Additifs alimentaires : Inventaire des substances ajoutées aux denrées alimentaires de large consommation dans l’Ouest algérien

AbstractIntroduction- Food additives are used to extend the shelf life of prepared foods or to sweetena beverage, for example. In this study, we present an overview of the food additives usedin foodstuffs marketed in the city of Oran (West Algeria).Materials and methods- A descriptive cross-sectional study was carried out at the supermarketsand general food stores of the city of Oran to list the food additives incorporated insome foods of wide consumption.Results- A total of 114 food additives were identified. All the inventoried additives are listedin the Algerian official journal N°30 of 16 May 2012.The additives listed are not without risksto the health of the consumer. Some additives such as caramel dye or SIN150d are found in3 local cookie brands and 4 local beverage brands (17.5%); sodium benzoate or SIN211 in 12beverage brands and 2 jam brands (16.09%); butylhydroxyanisol (BHA) or SIN320 in a brandof chocolate, margarine and chips (1.67%).Overall, the labels of the products comply withthe Algerian regulations with the exception of some shortcomings such as the nature of thearoma that was not always specified.Conclusion- The study found significant use of food additives. The level of risk on consumerhealth requires a broad awareness of the consumer, in particular moderate consumption ofindustrially prepared foodstuffs. RésuméIntroduction- Les additifs alimentaires sont utilisés pour prolonger la durée de conservationdes denrées préparées ou édulcorer une boisson par exemple. Dans cette étude,nous dressons un état des lieux des additifs alimentaires utilisés dans quelques denréesalimentaires de large consommation commercialisées dans la ville d’Oran (Ouest Algérien).Matériels et méthodes- Une étude transversale descriptive a été réalisée au niveau dessuperettes et magasins d’alimentation générale de la ville d’Oran pour lister les additifsalimentaires incorporés à quelques aliments de large consommation Dans un premiertemps, une étude descriptive transversale a été réalisée pendant trois mois au sein detrois structures hospitalières de l’Ouest algérien.Résultats-Au total, 114 additifs alimentaires ont été répertoriés. Tous les additifs inventoriéssont listés dans le journal officiel Algérien N°30 du 16 Mai 2012.Les additifsrépertoriés ne sont pas sans risques pour la santé du consommateur. Certains additifscomme le colorant caramel ou SIN150d est retrouvé dans 3 marques locales de biscuitset 4 marques de boissons locales (17,5%) ; le benzoate de sodium ou SIN211 dans 12marques de boissons et 2 marques de confiture (16,09%) ; le butylhydroxyanisole (BHA)ou SIN320 dans une marque de chocolat, de margarine et de chips (1,67%). Globalement,les étiquettes des produits sont conformes à la réglementation Algérienne à l’exceptionde quelques manquements comme la nature de l’arôme qui ne fut pas toujours spécifiéeConclusion-L’étude a révélé une importante utilisation des additifs alimentaires. Le niveaude risque pour la santé du consommateur que pourraient présenter ces substancesnécessite une large sensibilisation du consommateur, notamment une consommation modéréedes denrées alimentaires industriellement préparées

A NOVA CONFIGURAÇÃO DA TRANSFORMAÇÃO DIGITAL DENTRO DAS ADMINISTRAÇÕES PÚBLICAS MARROQUINAS NA ERA DA COVID-19

The organizational change has become imperative for the survival and competitiveness of public administrations. The majority of economic actors have found themselves compelled to adapt to new factors and adjust to the new digital landscape in the face of the advent of covid-19. Conversely, every public administration without exception has undergone profound changes in their work organization methods, introducing the development of digital technology, which represents the backbone of the production process, in order to enhance its performance. The covid-19 crisis has given a boost to morocco's digital economy. Development is expected to continue. For this reason, we believe that digital transformation is a complex and challenging change process, and it is indeed a burning issue and an urgent need. Organizational change encounters resistance at the level of the target population. In order for them to realize the potential of these new technologies, they must change their current models to quickly adapt to changes in their environment. The purpose of this article is to present the contribution of organizational change that enables the transition towards digital transformation.  Le changement organisationnel est devenu impératif pour la survie et la compétitivité des administrations publiques. La majorité des acteurs économiques se sont dans l'obligation de s'acclimater à de nouveaux facteurs et de s'adapter à la nouvelle configuration numérique face à l'avènement du covid-19. En revanche, toute administration publique sans exception à mis des modifications profondes dans leurs modes d'organisations de travail, en introduisant le développement de la technologie digitale qui représente la colonne vertébrale du processus de la production dans le but de renforce sa performance. La crise covid-19 a donné un coup de pouce à l'économie numérique du Maroc. Le développement devrait se poursuivre. Pour cette raison, nous pensons que la transformation digitale est un processus de changement complexe et difficile à mettre en œuvre, et c'est en effet un sujet brûlant et un besoin urgent. Le changement organisationnel confronte des résistances au niveau de la partie de la population cible, pour qu'ils réalisent le potentiel de ces nouvelles technologies, ils doivent changer leurs modèles actuels pour s'adapter rapidement aux changements de leur environnement. L'objet de cet article est de présenter l'apport du changement organisationnel qui permet la conduite vers une transformation digitale.A mudança organizacional tornou-se imperativa para a sobrevivência e competitividade das administrações públicas. A maioria dos atores econômicos se viu obrigada a se adaptar a novos fatores e ajustar-se à nova configuração digital diante da chegada da covid-19. No entanto, todas as administrações públicas, sem exceção, realizaram mudanças profundas em seus modos de organização do trabalho, introduzindo o desenvolvimento da tecnologia digital como o pilar do processo de produção para fortalecer seu desempenho. A crise da covid-19 impulsionou a economia digital em Marrocos, e o desenvolvimento deve continuar. Por essa razão, acreditamos que a transformação digital é um processo de mudança complexo e difícil de implementar, sendo de fato um tema premente e uma necessidade urgente. A mudança organizacional enfrenta resistências por parte da população-alvo, e para que percebam o potencial dessas novas tecnologias, eles devem alterar seus modelos atuais para se adaptar rapidamente às mudanças em seu ambiente. O objetivo deste artigo é apresentar a contribuição da mudança organizacional que conduz à transformação digital

A ESFERA DE TOMADA DE DECISÃO EM SITUAÇÕES DE CRISE: A RELAÇÃO ENTRE GESTÃO E ESPECIALISTA (O PARÂMETRO CONFIANÇA)

The health crisis, like any other crisis, is an unexpected event that has triggered a series of dysfunctions. Its emergence and spread did not allow states enough time to prepare to deal with the fallout from this crisis. The COVID phenomenon exposed the reality of the decision-making process within institutions. It revealed the dysfunction in the crisis management process, which aimed to make decisions capable of protecting states and reducing the overall impact of the crisis. However, we cannot ignore the complexity of the decision-making process, which derives its complexity from several factors such as the quality of available information, the diversity of conceivable options, and uncertainty. In a crisis situation, the decision-making process becomes increasingly complex because the factor of "time" is limited or even nonexistent. This makes the ability to make decisions delicate in the face of challenges, and the existence of a probability of failure that was hardly tolerable during a health crisis. Aware of this complexity, institutions have established an entity that we can describe as the decision-making sphere, composed of management and experts. Management provides a global vision and a strategic perspective, considering all aspects related to the organization, such as reputation, financial aspects, and operational aspects. Meanwhile, experts provide information based on their experience and expertise. Their input is crucial in a crisis situation, as experts, thanks to their expertise, have the ability to provide well-founded recommendations that management can benefit from in making informed decisions. These two components cannot operate separately and must be capable of collaborating and cooperating, showing flexibility and adaptability to achieve the desired outcome: surviving the crisis. The purpose of this article is to explore the components of the decision-making sphere in times of crisis and to demonstrate the relationship that must be formed between management and experts in a crisis situation.A crise sanitária, como qualquer outra crise, é um evento inesperado que trouxe à tona uma série de disfunções. Sua ocorrência e disseminação não deram tempo suficiente aos Estados para se prepararem para lidar com as consequências dessa crise. O fenômeno da COVID-19 revelou a realidade do processo de tomada de decisão das instituições. Foi um revelador das disfunções relacionadas ao processo de gestão de crises, que tinha como objetivo tomar decisões capazes de proteger os Estados e reduzir as consequências da crise como um todo. No entanto, não podemos ignorar a complexidade do processo de tomada de decisão, que é complexo devido a vários fatores, como a qualidade das informações disponíveis, a diversidade das opções possíveis e a incerteza. Em situações de crise, o processo de tomada de decisão se torna ainda mais complexo, pois o fator "tempo" é restrito, senão inexistente. Isso torna a capacidade de tomar decisões delicadas diante dos desafios e a existência de uma probabilidade de falha que não era tolerável durante uma crise sanitária. Conscientes dessa complexidade, as instituições criaram uma entidade que podemos descrever como a esfera de tomada de decisão, composta pela gestão e pelo especialista. A gestão fornece uma visão geral e uma perspectiva estratégica, levando em consideração todos os aspectos relacionados à organização, como reputação, aspectos financeiros e operacionais. Enquanto o especialista fornece informações com base em sua experiência e conhecimento especializado. Suas opiniões são, portanto, essenciais em situações de crise, e graças à sua experiência, os especialistas têm a capacidade de fornecer recomendações embasadas que a gestão pode utilizar para tomar decisões informadas. Esses dois componentes não podem operar separadamente e devem ser capazes de colaborar e cooperar, demonstrando flexibilidade e adaptabilidade para alcançar o resultado desejado: sobreviver à crise. O objetivo deste artigo é explorar os componentes da esfera de tomada de decisão em tempos de crise e demonstrar a relação que deve ser estabelecida entre a gestão e o especialista em situações de crise.La crise sanitaire comme tout autre crise est un événement inattendu qui a éveillé une série de dysfonctionnent, son apparition et sa propagation n'a pas laisser de temps aux etats de se préparer pour faire face au retombé de cette crise. Le phénomène du covid a dénudé la réalité sur le processus décisionnelle des institutions. C'était le révélateur du disfonctionnement lié au processus de gestion de crise, qui avait pour objectif de prendre les décisions capables de protéger les etats et de diminuer les retombées de la crise en sa globalité. Néanmoins nous ne pouvons pas ignorée la complexité liée au processus de prise de décision qui tire sa complexité de plusieurs facteurs tels que : la qualité de l'information disponible, la diversité des options envisageable et l'incertitude. En situation de crise le processus de prise de décision devin de plus en plus complexe car le facteur « temps » est restreint voir inexistent. Ce qui rend la capacité de prendre les décisions délicates face aux enjeux et l'exitance d'une probabilité d'échec qui n'était guère tolérable en période de crise sanitaire. Conscient de cette complexité les institutions ont constitué une entité que nous pouvons décrire comme étant la sphère décisionnelle, composée du management et de l'expert. Le management apporte une vision globale et perspective stratégique en prenant en considération tous les aspects liés à l'organisation tel que la réputation, l'aspect financier et l'aspect opérationnelle. Tandis que l'expert fournis des information basés sur son expérience et son expertise. Leur avis est donc primordial en situation de crise, qui grâce à leur expertise, les experts sont dotés de la capacité de fournir des recommandations fondées dont le management pourra bénéficier pour élaborer des décisions informées. Ces deux composantes ne peuvent pas opérer séparément et doivent être en capacité de collaborer et coopérer et faire preuves de flexibilité et d'adaptabilité afin d'aboutir à la finalité escomptée : survivre face à la crise. l'intérêt de cette article  est d'explorer les composantes de la sphère décisionnelle en période de crise et de démontrer la relation qui doit se former entre le management et l'expert en situation de crise.A crise sanitária, como qualquer outra crise, é um evento inesperado que trouxe à tona uma série de disfunções. Sua ocorrência e disseminação não deram tempo suficiente aos Estados para se prepararem para lidar com as consequências dessa crise. O fenômeno da COVID-19 revelou a realidade do processo de tomada de decisão das instituições. Foi um revelador das disfunções relacionadas ao processo de gestão de crises, que tinha como objetivo tomar decisões capazes de proteger os Estados e reduzir as consequências da crise como um todo. No entanto, não podemos ignorar a complexidade do processo de tomada de decisão, que é complexo devido a vários fatores, como a qualidade das informações disponíveis, a diversidade das opções possíveis e a incerteza. Em situações de crise, o processo de tomada de decisão se torna ainda mais complexo, pois o fator "tempo" é restrito, senão inexistente. Isso torna a capacidade de tomar decisões delicadas diante dos desafios e a existência de uma probabilidade de falha que não era tolerável durante uma crise sanitária. Conscientes dessa complexidade, as instituições criaram uma entidade que podemos descrever como a esfera de tomada de decisão, composta pela gestão e pelo especialista. A gestão fornece uma visão geral e uma perspectiva estratégica, levando em consideração todos os aspectos relacionados à organização, como reputação, aspectos financeiros e operacionais. Enquanto o especialista fornece informações com base em sua experiência e conhecimento especializado. Suas opiniões são, portanto, essenciais em situações de crise, e graças à sua experiência, os especialistas têm a capacidade de fornecer recomendações embasadas que a gestão pode utilizar para tomar decisões informadas. Esses dois componentes não podem operar separadamente e devem ser capazes de colaborar e cooperar, demonstrando flexibilidade e adaptabilidade para alcançar o resultado desejado: sobreviver à crise. O objetivo deste artigo é explorar os componentes da esfera de tomada de decisão em tempos de crise e demonstrar a relação que deve ser estabelecida entre a gestão e o especialista em situações de crise

Mixed neuroendocrine-non-neuroendocrine neoplasms of the right colon: a case report

Mixed neuroendocrine-non neuroendocrine neoplasm (MiNENs) is a rare gastrointestinal neoplasm that has been redefined by the World Health Organization (WHO) in 2017 as the association of two types of components, neuroendocrine and non-neuroendocrine, each of them present in at least 30% of the tumour mass. Small case reports and case series have demonstrated the occurrence of this neoplasm in the colon. We here report the case of a 47-year-old man undergoing colonscopy for anemia. This showed impassable polypoidal tumor budding in the right colic flexure. Computerized tomography (CT) scan and magnetic resonance imaging (MRI) showed the presence of liver metastases. As the tumor was hemorrhagic, right hemicolectomy with lymph node dissection was performed. The histological examination showed MiNEN of the ascending colon. The patient received adjuvant chemotherapy

Wheat breeding for Hessian fly resistance at ICARDA

Hessian fly (HF), Mayetiola destructor (Say) is an important pest of wheat in North Africa, North America, Southern Europe, Northern Kazakhstan, Northwestern China, and New Zealand. It can cause up to 30% yield losses and sometimes can result in complete crop failure if infestation coincides with young stage of the wheat crop. Studies to-date have shown the availability of genetic diversity in the wheat genetic resources (landraces, wild relatives, cultivars, etc.) for resistance to Hessian fly. About 37 resistance genes have been reported from these wheat genetic resources for resistance to Hessian fly, of which, some have been deployed singly or in combination in the breeding programs to develop high yielding varieties with resistance to HF. Deployment of resistant varieties in different agro-ecologies with other integrated management measures plays key role for the control of HF. This paper summarizes the importance, life cycle, mechanisms of resistance, gene mining, and wheat breeding efforts for HF resistance

Mortality from gastrointestinal congenital anomalies at 264 hospitals in 74 low-income, middle-income, and high-income countries: a multicentre, international, prospective cohort study

Summary Background Congenital anomalies are the fifth leading cause of mortality in children younger than 5 years globally. Many gastrointestinal congenital anomalies are fatal without timely access to neonatal surgical care, but few studies have been done on these conditions in low-income and middle-income countries (LMICs). We compared outcomes of the seven most common gastrointestinal congenital anomalies in low-income, middle-income, and high-income countries globally, and identified factors associated with mortality. Methods We did a multicentre, international prospective cohort study of patients younger than 16 years, presenting to hospital for the first time with oesophageal atresia, congenital diaphragmatic hernia, intestinal atresia, gastroschisis, exomphalos, anorectal malformation, and Hirschsprung’s disease. Recruitment was of consecutive patients for a minimum of 1 month between October, 2018, and April, 2019. We collected data on patient demographics, clinical status, interventions, and outcomes using the REDCap platform. Patients were followed up for 30 days after primary intervention, or 30 days after admission if they did not receive an intervention. The primary outcome was all-cause, in-hospital mortality for all conditions combined and each condition individually, stratified by country income status. We did a complete case analysis. Findings We included 3849 patients with 3975 study conditions (560 with oesophageal atresia, 448 with congenital diaphragmatic hernia, 681 with intestinal atresia, 453 with gastroschisis, 325 with exomphalos, 991 with anorectal malformation, and 517 with Hirschsprung’s disease) from 264 hospitals (89 in high-income countries, 166 in middleincome countries, and nine in low-income countries) in 74 countries. Of the 3849 patients, 2231 (58·0%) were male. Median gestational age at birth was 38 weeks (IQR 36–39) and median bodyweight at presentation was 2·8 kg (2·3–3·3). Mortality among all patients was 37 (39·8%) of 93 in low-income countries, 583 (20·4%) of 2860 in middle-income countries, and 50 (5·6%) of 896 in high-income countries (p<0·0001 between all country income groups). Gastroschisis had the greatest difference in mortality between country income strata (nine [90·0%] of ten in lowincome countries, 97 [31·9%] of 304 in middle-income countries, and two [1·4%] of 139 in high-income countries; p≤0·0001 between all country income groups). Factors significantly associated with higher mortality for all patients combined included country income status (low-income vs high-income countries, risk ratio 2·78 [95% CI 1·88–4·11], p<0·0001; middle-income vs high-income countries, 2·11 [1·59–2·79], p<0·0001), sepsis at presentation (1·20 [1·04–1·40], p=0·016), higher American Society of Anesthesiologists (ASA) score at primary intervention (ASA 4–5 vs ASA 1–2, 1·82 [1·40–2·35], p<0·0001; ASA 3 vs ASA 1–2, 1·58, [1·30–1·92], p<0·0001]), surgical safety checklist not used (1·39 [1·02–1·90], p=0·035), and ventilation or parenteral nutrition unavailable when needed (ventilation 1·96, [1·41–2·71], p=0·0001; parenteral nutrition 1·35, [1·05–1·74], p=0·018). Administration of parenteral nutrition (0·61, [0·47–0·79], p=0·0002) and use of a peripherally inserted central catheter (0·65 [0·50–0·86], p=0·0024) or percutaneous central line (0·69 [0·48–1·00], p=0·049) were associated with lower mortality. Interpretation Unacceptable differences in mortality exist for gastrointestinal congenital anomalies between lowincome, middle-income, and high-income countries. Improving access to quality neonatal surgical care in LMICs will be vital to achieve Sustainable Development Goal 3.2 of ending preventable deaths in neonates and children younger than 5 years by 2030

Neural Adaptive Kalman Filter for Sensorless Vector Control of Induction Motor

This paper presents a novel neural adaptive Kalman filter for speed sensorless field oriented vector control of induction motor. The adaptive observer proposed here is based on MRAS (model reference adaptive system) technique, where the linear Kalman filter calculate the stationary components of stator current and the rotor flux and the rotor speed  is calculated with an adaptive mechanism. Moreover, to improve the performance of the PI classical controller under different conditions, a novel adaptation scheme based on ADALINE (ADAptive LInear NEuron) neural network is used. It offers a solution to the PI parameters to stabilize automatically about their optimum values and speed estimation to converge quicker to the real. The proposed adaptive Kalman filter represents a good comprise between estimation accuracy and computationally intensive. The simulation results showed the robustness, efficiency, and superiority of the proposed scheme compared to the classical method even in low speed region

Durability of textile facing materials for construction: Operating accelerated ageing protocol results in basic medium for lifetime estimation in conditions of use

International audienc

Prediction and Simulation of electrical and optical characteristics of an OLED based on P3BEdotBT3A organic material

The OLED “organic light-emitting diode” has been highly industrialized for several years, especially since their use in smartphones and televisions. OLEDs have attracted a lot of attention because of their desirable characteristics including their low consumption of electrical energy, their flexibility... Our work focuses on the simulation of a single-layer OLED based on an organic material (ITO/P3BEdotBT3A/Ca) using the SILVACO-TCAD simulation software. This simulation allowed us to visualize the operational distribution of Langevin recombination within the proposed structure, and to determine the electrical and optical characteristics, such as luminescence power, current versus electric field, and current versus voltage (the I-V characteristics) for different thicknesses and doping concentration of the emitting layer