This chapter gives a good grounding in view of the development of innovative technological solutions that enhance the valorisation and efficient use of marine resources through the integration of value chains, in a logic of circular economy, articulating food industry, biotechnology, and fisheries. Economy is a business model that extends the circular economy principles of sustainability and reuse to activities influencing the world's aquatic ecosystems, not only seas, oceans, and coastlines, but rivers and lakes, too. Both combine concepts of design out waste and pollution, keep products and materials in use, regenerate natural systems, sustainability, and share economy. However, the blue economy goes further to strengthen competitiveness by lowering costs and pursuing a more effective economy of scale. Consequently, the circular economy is becoming increasingly tinged with blue. The aim of this chapter was to present two case studies on sustainable business strategies for the circular blue economy.

Angiosarcoma ofthe head and neck, a rare malignancy, is associated with a high degree ofinvasiveness and p oor survival. A high level ofsuspicionfo llowed by histopathologic and immunohistochemical studies is warranted in order to arrive at a well-timedand accurate diagnosis. We report the case ofa 56-year-old man who developed an unusually sma ll neoplasm in the nasal columella. Rap id diagnosis allowedfor simp le treatment with surgical excision, a rare circumstance because most of these tumors require extensive surge/yo Close long-term fo llow-up of patients with angiosarcoma ofthe head and neck is vitally important.

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The aim of this study was to analyze the elements that characterize monitoring and evaluation (M&E) in physical activity interventions developed in the primary care network in the state of Pernambuco, Brazil. A statewide cross-sectional study was carried out in 104 cities, and questionnaires were used to collect data from managers, professionals, and users of the interventions. Among the managers, the following variables were analyzed: presence and frequency of M&E actions; participation of users and professionals; use of M&E results in planning; type of instrument that was used; level of importance attributed to M&E actions; and perception of barriers and of professionals' level of technical competence to develop M&E actions. The professionals provided information about their level of knowledge and skills to perform M&E, and the users reported the frequency of their participation in M&E actions. Among the 145 managers who were interviewed, 82.4% referred performing M&E actions. This proportion was not significantly different comparing the types of interventions that were evaluated. Only 47.6% of the managers used M&E results to support planning. Among the 481 professionals who were interviewed, only 21.6% reported a high or very high level of knowledge about M&E actions. Among the 942 users, 44% reported that they had never participated in M&E actions. Although most of the managers reported performing M&E actions, less than half used M&E results to support planning. Furthermore, we found a low proportion of professionals with adequate levels of technical competence to develop M&E actions and a low participation of users in these actions.

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This chapter gives a good grounding in view of the development of innovative technological solutions that enhance the valorisation and efficient use of marine resources through the integration of value chains, in a logic of circular economy, articulating food industry, biotechnology, and fisheries. Economy is a business model that extends the circular economy principles of sustainability and reuse to activities influencing the world's aquatic ecosystems, not only seas, oceans, and coastlines, but rivers and lakes, too. Both combine concepts of design out waste and pollution, keep products and materials in use, regenerate natural systems, sustainability, and share economy. However, the blue economy goes further to strengthen competitiveness by lowering costs and pursuing a more effective economy of scale. Consequently, the circular economy is becoming increasingly tinged with blue. The aim of this chapter was to present two case studies on sustainable business strategies for the circular blue economy.

No abstract