eutectic process, therefore, the high humidity combined with the eutectic urea causes skin
problems, such as psoriasis, and skin cancer at the malignant melanoma level. The traditional products use
great amounts of sulfates and Calcium, which is the cause for the Calcium sulfate that starts to form on the
ground, better known as plaster, and its great hygroscopicity increases 485% the soil`s matric potential, and
reduces the capacity for cationic exchange, resulting in an inefficient local system of high frequency, giving
incongruence squemes, such as the chain that is former after using a dropping system that forms a humid
bulb, with a great matric retention capacity that is 485 times more superior than the osmotic potential of the
root. This makes tacitly impossible to have the diffusive pression deficit, which is the physiochemical
phenomena that allows the translocation of the soil’s nutrient to the roots.
Marketing plan Average
Quality Management System High
Own Colloidal Technology Very high
Knowledge networks Very high
Relationship with clients High
Information Technology and Data Base High
Know How Very high
36. 4.2.3 TECHNOLOGICAL IMPACT
The company Bioteksa S.A de C.V generates all the technology required to develop their processes and
products. In a way that to this date, the company has 48 products that were generated with 48 different
processes, all based on 5 variants of the Essential Basic Model of the Lightbourn Metalbolic Engineering. All
these products were made from biological synthesis and chemical catalysis, then formulated with the
Technology of the amphphilic colloids. All the products ate used in the superior vegetable nutrition, and this
technology improves the quantity, quality of the products obtained form the plants.
4.2.4 SCIENTIFIC IMPACT
Bioteksa’s scientific impact is resumed in a visionary redimensioning of the vegetal nutrition that doesn’t follow
the traditional fertilizing structure, and there is no doubts that it will be a hallmark for the food agricultural
production of the 21st
Century. This reconfiguration consists in a change of paradigm about the way we feed
the plant that is grown by people for their benefit, which stretches the reduction of nutritional materials through
the bio-nano-technology. The vegetal nutrients of bio-nano-technology origin optimize the soil productivity,
reduce the environmental impact, and achieve a greater output and better quality of the crops. From the
chemical fertilizers appeared in the market, going through the Green Revolution of Norman Borlaugm until the
current genetically modified organisms, all of which has been incommensurably helpful to provide food for
mankind. In addition to that, there are the development of cleverly designed machines for field work, we have
come to a stage where the agricultural production structures are not performing well enough to fulfill the
feeding needs of the world population that is increasing constantly. The population growth has reached 7
billion persons, and in 2024 it will be 8 billion people. Before mid century we’ll reach 9 billion. Also, under the
conventional way to use the agricultural soil, the productive areas have reduced their yield significantly, and
yet they must continue to produce at a high cost; not only financially, but also environmentally. With this
scenario, and to help solve the future problems with the world’s food supply, the BNF (Bio-Nano-Femto)
technology resurfaces not only as an option, but also as a new path for the vegetal nutrition.
A Practical example of the scientific impact has a background registered in the Journal of Plant Physiology ,
Vol. 168, August 2011, one of the most famous referred journals worldwide, and in that article, Renger, T.,
Madjet,ME, Knorr, A., and Muh, F theorize about how the molecular structure determines the exciting energy
flow in the plant: “The molecular details of the reaction of light-harvesting and its specific mechanism is still
unknown and a current research topic. Knowledge of these details can guide us in the future to create artificial
systems that are capable of converting solar energy into storable chemical energy.”
In relation to the proposal to the future set by this publication, Bioteksa has been working for five years, with
the help of Dr. Luis A. Lightbourn Rojas, using the MBL and IML, and has developed the technological
innovation called Optimization Monochromatic Beam of 563 nm for Optimized Induced Photosynthesis.
4.2.5 SOCIAL IMPACT
Up to this date, Bioteksa has generated 60 jobs, employing personnel from the region where the company is
set, which has resulted in social welfare. It also has a program to help students in internships and college
thesis, who are trained to use the new technologies developed by the company, generating not only jobs, but
highly specialized jobs and substantial remuneration. It has an academic upgrading program and is planning
to help the staff get doctoral degrees. The company participates directly being represented by Dr.Lightbourn
Rojas, Chairman of the Liaison Council with the Productive Sector of the Tecnológico de Jiménez, for strategic
planning in the region and the state of Chihuahua.
37. Also the engineer Luis Acosta Sabas, Operations Director at Bioteksa, is teaching at the same institution. It is
worth to mention that students from the Institute of Technology of Jiménez have their internship opportunities
at Bioteksa, of which some have been hired and are currently working with the company.
Bioteksa also positively impacts the economy flow of the municipality and the wages are nearly double the
average in the region, even in comparison with the wages paid by the Maquiladora industry, providing
opportunity for growth both for professionals and operators.
4.2.6 SHADOW PROFIT
This value is calculated using a mathematical model created by Dr.Lightbourn by measuring the impact
generated by not applying the MBL, ie the shadow profit given due to not performing the procedure with this
model in a problem of food security, which we can see dimensioned for the existence, accessibility and safety
of supply, in this case, plant nutrition products to impact the existence of the offer, as they improve the stability
of production, regardless of any adverse conditions, with 80% adverse effects of climate action and without
excessive price variations, besides the fact that it has alternative products based on seasonal variations.
Nowadays, the technologies used to address problems of agricultural food production don’t consider the
deterioration of natural resources, which imposes a present and future cost to the ecosystem and society. This
cost does not have a monetary calculation, as it is not easy to calculate the value when the impact index is
unknown, but it manifests itself in the long run. One of the foundations of Bioteksa’s technological endeavor
results in higher social welfare that is currently undervalued because it is not incorporated in the calculation of
intangible dividends resulting from the reduction and utilization of plant nutrition products discharged into the
environment (in productive agricultural soils). The production activities largely follow the structure that was
established for the use of resources, goods and services with negative effects on the environment that reduce
the general wellbeing, and it is reflected in the production of less safer foods because the quality can be
compromised due to the health hazards that affect those who produce and consume them. This non
intervention cost has a global impact.
SHADOW PROFIT CALCULATION
38. 4.2.7 CLIENT IMPACT
Bioteksa develops selective edaphic and foliar products. The edaphic products are integrated into the soil
colloid. Also, they are no strangers to root transport, and this has resulted in an easier nutrition for the plant.
One of the characteristics of Amphiphilic Colloidal nutrients is their high level of utilization by the plant, which
in turn determines, low field residue build-up. This is why these nutrients are known as environment friendly
elements.
An environment friendly substance is one that is assimilated by nature without causing any damages. This
encourages plants to produce more biomass with high commercial value, since they apply the nutrients that
the plant needs when required by the plant development.
The LBM helps to identify the problem, so that we can integrate the necessary elements to develop an
emerging strategy to provide a solution in 72 hours.
All symptomatic and nutrition problem in crops results in metabolic pathways and we immediately find the
mathematical homological synergy in order to quickly form a pattern and design an intermediary biochemical
directly involved in the potentiation of the specific route in generating material with a direct role in the
photosynthetic activity to produce exo-endergonic balances of active energy directed
and sized with magnitude and direction allowing us to make direct use of vector
methods and tensor analysis to refine daily matter formation following Einstein's
equation E = mc2 where E is directed energy, m the mass formed (structural
maintenance and production) c is the PAR fraction (Photosynthetic Activity Rate).
The system called Lightbourn Metabolic Engineering (LME) is used to design this
intermediate biochemical and is based on each particular plant species.
Bioteksa generates its own biotechnology and gives speedy solution to problems. With the
help of mathematical simulations the company is successfully designing the right product to
meet the nutritional needs demanded by the producer. The solution offered considers just
the condition being presented because when the plants achieve a genomatic expression,
we have better crops.
This has been verified in selected varieties produced by renowned seed producers
worldwide, which has been achieved in a high percentage of externalizing the phenotype
from a genotyping accuracy achieved in the laboratory.
4.2.8 PLANT STRESS AS A TRIGGER TO APPLY OUR TECHNOLOGY MANAGEMENT MODEL
One of the major research topics is the one that revolves around the PLANT STRESS, temperature stress
being one of the most important sources because it is an important limiting factor, and it is the cornerstone for
building basic knowledge that allows us to develop ad hoc technologies and make highly competitive
producers, as in all interactions with living beings, we raise the bar with the commitment to do no harm and not
hinder, this is the basis of circumstantial management with living things of any kind, cause no harm either to
the individuals or to the environment with pretext of correcting a problem.
Not disturb the metabolic pathways
and mechanisms developed by plants over millions of years of evolution. To make it all possible, the
knowledge of the reaction mechanisms and their concatenation in synergy with the delicate and precise
metabolic processes that manage the genome expressed in proteome, and that the transcriptome transfers
information for the metabolome and secretome to work in sync with the changes, and flow rates of the own
phases of the metabolic oscillations and molecular diffusion of the genomatic nutrition, the cornerstone for a
39. In the management actions themselves we have described the biological, physical and chemical (BFQ)ones,
which are given in continuum through interaction Soil, Plant, Water, Atmosphere (SPWA) following the G3
matrix pattern, ie:
A G3 matrix is a Sequential Interaction Model "all against all" to identify, define and clarify the functional
variables of the system.
In the detailed analysis we should make as many submatrix as necessary to relational interpretation of each
phenomenon, measuring as many variables (BFQ) of the complete system (SPWA).
The depth of analysis is in accordance with practical needs and purposes, it is advisable evaluating as many
related parameters.
The most important thing is to understand the phenomenon of energy transfer between the plant and its
environment in order to quantify both the free energy as energy reserves, and thus have the right perspective
to address the state of stress without damage or clogging.
Once we handle the energy flows expressed in heat transfer, we must consider the metabolomics framed by
the relationship between the different chemical elements.
And for this, we've established a new frontier called the Tree of Life in Higher Plants (see Annex 2) as bio-
nano-femtology of the LBM (Pic. 17).
The basis of this worldview is to face oxide-reductive phenomena in an infinitesimal space, the HILBERT
space, allowing the algebraic and geometric concepts and techniques applicable to spaces of dimension two
and three to extend to arbitrary dimensional spaces, including infinite dimensional spaces.
5. BIOTEKSA AND ITS TECHNOLOGY
5.1 TECHNOLOGICAL CULTURE
Technological Heritage. - The LMB and LME technology are the technological heritage of the company, as
they are the cause and origin of all the substantive work of Bioteksa because they generate the theoretical
framework under which to interpret the needs and problems of agricultural producers, and create solutions
which are provided in the form of colloidal amphiphilic products.
In Bioteksa, the entire staff is involved in its technology from their first day on, and to make this possible, we
give them an adequate induction to thereby fulfill the mission of the company which to look for new and highly
accessible scientific models to help nourish all the vegetables, in a smart way, taking complete care of their
Biology Physics Chemistry
Soil Soil biology Soil physics Soil chemistry
Plant Plant biology Plant physics Plant chemistry
Water Water biology Water physics Water chemistry
Atmosphere Atmosphere
biology
Atmosphere
physics
Atmosphere chemistry
40. Contributing ideas and high value smart solutions to feed humanity in a harmonious and sustainable way,
while complying with our quality policy and objectives that were set by the company values:
QUALITY POLICY: In Bioteksa, we develop nutrients that meet the requirements of our customers supported
on continuous improvement of our Quality Management System.
QUALITY OBJECTIVES:
• Customer satisfaction level: Greater than 95%
• Internal rejection ratio: Less than 5%
VALUES:
• Honesty: We promote national and international scientific evidence attesting to the procedures and results of
each and every one of our methods and developments.
• Reliability: We do all of our research processes, production and consulting an intelligent instrument that
provides the highest level of confidence to our customers, employees and shareholders, to give them the
certainty of having the best relationship with the best of companies.
• Leadership: Our particular scientific essence moves us to the constant search for new
scientific methods and intelligent ways to be the best. Success for us is not the end, but the cyclical beginning
of undiscovered things, which even allow us to constantly reinvent our leadership position in a rapidly moving
market every day.
Aside from maintaining the quality management system, we believe that all Bioteksa members are responsible
for implementing preventive actions, and continuous improvement projects to always be a company with the
highest levels of quality and the best processes in place.
As part of the professional and personal development of our employees, we are constantly providing them
with courses and lectures to enrich their knowledge, and equally reinforce positive aspects in general, such as
family unity and leadership, among others.
Thanks to our constantly active partners work, because they are the head of our three of our main divisions:
The GIT Division, Marketing and Administration and Finance Division have had excellent balance and
harmony in Bioteksa.
Bioteksa is characterized by research, innovation, development and production of high-tech goods and market
them successfully. All in the same package. High speed in generating knowledge, appropriate level of
response to customer needs.
Bioteksa continues to take on new challenges. It is currently working in the field of knowledge, with the Center
for Food Research and Development, AC (CIAD-Centro de Investigación en Alimentación y Desarrollo) and
the College of Chihuahua (COLECH-Colegio de Chihuahua). Among our outstanding projects in the near
future, we include the immunological aspect of plants and technology transfer.
Besides creating strategic alliances with the CIAD, COLECH, Monsanto, Pioneer, Seminis, Syngenta, Tuniche,
Univ Agraria La Molina, Peru, University of Chile, Catholic University of Chile, Autonomous University of
Chapingo Autonomous University of Chiapas, Univ La Cienega in Michoacán, Autonomous University of San
Luis Potosi, Tecnológico de Ciudad Jiménez and others.
41. "We have no competitors, because competitors are those that do exactly the same as us. We make our
customers competitive " this is always the opinion of our GIT Division Director Dr. Luis A. Lightbourn Rojas,
and all members of Bioteksa know that for a fact.
Bioteksa has several success stories in its short life from which we select the following:
AGRÍCOLA LICHTER in Culiacán, Sinaloa.
M.C. Carlos Sánchez Avitia
With the development in the tomatoes produced by Agrícola la Flor, we experienced the historic frost season
that happened on February 4th
, 2011 with temperatures that we hadn’t seen in 50 years, we then had to
remedy the damages recovering and accelerating germination and fruit production.
M.C.Carlos Sánchez Avitia and Dr. Lightbourn.
BONANZA 2001 in Autlán, Jalisco.
M.C Aldo Martini
We revolutionized the concept of hydroponics which was based on salt solutions nutrition with Colloidal Bio-
Nanoponia generated by Biteksa, which is grown with coconut fiber based elements with the Amphiphilic
Colloids nutrition achieving an increase of 39% in production vs. traditional saline nutrition.
MC Aldo Martini with Dr. Luis. A. Lightbourn.
42. Waiblingen, Germany.
We managed to germinate and cultivate the arugula in soils contaminated with high concentrations of nitrates,
where it was not possible produce anything before.
5.2 HIGHLIGHTS OF TECHNOLOGY MANAGEMENT IN BIOTEKSA
It is important to note that Bioteksa has research centers such as the Bioteksa Institute of Vegetal Disruptive
Bio-Nano-Femtophysiology, at the Culiacán unit where we carry out a frontier research in Glycomics,
Proteomics, Predictive Anthocyanin and G Proteins. We also work with the University of La Cienega in the
state of Michoacán with Electronic Microscopic Scanning for Bionanometrics and nano-tribology, the
Proteomics Semiology Unit in the Tecomán campus of the University of Colima, and the Development Unit
and Implementation Technology with campuses in the Autonomous University of San Luis Potosi.
5.3 REPRESENTATIVE PROJECT OF OUR TECHNOLOGY MANAGEMENT MODEL.
The positioning of amphiphilic colloidal nutrients in the market has not been easy at all, but we are managing
to solve specific problems for farmland, as were the cases of the “Paralelo 38”, co owned by the Engineer Luis
Muñoz Eduardo Fonseca in Culiacan Sinaloa, exporter of cucumber, red pepper and other vegetables to the
United States, and for the case of Renato Nordetti, grape grower on the island of Maipo, Chile for the
company transandina Chimenti Agri from Santiago de Chile, fresh fruit exporter to Europe, Asia and North
America, among many others.
The world's largest seed companies Monsanto, Seminis and Pioneer also have approached Bioteksa to find
the solution of specific problems they have with their products, and have tested plant nutrition biotechnology of
our company under high confidentiality agreements . Note that while these companies are leaders in the
creation of high quality seeds, paradoxically the nutritional aspect of plants is not one of its strengths.
Bioteksas’s Colloidal amphiphilic nutrients provide the maximum expression genomatic potential, vegetative
and generative of the species produced by these companies and therefore offer the most complete and the
best proteomic expression.
43. CASE PARALELO 38
In 2005, the engineer Luis Eduardo Muñoz Fonseca was looking on the internet for a solution to the problem
of calcium (Ca) that appeared in his Agricultural Company Empaque Paralelo 38 located in Culiacan, Sinaloa,
Mexico, when he found Bioteksa website. He reviewed the information, reviewed the list of products
announced and their technical sheets. Then, he found something that he could probably use, and thought that
maybe the company could advise him and help to solve his problem.
Being the engineer Muñoz from Chihuahua, even though he has been an old resident in Sinaloa, he noticed
that the company was located in Ciudad Jiménez, a place in the middle of the desert.
He called our facilities and contacted Dr. Luis Alberto Lightbourn Rojas, and explained what happened in an
area of his ranch wondering if Bioteksa could assist in this situation. Still a Skeptic, Muñoz first wanted to have
someone demonstrate what the company could do for him.
Dr. Lightbourn Rojas went there and solved the problem. The following year in 2006, Mr. Muñoz expanded the
use of its products in experimental plots in order to test the effect of these and compare them with other
frequently used products. The differentiation of growth, vegetative state of the plants, and the product quality
was a pleasant surprise for the farmer, who then decided to extend the volume to other plots and keep trying.
In 2007 extended the Paralelo 38 extended their application area with Bioteksa
products, and again the results were superior to those of other products, and since
2008 they have only used Bioteksa’s amphiphilic colloids managing to increase the
volume of export quality product to United States, and in 2010 they were certified to
export to Europe. In 2011 Paralelo 38 associated with Agrícola Gotsis (AGSA) in
Sinaloa, and have added to this merging initiative, both the efficient consulting
services provided by Dr. Lightbourn and the successful technology and products
provided by Bioteksa.
Importantly, in conjunction with field results, Bioteksa maintained as part of customer
service, weekly
monitoring of the nutritional status of the crops of green pepper, color
peppers and cucumber, all supported by impartial testing in laboratories (for example:
Research Center for Food and Development, coordinated in Culiacán) who were
investigating the profiles of soluble sugars and structural (enzymatic and
chromatographic methods) and phloem sap proteins (SDS profiles-page and 2D) and
micronutrients (atomic absorption). Mr. Muñoz was very interested in the
unconventional Bioteksa analysis used to support and validate the results of field biomass formation.
Currently Bioteksa maintains constant communication with the group of physiologists
and biochemists from CIAD who have signed a confidentiality and collaboration
agreement to develop research in stimulation of defense proteins, factors of
resistance to abiotic stresses (predictors), and phosphorylation cell analysis under the
direction of Dr. Luis Alberto Lightbourn Rojas.
44. The Paralelo 38 case is just one of the many who have been achieved by the Bioteksa colloidal products, this
being the first of the major ones.
6. DESCRIPTION OF THE GRUPO HYPER INNOVATION
Bioteksa S.A de C.V, presents some of its innovative products: THE GRUPO HYPER
6.1 PROFILE OF THE ORGANIZATION
See Section 1 General Company Information
6.1.1 RESPONSIBLE FOR INNOVATIONS
Dr. Luis Alberto Lightbourn Rojas, GIT Division Director, is responsible for the GRUPO HYPER innovation,
which is composed by the Hyper Zn, Hyper P, Hyper N, Hyper Ni, and Hyper Si.
6.2 THE GRUPO HYPER DESCRIPTION
GRUPO HYPER consists of five plant nutrients that enhance the uptake of 563 nm monochromatic beam and
therefore induces photosynthesis optimizing the light serving as a bright reserve at the chloroplast. This helps
to maintain the metabolism of the plant, which results in filotaxic stability, and therefore, production stability,
regardless of any adverse condition being 80% of climatic origin.
These nutrients were developed with the goal of improving energy efficiency in protected systems plants for
production, and successfully achieve a good photosynthesis cast in crops.
1. - Continued uptake and photosynthetic energy transfer because the clusters absorb and store solar
energy.
2. – When the metabolism is not interrupted because of darkness, there are no delays in the formation and
maintenance of plant tissue, which means the end of metabolic delays and its consequential structural,
metabolic, energy and homeostatic flaws that directly affect the quantity and quality of biomass of high
commercial value (fruit), and the high value sustainable biomass (structure and plant body).
45. 3. - This is directly reflected in economic impact for both the environment and the producer, their work flow
system, and the end consumer market, who gets a healthy, free of contaminants product with excellent shelf
life.
6.2.1 HYPER ZINC (Zn)
Product Features:
* Routes of entry: Foliar
* Density: 1.5 grams per milliliter
* Dosage: 0.5 to 1 liter per hectare
*Description of technology: It is a biotechnology complex made with natural materials produced via anaerobic
fermentation, added with nanosomes with active Selenium core material, Nickel and Titanium that directly
affect the covalent modification of protein synthesis accelerating the manufacturing of ATP and NAD by active
transport of electrons to the coupling of the amino acid cluster.
* Mineral composition Warranty: N: 8%, Zn: 17%, Ni: 0.1%, were: 0.1%, Ti: 190 ppm.
* Phenological stage recommended: Start of vegetative growth to the onset of the fifth true leaf and
subsequently every two weeks during the production cycle, since zinc is essential for the synthesis of
chlorophyll and the production of sufficient quantities of auxins and cytokinins, for the correct balance of
primary metabolism.
* Product Functionality: The functionality of the product involves an innovation in cell signaling and
synchronization:
6.2.2 HYPER Ni (NICKEL)
* Routes of entry: Foliar
* Density: 1.22 grams per milliliter
* Dosage: 1 to 1.15 liters per hectare.
* Technology description: Biofemtologic complex produced by anaerobic fermentation with oligosaccharides
stimulant and reinforcing oxid-reductive pathways of mitochondrial activity and the Golgi apparatus.
* Mineral Composition Warranty: Ni 4%
* Phenological stage recommended: Regulating the plant electrophysiology, catalyzing the anabolism of
macro and micronutrients in ion channels and its both apoplastic and symplastic transport, according to the
plant species.
6.2.3 HYPER N (NITROGEN)
* Routes of entry: Foliar
* Density: 1.25 grams per milliliter
* Dosage: 2-3 liters per hectare
* Technology description: Biofemtologic complex produced by anaerobic fermentation that brings high
reaction nitrogen to apical meristems levels stimulating cell signaling with respect to the biochemical species
reactive to oxygen.
* Warranty mineral composition: N: 18%
* Phenological stage recommended: Stimulates and leads to the rapid development of the primary meristems
resulting in rapid increase in vegetative routes of the plant.
46. 6.2.4 HYPER P (PHOSPHOROUS)
* Routes of entry: Foliar
* Density: 1.4 grams per milliliter
* Dosage: 0.5 to 1 liter per hectare
* Technology description: It is a biotechnology complex made from natural materials via anaerobic
fermentation with added vitamins A, E and K, as well as Ubiquinone and coenzyme Q10 and that directly
affect energy capture in the ATP wing level, substantially accelerating the covalent modification of protein
synthesis, with corresponding increases of the floral retention, no abortions and fruit filling.
* Mineral Composition Warranty: P: 18% K: 2.65%.
* Phenological stage recommended: Violates leaf buds output that are future leaves or stems of the plant.
6.2.5 HYPER Si (SILICON)
* Routes of entry: Foliar
* Technology description: Biofemtologic Complex prepared by anaerobic fermentation with enantiomers and
diastereomers of complex glycans that incorporate silicon concatenated continuous helical structures that act
directly on the tracks of silicic acid production and immune globuloid proteins in the endoplasmic reticulum.
* Mineral composition Warranty: Si: 9%
* Phenological stage recommended: Stimulating the immune system of the plant. Activating secondary
metabolism. Generator of oligosaccharide elicitors in vivo. Increases natural defense system of the plant
against infections and noninfectious diseases. Phloem translocation.
* Density kg. / Lt.: 1.29 gr / ml
* Dosage lts. Acre: 1-3 lt / Ha
6.3 EVIDENCE SUPPORTING HYPER NOVELTY GROUP
State of the art prior to the innovation of its proposal in Mexico and abroad:
In this regard, a recent publication: Renger, T., Madjet, ME, Knorr, A., and Muh, F. (2011). Journal of Plant
Physiology, Vol 168, August 2011, discussed how the molecular structure of LHCII (light collector complex)
determines the flow of excitation energy in plants. They also emphasize that the molecular structure is still
unknown, but it is the subject of intensive research activity since knowledge of it would be an important
contribution to the future to create artificial systems that help transform solar energy into storable chemical
energy:
"The molecular details of the light collector reaction and their mechanism are yet unknown,
and a current research topic. Knowledge of these details can guide us in the future
to create artificial systems
that are able to transform solar energy into storable chemical energy. "