Mimicry in Insects: An Illustrated Study in Mimicry and Cryptic Coloration in Insects

INSECT MIMICRY 4 WHAT IS MIMICRY? 5 MÜLLERIAN MIMICRY 7 MÜLLERIAN MIMICRY 8 YELLOWJACKET – VESPULA SPP. 9 HONEY BEE – APIS SPP. 10 BUMBLE BEE – BOMBUS SPP. 11 VELVET ANT (COW KILLER) – DASYMUTILLA OCCIDENTALIS 12 BLISTER BEETLE – EUPOMPHA ELEGANS 13 THREAD-WAISTED WASP – AMMOPHILA SPP. 14 MONARCH BUTTERFLY – DANAUS PLEXIPPUS 15 VICEROY BUTTERFLY – LIMENTIS SPP. 16 BATESIAN MIMICRY 17 BATESIAN MIMICRY 18 METALLIC WOODBORING BEETLE – ACMAEODERA SPP. 19 WASP BEETLE – CLYTUS SPP. 20 FLOWER LONGHORN BEETLE – TYPOCERUS SPP. 21 BEE BEETLE – TRICHIUS SPP. 22 BEE FLY – BOMBYLIUS SPP. 23 DRONE FLY – ERISTALIS SPP. 24 HOVER FLY –EUPEODES SPP. 25 TACHINID FLY – CYLINDROMYIA SPP. 26 SNOWBERRY CLEARWING MOTH – HEMARIS DIFFINIS 27 AMERICAN HORNET MOTH – SESIA SPP. 28 CRYPTIC COLORATION & CAMOUFLAGE 29 CRYPTIC COLORATION & CAMOUFLAGE 30 SPHINX MOTH (SNAKE CATERPILLAR) – HEMEROPLANES TRIPTOLEMUS 32 COMMON LYTROSIS MOTH – LYTROSIS UNITARIA 33 KATYDID (LEAF BUG) – MICROCENTRUM RHOMBIFOLIUM 34 STICK INSECT – PHASMIDS 35 THORN BUG – UMBONIA CRASSICORNIS 36 FLOWER MANTID – HYMENOPUS CORONATUS 37 REFERENCES 3

Mimicry in Insects: An Illustrated Study in Mimicry and Cryptic Coloration in Insects

INSECT MIMICRY 4 WHAT IS MIMICRY? 5 MÜLLERIAN MIMICRY 7 MÜLLERIAN MIMICRY 8 YELLOWJACKET – VESPULA SPP. 9 HONEY BEE – APIS SPP. 10 BUMBLE BEE – BOMBUS SPP. 11 VELVET ANT (COW KILLER) – DASYMUTILLA OCCIDENTALIS 12 BLISTER BEETLE – EUPOMPHA ELEGANS 13 THREAD-WAISTED WASP – AMMOPHILA SPP. 14 MONARCH BUTTERFLY – DANAUS PLEXIPPUS 15 VICEROY BUTTERFLY – LIMENTIS SPP. 16 BATESIAN MIMICRY 17 BATESIAN MIMICRY 18 METALLIC WOODBORING BEETLE – ACMAEODERA SPP. 19 WASP BEETLE – CLYTUS SPP. 20 FLOWER LONGHORN BEETLE – TYPOCERUS SPP. 21 BEE BEETLE – TRICHIUS SPP. 22 BEE FLY – BOMBYLIUS SPP. 23 DRONE FLY – ERISTALIS SPP. 24 HOVER FLY –EUPEODES SPP. 25 TACHINID FLY – CYLINDROMYIA SPP. 26 SNOWBERRY CLEARWING MOTH – HEMARIS DIFFINIS 27 AMERICAN HORNET MOTH – SESIA SPP. 28 CRYPTIC COLORATION & CAMOUFLAGE 29 CRYPTIC COLORATION & CAMOUFLAGE 30 SPHINX MOTH (SNAKE CATERPILLAR) – HEMEROPLANES TRIPTOLEMUS 32 COMMON LYTROSIS MOTH – LYTROSIS UNITARIA 33 KATYDID (LEAF BUG) – MICROCENTRUM RHOMBIFOLIUM 34 STICK INSECT – PHASMIDS 35 THORN BUG – UMBONIA CRASSICORNIS 36 FLOWER MANTID – HYMENOPUS CORONATUS 37 REFERENCES 3

Scientific mobilization of keystone actors for biosphere stewardship

The biosphere crisis requires changes to existing business practices. We ask how corporations can become sustainability leaders, when constrained by multiple barriers to collaboration for biosphere stewardship. We describe how scientists motivated, inspired and engaged with ten of the world’s largest seafood companies, in a collaborative process aimed to enable science-based and systemic transformations (2015–2021). CEOs faced multiple industry crises in 2015 that incentivized novel approaches. New scientific insights, an invitation to collaborate, and a bold vision of transformative change towards ocean stewardship, created new opportunities and direction. Co-creation of solutions resulted in new knowledge and trust, a joint agenda for action, new capacities, international recognition, formalization of an organization, increased policy influence, time-bound goals, and convergence of corporate change. Independently funded scientists helped remove barriers to cooperation, provided means for reflection, and guided corporate strategies and actions toward ocean stewardship. By 2021, multiple individuals exercised leadership and the initiative had transitioned from preliminary and uncomfortable conversations, to a dynamic, operational organization, with capacity to perform global leadership in the seafood industry. Mobilizing transformational agency through learning, collaboration, and innovation represents a cultural evolution with potential to redirect and accelerate corporate action, to the benefit of business, people and the planet

Scientific mobilization of keystone actors for biosphere stewardship

The biosphere crisis requires changes to existing business practices. We ask how corporations can become sustainability leaders, when constrained by multiple barriers to collaboration for biosphere stewardship. We describe how scientists motivated, inspired and engaged with ten of the world’s largest seafood companies, in a collaborative process aimed to enable science-based and systemic transformations (2015–2021). CEOs faced multiple industry crises in 2015 that incentivized novel approaches. New scientific insights, an invitation to collaborate, and a bold vision of transformative change towards ocean stewardship, created new opportunities and direction. Co-creation of solutions resulted in new knowledge and trust, a joint agenda for action, new capacities, international recognition, formalization of an organization, increased policy influence, time-bound goals, and convergence of corporate change. Independently funded scientists helped remove barriers to cooperation, provided means for reflection, and guided corporate strategies and actions toward ocean stewardship. By 2021, multiple individuals exercised leadership and the initiative had transitioned from preliminary and uncomfortable conversations, to a dynamic, operational organization, with capacity to perform global leadership in the seafood industry. Mobilizing transformational agency through learning, collaboration, and innovation represents a cultural evolution with potential to redirect and accelerate corporate action, to the benefit of business, people and the planet

Using clinical research networks to assess severity of an emerging influenza pandemic

BACKGROUND: Early clinical severity assessments during the 2009 influenza A H1N1 pandemic (pH1N1) overestimated clinical severity due to selection bias and other factors. We retrospectively investigated how to use data from the International Network for Strategic Initiatives in Global HIV Trials, a global clinical influenza research network, to make more accurate case fatality ratio (CFR) estimates early in a future pandemic, an essential part of pandemic response. METHODS: We estimated the CFR of medically attended influenza (CFRMA) as the product of probability of hospitalization given confirmed outpatient influenza and the probability of death given hospitalization with confirmed influenza for the pandemic (2009-2011) and post-pandemic (2012-2015) periods. We used literature survey results on health-seeking behavior to convert that estimate to CFR among all infected persons (CFRAR). RESULTS: During the pandemic period, 5.0% (3.1%-6.9%) of 561 pH1N1-positive outpatients were hospitalized. Of 282 pH1N1-positive inpatients, 8.5% (5.7%-12.6%) died. CFRMA for pH1N1 was 0.4% (0.2%-0.6%) in the pandemic period 2009-2011 but declined 5-fold in young adults during the post-pandemic period compared to the level of seasonal influenza in the post-pandemic period 2012-2015. CFR for influenza-negative patients did not change over time. We estimated the 2009 pandemic CFRAR to be 0.025%, 16-fold lower than CFRMA. CONCLUSIONS: Data from a clinical research network yielded accurate pandemic severity estimates, including increased severity among younger people. Going forward, clinical research networks with a global presence and standardized protocols would substantially aid rapid assessment of clinical severity