Global Analytics
The world in the 21st century can hardly be compared with that of earlier times. Everything is getting faster and faster. Information can be accessed anytime and anywhere via the Internet. Mobility, agility and productivity have become the recurring theme of economic thinking. This results in opportunities, but also risks.
In order to meaningfully weigh up pros and cons, we create individual dossiers that capture causal relationships. Among others, economic dependencies / geopolitical developments / expected future growth markets / weighing of resource-rich versus resource-poor regions / as well as stable versus unstable regions / natural constraints (continental tectonics, volcanoes, probability & frequency of natural disasters) / infrastructure / micro- & macro-location / as well as immediate & indirect developments and long-term perspectives.
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Companies as well as organizations and political actors can thus achieve risk minimization & maximization of success on the basis of the greatest possible probability.
"I think, therefore I am!", René Descartes already came up with this simple equation in 1641. But reality is far more complex. Thus it corresponds neither to an assured knowledge that we think, nor when and how long we are or are not. Factually everything is relative and thus a question of the point of view. This realization may not be satisfying, but sober facts seldom satisfy the romantically exaggerated ideas of man.
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In the past 400 years, science has been able to achieve groundbreaking progress. It is not without a certain irony that causalogy as we understand it today and try to fathom it, is closely interwoven with the pillars of the intellectual development which are often wrongly represented as competing with each other, which there would be philosophy, mythology and science.
Fukushima is the Chernobyl of the 21st century. For the second time in a quarter of a century, human error led to a deadly and widely underestimated chain reaction.
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Approximately 24 hours before the explosion of the first reactor, the CoD prepared an emergency plan with concrete measures for action. This included, among other things, immediate conversion to salt water cooling, moderation by drilling acid and cooling by means of liquid nitrogen, as well as the immediate evacuation of a radius of at least 30 km. We had already expected a core meltdown at this point and classified it as no longer preventable. However, the explosions and the associated release of huge amounts of radioactive radiation, especially Xenon caesium, could have been prevented.
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We wrote the situation assessment in English and Japanese and sent it with a note of urgency to the relevant national and international authorities and organization as well as to the power plant operator Tepco. As is well known, these steps were not taken or were taken only weeks later, so that the CoD assumes up to 1 billion victims on a long-term basis.