13 Jun 2018

Vera Thiess Fellowship for Women in Developing Countries 2018/2019

Application Deadline: 13th July 2018.

Eligible Countries: Developing Countries

To Be Taken At (Country): Sydney, Australia

About the Award: The International River Foundation’s Vera Thiess Fellowship for Women gives women from developing countries the opportunity to gain valuable work experience through the IRF and its partners, with the goal of advancing women’s participation in water and river management. This fellowship goes not only towards supporting the selected candidate, but towards continuing the important work of bridging the gap in women’s participation in river basin management.

Type: Fellowship

Eligibility: Applicants must:
  • Be female
  • Be a recent graduate or in the first five years of their career
  • Have a demonstrated interest in sustainable river basin management
  • Demonstrate their motivation, leadership and ability to undertake this fellowship
  • Be able to travel internationally in 2018 and 2019
  • Be willing to share their Fellowship finding with the IRF and broader international river community
Selection Criteria: Applications will be judged on:
  • Demonstrated passion and commitment to sustainable river basin management
  • Proactive utilisation of opportunities to advance river knowledge, management and restoration
  • Achievements in river knowledge, management and restoration
  • Academic achievement
  • Demonstrated efforts to further women in river management
  • Anticipated outcomes of the fellowship
  • Ability to leverage additional financial and/or in-kind support
Number of Awards: Not specified

Value of Award: The recipient of the Vera Thiess Fellowship will be funded to attend the 21st International River symposium in Sydney, Australia (14-18 October 2018), where the fellowship will be formally awarded.
Other benefits for the fellow include:
  • Strong personal and professional development through interaction with world-leading river basin management practitioners
  • Experience in putting ideas into action in the workplace and on-ground
  • The chance to provide personal insights while gaining further exposure in the river community, by writing articles for the IRF’s social media channels
  • The opportunity to attend the International Riversymposium in 2018 and 2019
  • Invited to participated in the IRF’s Diversity in Water networking event at IRS each year (and EWPP?)
  • Access to the valuable IRF networks to build beneficial linkages in the global water sector
Duration of Programme: 14-18 October 2018

How to Apply: Apply Here

Visit Programme Webpage for Details

Awad Providers:  International River Foundation

Google Developers Launchpad Accelerator Africa for African Startups 2018

Application Deadline: 8th July 2018

Eligible Countries: Algeria, Botswana, Cameroon, Cote D’ivoire, Egypt, Ethiopia, Ghana, Kenya, Morocco, Nigeria, Rwanda, Senegal, South Africa, Tanzania, Tunisia, Uganda, and Zimbabwe.

About the Award: Launchpad regional accelerators are tailored specifically to their local markets, and provide access to the best of Google – its people, network, and advanced technologies – helping startups build great products. In addition to our accelerators, Launchpad regional initiatives include exclusive events, mentorship opportunities, and trainings. Keep an eye out for opportunities to participate in over 40 countries around the world.

Type: Entrepreneurship

Eligibility: applications are accepted from startups located in the countries listed above.

Number of Awards: Not specified

Value of Award: As part of all Launchpad regional accelerators, startups receive:
  • Equity-free support
  • Access to Google engineers and intensive mentoring from 20+ teams
  • Access to silicon valley experts and top local mentors
  • PR training and global media opportunities
  • Close partnership with Google for three months (new classes are accepted twice a year)
How to Apply: APPLY NOW

Visit Programme Webpage for Details

Award Providers: Google

Emerging River Professional Award for River Professionals 2018

Application Deadline: 10th July 2018.

Eligible Countries: International

To Be Taken At (Country): Sydney, Australia.

About the Award: The ERPA is open to all river professionals who have been working in their field for 5 years (excluding postgraduate studies) or less and who have demonstrated exceptional and measurable achievements in rivers, basins or river-dependent communities. Recognising the wide range of professionals that contribute to the future of our rivers, ERPA is open to professionals from all disciplines – whether scientists, policy makers or on-ground river managers. While teams are essential in all facets of river management, this award focuses on celebrating individual achievements, and rewarding hard work, dedication, innovation, and leadership. These qualities will ensure a bright future for rivers and basins globally.
Finalists will be selected through the evaluation of written submissions and oral presentations demonstrating leadership and project achievements (e.g. development of a new catchment management initiative, establishment of a new waterway group) or showcasing significant research as part of a Masters or PhD program.
ERPA finalists will be afforded the opportunity to attend the 21st International Riversymposium to be held in Sydney, Australia from 14-18 of October 2018 and present the outcomes of their work – giving a voice to our future water leaders. The winner will be announced at the Riverprize Gala Dinner on Tuesday, 16 October. If you feel that you have undertaken noteworthy work in this area, or you know someone who deserves recognition for his or her achievement, consider submitting an entry for this prestigious Award. If you nominate someone else, make sure they will meet the eligibility criteria to enter

Type: Award

Eligibility:
  • Professionals from anywhere in the world who have been working in their field for 5 years or less, and:
  • can demonstrate leadership and positive outcomes, or can showcase outstanding research in a river related field;
  • are available to attend and present at the 21st International Riversymposium* if selected as a finalist;
    and
  • have completed their work (or a phase of a larger project) within the 2017 calendar year (although work could have been commenced at an earlier date).
Number of Awards: Not specified

Value of Award: 
  • ERPA finalists will be eligible for financial support (capped) to travel to and attend the 21st International Riversymposium in Sydney, Australia from 14-18 October.
  • ERPA finalists will receive one free registration for the 21st International Riversymposium (valued at $1295)
  • ERPA finalists will be recognised through the publication of project summaries on the International RiverFoundation.
  • ERPA finalists will be promoted through the International RiverFoundation channels.
  • The overall winner will receive a monetary prize (amount to be confirmed)
  • The winner will feature in an article in the International RiverFoundation newsletter after the Riversymposium.
Duration of Programme: 14-18 October.

How to Apply: 
  • Read the Entry Guidelines carefully to ensure the candidate’s eligibility.
  • Complete the online Entry Form showcasing the candidate’s leadership and initiative in the river sector.
  • Submit completed online entry form and associated documents by COB 10th of July 2018.
Visit Programme Webpage for Details

Award Providers: International River Foundation.

GLG Social Impact Fellowships for Individuals and Organisations Interested in Social Work 2018

Application Deadline: 30th June, 2018

Offered annually? Yes

Eligible Countries: Fellows and organisations in Countries in Africa: South Africa, Ghana, Kenya and Rwanda

To be taken at (country): Fellow’s Home country and USA

About the Award: The GLG Social Impact Fellowship leverages GLG’s learning platform to help top social entrepreneurs answer their organization’s critical strategic and operational questions, at no cost. Through the two-year Fellowship, ambitious and visionary nonprofit and social enterprise leaders learn in tailored interactions with experts across GLG’s membership and with each other.

Type: Fellowship

Eligibility: Fellows are leaders with strong records and visions for their organizations. They have great teams and do something innovative that’s likely to scale. They are personally committed to learning, excited to grow professionally, and articulate ambitions for their organizations’ growth which GLG is positioned to support.

Selection Criteria: Characteristics critical to the success of the Social Impact Fellowship programme which will be used as criteria for selection are:
    • CEOs/Founder that is committed to leading the organization during the fellowship.
    • S/he understands the value of GLG, can articulate use cases, and is open to a thought partner in GLG and its experts.
    • S/he is relentlessly seeking big impact through their organization, is curious and excited about learning, is open to feedback, and has developed a team and habits to allow for strategic thinking and pursuit of the next phase at the organization
      • Eligible Organizations
        • Nonprofit organizations with minimum operating budget of $1M and maximum of $12M
        • Mission-driven for-profits with annual operating budget under $500,000
        • Hybrid organizations of comparable size
      • At an inflection point
        • Organizations that are a good fit for GLG’s Fellowship are no longer in early stages of development and leadership team members are ready to pursue ambitious growth plans. They have proven the concept of their impact and implemented their program in an initial (set of) site(s). When they come to GLG, they are looking to scale significantly, launch a new product based on the core principles of their initial model, or otherwise iterate on the impact they’ve established to date. Think of it as an organization’s move from 2.0 to 3.0.
      • Average 3-5 years in operation
      • Minimum 5 full-time staff
      • Established leadership team supporting key strategic planning and execution
Number of Awardees: Several

Value of Fellowship : Each year of the Fellowship begins with an in-person convening at GLG’s offices in New York City or Austin. At the convening, Fellows learn how to use the GLG platform, meet the people of GLG and each other. We work closely with Fellows to identify the top challenges facing their organizations and set learning objectives to meet those challenges.

Duration of Fellowship : Two years

How to Apply: Visit Fellowship page to apply

Visit Fellowship Webpage for details

Award Provider: Gerson Lehrman Group

Johnson & Johnson Management Development Institute (MDI) Scholarships for Health Care Organisations in African countries 2018

Application Deadlines:
  • Application Deadline (MDI Eastern Africa, English) : 18th June 2018
  • Application Deadline (MDI Western Africa, English) : 13th July 2018
  • Application Deadline (MDI Southern Africa, English) : 15th June 2018
Eligible Countries: African countries

To be Taken at: 
  • Eastern Africa: Amref Health Africa, Nairobi, Kenya.
  • Western Africa: Lagos School of Business, Lagos, Nigeria.
  • Southern Africa: Graduate School of Business, University of Cape Town, South Africa.
About the Award: The Management Development Institute (MDI) for Health Care Organisations is a one-week intensive program designed to enhance the leadership and management skills of program managers and leaders of sub-Saharan organisations, governmental and non-governmental, that are devoted to delivering health care services to underserved populations. The program has been designed to specifically assist African ministries of health in implementing their particular national health priorities.
The MDI program was designed by world-class management faculty from the Anderson School of Management at the University of California Los Angeles (UCLA) and by leaders of Amref Health Africa. The MDI is delivered by outstanding faculty from: Amref Health Africa, Ghana Institute of Management and Public Administration, University of Cape Town Graduate Business School, Institut Supérieur de Management (International School of Management, ISM), Nova School of Business and Economics.
The MDI is administered by the Global Business School Network and is funded by Johnson & Johnson, one of the most admired companies in the world today. In 2017 MDI will be taught in three languages: English, French and Portuguese.

Type: Training

Eligibility: 
  • The MDI is designed for high-level managers of public sector, NGOs and other civil society institutions whose organizations are dedicated to improving healthcare for underserved populations.
  • Interested candidates should apply as a team of 2-5 individuals from organisations who have related leadership responsibilities for implementing national healthcare programs and priorities in their organisation, country or region. This format increases the impact of the MDI and the program’s utility to support national health systems is enhanced.
Depending on the country and sector, candidates should have the following titles (or the equivalent):
  • Director
  • Project Manager
  • Program Manager
  • Executive Director
  • Program Coordinator
  • Public Health Coordinator
  • Regional Coordinator
  • Chief Medical Officer
  • Chief Nurse
  • Medical Superintendent
  • Country Coordinator
Number of Awards: Thirty-six participants are selected for each of the trainings.

Value of Award: The cost of the MDI training program is USD $5,200 per participant. Johnson & Johnson awards full scholarships to all managers who are accepted to the course and have the greatest potential to positively impact the quantity and quality of services in their organisation. These scholarships cover the cost of tuition, training materials, accommodation and meals. Travel expenses, if required, will be borne by the participants.

Duration of Programmes: 
  • Eastern Africa: 5-11 August 2018 Nairobi, Kenya
  • Southern Africa: 2-8 September 2018 Cape Town, South Africa
  • Western Africa (English): 12-18 August 2018 Lagos, Nigeria
  • MDI for French-speaking countries (First training): 22-28 July 2018 Dakar, Senegal
  • MDI for French-speaking countries (Second training): 11-18 November 2018 Abidjan, Côte d’Ivoire
  • MDI for Portuguese-speaking countries : 26 August-1 September Maputo, Mozambique
How to Apply: For the eastern and western (English) MDI programs, please apply using the given links HERE

Visit Programme Webpage for Details

Award Providers: Johnson & Johnson

The Arab World and the Struggle Against Austerity

Julia Kassem

For five days, Jordanians took to the streets to protests measures by the government to increase taxes. Demonstrators also demanded access and improvements to city services, the lack of which compounds the high rate of unemployment to which Jordan’s population is subjected. In the largest protests the country has seen since 2011, Jordanians unseated prime minister Hani Mulki in a matter of days due to popular discontent with staggering austerity, issues with affordability, and poverty.
The protests launched after May 30, following the announcement of International Monetary Fund measures which included a new income-based tax draft law that also saw a sharp tax increase that aggravated the widely unemployed and underemployed country.
In 2016, the IMF put $723 million into the country to lower debt and enhance equitable growth, yet the inflows have only supported the country’s staggering debt austerity, toppling at 35 billion. Jordan joined five other Arab countries in August of 2016 approving IMF loans, with Egypt, Iraq, Morocco, Tunisia, and Yemen also taking on the loans, austerity agreements with impacts detrimental to social programs, and especially antagonistic to populations already suffering from the devastation wrought by imperialist warfare, high unemployment, and rampant corruption.
Jordan joins its Arab neighbors in being beholden to the debt trap of finance capital, where capitalism and cronyism by governments and institutions prove themselves accountable to none other than international banks and the bankrollers that buy their way into reinforcing economic and political dominion over the countries and their self-determination.
All over the Arab world, nations continue to be destabilized by the effects of capitalism, where economic austerity helps fuel social and political instability. In Lebanon, the debt-to-GDP ratio is the highest in the middle east and third highest in the world at 148, a legacy of finance inflows that make their way into the pockets of bourgeois party elites and the 1992 post-war Taif agreement–a post civil war decree signed in Saudi Arabia that instituted sectarianism and reinforced the colonial French legacy of divide and conquer. As a result, Lebanon remains without decent infrastructure, yet is a favorite of the World Bank and European Union for its continuous acceptance of loans for unsuccessful public-private infrastructure ventures.
Egypt too is no stranger to austerity, with its own share of IMF loans triggering austerity squeezes, including slashing food and fuel subsidies amid stagnant pay and high poverty. Tunisia saw 1,000 young protesters get arrested in January after a month of protests against austerity and unemployment seven years after mass demonstrations toppled dictator Zine El Abidine Ben Ali. And the Ansarullah in Yemen cornered Hadi into exile in 2014 for his compliance in enforcing IMF-style austerity in impoverished Yemen, where such neoliberal policies had continued to rob citizens and extort any semblance of civil services from the people.
Arab and Muslim governments that don’t neatly comply with international banks are met with hostility. Though Syria was pressured to adopt neoliberal economic policies over the past few decades, financial policies which failed to assist its large agricultural sector struggling from the after-effects of a 5-year drought, Syria’s refusal to take on IMF loans and relative independence from foreign debt have made it the target of finance capitalist institutions and US-NATO aggression. In Libya, its state owned bank, nationalization of the economy and plans to implement a pan-African gold standard led to a violent NATO-led toppling of Muammar Gaddafi in 2011.
Between lavish Gulf and the impoverished nations in the Levant and North Africa, income inequality dominates the Middle East, representing the highest disparity seen in any region in the world. The top 10% holds over 61% of the region’s wealth, in comparison to the top tenth holding 47% of regional wealth in the US and Canada. And wealth inequality across Arab nations also replicates the class divides within their respective societies. As GCC nations rack up wealth, claiming nearly 50% of the regions income despite having only 15% of the Arab world’s population, an ascension of instability and unrest quells against reactionary regimes.
The increasingly apparent alliance between the GCC nations and Israel, Britain and the US’s longtime settler colonial outpost in the middle east, exemplify the steadfast commitment to reinforcement of economic and political hegemony. With relations openly warm between America’s two closest middle east allies, Israel and Saudi Arabia–also Britain’s original neo-colonies–their camaraderie over military aggression and genocide continues to be the source of austerity in the US and amongst the peoples and lands of Palestine and Yemen that are kept brutally impoverished and underdeveloped. Worldwide, austerity policies are inextricable from the war economy that is their main culprit.
In the throes of imperialism Western-backed monarchs were placed to guard artificially carved up states, ensuring that the tools of sectarianism and neocolonial governance would safeguard wealth. Today, this status quo is sustained, yet faces an unprecedented threat from masses that reject its murderous consensus on the sovereignty of working people worldwide. In the US, warmongering has witnessed the crumbling of its infrastructure abroad and institutions as it has worked to help tear down that other countries’. It is up to the working people across hemispheres to resist all economies that earn their living off the resignation of us all to death and destruction.

Elite Atrocities: Australia’s Special Forces in Afghanistan

Binoy Kampmark

“Further into the Afghanistan mission, after multiple deployments, soldiers began to refer to members going ‘up the Congo’.”
— Chris Masters, The Sydney Morning Herald, Jun 9, 2018
They operate with impunity in areas already deemed lawless by their civilising superiors.  Afghanistan, derided as a country of anarchic sensibilities, was never going to be a place for those abiding by armchair rules. Whether it was the Soviet army engaged in strafing operations indifferent to combatant and civilian, or those subsequent intruders of the Global War on Terror – the forces of the US-led International Security Assistance Force and associated allies – the complement of atrocities was only set to grow.
The chief prosecutor of the International Criminal Curt, Fatou Bensouda, has had an eye on Afghanistan for some time for that very reason. In 2016, she claimed in a report that, “Members of US armed forces appear to have subjected at least 61 detained persons to torture, cruel treatment, outrages upon personal dignity on the territory of Afghanistan between 1 May 2003 and 31 December 2014.”
The Central Intelligence Agency was not to be left out sulking on the side, with Bensouda suggesting that 27 detainees in Afghanistan, Poland, Romania and Lithuania had been subjected to “torture, cruel treatment, outrages upon personal dignity and/or rape” between December 2002 and March 2008. A true smorgasbord of violence.
In November 2017, Bensouda concluded, after a seemingly interminable preliminary process, “that all legal criteria required under the Rome statute [of the ICC] to commence an investigation have been met”.  The investigation specifically into the conduct of forces in Afghanistan, she suggested, would cover the alleged perpetration of crimes against humanity including murder, targeting humanitarian workers, and summary executions.
Afghanistan has again become the site of interest for the maligned side of human nature, this time from the Australian angle.  The weekend began with Canberra in a tizz over allegations that Australia’s special forces have committed war crimes since commencing operations in 2001.
On Friday, Fairfax Media revealed certain contents of a report written by Defence Department consultant Dr Samantha Crompvoets in 2016 alleging the commission of such crimes suggesting a “complete lack of accountability”. It had been instigated at the behest of the Inspector-General of the Australian Defence Force (IGADF) examining “rumours… [of] possible breaches of the Laws of Armed Conflict by members of the ADF in Afghanistan between 2005 and 2016”.
Various “unsanctioned and illegal” applications of “violence in operations” entailing a “disregard for human life and dignity” had purportedly taken place.  There were “allusions to behaviour and practices involving abuse of drugs and alcohol” peppered with instances of “domestic violence”.
The report by Crompvoets points to “problems deeply embedded in the culture” of the Special Operations Command.  The account of one interviewee is studded with suggestion though little detail.  “I know there were over the last 15 years some horrendous things.  Some just disgraceful things happened in Kabul… very bad news, or just inappropriate behaviour, but it was pretty much kept under wraps.”
A central theme emerges here: ignorance in central command and amongst the civilians at the helm.  Unvarnished, necessary, practised, Australia’s national security remains detached from an understanding of its elite, anointed arm which does its best to keep bloody in conditions of utmost secrecy.  Such ignorance extends to matters of “mentality” and the logistical makeup of the Special Air Service Regiment itself and the Commandos.
Chris Masters has tailed the culture of the SASR for some time, being himself “embedded” within the organisation in Afghanistan that yielded No Front Line: Australia’s Special Forces at war in Afghanistan.  “The long deployment to Afghanistan had worn at the character of some members, who were beginning to act as a law unto themselves.”  Such are the ugly disfigurements produced by small, endless wars.
Evidence would be planted on the dead to throw off beady-eyed investigators; detainees would be slaughtered in acts of “competitive killing” to prevent the endless questioning that awaited them back at base. By 2010, the butcher’s bill for Oruzgan province, euphemised by the term EKIA (enemies killed in action) had become so lengthy as to raise eyebrows back amongst the paper shufflers in Kabul.
The report has produced its own precipitate in the form of another inquiry, this time fronted by Australia’s judicial arm. A dozen or so men of the Special Air Service Regiment have been subject to lengthy periods of questioning by New South Wales Supreme Court Justice Paul Brereton.
Concern of this ugliness is tempered with well-seeded praise. “The SAS is in my electorate,” Australian foreign minister Julie Bishop took care to point out, “they are regarded as some of the finest men prepared to put their life on the line in conflict situations to defend us and our freedoms, they are one of the finest fighting forces in the world.”
The opposition minister for defence, Richard Marles, was similarly tiptoeing with a pseudo-psychologist’s hat, wanting a killing force that was doing its bit in accordance with decency. “Our soldiers, particularly our special forces, work in difficult and complex environments.  It’s important that we know, as a country, that they’re doing it in a professional and legal way.”
Elite forces trained to liquidate their opponents with ruthlessness do not suggest law book observers and the scrupulous reading of statutes.  Their very existence is owed to being unorthodox, to operate outside convention in contempt of local rules and the encumbrances of red tape.
The issue, as ever, is not their operational doctrine so much as the political masters who put them there, inspired by fatuous assessments of what the defence of freedom might look like.  The crimes will happen, but the mandate to do so will always come from high and farther afield, those tut tutting types back in the bureaucracy who insist that small wars in vaguely defined theatres are necessary for the national interest.

The War of Hunger That Afflicts the World’s Poor

Vijay Prashad

It is impossible to go anywhere in India without being confronted with the terrible enormity of hunger. One in two Indians goes to sleep at night without a full stomach.
At the outskirts of Delhi, which was once farmland, shacks house those who work across the city. They are the people who build houses and clean houses, who build goods and dispose of goods. A walk down the streets of the trans-Yamuna colonies reveals that despite the new buildings there, new hovels rise up. One set is built along a wall underneath the shadow of the Metro rail. The people there tell me that they were construction workers for the Metro. That is when they moved to this encampment. The Metro is now complete. They remain. They scratch out a living as domestic workers and construction workers.
It is early in the morning. Children eat bits of bread. Hunger shadows the eyes of the adults. The conversation goes to food. ‘Onions and potatoes are too expensive’, says one man. He is right. This is a reflection of rising petrol prices. That he mentioned onions and potatoes is of interest. These are luxuries here. Starch is the main food.
A few months ago, I spoke to people who had queued up outside a van. This van had a poster that read, ‘Balaji Kunba – a family against hunger’. Over the course of the past year, the Bisoya has been distributing food to the poor across the city. They are motivated by great moral feeling, but not by parochial religious considerations. The figure on the poster is Hanuman, whom they say is angry not at this religion or that, but at hunger. Hanuman, they say, ‘goes to the temple to eat a ladoo. He goes to the mosque to eat kheer’. Those who are hungry, the family says, do not understand religion.
War and Hunger
The UN’s Food and Agricultural Organisation’s quarterly report shows that the countries that require food assistance increased from 37 to 39. A combination of erratic rainfall and war has removed food from the homes of people. Harvests continue to decline in regions of the world wracked by conflict, places such as Iraq, South Sudan, Syria and Yemen as well as in parts of Central Africa. ‘Conflicts have choked agricultural activity’ in these regions, the FAO points out, ‘where access to food is further hindered by surging inflation’.
It is now estimated that in South Sudan, where the conflict seems endless, 7.1 million South Sudanese are hungry all day, each day. That is to say, two of every three people in South Sudan suffer from acute or crisis food insecurity. This is a direct result of the war.
Matters are as bad in Yemen, where the three-year war prosecuted by Saudi Arabia and the United Arab Emirates, has starved the population. By the end of this year, eighteen million Yemenis (out of a population of twenty-two million people) will starve. It is likely that the Saudi-Emirati coalition will seize the port city of Hodeida on the Red Sea, and most likely would use its control over the port to embargo supplies into the country. Seventy per cent of Yemen’s food, fifty per cent of its fuel and most of its medicines enters from this port. The siege of the country would be truly catastrophic for the country.
Waste and Property
Not far from the hovels in Delhi sits the Gazipur landfill. It is the size of a small mountain. Delhi’s trash goes there. As the hot summer wind moves westwards, it carries the rancid smells from the landfill. Last year, garbage from that little mountain fell and killed two people. It is a hazard in so many ways.
The landfill reminds us of the waste produced in our society – a fact noted by The Economics of Ecosystems and Biodiversity group . A stunning forty per cent of all food is lost or wasted. There is more than enough food produced on the planet for all the billions of its inhabitants. Yet, those who have no, or little, money cannot afford to feed themselves. Those without property are fated to starve. The food that cannot be bought is thrown away. The excess food that cannot be eaten by those who have the money is also thrown away. It is a rebuke to the capitalist system that people are forced to starve if they have no money and that the food that is available is thrown away because of economic inequality.
That smell from the landfill sends another important message. As the food decomposes in the landfill, it produces methane. Methane is far more lethal as a greenhouse gas than carbon dioxide. One of the drivers of climate change is, therefore, the wasted food (as well as other organic matter).
War, Climate Change, Money – these are the engines of hunger. The terrible atrocity of the wars in South Sudan and Yemen should sharpen our gaze at the epidemic of hunger.
But there is a quiet war ongoing in places like India. Here, there are no bombs falling from the sky. Instead, there is another kind of bomb that finds itself bursting on every street, near every shack. This is an idea: the idea of private property. Those who have no private property struggle to eat. They huddle together in their shacks, not far from hotels and homes, from restaurants and markets.

India’s Water Woes

Moin Qazi 

 Water is the driving force of all nature.
– Leonardo Da Vinci
India has long undervalued one of its most precious resources—water. The country’s chronic mismanagement of water is staring at it now. Over 600 million Indians rely on the monsoon to replenish their water sources and the unpredictable nature of rain leaves them vulnerable. The country breaks out in a cold sweat every time the monsoon is delayed. Despite these alarming signals we continue to abuse and use water so profligately.

Complex and capricious, the South Asian monsoon which is regarded as  the most powerful seasonal climate system on Earth, impacting  nearly half the world’s population — has always been hard to predict. With global warming skewing weather patterns, it’s not just the scientists who are confounded.Farmers, who have for generations used the Panchangam, the almanac that elaborates the movement of the Hindu constellations and helps in understanding the monsoon also lament that their system has lost its reliability.
We have ourselves witnessed in some cities water being rationed and residents lining up at communal water points to collect their daily allotment. What is happening is not an outlier. This dystopian situation could happen to any of us, too. India’s peculiar demographics make the water equation quite problematic. The country is home to nearly a sixth of the world’s population, but has only 2.4 percent of the world surface and gets only four percent of the Earth’s fresh water.
More than half of the country faces high water scarcity. Out of the 1.2 billion people living in the country, about 742 million live and farm in agricultural heartlands. Rainfall accounts for 68 percent recharge to groundwater, and the share of other resources, such as canal seepage, return flow from irrigation, recharge from tanks, ponds and water conservation structures taken together is 32 percent.
The country’s outdated water management infrastructure is too rickety to cope with the burgeoning population. We have procrastinated on real reforms by using band-aids and never looked at the issue with a far-sighted vision. Water is in every sense a multi-dimensional resource requiring an understanding of many other disciplines for its sustainable management. So we have to take farmers and agronomists on board so that farmers can work out an approach to manage their water in an equitable and sustainable manner. Indian utilities compound the problem by callously losing an estimated 40 to 60 percent of the water produced. This is in contrast to cities like Tokyo which loses 3.7 percent, Singapore 4.9 percent and Phnom Penh 6.5 percent..
India is not a water-scarce country. Apart from the major rivers, it receives an average annual rainfall of 1170 millimeters. It boasts renewable water reserves of 1,608 billion cubic meters a year. Given this robust back-up and with the world’s ninth largest freshwater reserves, India’s water woes reflect inefficient management, and not scarcity. Most parts of the country receive a more than adequate amount of rainfall. Many of the areas that are prone to flooding are usually the same ones that face drought months later.
Successive Indian governments have done little to conserve water for off-season use. Despite constructing 4,525 large and small dams, the country has managed to create per capita storage of only 213 cubic meters, a relatively small achievement when compared to Russia’s 6,103 cubic meters, Australia’s 4,733, and China’s 1,111.
Israel has been a role model for the world in matters of water management with its innovation of drip irrigation. The country has also set the template for reusing wastewater in irrigation. It treats 80 percent of its domestic wastewater, which is recycled and constitutes nearly 50 percent of the total water used for agriculture. Israel now saves as candlelight for countries like India.
The Asian Development Bank has forecast that by 2030, India will have a water deficit of 50 per cent. The Union Ministry of Water Resources has estimated the country’s current water requirements to be around 1100 billion cubic metres per year, which is estimated to be around 1200 billion cubic metres for the year 2025 and 1447 billion cubic metres for 2050. The average Indian had access to 5,200 cubic metres of water a year in 1951, when the population was 350 million. By 2010, that had dropped to 1,600 cubic metres, a level regarded as “water-stressed” by international organizations. Today it is at about 1,400 cubic metres and analysts say it is likely to fall below the 1,000 cubic metre “water scarcity” limit in the next two to three decades.
India’s rivers are drying and are symptomatic of the dire state of the water crisis. The per capita water availability in 1951 was 5177 cubic metres. By 2011, this had fallen to 1545 cubic metres. Further, according to the National Institute of Hydrology, most of this water is not suitable for human use. It estimates that the per capita availability of usable water was a mere 938 cubic metres. This is expected to decline further, reaching 814 cubic metres by 2025.
The Earth appears a blue planet form distant Space, but only 2.5 percent of its water is fresh. “Water is the primary principle of all things,” the philosopher Thales of Miletus wrote in the 6th century BC. More than two-and-a-half thousand years later, on July 28, 2010, the United Nations felt it was necessary to define access to water as a human right. The response demonstrated the world body’s desperation with the crisis.
Willem Buiter, chief economist at Citibank, summed up his industry’s assessment in a strategy document four years ago, writing: “Water as an asset class, in my view, will eventually become the single most important physical commodity; dwarfing oil, copper, agricultural commodities, and precious metals.”
India ranks in the top 38 percent of countries most vulnerable to climate change in the world and the least ready to adapt, according to the Notre Dame Global Adaptation Index. Rural communities dependent on farming to make a living will struggle to grow food and feed livestock amid soaring temperatures, and women—typically responsible for collecting water—may have to walk even greater distances during prolonged dry seasons. The proliferation of power plants has further compounded the problem. Government policies that make water and land cheaper in particular area need reassessment.
Ancient Indians understood the art of water governance. Kautilya’s Arthashastra, written around 300 BC, has details of how tanks and canals must be built and managed. The key was to clarify the enabling role of the state, the king, and the management role of local communities. The kings did not have armies of engineers; they provided fiscal incentives to communities and individuals who built water systems. The British upset this traditional norm by vesting the resource with the state and creating large bureaucracies for management.
Most of India’s traditional water management has been at the community level; relying upon diverse, imaginative and effective methods for harvesting, storing, and managing rainfall, runoff and stream flow. These were abandoned when we introduced reforms which we attributed to so-called superior knowledge compared to traditional wisdom. These techniques now remain little more than a fad.
However, they continue to remain viable and cost-effective alternatives for replenishing depleted groundwater aquifers. With government support, they could be revived, upgraded and productively combined with modern techniques. India is currently using only 35 percent of the rainwater it receives. Effective implementation of rainwater harvesting can harness the rainfall water that goes waste.
The climatic stresses are mounting fast and India needs to start talking about the elephant in the room. For any planned interventions to be successful, hardcoded timelines are needed. The country’s impressive economic growth must translate to faster progress in this critical area. It will have to change course and shift away from the business-as-usual approach before water runs out.

Thousands of jobs to go as UK retail chains rationalise operations

Barry Mason

Retail chain store House of Fraser (HoF) has announced plans to close 31 of the 59 department stores it operates throughout the UK. The closures mean the loss of jobs of 2,000 employees directly employed by HoF, with a further 4,000 workers employed by in-store concessions under threat. It also plans to close a depot in Milton Keynes operated by an outside contractor. Included in stores slated to be closed by next year is its flagship shop on Oxford Street in central London.
HoF’s announcement came the same week as budget retailer Poundworld filed an intention to appoint administrators—a legal step just short of liquidation—putting the jobs of its 7,000 workers in jeopardy.
HoF began as a single drapers (cloth and clothing) store in Glasgow in 1849 when it was owned by Hugh Fraser and James Arthur. In the 1950s, it was still owned by the Fraser family and began to expand its chain of shops, including acquiring London’s luxury Harrods department store. In 1985, the chain was bought by the Egyptian businessman Mohamed Al-Fayed. In 2014, the House of Fraser chain was sold to the Chinese Nanjing Xinjiekou Department Store Co.
HoF currently employs 5,000 directly with 12,500 concession staff depending on it for employment. Its annual sales figure is over £1 billion, but it faces rising costs, especially rent and business rates and losses of £44 million last year—after shop sales fell by 2.9 percent and online sales by 7.5 percent. The current owners plan to sell the business as part of a restructuring deal.
Chinese fashion conglomerate C.banner, based in Nanjing, plans to buy a 51 percent stake in HoF. However, C.banner is only prepared to go ahead if a company voluntary agreement (CVA) can be reached. CVAs are complex insolvency procedures, which are becoming more commonly used. They allow a company to dispose of expensive assets while remaining in control and avoiding administration or liquidation. Normally CVAs would only involve the disposal of a small portion of a business, but that proposed by HoF is on an unprecedented scale.
As part of its CVA plan, HoF is seeking a 70 percent reduction in the rent of the 31 stores it plans to shut in the period leading up to their closure. It is also seeking a 25 percent rent reduction for 10 of the stores it intends to keep open. To reach a CVA, a company must get approval of 75 percent of its creditors, including landlords. HoF’s creditors are due to vote on its CVA on June 22. Failure to agree to the CVA could see HoF go into administration and its entire staff facing the loss of their jobs.
HoF’s announcement came the same week as budget retailer Poundworld filed an intention to appoint administrators. According to the Press Association (PA), Deloitte will handle the administration process. Poundworld is owned by US-based TPG Capital, which had previously considered using a CVA to rescue the company, but then tried to sell the business. In the 2016-17 financial year, Poundworld announced losses of £17.1 million, up from the previous year’s losses of £5.4 million.
The latest threats to retail jobs come after a series of closures and retrenchments in the retail and food industry. In 2016, British Home Stores closed with the loss of 11,000 jobs in the biggest retail collapse since the closure of Woolworths stores in 2008—which saw 30,000 workers lose their jobs.
Already this year, it is calculated that up to 35,000 retail jobs have disappeared or are at risk.
Among the losses and cutbacks in January were those at the UK largest supermarket chain, Tesco, where 1,700 middle-management jobs will go. At another supermarket chain, Sainsbury’s, thousands of management positions will be lost or downgraded. In the same month, 12 Jamie Oliver-owned Italian restaurants closed.
In February, Morrisons supermarket chain announced the loss of 1,500 management jobs, while Debenhams departments store got rid of 320 management posts. Toys retail chain, Toys R Us, closed with the loss of 3,000 jobs as did electronics goods dealer Maplins with 2,500 jobs lost.
March saw fashion retailer New Look announce plans to close 60 of its outlets obliterating 980 jobs. In April, Carpetright, a large chain selling flooring products, announced it was closing around a quarter of its more than 400 stores with the loss of 300 jobs.
In May, department store chain Marks and Spencer announced a restructuring programme, which would mean the closure of 100 of its stores with around 1,500 associated jobs to go by 2022. The same month, mobile phone retailer Carphone Warehouse said it will close 92 of its 650 outlets, citing the fact that phone users were hanging on to their current model longer.
This month, as well as HoF and Poundworld, the baby and expecting mothers chain Mothercare announced cutbacks. Mothercare plans to close more than a third of its 137 outlets with the loss of 800 jobs.
Closures and job losses in retail are expected to continue. In May, the Centre for Retail Research issued a report stating, “2018 will probably be the worst year for bad retail news since the recession in 2008, when Woolworths collapsed. In the first 100 days of 2018, 18 large and medium-sized retail companies collapsed into administration involving almost as many stores and certainly more jobs (13,500) than in the whole of 2017. Six retailers are using CVAs to close 286 stores (6,000 employees at risk), the Homebase group has been sold for £1 (11,500 jobs at risk) and other retailers including M&S daily announce closures and partial retreat… the government seems passive about the whole thing, uncertain what to do about the potential closure of thousands of shops, redundancy for hundreds of thousands of employees and despoilment of town centres.”
Retailers are being hit by the fall in spending power of workers due to low wages and inflation, with a Trades Union Congress report in May noting, “A decade on from the financial crisis, real wages today are still worth £24 a week less than they were in 2008. By the time they’re forecast to return to their pre-crash level in 2025, real wages will have been in decline for 17 years—the longest period since the beginning of the nineteenth century.”
In addition, the fall in home ownership, as more workers are unable to afford to save to get a mortgage, has impacted sales of bigger items.


Retailers facing increasing rent and business rate costs are abandoning the high street, with many towns experiencing a proliferation of shuttered shops. Around 20 percent of retail spending is now online. Retail businesses operating online can avoid high town centre rents by creating Amazon style “fulfilment centres” and are able to increase the rate of exploitation of their workforce.

The Singapore summit and the growing war threat

Bill Van Auken

The meeting between US President Donald Trump and North Korean leader Kim Jong-un has been one of the most heavily covered events in recent history, drawing thousands of journalists to the city state of Singapore to report on it live around the world.
The first face-to-face encounter between a sitting American president and a North Korean leader in history, the summit has been repeatedly characterized as “historic.”
It is far from clear, however, what will be the ultimate outcome of this brief encounter between the leaders of two countries that are still formally in a state of war, 65 years after the US, North Korean and Chinese militaries agreed to a cease-fire in a conflict that claimed the lives of over three million people and left North Korea in a state of ruin.
The brief 400-word joint statement signed by Trump and Kim declares a mutual agreement to seek “new relations” between the two countries and to build “a lasting and robust peace regime on the Korean Peninsula.” While Trump “committed to provide security guarantees to the DPRK [Democratic People’s Republic of Korea],” Kim “reaffirmed his firm and unwavering commitment to complete denuclearization of the Korean Peninsula.”
Beyond that, the Singapore declaration provided nothing of substance as to how these stated goals and commitments are to be realized.
The tone of the meeting, with Trump praising Kim as a “very talented” and “very smart” man who “loves his country very much,” marked a striking change from his ridiculing of the North Korean leader last year as “little rocket man” and threatening to “totally destroy” his impoverished and oppressed nation with “fire and fury… the likes of which this world has never seen before.”
In a press conference after the summit, Trump referred to the implications of his militaristic policy toward North Korea with the casualness of an unabashed sociopath. “This is really an honor for me to be doing this because, I think, you know, potentially, you could have lost, you know, 30, 40, 50 million people,” he said.
There are clearly no guarantees that the Singapore summit will not prove to be the prelude to a renewal and escalation of US war threats against North Korea. Significantly, Trump announced that the negotiations on concretizing the vague agreement he signed with Kim would be left in the hands of his secretary of state, Mike Pompeo, and national security adviser, John Bolton. Pompeo, as CIA director, suggested that the road to North Korea’s nuclear disarmament lay through the assassination of Kim Jong-un, while Bolton, as recently as last February, made the case in the Wall Street Journal for an unprovoked bombing campaign against the country.
More recently, Bolton suggested that the US negotiations with North Korea follow the “Libyan model,” which began with Muammar Gaddafi’s agreement to dismantle his weapons of mass destruction and ended with Gaddafi’s lynching at the hands of US-backed Islamist militiamen.
Washington’s record in dealing with those countries that have carried out disarmament programs under the threat of US military aggression and in the face of economic sanctions is hardly reassuring. The “Libya model” is the rule, not the exception.
Iraq and Libya were subjected to US wars for regime-change ending in the deaths of their respective leaders. Iran, which is confronting the renewal of punishing sanctions after the Trump administration unilaterally abrogated Tehran’s nuclear accord with the major powers, issued a warning Tuesday to North Korea that Trump could cancel the Singapore agreement “before returning back home.”
Washington is motivated in its dealings with Kim Jong-un not by fear of his insignificant nuclear arsenal, much less by any quest for peace in Northeast Asia. Rather, it is seeking to advance US imperialism’s interests and strengthen its position in the region at the expense of its chief rivals, Russia and China, as well as potential competitors such as Japan. Turning North Korea—which shares borders with both Russia and China—from a US foe into a client state would represent a significant step in the preparation for the “great power” conflicts that the Pentagon and the White House have declared are on the horizon.
Trump pitched this effort to “flip” North Korea in the crudest possible manner. He showed the North Korean leader and his aides a four-minute movie clip produced by a Hollywood production company in the style of an action movie trailer, contrasting a prosperous future for North Korea under the domination of American capitalism (shown in color) with the alternative, the country’s total nuclear destruction (presented in black and white).
In the post summit press conference, the US president spoke of North Korea as if he were discussing a real estate development deal. “As an example, they have great beaches,” he said. “You see that whenever they’re exploding their cannons into the ocean, right? I said, ‘Boy, look at the view. Wouldn’t that make a great condo behind?’ And I explained, I said, ‘You know, instead of doing that, you could have the best hotels in the world right there.’ Think of it from a real estate perspective. You have South Korea, you have China, and they own the land in the middle. How bad is that, right?”
While reflecting the crude and semi-criminal outlook of a New York City real estate speculator, Trump’s words got the basic idea across.
The Singapore agreement cannot be understood outside of its global context, dominated by the drive to trade war and great power conflict led by Washington, which is imposing tariffs against its trade partners and escalating military tensions against both Russia and China.
On his way to Singapore, Trump walked out of the G7 summit in Canada, becoming the first head of state to refuse to sign a final communiqué since such summits began in 1975.
Subsequently, he and his aides denounced Canadian Prime Minister Justin Trudeau, ostensibly Washington’s closest ally, in terms reminiscent of fascist rhetoric of the 1930s, accusing him of a “stab in the back” and declaring that there was a “special place in hell” reserved for him.
The agreement in Singapore may well prove to have its own 1930s precedents in similar treaties signed by Germany’s Nazi regime pledging mutual non-aggression with Poland and Russia, only to be followed in short order by all-out invasion.
It is noteworthy that the opposition to Trump by the Democratic Party is entirely from the right. On Tuesday, Senate Minority Leader Chuck Schumer denounced the US president for having “granted a brutal and repressive dictatorship the international legitimacy it has long craved.” He went on to condemn Trump for suspending US military exercises in South Korea and describing them—accurately—as “provocative.” Should a deal actually be reached with North Korea, there is every likelihood that the Democrats will seek to rip it up, just as Trump did with the Iran accord.
Trump’s trip to Singapore was motivated in no small part by his desire to shift the story from the multiple scandals in Washington and the unrelenting attacks over his failure to take a tougher stance against Russia. He knows that even the pretense of a turn away from a threat of nuclear war over North Korea and his vague rhetoric about bringing troops “home” from the Korean peninsula strike a chord among broad layers of the American population.
But the logic of the crisis gripping US and world capitalism turns toward world war. The only viable basis for a struggle against this threat lies in the mobilization of the working class internationally against capitalism.

Mass layoffs announced at French retail giant Carrefour

Anthony Torres 

After raking in billions of euros in profits for years by exploiting low-paid workers, French retail giant Carrefour announced last week that it would close down 272 stores it purchased from the Dia retail chain, laying off thousands of workers.
On its web site, Carrefour declares that it produced a net operational margin of €2 billion in 2017 on sales of €88.24 billion worldwide. Once depreciation, one-time expenses and other financial elements were subtracted from this sum, the corporation posted a net profit of €773 million.
At the same time, it is sacking thousands of workers. Of the 273 ex-Dia stores, only 29 found buyers, so that just 195 of the 2,100 workers affected will get to keep their jobs.
This mass layoff is only the first in a series of attacks on the workers that Carrefour management is planning with the complicity of the trade unions. Carrefour workers already went out on strike in late March to defend wages and jobs. However, now that thousands of workers are being fired, the trade unions are doing nothing to defend the jobs that are threatened in France or mobilize Carrefour workers around the world.
In February, Carrefour CEO Alexandre Bompard declared, “After a net loss of more than €500 million in 2017, the French division of Carrefour must put into place without any delay its plan for transformation.” The company announced that after a “generally difficult” year in 2017, which it attributed to tough competition on world markets, 2018 would be a “turning point,” the first stage of its Plan Carrefour 2022.
In fact, Carrefour’s difficulties inside France are to a large extent linked to the record of management, particularly when it bought back the Dia subsidiary that it had spun off in 2014 in order to increase dividend payments to Carrefour stockholders, which totaled €2.4 billion that year. However, Carrefour bought back Dia’s operations at an inflated price of €600 million, 50 percent more than the €400 million proposed by rival retailer Casino. The cost of this acquisition heavily weighed on the operations of Carrefour in France.
While Carrefour’s profitability is also suffering from the collapse in consumer spending in Latin America, Carrefour management pointed to losses from the Dia stores they had bought back: “The operational losses of the ex-Dia stores have continued to weigh heavily on profit margins in France, to the tune of approximately €150 million.”
Carrefour plans to resolve its difficulties on the backs of the workers, drastically cutting costs by slashing wages and jobs around the world. Bompard has said that some €2 billion in cuts will be needed to improve profitability.
Carrefour began with attacks on workers in Asia, which together with Latin America and Europe is one of the main centers of Carrefour’s business. Profit margins turned very narrowly positive again in Asia in the first quarter of 2018, with €12 million in profits against €7 million in losses over the same period last year. Le Figaro wrote, “The corporation is getting the fruits of its action plan in China, particularly in terms of cost cutting, in what is still a very competitive environment.”
Now, Carrefour is attacking workers across Europe. Talks on the Job Savings Plan (PSE) of the Carrefour-Proximity division began at the end of February, together with the Voluntary Departure Plan (PDV) affecting 2,400 staff in Carrefour’s management centers—a process that Bompard said “needs dialog and pedagogy.”
This underscores the reactionary character of the French unions’ intervention to sabotage and sell out the struggles at Carrefour. At the end of March, they were forced to organize a strike, which workers overwhelmingly took part in to express their opposition to threats from management and its cut in profit-sharing payments to employees, which fell from €610 to €57. The Stalinist General Confederation of Labor (CGT) union declared that management’s proposed solution, a €150 voucher for goods sold at Carrefour, would not satisfy the workers.
“All that to get just this?” asked CGT official Philippe Alard after the CGT-organized strike, adding: “We would be surprised if the workers will accept this.”
But the unions accepted the deal, strangled the strike, and have since then worked systematically to divide the struggles of Carrefour workers country by country, division by division, as Carrefour’s operations are impacted by strikes in France and the powerful truckers’ strike in Brazil.
Far from mobilizing Carrefour workers again to defend workers in the ex-Dia stores who are targeted for mass sackings, the union bureaucracies are trying to lull the workers to sleep or to demoralize them with impotent trade union complaining. Cyril Boulay of the Workers Force (FO) union claimed that there should be more job losses since Carrefour is not planning to spin off any more companies before the end of June.
CGT official Frédéric Roux lamented the announcement of mass sackings, despite “400 statements of interests from potential buyers on 200 Dia stores.” According to financial magazine Challenges, the CGT bemoaned Carrefour’s lack of interest in finding more buyers for these stores “and also questioned the good faith of the negotiations.”
At Carrefour, as the CGT itself admits, the trade unions have been negotiating and helping plan the closure of ex-Dia stores and thousands of job cuts. Today, their strategy is to proceed with this process as quickly as possible, closing the ex-Dia stores before a struggle erupts.
The only way forward to defend those threatened with mass sackings is for Carrefour workers to take the struggle out of the hands of the trade unions and to form rank-and-file committees independent of the unions and link this struggle to the developing strike movement against Macron and strikes around the world.