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When a couple with a child breaks up, it is very possible that the child will bond with one parent (the alienating parent) while completely rejecting the other (the target parent) for no legitimate reason. This is referred to as parental alienation and can be...
Parental Alienation
Why do moms commit maternal gatekeeping?
This blog has posted on the concept of maternal gatekeeping before. Essentially, it is where a mother controls the father’s household responsibilities and interactions with their children. It is a common phenomenon that has been noted by industry experts and...
Parental alienation can stem from unfounded accusations
In Michigan and across the United States, divorce is troublingly common. Recent events have increased the number of people who are considering it or moving forward with a divorce. In some cases, the parties can come to an amicable agreement and part ways. In others,...
When is litigation the right response to parental alienation?
Increasingly, divorcing and divorced parents hear that they should seek to mediate their disagreements. Others tell them that litigation breeds conflict, and conflict is bad for the children. However, these statements don’t always hold up to scrutiny, and this is...
Educating the judge on Parental Alienation Syndrome
When it comes to family law cases, there aren’t many issues that judges haven’t seen before. Yes, factual scenarios can vary widely from case to case, but the issues are usually the same: divorce, alimony, child support and child custody, for example. However, every...
Researchers connect parental alienation to partner abuse
In Michigan, around the country and all over the world, parental alienation is a common problem. For parents who are in the middle of a divorce, the may be an irresistible temptation to place blame on the other parent and let acrimony influence the parent-child...
The difference between parental estrangement and alienation
In highly contentious divorce case involving children, some of the most toxic damage that occurs is the deliberate attempts by one parent to turn the children away from the other parent. Even worse is when both parents try to get their children on their side while...
Don’t take things personally if experiencing parental alienation
The end of a relationship is almost always difficult, particularly if you have children together. However, when one parent causes a rift between the other parent and the children, an already difficult situation can become downright impossible to manage. If you are the...
Encouraging parental visits
Custody matters have legal and emotional complications. Couples should not engage in parental alienation or pressure their children to remain separated from their other parent. Parents must also take steps to encourage reluctant children to visit their other parent...
Documentation may be helpful in parental alienation cases
Parental alienation happens when one parent tries to damage the relationship the child has with his or her other parent. Children who are suffering from parental alienation may refuse to talk or visit with the alienated parent, act disrespectfully, show no feelings of... | https://www.joshiattorneys.com/blog/category/parental-alienation/ |
An objective description is essentially factual, paying little heed to the writer, particularly the writer's sentiments. Subjective description, on the other hand, encompasses both the topic described and the writer's (internal, personal) emotions to that subject. The term can also be applied to characters in a story; they are said to have an objective view of events if they report them without editorial comment.
Objectivity is a desirable quality in writers, because it allows us to see facts and not feelings about facts. For example, a journalist may have an objective view of an event even if she reports it with sympathy for those involved. Objectivity also allows readers to make their own judgments about what they read. If a reader feels that an author has an objective view of events this reduces the tendency for authors to write about topics that they themselves find interesting or important.
In literary works, objectivity is the ability of the writer to describe scenes and people without prejudice or bias regarding gender, age, social class, ethnic origin, or any other factor that might be considered inappropriate for a particular role. This means that characters should be portrayed as they are found in real life, without exaggeration or misrepresentation. It also means that events should be reported without editorial comment by the writer.
For example, if it was known that George Washington owned slaves then it would not be correct to describe him as a man who worked hard.
Whether objective or subjective Anything objective is based on facts, and everything subjective is based on feelings. The terms objective and subjective are diametrically opposed. Be impartial while writing summaries or news stories, but be biased when expressing arguments and opinions. Objective writing is also known as fact-based writing, while subjective writing is based on opinion.
Objective writing describes a piece of work that presents information accurately and concisely without expressing an opinion about it. It is used by journalists in reports to convey information clearly and accurately. Subjects for objective essays include natural disasters, acts of violence, political elections, and sports events.
Subjective writing describes a piece of work that expresses an opinion on something. It can be expressed positively or negatively toward the subject. Subjects for subjective essays include movies, books, music albums, and restaurants. Opinions are very personal and cannot be objectively verified so they cannot be written up in news reports. However, readers tend to trust reviews written by people who have been to places mentioned in the article and know how theming works inside out. So if you are asked to write a review of a movie then be sure to see it before you start writing your essay.
In academic papers, the word "objective" can be used to describe the writing style of a reporter who tries not to express any opinion about the topic at hand.
Objective writing is writing that can be supported by data and facts. Subjective writing may include the expression of feelings, views, and judgements. This is useful for writing a personal essay or an opinion piece for a newspaper, but it should not be used to merely inform the readers. Opinions are valuable, but without facts to back them up they are just thoughts - worthless.
Fact-based writing is about making sure your information is accurate and using this information to make meaningful points. When writing about opinions, avoid giving in to subjective ideas such as "I feel..." or "I think that..." Fact-based essays use specific examples to support arguments rather than general statements that can't be proved or disproved. For example, instead of saying "Reading is important because it helps people understand how different things are from their own point of view," an essay on reading fact-based on some statistics about how many books were published in the past few centuries might state that more people read more books today than ever before.
Writing that uses facts and evidence to support arguments is essential in today's world of journalism. Good journalists write objectively about issues that matter to their readers. They check their sources and try to be fair and balanced in what they report. Writing that does not use facts or evidence is not objective journalism - it is simply opinionated prose.
In conclusion, an essay is a piece of written work that expresses an idea or argument.
You put the material into your own words when you write a summary. An objective summary is one that has no opinions or judgements on the content of the text. Instead, it solely contains information from the text. It's important for students to understand that writing an objective summary isn't about expressing their opinion of the material.
Students should be aware that although an objective summary doesn't contain any opinions or judgements, it does contain information about the text and its author(s). Therefore, they should use language that is fair and unbiased. For example, if there are two events that happen in a story, it's okay to say that "event A happened first" or "event B happened first". However, it wouldn't be appropriate to say "event A happened earlier" or "event B happened first".
Writing effective summaries requires skillful use of vocabulary, knowledge of grammar, and understanding of how to write clearly and concisely. Students should be able to identify key ideas in the text by using vocabulary that is unique to the text ("structure of arguments", "overview", "synthesis").
An objective summary tells the reader what happens in the story, who the characters are, and how the story ends.
This type of summary can be useful when you do not want to prejudice someone against a book's subject matter but still need to give them some idea of the main points without reading all the details.
Examples of objective summaries include: "The princess was in love with the prince", "The ogre stole the princess' food" and "The wolf won the race".
These are all simple descriptions of the plot without getting into any details about the characters or their emotions. They are generally easy to write since they only involve describing scenes and events without commenting on them.
Objective summaries are often used by teachers when giving writing assignments where they need students to summarize a text without biasting it towards a political view point, cultural background or personal opinion.
Writing objective summaries is also a good skill to have when submitting essays for evaluation by peers or instructors. Since they cannot comment on the text's subject matter, they can only describe its contents without expressing an opinion on it. | https://authorscast.com/what-does-objective-mean-in-literature |
The day after its ruling in Teva, the Supreme Court settled a split in the lower courts over whether the judge or the jury should make the determination of whether two trademarks may be "tacked" to extend the date of the first use further back in time. Oral argument in Hana Financial, Inc. v. Hana Bank occurred on December 3, 2014, and on January 21, 2015, Justice Sotomayor delivered the unanimous decision of the Court. In the decision, the Court recognized the general rule adopted by lower courts that two marks may be tacked if they are legal equivalents, i.e., that they create the "same, continuing commercial impression so that consumers consider both the same mark." Resolving a split in the lower courts as to whether the judge or the jury were best suited to make the decision of legal equivalence, Justice Sotomayor wrote, "Application of a test that relies upon an ordinary consumer’s understanding of the impression that a mark conveys falls comfortably within the ken of a jury." Focusing on precedent outside the trademark context that the jury is generally the decision maker in questions of how an ordinary person or community would make an assessment, the Court held that the question of whether tacking is warranted must be decided by a jury when a jury trial has been requested if the question has not been decided by the judge on summary judgment or as a judgment of a matter of law.
Jan. 21, 2015, available at http://www.supremecourt.gov/opinions/slipopinions.aspx.
Whether a district court’s factual finding in support of its construction of a patent claim term may be reviewed de novo, as the Federal Circuit requires (as the panel explicitly did in this case), or only for clear error, as Rule 52(a) requires.
The Court left the holding of Markman[ii] unchanged and held that while the overall determination of a patent claim’s scope (i.e., claim construction) is a matter of law that is reviewed de novo (without deference) on appeal, the process of determining a claim’s construction may include the need to resolve subsidiary facts that are in dispute between the parties. The resolutions made by a district court with regard to these extrinsic subsidiary facts in dispute are factual findings, held by the Court, and are reviewed for clear error on appeal. Intrinsic evidence, such as the prosecution history of the patent, on the other hand, are legal determinations that will be reviewed de novo on appeal.
In this case, the respective experts of Teva and Sandoz disagreed as to the meaning of the term “molecular weight” in the patent at issue. The Supreme Court held that a district court’s resolution of a dispute between experts is a factual determination that is better resolved by a district court and should not be newly reviewed unless it is determined to be clearly erroneous on appeal. These determinations made at the district court level will become more difficult to reverse on appeal as a result.
The claim construction hearing (or Markman Hearing) is a critical stage in any patent litigation. Given the deference to be paid to the determinations of a district court under the Supreme Court’s decision, the presentation of experts or other extrinsic subsidiary evidence becomes more critical at the district court level. This places more emphasis on being able to persuade a district judge, often without technical training or patent experience, of your view of the evidence.
[i] Teva Pharmaceuticals USA, Inc. v. Sandoz, Inc., No. 13-854, U.S. Supreme Court decided Jan. 20, 2015, available at: http://www.supremecourt.gov/opinions/14pdf/13-854_o7jp.pdf.
[ii] Markman v. Westview Instruments, Inc., 517 U.S. 370 (1996). | https://www.vedderprice.com/us-supreme-court-resolves-role-of-the-trial-court |
Over the past month, the Court of Human Rights has handed down judgment in six Article 10 cases. We have already posted about the most recent, MGN v United Kingdom. Of the other five, two involved civil defamation claims in domestic cases. In both civil defamation cases it was held that the State had infringed the right to freedom of expression but there was no finding of violation in any of the other cases. The reasoning is not straightforward in any of these cases and there are continuing doubts about the quality of the Court’s Article 10 case law.
The only “media case” amongh the five was Novaya Gazeta V Voronezhe v. Russia( ECHR 2104) in which a unanimous First Section found a violation of Article 10 as a result of a domestic defamation award of RUB 25,000 (£525) and an order for the publication of an apology. The applicant newspaper had published an article which concerned abuses and irregularities allegedly committed by the mayor of Novovoronezh and other municipal officials. It also made references to services supplied by a local businessman. The article relied on and quoted from a town administration audit report. The domestic court allowed the plaintiffs’ action, holding in particular that the article implied the embezzlement of funds by the mayor and the businessman, of which the newspaper had failed to adduce any proof. It pointed out that no criminal proceedings against the plaintiffs in connection with the audit of some of the financial matters in question had been opened and that the article thus lacked a factual basis.
In considering whether the defamation judgment was justified under Article 10(2), the Court took into account the fact that the domestic claimants were, respectively, an elected politician, two civil servants and a contractor who had worked for the State and thus received public funds. The Court held (in what seems to be an extension of the previous case law) that
private individuals lay themselves open to scrutiny when they enter the public arena and considers that the issue of the proper use of public funds is undoubtedly a matter for open public discussion .
When considering the content of the article, the Court noted that it concerned the management of public funds by the mayor and civil servants . This is obviously a relevant factor when looking at “public interest”. However, the Court then went on to say this:
the impugned statements mostly reflected the journalist’s perception of the situation concerning the distribution of the town’s off-budget funds … The purpose of publishing the article was to call for closer public and independent control over the spending of off-budget funds in order to prevent or stop possible corrupt practices by the local officials. The Court considers therefore that the impugned statements in the present case reflected comments on matters of public interest and are thus to be regarded as value judgments rather than statements of fact.
As Stijn Smet points out in a piece on the Strasbourg Observers blog, this does not follow. The allegations included a number of factual allegations of wrongdoing including an allegation that “during the audit an estimate of the repair work actually performed in the town stadium was made up … where have the remaining 1,300,000 roubles gone” (see ). These are not “value judgments” and the reasoning cannot be supported. Mr Smet suggests that this error is a result of the “fragmented reasoning” process of the court. Whatever the explanation, this part of the judgment displays poor standards of judicial analysis.
There was, however, an alternative basis on which the decision could have been reached. The domestic courts had refused to take any steps to obtain the “audit” report to which the article referred. The Court attached
decisive importance to the fact that [the domestic court] refused to obtain such evidence .. in requiring the applicant to prove the truth of the statements made in the article while at the same time depriving it of an effective opportunity to adduce evidence to support those statements and thereby show that they constituted fair comment, the domestic courts overstepped their margin of appreciation .
This was a perfectly sound basis for the finding of violation – without the “over stretching” the notion of what constitutes a value judgment. The Court’s overall conclusion that “the standards applied by the Russian courts were not compatible with the principles embodied in Article 10” seems unassailable.
The other defamation case was Sofranschi v. Moldova ( ECHR 2087). The Fourth Section (which deals with UK cases) unanimously held that a successful domestic defamation claim had constituted a violation of Article 10. The applicant had been ordered to pay compensation to the leader of a collective farm and candidate in local elections for mayor, who he had criticised in May 2003 in a letter to the President of Moldova and other authorities. The applicant had stated that the candidate
has no education … obtained false diplomas … the property [of the collective farm] … is now used by shameless people … [and] has guns and threatens people with them.
The applicant was the member of the staff of one of the other candidates.
The Court found that there was a violation of Article 10. It took into account the fact that the language used was not abusive or strong and “did not go beyond the limits of acceptable criticism”. It also noted that the applicant had been prevented from presenting evidence in support of the allegation about the use of guns and the domestic court had not treated the allegation of “shameless conduct” as being a value judgment.
This decision is also criticised in the piece on the Strasbourg Observers blog – which points out that, in relation to the factual allegations the Court appears to take into account the fact that “the applicant’s factual allegations rested on what he believed to have been solid grounds” . Although the Court does not spell it out, it may be that this is simply what might be called a “responsibility factor” rather than some kind of complete defence to a defamation claim. This approach would be consistent with the reasoning in the rest of the judgment. Overall, it seems that the case has reached the right result for, substantially, the right reasons.
In the other three cases, the Court rejected the complaints of violations of Article 10. In Hoffer and Annen v Germany ( ECHR 46) the Fifth Section considered an application by anti-abortion campaigners who had handed out leaflets naming a particular doctor and comparing abortion to the Holocaust and had been convicted of criminal defamation. They had been fined DM400 and DM1800 respectively. The domestic courts had noted that although the statements in the leaflet could be interpreted in different ways, all possible interpretations amounted to a very serious violation of the physician’s personality rights. Among other statements the leaflet referred to Dr F as “the killing specialist” and included these words “Stop the murder of children in their mother’s womb … Then: Holocaust, Today Babycaust”.
The Fourth Section agreed with the views of the domestic courts and found that they had balanced the expression rights of the applicant against the physician’s personality rights and that the reasons relied on were sufficient to show that the interference was necessary in a democratic society. They also took into account the relatively modest criminal sanctions .
Although this case involved a use of the criminal law – something which has been criticised by the Council of Europe – it is understandable why a German Court took the view it did and why its decision was upheld. Nevertheless, the leaflet did not threaten or incite violence and, despite its strong language, it was clearly intended to form part of political debate on the abortion issue. While a criminal conviction might have resulted on similar facts in the United Kingdom, there is a strong argument that this kind of conduct should not be criminalised and that a violation should have been found by the Court of Human Rights.
In Monteiro da Costa Noqueira v Portugal (Judgment of 11 January 2011, in French only) the Second Section considered another criminal defamation cases. The first applicant was a politician and the second a lawyer to the political party. At a press conference they accused a doctor and an opposing politician of abuse of authority, involving the deliberate running down of a ward at a public hospital in order to transfer patients to a private clinic. The applicants were convicted of defamation and each fined €1,800. In finding that there was no violation, the majority of drew attention to the fact that Article 10 protects those acting in good faith to provide credible information but that the allegations made were of a criminal nature and had no factual basis. The sanction imposed was not excessive.
It is interesting to note that Judges Tulkens, Popovic and Sajó dissented. Their dissenting judgment is of some interest. They suggested that
By focusing so strongly and exclusively on the protection of reputation, this decision serves to undermine the very philosophy of freedom of expression
They went on to say that
if the accusations were totally false and applicants without any basis whatsoever … it was open [to the politicians who had been attacked] to refute them, without necessarily resorting to criminal proceedings.
It seems to us that the dissenters have the better of the argument. It will be interesting to see whether, after this 4:3 split in the Second Section, the applicants seek to refer this case to the Grand Chamber. If so, it could be an important case concerning defamation and political expression.
The final case is Mouvement Raelian v Switzerland (Judgment of 13 January 2011,available only in French) in which the First Section considered the curious case of the “Raelian Movement”. This is an organisation based in Geneva with the stated aim of making initial contact and developing good relations with extra terrestrials. In 2001 it sought permission from the police to conduct a billboard campaign – the post showing faces of extra terrestrials and a flying saucer – along with the phone number and internet address of the movement. Permission to display the poster was refused on the basis that the movement’s views on cloning and eugenics entailed threats to morals and the rights of others.
The majority of the First Section found that there was no violation of Article 10 on the basis that the domestic authorities had given good and sufficient reasons for the ban. The prohibition on the campaign could be regarded as proportionate measure with a legitimate aim.
Judges Rozakis and Vajic dissented. They were of the view that the case raised an interesting and novel issue as to the use of public space for advertising. They pointed out that the posters themselves contained nothing illegal and that the applicant association was legal in Switzerland. Their conclusion seems to us to have considerable force:
it seems difficult to understand that a legal association that have not prohibited its website can not use public spaces to promote same ideas through posters that are not illegal and does not offend the public. The argument that by accepting a poster campaign, the city could give the impression that it endorses the opinions in question … does not seem to match the realities of the contemporary role of cities, which act in this context as private managers of public spaces. It is neither realistic nor necessary in a democratic society to restrict such access by such restrictions.
This article first appeared on the Inforrm Blog, and is reproduced with permission and thanks. | https://ukhumanrightsblog.com/2011/01/21/court-of-human-rights-five-recent-article-10-cases-hugh-tomlinson-qc/ |
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== Introduction ==
== Introduction ==
Revision as of 07:57, 16 January 2020
Related: Writing and Editing for the JFA Wiki • Notes on Fact Sheets
Contents
Introduction
This newly created wiki website already has lots of useful information, especially in providing talking points for replying to objections to animal rights and veganism. But a wiki takes an encyclopedic approach, which calls for articles on a wide range of related topics. For the JFA Wiki, this means topics that are germane to animal rights and vegan advocacy, as well as those useful for living vegan.
To be clear, we do not advocate for animal welfare measures but instead for an end to the exploitation of non-human animals.
In addition to presenting information directly pertinent to animal rights, we also present the environmental, nutritional, and human social justice aspects of veganism in hopes of providing additional incentive for people to become vegan. But we acknowledge that the case for animal rights and veganism does not depend on these considerations beyond showing that a vegan diet is adequate for good health.
How We Differ
For an example of how we differ from Wikipedia and other wikis, consider our article on chickens compared to Wikipedia's. Wikipedia provides general information that is well worth the read. But instead of trying to duplicate the information on Wikipedia, our article provides information on the aspects of chickens that is useful for advocacy. This includes summarized information on chicken sentience and cognition, the way we harm chickens, humane labels and certifications, nutritional information on chicken meat and eggs, and environmental harms associated with chicken production. As the site grows, it's likely that future articles will provide more-detailed information in each of these areas.
Think of the articles here as having appended to the title "(in the context of animal rights and veganism, especially for advocacy)." So the article Chickens could be thought of as "Chickens (in the context of animal rights and veganism, especially for advocacy)."
What We Are Not
The JFA Wiki is not:
- A home for opinion pieces, although this may be allowed later in a special section of the site
- A news website
- A recipe website
Tone
Use an informal academic tone in your writing. This is a bit vague, but you can review existing content on this site to get an idea of what this means.
Avoid:
- Hyperbole
- Scare quotes, because scare quotes convey cynicism, which (unlike skepticism) is a liability
- Overly emotional language
- Ultimatums (“A man convinced against his will is of the same opinion still.” — Ben Franklin)
- Criticism of those in the movement who advocate strategies and tactics with which we disagree (such criticism is sometimes justified, but it seems that plenty of energy is already being spent on such efforts)
- Questioning a person’s or organization’s motives, especially those in the movement, for questioning motives requires a higher standard of evidence than questioning their position on a topic
The following are prohibited:
- Ad hominem attacks
- Racist, sexist, classist, homophobic, ageist, ableist, or demeaning language
- Hate speech
- Anything with an assumption, implicit or explicit, that animals are here for human exploitation.
Point of View
We have adopted an objective point of view, similar to Wikipedia's neutral point of view, as explained below. An exception is that we are not neutral in our belief that it is morally wrong to unnecessarily harm animals.
Achieving the objective point of view means considering a variety of reliable sources and then presenting the information as fairly as possible without bias. Observe the following principles (adapted from Wikipedia) to achieve objectivity:
- Avoid stating opinions as facts. Opinions should be attributed in the text to particular sources—or where justified, described as widespread views, etc.
- Avoid stating validly contested assertions as facts. If different reliable sources make conflicting assertions about a matter, treat these assertions as opinions rather than facts and do not present them as direct statements.
- Avoid stating facts as opinions. Passages should not be worded in any way that makes facts appear to be contested.
- Present opinions and conflicting findings in a disinterested tone. Do not editorialize.
- Indicate the relative prominence of opposing views. Ensure that the reporting of different views on a subject adequately reflects the relative levels of support for those views and that it does not give a false impression of parity or give undue weight to a particular view.
Person
- Articles are generally written mostly in the third-person point of view.
- Second person can be acceptable when speaking directly to the reader, but should never be used in a tone of admonishment.
- The first-person plural we is acceptable:
- when referencing society as a whole, i.e. "we slaughter over 100 billion animals every year."
- when speaking for justiceforanimals.org, which is something only a moderator or editor should do, and only then in limited circumstances
- First-person singular should only be used:
- in blog posts where the author is identified at the top of the article
- on user pages when used with a signature or signature plus timestamp.
- on talk/discussion pages when used with a signature plus timestamp.
Style Guide
The Chicago Manual of Style (17th Edition) is JFA's main style guide. The style decisions unique to JFA are addressed in our own Style Guide, which takes first priority.
Cross-Linking
Research and Sources
In keeping with sound research practices established by the fields of journalism and academic research, all factual statements that are not general knowledge should be supported by a citation from a credible source.
Primary Sources
Seek to use the highest quality, most credible, and most convincing sources available. Primary sources are preferred for factual data. For interpretations of highly technical research or other data, testimony from objective experts, particularly from known and respected organizations and individuals that are qualified to evaluate the evidence, can be employed. One research study rarely provides positive proof of anything, so in many cases expert testimony can be more meaningful, not to mention more convincing.
Wikipedia and other online encyclopedias are considered tertiary sources and should not be used. They are still useful when researching because they can lead you to primary sources. If they lead you to a primary source, you should always ensure that you are truthfully representing the primary source by verifying the facts with the primary source directly. You should not rely on how a secondary or tertiary source presents the primary source.
Credible Sources
Sources that have the best reputations for reliability, accuracy, and honesty are preferred.
Also, sources should seem credible to the target audience. For credibility with non-vegans, sources, to whatever extent possible and where appropriate, should not originate within the animal rights and vegan communities. Relying on experts in the animal rights and vegan movement is discouraged for establishing the veracity of positions widely doubted or not understood by those not in the movement.
For example, citing an organization named Animal Rights League, particularly for factual information, is not convincing to those who do not believe in animal rights, no matter how factual the information presented. Ideally, avoid citing any organization that is primarily (or whose name indicates it's primarily) an animal rights organization, an animal welfare organization, or a vegan organization.
Opposing View Sources
Sources friendly to opposing views can often be used to lend credence to a point. For example: “Even the National Dairy Association acknowledges…” The USDA, with its abundance of information (and as a friend of animal agriculture), is often a good source.
For any statement that supports animal rights and veganism, if a quality source for that statement cannot be found, or the statement cannot be supported with valid logic, the statement should not be used.
Supporting a Point
When making a point, it is important to find those sources that will result in the most convincing arguments, and to summarize finding in the most convincing manner, all without misrepresenting or exaggerating those sources. If there are sources or weak logic that try to contradict our argument, and such sources or weak logic are often cited, it is good to point out the weakness in those sources or logic.
If an argument commonly used by the animal rights and vegan movement is weak, as is sometimes the case (particularly in topics which involve health, the environment, or human social justice) we should not use that argument.
Do Not Plagiarize
Plagiarism is not acceptable. Using someone’s words without quotation marks is plagiarism even if you cite the source. An exception to the strict rule regarding quotations is when text is adapted from public-domain content. In that case, you should attribute the original source by including such wording as "Adapted from xxx."
Public Domain
Understand that you agree to irrevocably release anything you write for this site to the public domain. Every time you edit and save changes, you are provided with a notice to this effect.
You are also promising us that you wrote this yourself or copied it from a public domain or similar free resource. Do not submit copyrighted work without permission. | https://justiceforanimals.org/index.php?title=Help:Content_Guidelines&diff=6286&oldid=5348 |
Defamation (the false and unjustified injury of the good reputation of another) entered the digital age in New York this year. Numerous Court decisions grappled with whether incendiary statements in blogs, web site user comments, and anonymous e-mail postings were grounds for legal action. At the same time, some anachronistic notions of injury to reputation were upheld, despite changing social attitudes. A summary of some of these recent cases appears below.
Blog Found Not to Defame Coffee Shop Management
The management of Gorilla Coffee, a Brooklyn coffee shop, was not defamed in an April 2010 New York Times blog post that quoted statements from workers when reporting on a labor dispute, a state judge had ruled.
The post was reporting on the shop's temporary closure after most of its employees quit. Both the store's sole shareholder and its director of operations argued that an employee statement quoted in the post criticizing "a perpetually malicious, hostile, and demeaning work environment" was defamatory and caused emotional distress. But Brooklyn Supreme Court Justice Wayne Saitta ruled in Gorilla Coffee v. New York Times, 25520-2010, that the statement in question was "too subjective and vague to be considered anything more than an opinion."
Ruling Blocks Realtor From Suing Over Comments on Rival’s Real Estate Blog
The Court of Appeals ruled that a New York City apartment rental agent and seller is blocked from suing a rival company for anonymous comments in a February 2008 blog post about the New York real estate industry that accused him of being a racist, an anti-Semite, a wife-beater, an adulterer and a bad boss.In Shiamili v. Real Estate Group of New York, the majority upheld dismissal of the suit against Daniel Baum and Ryan McCann of The Real Estate Group of New York because they apparently did not author the "unquestionably offensive and obnoxious" comments made by a blogger named "Ardor Realty Sucks" about the Plaintiff and his Ardor Realty Corp. Instead, they merely passed on the material to Internet users, the Court said.
Claims in E-Mail Sent Via Google Found to Be Opinion, Not Libel
An attempt by Caribbean resort operator Sandals Resorts International Ltd. to force Google Inc. to turn over extensive information about the sender of an allegedly libelous e-mail criticizing the company's treatment of native Jamaicans has been rebuffed by a New York appellate court in a decision that grapples with the nature of libel claims in the Internet age. A unanimous panel of the Appellate Division, First Department, ruled in Sandals Resorts v. Google, 100628/10, that the online post, considered in its entirety, constituted an expression of opinion.
False Allegation of Homosexuality Unfortunately Remains Defamation Per Se, Judge Says
While the New York Legislature passed a law legalizing same-sex marriage, a Broome County judge has allowed a man to proceed with a libel suit against a woman who alleged he was gay, finding that under appellate case law, the imputation of homosexuality was defamation per se, meaning harm to one’s reputation flowing from the alleged defamation need not be proven in order to establish a valid case, but rather is assumed automatically. In Yonaty v. Mincolla, 1003-2009, Broome County Supreme Court Justice Phillip R. Rumsey rejected the defendants’ summary judgment motion, and held that the assertion of homosexuality constituted defamation.”While the law may, at some point, change… the existing law in New York, as expressed by the Appellate Divisions, which this court is bound to follow, is that imputation of homosexuality constitutes defamation per se.” Rulings like Yonatysurface every few years, with trial courts bound to follow Appellate Division precedents in the absence of a Court of Appeals ruling on whether the imputation of homosexuality constitutes defamation per se.
(The above content is all based on recent articles and analysis from the New York Law Journal). | https://www.taublawfirm.com/defamation-law-update/ |
When it comes to questions regarding lifetime mental capacity, the Court of Protection generally has the final word. This can be particularly useful in cases involving wills. For instance, whilst a person must have capacity to make a valid will and, to that end, must meet the well-known and oft cited test. In the 1870 case of Banks v Goodfellow, where an individual has lost capacity it is possible to make an application to the Court of Protection to order a “statutory will” to be made on behalf of that individual. The court derives this power from s.18(1)(i) Mental Capacity Act 2005, hence the reference to it being a statutory will.
The benefit of a statutory will is that it is generally accepted that it cannot later be challenged by a disgruntled beneficiary on the usual grounds of:
- lack of due execution;
- lack of capacity;
- lack of knowledge and approval;
- undue influence;
- fraud or;
- it was a forgery.
ADS v DSM was an appeal by one of two sons (A) of an incapacitated woman (P) whose initial statutory will divided her estate as to 25% to A and the remaining 75% to her other son, (D). This was despite the fact that P’s property and financial affairs deputy had originally made an application for a statutory will to divide P’s estate equally between A and D. At first instance, the Court of Protection, largely following arguments advanced by the Official Solicitor, took the view that A should have a greater share of P’s estate than D. As with many cases heard in the Court of Protection, the parties to this case have the benefit of an anonymity order.
The Court of Protection allowed the appeal on the basis of “failures in … very basic steps in the preparation of a case in which there is or may be a factual dispute”. In doing so, Charles J sought to adopt a formulaic approach to the appeal although the judgment itself is perhaps not the clearest.
He first looked at the approach to be taken by the court in statutory will applications and, in particular, the affirmation in In re P (Statutory Will) Ch 33 that the test for statutory wills is not a substituted judgment test, namely “what would P have done”, but rather a best interests judgment. That latter test takes into account all the circumstances of the case which can, and often does, include a person’s best interests albeit that it is not contingent on doing so. This, as it transpired, was particularly important for A in the instant case as evidence had been adduced that P had frequently expressed a desire to disinherit him.
Another crucial factor often considered by the court and cited by Charles J was how the incapacitated party would be remembered after their days and, specifically, if they would be remembered as having “done the right thing”. This, Charles J felt, was a factor to which the judge at first instance had given too little weight.
Charles J concluded in this regard that in relation to the instant case the following factors ought to have been taken into account:
- how P’s capacity at the times she made relevant statements is to be taken into account in assessing their weight;
- whether assertions made by P in connection with her expressions of her testamentary intentions have a sound factual base and so could be said to be rational, sensible and responsible;
- whether P was the victim of any inappropriate influence when expressing her testamentary wishes and feelings;
- how the terms of any statements of testamentary wishes, feelings or representations made by or on behalf of P to or about A should be taken into account; and
- what disputes of fact had to be resolved to enable the Court of Protection to assess these factors correctly.
The fact that these factors were seemingly not taken into account led Charles J to find that the judge at first instance had erred in principle and/or had failed to take into account factors which she ought to have.
Charles J then went on to consider the relevance of the factual background, specifically litigation between P and A, and what he termed other “background family disputes”. He held that:
- neither he, nor the judge at first instance, were in a position to make any conclusions regarding the various allegations; and
- unless and until any findings of fact are made by a court, any reasonings must be based upon agreed or established facts and allegations.
He accordingly allowed the appeal and stressed that no judge could make a factual judgment based on the evidence before it.
Whilst the judgment itself is rather confusing in places, the case does act as a salient reminder to practitioners who may, perhaps, be broadening their practices to include Court of Protection work to ensure that, when making a statutory will application:
- all relevant issues of fact and law are identified;
- professionals, in particular, ensure they ascertain the wishes and feelings of P;
- that, if there are any civil proceedings involving P, any settlement or order records as much information as possible to assist in the determination of a subsequent statutory will application, to include, for instance, whether the settlement is dependent on a particular outcome in the Court of Protection and more generally how the Court of Protection will be invited to approach the settlement that P has entered into with court approval, how P’s wishes and feelings (as a protected party) about the settlement should be sought and recorded, and who the likely parties to the Court of Protection proceedings will be; and
- there may be a need in some cases for the Court of Protection, when inviting the Official Solicitor to act on behalf of P, and for the Official Solicitor when deciding whether or not to accept such an invitation, to consider whether a professional deputy should make the application for P or act for P at least until it is made clear whether there is or is not a dispute.
In addition, Charles J provides further guidance for practitioners whilst interviewing P when there are allegations of undue influence. Charles J was critical of the parties, including a Court of Protection visitor, for interviewing P at the house of her son, where she lived, whilst her son or members of his immediate family were elsewhere in the property. In view of the allegations of undue influence in the case Charles J believed P should have been taken to a “neutral venue” by somebody independent of the family and interviewed there.
Whilst there is inevitably a balance required between eliminating undue influence as far as possible and providing P an opportunity to express her wishes or feelings. Practitioners are understandably cautious that the additional safeguard of an independent person, albeit professional, removing P from her home to obtain her wishes would, in practice, materially alter the outcome.
As a starting point, P is faced with the prospect of meeting a potential stranger to discuss what she would like to happen to her property after her days. There is a real danger that taking this additional step could exacerbate any pre-existing anxiety and confusion suffered by P. This would inevitably render P unable to express meaningful wishes and feelings, resulting in P being unable to substantiate her rational for the decisions made. Of course, this would be entirely contrary to s.4(4) of the Mental Capacity Act 2005.
Moving forward, practitioners will have to carefully to consider the venue of choice to interview P, assessing the answers obtained in different settings and analysing if this has any particular impact on P’s wishes and feelings. | https://www.lexology.com/library/detail.aspx?g=8c2252eb-3ba0-43d1-8195-3929a4bbfc40 |
Not known Factual Statements About case solutioncase study solution use (Notice that secondary clinic or outpatient coronary heart failure diagnoses were not considered as exclusion conditions).
An experiment is any study during which the conditions are underneath the direct Charge of the researcher. This normally involves giving a bunch of people an intervention that may not have happened In a natural way.
Anonymised information ended up extracted regionally and processed with Jerboa software package (made by Erasmus MC), delivering person level datasets in a common info format.
After you assessment honest use cases, you might notice that they generally contradict each other or conflict with The foundations expressed With this chapter. Honest use consists of subjective judgments, typically affected by aspects such as a judge or jury’s own perception of right or wrong. | http://hbrcasesolutions26936.blogdon.net/not-known-factual-statements-about-case-solution-4339396 |
The opinions of financial experts are facing ongoing scrutiny under the watchful and educated eye of the courts. As the court has continued to define its role as “gatekeeper” in cases involving claims for financial damages, the qualifications and methodology of financial experts are being questioned with much greater frequency. The precedent established by Daubert, Kumho, and Joiner, among other cases, is constantly evolving as courts become more sophisticated in their consideration of opinions offered by financial and economic experts.
Recently, the Connecticut Bankruptcy Court’s ruling in the Xerox Corporation (“Xerox”) Securities Litigation1 offered a unique discussion of the admissibility of three financial and economic experts. Each expert offered opinions on various financial issues in relation to Xerox and the alleged artificial inflation of its common stock price after its alleged misrepresentation of the impact of a reorganization of its Customer Business Organization (the “CBO reorganization”).
The court’s ruling in this case (in response to the Plaintiff’s motion to exclude the Defendant’s expert testimony from the three experts) is unique in that it offers a comprehensive discussion seldom seen from any court on the factors considered in reaching its decision. Further, the case is rare in that it involves the examination of three separate financial experts against the same admissibility criteria as employed by the same court. The different rulings on each of the three experts provide further insight into the thought process and primary factors considered by the court in admitting or excluding the testimony of financial and economic experts.
With the recent adoption of the revised Federal Rules of Evidence regarding discovery from expert witnesses,2 it seems the courts are intent on focusing on the merit of an expert’s opinions and not the substance of draft reports and other items not necessarily pertinent to the expert’s opinions. In this piece, we discuss the “gatekeeper” role established by Daubert and Kumho Tire, as well as the ruling in the Xerox case as an example of the courts current interpretation of this role.
While these cases and authoritative literature have formed the foundation in matters involving motions to exclude the testimony of the opposing expert (often referred to as Daubert motions), the Daubert landscape is constantly evolving as courts and experts alike become more educated. The Xerox ruling provides recent evidence of this evolution.
of the involvement of each expert and the court’s conclusion relating to each.
The Defendants attacked each of the three experts on several grounds and made a number of assertions regarding the inadmissibility of their opinions due to their alleged failures to utilize appropriate methodologies, employ non-subjective approaches, and base opinions on sufficient facts and data. In filing their Motion to Exclude, the Defendants outlined their positions relating to each of the three experts. The court took the motion under advisement and responded for each individual expert separately.
In response to Defendants’ claim that Expert 1’s methodology was overly subjective, the court importantly noted that “even a statistical event study involves subjective elements. A researcher performing an event study must identify which company-specific events to study, and in the process, categorize those events as fraud or non-fraud related.” Further, the court found that Expert 1 did review all relevant documents and news releases necessary to formulate a reasonable event study, as indicated by his comprehensive list of documents considered contained with his report.
While Defendants argued that Expert 3 should be excluded because his report did not contain a discussion of academic literature, standards, or accounting provisions, the court noted that the record indicated that Expert 3 had in fact “employed his professional experience and methodology routinely relied upon by professionals in his field of expertise when investigating possible fraudulent financial reporting and disclosures.” Defendants further claimed that Expert 3 relied on incomplete and unreliable data, however the court importantly noted that to the extent the expert fails to consider a particularly important item in evidence, “that is proper subject for cross examination, as opposed to a ground for excluding [his] testimony.”20 As such, to the extent the Defendants’ concerns regarding Expert 3 had any merit, the court concluded that these concerns went more to weight than admissibility.
The court’s ruling in Xerox reinforces the foundation established by earlier decisions regarding expert admissibility. The first hurdle for any financial or economic expert is often to offer proof that he or she has the appropriate level of demonstrated experience and expertise in the relevant field. As evidenced by the exclusion of Expert 2, this is an important factor considered by courts in determining whether to admit an expert’s testimony. When an expert offers opinions based on inadequate experience and inappropriate methodologies, the court may exclude that expert from offering testimony.
Further, experts must demonstrate they have applied principles and methodologies consistent with generally accepted methodologies in their field of expertise. The expert should also demonstrate that the methodologies employed and assumptions utilized are consistent with his or her own prior experience. Further, the expert must offer evidence that he or she has performed a comprehensive review of the available information and appropriately considered all relevant facts in forming his or her conclusions. While there may be subjective elements inherent in a financial or statistical analysis (such as in the analysis employed by Expert 1), the expert must show that subjective assumptions or conclusions were made in a reliable and reasonable manner.
Further, Xerox reaffirms that a difference in factual interpretation is not always grounds for exclusion. While the parties may disagree on the interpretation or weight of certain data in evidence, this is more appropriately a matter of cross examination as opposed to expert exclusion.
2 Federal Rules of Evidence, Published by the Legal Information Institute, Cornell Law School, December 2009.
3 509 U.S. 579, 113 S.Ct. 2786 (1993).
4 Ellen Keefe-Garner. “Gatekeepers in Michigan Courts.” Michigan Bar Journal, February 2009.
5 “The Impact of Daubert v. Merrell Dow Pharmaceuticals, Inc. on Expert Testimony: With Applications to Securities Litigation,” Stephen Mahle, April 1999, www.daubertexpert.com.
6 Federal Rules of Evidence Rule 702, Published by the Legal Information Institute, Cornell Law School, December 2009.
7 522 U.S. 136 (1997).
9 526 U.S. 137, 119 S.Ct. 1167 (1999).
10 Nancy Fannon and Jonathon Dunitz. “Keeping Your Financial Damages Expert in the Case.” For the Defense, March 2010.
12 Amorgianos v. Nat’l R.R. Passenger Corp., 303 F.3d 256, 267 (2d Cir. 2002).
13 Federal Judicial Center, Manual for Complex Litigation Fourth Edition (2004), in reference to the committee note to amended Rule 702.
14 165 F. Supp 2s 208 (D. Conn. 2001), Ruling on Motion to Exclude. | https://www.stout.com/en/insights/article/tale-three-experts-expert-admissibility-xerox-securities-litigation |
Court of Appeal emphasises importance of truthful pleadings
The Court of Appeal has recently upheld the High Court’s decision in Makdessi –v- Cavendish Square allowing committal proceedings for contempt of court to be brought against Mr Makdessi for making false statements in his pleadings.
The substantive proceedings
Cavendish brought a claim against Mr Makdessi for breach of restrictive covenants in a Sale and Purchase Agreement (SPA) dated 28 February 2008 for the acquisition by Cavendish of Team Y&R Holdings, a company in which Mr Makdessi was a major shareholder. Under the terms of the SPA, a breach of certain restrictive covenants contained in the SPA would cause the relevant seller to become a Defaulting Shareholder. The monetary effects of becoming a Defaulting Shareholder were significant, and included the right for Cavendish not to pay outstanding instalments of the price (deferred consideration), to exercise a call option at a price favourable to them and to seek damages for any losses incurred as a result of the default.
Pursuant to the terms of the restrictive covenants, Mr Makdessi was obliged to sell any shares that he held in Carat, a competitor of Cavendish, within four months of completion and to terminate a joint venture agreement with Carat to which Mr Makdessi was a party, and under which he owed extensive obligations to Carat.
On 13 December 2010, Cavendish purported to exercise a call option on the basis that Mr Makdessi was a Defaulting Shareholder on the grounds that he had failed to dispose of his shares in Carat within four months, had failed to procure the termination of the joint venture agreement with Carat and had continued to provide services to Carat. On 15 December 2010, Cavendish issued proceedings against Mr Makdessi for (i) a declaration that it was entitled not to pay the final instalments of the price (ii) seeking specific performance of the call option and (iii) damages in respect of the loss of value to its shareholding.
On 15 February 2011 Mr Makdessi filed his Defence and Counterclaim, in which he denied being in breach of the SPA as alleged by Cavendish, and in particular, denying any on-going involvement with Carat after April 2008. In October 2012 Mr Makdessi submitted a Re-Amended Defence and Counterclaim admitting that he had had an on-going unpaid involvement with Carat, and that such involvement placed him in breach of his fiduciary duties to the second claimant.
As a result of the admissions in Mr Makdessi's amended pleadings, the majority of the factual issues in dispute fell away. Consequently, what had been fixed for a four to five week trial was listed for five days and confined to legal argument as to whether the Defaulting Shareholder provisions were penal in nature and therefore unenforceable. In November 2012 Cavendish applied for permission to bring committal proceedings against Mr Makdessi for contempt of court.
The committal proceedings
High Court judgment
The first instance judge reviewed the relevant case law on committal proceedings and relied on the summary laid down in Poole Motors –v- Seabrook EWHC 1849 which provides that "a person who makes a statement verified with a statement of truth... is only guilty of contempt if the statement is false and the person knew it to be so when he made it". The overriding consideration in committal proceedings is whether it is in the public interest for such proceedings to be brought. In considering whether it is in the public interest, the following factors are relevant:
- There must be a strong case against the alleged contemnor;
- The false statements must be significant in the proceedings;
- The court should consider whether the alleged contemnor understood the likely effect of the statement and the use to which it would be put in the proceedings;
- The need of the courts to treat instances of false evidence seriously, to avoid the statement of truth being seen as a mere formality; and
- Whether there has been a failure to warn the alleged contemnor, at the earliest opportunity, that he may have committed contempt.
The judge also noted the case of Kirk –v- Walton, which established that the court's discretion to grant permission to bring contempt proceedings should be exercised with great caution and that there must be a strong prima facie case against the alleged contemnors.
Having considered the above authorities and the significance of allowing committal proceedings to be brought, the judge concluded that there was a strong case that Mr Makdessi had continued to be very substantially involved with Carat beyond April 2008. Therefore, the statements in Mr Makdessi's original Defence and Counterclaim that he had no involvement with Carat after April 2008 were on the face of it, false. The judge considered that this was not a case in which Mr Makdessi could have forgotten what he was doing after April 2008 in relation to Carat's business, or in which he had no reason to know that the statement was false. Furthermore, the judge held that Mr Makdessi "would have known that a knowingly false statement was of considerable significance to the case". Had the false statements not been made in the original pleadings, the factual defence on liability could not have been made and this would have saved a vast amount of the time which had been expended on these issues before the factual case was abandoned.
The defence argument that permission to apply for committal had been made in bad faith or for some improper motive was also rejected by the judge.
The judge held that it was therefore in the public interest to allow committal proceedings to be brought against Mr Makdessi. Mr Makdessi appealed against the first instance decision on a number of grounds.
Court of Appeal
The Court of Appeal dismissed Mr Makdessi’s appeal and allowed permission for the committal proceedings to be brought. The court noted that the grounds of appeal which were relied upon by Mr Makdessi were largely an attempt to carry out a further review of the judge's findings of a threshold question as to the strength of the case against Mr Makdessi. The Court of Appeal felt that this was an issue in respect of which the courts should be slow to interfere with the trial judge's conclusions, and did not feel that the grounds of appeal in this case suggested a reason to do so.
The court reiterated that the critical question in these cases was "whether or not it is in the public interest that an application to commit should be made", and that the discretion to permit such an application should be approached with considerable caution. In considering the public interest question, the court noted that the statements made in Mr Makdessi's original pleadings were not matters which he was likely to have forgotten or be mistaken about. The time and costs incurred by Cavendish in establishing the factual element of liability were significant and could have been avoided had the false statements not been made. The court further noted that there were strong grounds to think that Mr Makdessi appreciated the significance of what he said.
It was submitted by the defence that claimants, or their solicitors, ought to have warned Mr Makdessi at the earliest opportunity of the fact that they considered that he may have committed contempt. The Court of Appeal did not accept this and noted that a litigant such as Mr Makdessi was "a highly successful and intelligent businessman with top flight lawyers", who "did not need to be reminded …that false statements were punishable by committal".
In its judgment, the court drew attention to the proposition from South Wales Fire and Rescue Service –v- Smith, which was cited with approval by the Supreme Court in Fairclough Homes Ltd –v- Summers, that it is in the public interest to discourage the making of false statements by litigants because of the effect on those involved in the litigation and their effect on the justice system, which "depends above all upon honesty".
Sanction
The Court of Appeal's judgment means that a hearing of the application to commit will take place in order to determine whether Mr Makdessi was in fact in contempt of court. If he is found to be in contempt, he will potential face a maximum two year prison sentence or a fine or sequestration (seizure) of assets order.
Comment
This judgment is an important reminder to individuals that they must read statements of case in full before signing the statement of truth. It highlights the seriousness of the potential implications of signing such statements, in particular in light of the Court of Appeal's comments in relation to Mr Makdessi not requiring any further warning that false statements were punishable by committal.
It should be noted that there is scope in this type of situation for legal advisors to be liable for negligent advice to clients, for example, if it becomes obvious following disclosure that statements made in original pleadings are untrue and the solicitors either (i) fail to realise that this is the case, or (ii) fail to advise the client that they need to amend their pleadings and of the potential consequences of not doing so for the client.
This blog was written by Katie Wright. | https://www.rpc.co.uk/perspectives/commercial-disputes/court-of-appeal-emphasises-importance-of-truthful-pleadings/ |
Main purpose:
Advise the Directors and the Board on all matters relating to Finance and Operations (including tax) to enable achievement of Company growth ambitions and Business Plan. Lead financial planning: provide financial decision support and monitor, report on, and control financial performance whilst ensuring full regulatory compliance. Plan, develop and lead the Finance and Operations function (including IT) so it supports the growth of the business, enabling the Company to provide a world class service to its clients.
Accountabilities:
- Lead, motivate grow and develop the Finance and Operations team in line with Company growth plans, creating the Finance and Operations capability needed.
- Monitor performance against forecast and budget and lead the provision of accurate monthly financial reporting to the Board. Provide timely information and advice to the Board as required enabling achievement of the Business Plan.
- Lead the tracking and analysis of project performance to enable the Board to maximise profitability on client projects.
- Ensure comprehensive cash flow analysis, forecasting and management. Ensure the Company maximises returns on available cash.
- Minimise company taxation charge and ensure ongoing compliance with taxation regulations.
- Manage the Company's relationship with auditors, accountants, financial advisors and lenders. Ensure the Company has the best partners and access to the best advice.
- Ensure the provision of all accounting, financial reporting and accounting policy and procedures.
- Lead the financial contribution to business planning and ensure accurate financial forecasting.
- Continually review and establish fit for purpose finance processes, procedures and systems necessary to maintain proper records and to afford adequate internal accounting controls.
- Review and recommend the Finance and Operations structure required to support the Company as it grows. Review the company operational requirements, including IT. Make recommendations on how best to provide these for the future.
- Manage the delivery of all operational support processes to projects, directors and consultants, ensuring the service is efficient and as cost effective as possible.
- Work with the current team to identify operational improvement opportunities, so clients receive a world class service. Recommend changes to the Board or Operations Committee (as appropriate) for approval and implement them.
- Direct the day-to-day flow of the Company's IT utilisation and facilitate the timely delivery of IT services through the Company's IT processes.
- Identify key operational and financial risks and ensure that effective systems of controls are in place throughout the Company to mitigate and/or manage them.
- Ensure compliance with all financial, operational, legal and regulatory requirements applicable to the business and ensure that appropriate and satisfactory systems are in place to monitor compliance.
- Provide the Company's bankers with all information reasonably requested by them and ensure compliance with the terms of any banking facilities provided by the Company.
- Deploy the capabilities of the financial system to provide detail and analysis on project profitability, overheads, and to support effective business decision making.
Experience and qualifications:
Educated to degree level
- A recognised UK accounting qualification from eithr the ICAEW (Institute of Chartered Accountants in England and Wales), ACCA (Association of Chartered Certified Accountancts) or CIMA (Chartered Institute of Management Accountants)
- A minimum of five years post qualifiecation
- Must either have led the finance function of a business of similar scale and complexity, or acted as number two in the finance function of a larger (similar) entity
- Experience of running opertations, preferably in a professional service environment
- Able to grow a function and re-engineer processes
- Must be able to demonstrate excellent commercial judgment and an ability to communicate effectively at all levels.
The Assessment Process:
The assessment process provides both parties with the opportunities to assess the cultural and team fit, individual and organisation aspirations, and details of key objectives and priorities for the role. Elaine Rippon is the retained consultant for this assignment. | https://oakleighresourcing.co.uk/index.php/current-vacancies/132-head-of-finance-and-operations |
Environmental Clean Technologies Limited is pleased to provide an update on the progress towards delivering our primary near-term objective; the Coldry Commercial-scale Demonstration Plant project.
Key points:
- Feasibility Study report has been submitted to Neyveli Lignite Corporation (NLC), initial review completed, with positive response
- NLC proceeding, with a high-level review committee to perform detailed project and investment assessment, reporting to their Board
- ECT is engaging closely with NLC to advance next steps
- Formation of ECT India has been initiated
The Company has taken another positive step forward in its engagement with NLC for the deployment of the Coldry technology at its site in India.
Following recent meetings in India with senior NLC officials, ECT Managing Director Ashley Moore stated, “Off the back of a positive technical and commercial review of the Feasibility Study Report in recent weeks, NLC have proceeded to form a high-level committee to guide our proposal through the internal assessment process necessary within a large Government Enterprise to arrive at an investment decision.”
“Our aim is to continue working toward a binding agreement for the deployment of the Coldry demonstration plant by the end of this calendar year, and this represents another step in that direction”.
Background
The Company has been following a methodical, stepwise commercialisation strategy in India, summarised as follows:
- India manufacturing strategy
- India project development
India Manufacturing Strategy
Underpinning the India manufacturing strategy was the vendor selection program, which concluded with the appointment of Thermax announced on 19 May. The key driver behind appointing Thermax was to deliver on a crucial aspect of the second activity set; India project development. Specifically, Coldry demonstration.
Coldry Demonstration
The company has previously outlined the project development activity around Coldry Demonstration centred on our interaction with Neyveli Lignite Corporation (NLC).
ECT has progressed through various rounds of technical review culminating in the request in November 2013 from NLC to submit a detailed Feasibility Study, including firm capital estimates by an appropriately qualified company, for the construction of the Coldry demonstration plant at the NLC site. This is where the appointment of Thermax comes into play. The vendor selection program costed the Coldry demonstration plant at $15 million (+/- 30%), excluding certain items provided by ECT.
Current Status
Substantial progress has been achieved via securing of the manufacturing elements of the strategy via our arrangements with Thermax (see: https://www.thermaxglobal.com) and the Company is now entering the latter stages of the project development process, focussed on Neyveli Lignite Corporation.
An indicative timeline highlighting projected key activities was outlined at the Company’s most recent shareholder meeting (EGM, 30 May 2014), with an NLC decision to proceed to the next stage expected around late September and with a target to achieve binding agreements prior to the end of the year (an updated indicative timeline is provided at the end of this announcement).
Below is an update of those key activities on the indicative timeline, accompanied by explanatory notes:
- Indigenisation and firm cost estimate
- Status: Complete
- Comments: Prepared with support from our Indian engineering partner Thermax, this activity informed a significant element within the FS Report and was key to establishing commercial feasibility.
- Finalising funding structure proposals
- Status: Complete
- Comments: The development of the proposed funding structures was an important component within the FS Report. Following responses from NLC, the precise structures will be reviewed.
- Submission of Feasibility Study Report to NLC
- Status: Complete
- Comments: A key milestone, the development of the FS Report was a collaborative process with YES Bank and Thermax and included a comprehensive review of the technical, commercial, financial and operational impacts, as well as the strategic outcomes from the delivery of the CDP on NLC’s site. The FS Report has been received positively by NLC.
- Agreement to proceed with NLC
- Status: Proceeding
- Comments: In recent discussions, senior NLC officials advised of their decision to proceed to the next stages of detailed project and investment review. As such, a high-level assessment committee has been formed, reporting directly to their Board and charged with guiding the FS Report through the review process necessary to reach an investment decision. To this end ECT will provide support to the assessment committee.
- Establishment of ECT India
- Status: In progress
- Comments: The formation of ECT India involves the establishment of a corporate entity with an appropriate structure to facilitate the company’s long-term objectives in India. Activity commenced mid August and key advisers are in the process of developing and assessing suitable legal and tax structures for the new company.
- Definitive EPC contract with Thermax
- Comments: Framework established, with details to be progressively completed pending investment decision from NLC
Next Steps
Being a Government of India enterprise, NLC’s processes and probity requirements are rigorous and detailed, as expected.
Following NLC’s positive initial assessment of the Coldry FS Report and as part of their in-depth process, a high-level committee has been formed at the direction of NLC’s Board, involving key stakeholders across NLC’s organisation.
With NLC’s commitment of resources to the detailed review process, the companies are proceeding with commercial discussions, ahead of financial and investment discussions, which would then lead to an investment decision.
The next objective for the Company is the securing of a binding project construction agreement with NLC for the CDP.
Progress is encouraging, and broadly aligns to indicative timelines highlighted earlier this year.
Updated Indicative Timetable (subject to change)
For further information contact: | http://ectltd.com.au/shareholder-update-india-activity-4/?full-site=true |
Impact Investment Policy
Adiant Capital, together with the funds and investment vehicles it advises (“Adiant Capital”), is a specialist investment firm focusing on private markets impact investing.
Our mission is to invest client capital in private assets and companies that generate environmental benefits such as climate change mitigation, natural resources preservation and biodiversity protection, while yielding attractive financial returns. Sustainable development is therefore at the core of Adiant Capital’s investment scope and strategy.
The present Impact Investment Principles (“IIP”) detail the background, commitments (Section 3 – Commitments) and processes (Section 4 – Processes) that support our investment thesis and operational activities. It applies to Adiant Capital and the investments it considers and shall be interpreted in accordance with local regulation and laws.
We are committed to implement the IIP in order to achieve the following:
- Deliver our mission;
- Make better investment decisions by integrating impact principles into decision making processes;
- Create and share long-term financial, societal and environmental value amongst all stakeholders by integrating impact principles into our active ownership approach;
- Promote impact principles amongst key stakeholders;
- Report on our activities and progress made in implementing impact principles;
- Operate our firm and manage our investments transparently and sustainably.
Background
The IIP incorporates principles developed internally, in addition to international regulation and standards that we adhere to:
- Technical Expert Group on Sustainable Finance (EU Taxonomy, EU Green Bond Standard, EU Climate Benchmark) – use of TEG tools and frameworks for classification;
- Impact Management Project – use of IMP tools for impact reporting; practitioner community member;
- Task Force on Climate-related Financial Disclosures – support and implement recommendations;
- UN Principles for Responsible Investment – signatory (application pending, 2020);
- UN Global Compact and UN Sustainable Development Agenda for 2030 – support and implement recommendations;
- Operating Principles for Impact Management – support and implement recommendations;
- Equator Principles – support and implement recommendations;
- UN Guiding Principles on Business and Human Rights – support and implement recommendations.
Adiant Capital does not strictly adopt any external policy or standards beyond the processes that are defined in Section 4 – Processes, except where indicated above.
Governance
Investment selection
We have a robust governance process with respect to investment selection, transaction and asset management:
- All investment-related decisions are made by our independent investment committee, which guarantees autonomy in such processes;
- Where additional expertise is required, external legal, technical, commercial or financial independent advisors may be appointed.
Investment stewardship
Being active shareholders, we are involved at all stages of our portfolio companies’ life by assisting the management to implement our principles; in particular, we require portfolio companies to:
- Endorse our IIP;
- Respect applicable law, regulation and contractual terms;
- Actively prevent corruption, conflicts of interests, disloyal practices and human rights violations;
- Develop adequate contingency plans.
Environment
Investment selection
We exclusively invest in private companies and assets that generate a net positive outcome on the environment:
- Investments shall present inherent a net positive outcome;
- Outcome shall be objectively measurable;
- Investments shall have a high “net outcome-to-invested capital” ratio.
In analysing an investment opportunity, we perform an environmental impact assessment as part of our due diligence, covering topics such as climate, emissions, biodiversity, use of natural resources, waste management, etc. over the entire lifecycle of the products or services, including upstream and downstream segments of the value chain (e.g. impact of contractors and subcontractors). The impact assessment also identifies mitigation strategies for identified negative outcomes.
Investment stewardship
As an active shareholder, we monitor environmental outcome on an ongoing basis and require portfolio companies to:
- Implement environmental KPIs to monitor and manage risks and benefits;
- Integrate the environmental KPIs into our reporting and audit processes;
- Reduce environmental impacts relating to their operations (e.g. carbon footprint reduction, waste avoidance, sustainable procurement, biodiversity restoration, remote work, sustainable mobility schemes, etc.).
Social
Investment selection
During our due diligence phase, we assess the compliance of the company with applicable social regulation and standards, which must be respected and implemented across the HR policies of the company, its suppliers and subcontractors.
We take into account expectations of stakeholders such as consumers, local community, general public and public authorities, in particular with respect to ensuring:
- A constructive dialogue with stakeholders to maintain a positive public opinion about the company (especially for infrastructure investments);
- Positive economic and social local impacts generated by the company;
Investment stewardship
As a responsible shareholder, we ensure that social standards are respected at all times by our portfolio companies, their suppliers and subcontractors, including:
- Acceptable working conditions: fair remuneration, social security, prevention of discrimination at work, promotion of equal opportunities, implementing Health and Safety measures, including prevention of accidents and diseases;
- Respect of trade union rights and prevention of illegal labour;
We further ensure that the company is equipped with robust processes to proactively identify and respond to stakeholders potential concerns.
Processes
In order to achieve our sustainable development objectives, the IIP are integrated in all our processes, from designing investment strategies, to selecting an opportunity, to performing a due diligence on it, and throughout the holding period of an investment.
At our firm level
The IIP are reflected at our company investment process level as follows:
- Our investment team factors-in financial and extra-financial reporting into its decision making, in conjunction with portfolio company management and under the supervision and responsibility of our investment committee;
- As part of our overall strategy periodic review, objectives related to the IIP are reviewed in a continuous improvement process and best market standards are implemented;
- We issue financial and extra-financial quarterly reports to our clients, in addition to issuing annual reports and annual sustainable development reports;
- The company-specific requirements relating to the IIP are integrated into the transaction documentation entered into with the portfolio company.
We value the diversity and complementary of our human resources and commit to:
- Facilitate the progression and development of individual careers and skillsets;
- Promote healthy working environment and conditions;
- Promote sustainable living amongst employees;
- Value integrity and alignment of employees with our IIP, in particular by linking compensation to financial and environmental performance;
- Adhering to a transparency code, in particular with respect to compensation policies, social protection and value sharing (shareholding, dividends, salaries).
We further control our company’s environmental footprint by sourcing renewable power produced locally, reducing our resource consumption and minimising waste. We estimate our residual travel-related emissions and reduce them by optimising travel plans and making use of virtual meetings solutions to the extend possible.
Investment selection
We only invest in private companies and assets active in sectors aligned with our impact strategies. The targeted companies and assets have inherently net positive outcomes and, if existing, historical environmental liabilities must be marginal and be mitigated within a short period of time.
The assessment of environmental impacts is carried out during due diligence, with the support of external specialist advisors and consultants when necessary and based on recognized methodologies. The due diligence focuses on identifying and assessing potential red flag issues such as environmental, public health, safety, governance and social issues in accordance with the IIP.
Investment stewardship
To achieve long-term environmental benefits of our investments, we implement specific financial and extra-financial reporting throughout the holding period:
- Together with the management of the portfolio company, we define environmental KPIs corresponding to SDGs 6, 7, 9, 11, 12, 13, 14 & 15 to maximize the company’s net environmental outcome and corresponding targets;
- Environmental KPIs are integrated into a financial and extra-financial reporting and risk analysis platform, which is independently managed to ensure objective assessment;
- Our financial stakeholders and clients have direct access to financial and extra-financial reporting via the same platform;
- Environmental KPIs are periodically reviewed during board and management meetings. | https://www.adiant-capital.com/impact-investment-policy/ |
Many Web3 projects plan to attract venture capital to fuel their growth and there is now an increasing number of Web3 funds within the venture industry. As a result, the number of Web3 venture agreements is multiplying.
Each Web3 fund has its own internal Web3 startup selection process, which includes due diligence such as checking legal documents, doing background checks, and doing financial data checks, for example, before making an investment decision. Also, most Web3 funds have their standard investment conditions, for example, some are only interested in Web3 project tokens, while others invest in both tokens and Web3 startup shares.
This guide aims to give Web3 founders a complete overview of all the activities they should undertake or consider if they plan to attract VC investment into their project.
Legal Due Diligence of a Web3 startup
A Web3 startup needs to prepare several legal documents and materials for its project to negotiate with venture capital firms (VCs) successfully. Having all the critical docs in place will help quickly conclude an investment agreement through the negotiation and verification process (Due Diligence).
The process of legal Due Diligence of a Web3 startup by VC usually includes:
- analysis of token documentation;
- analysis of authorisations/licenses to be obtained by the company that will issue such tokens; and
- analysis of statutory documents and intellectual property of the token issuer company (if they plan to invest in tokens AND company shares).
Read more: Investor due diligence checklist for Web3 founders.
Token Capitalisation Table Analysis
Before making an investment decision, the Web3 fund needs to clarify the following:
- how many tokens does the project plan to issue, and what will be their value;
- how do founders plan to distribute tokens within the pools and how many tokens an investor can receive for their investment;
- how many tokens do founders allocate to themselves, and whether they have developed a motivation system for employees (such as a token incentive scheme).
The Token Cap Table of the project needs to include all the points described above. The first two points are essential for the analysis of the project tokenomics, as only a successfully operating tokenomics strategy will ensure stable growth of demand for tokens and, consequently, provide the investor with a return on investment (ROI).
The third point gives the investor an understanding of whether the members of the Web3 startup team have sufficient motivation (whether the Token Incentive Scheme is well designed) and whether the number of tokens reserved for founders will not create conditions for market manipulation by the latter.
Obtaining a Token Legal Opinion
After analyzing the Token Cap Table, investors proceed to examine the token legal status. For this purpose, they usually ask the founders to send the Token Legal Opinion, which contains the legal qualification of the token prepared by a qualified lawyer.
Investors want to be sure that the legal status of the token and the legal consequences associated with it will not be an obstacle to the token's liquidity in the future. For example, crypto exchanges can delist a token due to the features of financial instruments that the token may have. Also, investors want to have guarantees that the regulators will not ban the token. Therefore, Token Legal Opinion is a legal guarantee for the investor to a certain extent.
Regulatory compliance of a Token Issuer Company
When a fund invests money in a startup, it expects the team to hire new people, launch new marketing campaigns, and do other things for the project's growth. None of the investors wants their money to be spent on fines. Also, none of the investors would like their investments to be associated with money laundering or other violations of financial legislation.
To avoid these risks, investors clarify three points:
- how the team chose the crypto-friendly jurisdiction for the Token Issuer Company;
- whether the Token Issuer Company has fulfilled all the requirements of the regulator before issuing tokens (whether it has received the necessary authorisations and licenses); and
- whether the Token Issuer Company has implemented policies and processes to verify tokenholders and their transactions (KYC, AML).
The consequences of improper regulatory compliance can range from the obligation to return all raised funds and close the project to financial and even criminal liability, so the investor's lawyers will pay close attention to these matters of compliance.
Read more: How to legally issue tokens in the Cayman Islands.
Intellectual Property
Suppose the Web3 fund is willing to invest in tokens AND shares (equity) of the Web3 startup. In that case, the investor's lawyers will also ask for an Equity Cap Table (information on how the Token Issuer Company shares are distributed between founders and team) and the supporting documents stating that all project's intellectual property has been assigned to the company.
Read more: How to structure intellectual property of a Web3 startup.
Taxes
In classic venture investing, the money that a fund invests in a startup is an investment in the startup's capital/shares (capital investment) and is not taxable. In the case of investing in a Web3 startup, the situation is different, as investments are often in the form of token purchases that can be both digital goods and securities, depending on their legal status.
Although this transaction does not create tax consequences for the investor, the investor needs to make sure that:
- the team has conducted the necessary tax analysis, AND
- they understand what taxes will need to be paid from the sale of tokens, OR
- have confirmation from tax advisors that tax obligations will not arise.
Investment Documents
After completing Due Diligence and signing the Term Sheet, the founders and investors prepare investment documents. The package of investment documents will depend on what the investor is interested in investing in: only tokens or tokens and shares.
Suppose an investor is only interested in investing in tokens. In that case, the investment agreement will depend on whether the tokens have already been issued when receiving investments or if the project will issue them in the future. If the project has already issued tokens, such an investment is structured through a Private Token Sale Agreement that specifies the number of tokens the investor redeems, their value, and lockup conditions. Also, it includes the verification (KYC) documents for the investor. If tokens were not issued at the time of the investment, a Simple Agreement for Future Tokens (SAFT) is used.
In a case where the investor is interested in investing in both tokens and shares, then, in addition to preparing investment documents for tokens, the parties prepare investment documents on shares:
- a Share Sale and Purchase Agreement; and
- a Shareholders' Agreement.
Also, the statutory documents of the Token Issuer Company are checked. If the project's team plans to issue tokens and shares for the investor in the future, a SAFTE (Simple Agreement for Future Tokens and Equity) is used.
Read more: Token warrant, SAFT or token sale agreement: a guide to choosing a Web3 fundraising document.
Conclusions
Fundraising of a Web3 startup is significantly different from the fundraising of a Web2 startup in legal terms. On the one hand, having such a highly liquid asset as a token brings interest from venture funds, but, on the other hand, it requires founders to do their homework, and:
- define the legal status of such a token;
- choose the best model for its distribution, and
- obtain authorisations/licenses from the regulators.
In the face of these somewhat extensive requirements, founders of Web3 projects preparing for fundraising must carefully perform all necessary legal work and prepare legal documents to avoid any deal-breakers that may hinder negotiations with Web3 funds.
If you're preparing your Web3 project for fundraising, Legal Nodes can help you build the right legal structure no matter what stage you're at– from incorporation to due diligence document preparation, we can help.
Book a Legal Discovery Session to get an overview of best practices of Web3 legal structuring for fundraising and a Legal Roadmap for your project.
Disclaimer: the information in this article is provided for informational purposes only. You should not construe any such information as legal, tax, investment, trading, financial, or other advice. | https://legalnodes.com/article/web3-startup-fundraising |
The following is an overview of how we process your personal data and of your rights under data protection law.
(hereinafter referred to as the "Company").
Personal data means information relating to an identifiable natural person (hereinafter referred to as the "data subject"). This data protection information applies to you as a natural person if you are in contact with the Company for business purposes or if you are involved as an owner/shareholder, representative, employee or other contact person of a legal entity.
Personal data are processed by the Company in compliance with applicable data protection laws, in particular with the requirements of the General Data Protection Regulation (GDPR) and the German Federal Data Protection Act (Bundesdatenschutzgesetz or BDSG). Data processing is carried out for specifically defined purposes and in a lawful manner (i.e. with a legal basis). Data will only be processed for purposes other than those for which the Company originally collected it if this is compatible with the original purposes in accordance with legal requirements, taking into account the collection context, type of data and consequences of further processing. Within the scope of its statutory duty, the Company will inform you if it processes your data for any other purposes.
The Company collects personal data about you when you contact the Company or communicate it yourself (e.g. by handing over your business card). In addition, if necessary the Company processes personal data which it obtains from publicly accessible sources such as land registers, commercial and association registers, the press or Internet or which are transmitted to the Company by other Doric Group companies, their business partners or other third parties entitled to do so.
Consulting credit agencies to determine credit worthiness and default risk.
In order to fulfil the aforementioned legitimate purposes, the Company may pass on your personal data to third-party service providers and others to whom the company delegates tasks. In some cases, the service provider used by the Company receives such information as contract processors and is then strictly bound by the Company's instructions when handling your personal data.
Public authorities so the Company complies with its legal obligations.
Data will be transmitted to authorities in countries outside the EU or the EEA (so-called third countries) only if this is necessary to fulfil a legitimate purpose or is required by law, if you have given your consent to the Company or in the context of the processing of your order. Both companies affiliated with the Doric Group and external service providers in a third country may carry out such data processing. Compliance with European data protection norms is ensured by the Company through contracts containing clauses prescribed by the EU Commission or, alternatively, through comparable suitable guarantees within the meaning of Art. 46 GDPR.
The Company processes and stores your personal data if necessary for the fulfilment of contractual and legal obligations or based on justified interests. This may include the initiation (pre-contractual legal relationship) and the settlement of contractual relationships. If you have given your consent, your personal data will be processed for the respective purpose until you revoke your consent.
In addition, the Company may store your personal data until the statute of limitations for any legal claims arising from the Company's relationship with you has passed in order to be able to use your data for verification purposes if necessary. As a rule, the limitation period is three years.
When the statute of limitations comes into effect, the Company deletes your personal data unless there is an additional legal obligation to store data, for example from the German Commercial Code, the Tax Code or the Anti-Money Laundering Act. These retention obligations can last up to ten years.
Every data subject has the right of access under Article 15 GDPR, the right to rectification under Article 16 GDPR, the right to erasure (right to be forgotten) under Article 17 GDPR, the right to restriction of processing under Article 18 GDPR, the right to object under Article 21 GDPR and the right to data portability under Article 20 GDPR. Restrictions according to §§ 34 and 35 of the Federal Data Protection Act (BDSG) apply to the right of access and the right to erasure.
Based on Art. 6 para. 1 lit. f) GDPR (data processing on the basis of legitimate interests) you have the right to object at any time to the processing of your data if there are reasons arising from your particular situation.
If you file an objection, the Company will no longer process your personal data unless compelling legitimate grounds for processing your data can be proven which outweigh your interests, rights and freedoms, or if the processing serves to assert, exercise or defend legal claims (reconsideration).
Insofar as the Company processes your personal data in order to carry out direct marketing on the basis of Art. 6 para. 1 lit. f) GDPR, you have the right to object at any time to the processing of your personal data for marketing purposes. The Company will comply with your objection for the future unreservedly and without further consideration. In this case, the Company will no longer process your data for direct marketing purposes.
You may revoke your consent to the processing of personal data at any time. A revocation can also apply to declarations of consent issued to the Company prior to the validity of the GDPR, i.e. before 25 May 2018. Please note that the revocation can only have a future effect. Processing that took place before the revocation is not affected by this.
In principle, you are not obliged to provide the Company with your personal data. However, the company can only fulfil contractual and legal obligations if the necessary personal data are provided. Without this data, the Company will generally not be in a position to enter into or fulfil contractual obligations. Personal data that are not necessary for the respective processing purposes will be marked by the Company as voluntary data.
The Company does not employ any purely automated decision-making procedures (including profiling).
Quadoro can offer you strategies for investing in property in Europe, specifically in the risk categories core, core+ and value-add. You can choose to mandate us individually, participate in a club deal or in a fund.
Quadoro can enable you, the investor, to reach your financial goals with regards to real estate. Our support covers the complete investment cycle from structuring, acquiring, asset management and divestment. | https://www.quadoro.com/en |
The aim of due diligence is to enhance a user’s understanding of key information underpinning a corporate transaction, allowing parties to make informed investment decisions.
What is due diligence?
Due diligence can be broken down into four broad categories: Commercial, Operational, Legal and Financial. It is an examination of a company's affairs and dealings, typically during preparation for an acquisition, refinancing or restructuring.
Commercial due diligence may include a study of wider market conditions, competitive analysis, or a section investigation
Operational due diligence may include a review of operations systems or processes, HR programmes, management teams, or other non-financial aspects of a business.
Legal due diligence would investigate the legal context and potential risk associated with a business. This may include reviewing the terms of franchising or employment contracts, intellectual property disputes, or property ownership issues.
Financial due diligence involves investigating historical financial data, as well as future performance forecasts and funding needs.
What does it cover?
Determining scope is a key aspect of due diligence. There is a wide range of questions a due diligence project may seek to answer, depending on the user's needs.
How does the company's current debt balance, cash flow, and credit/finance structure look?
Has the target company's performance historically met budget forecasts?
How does the target company expect to perform in the coming years?
Why perform due diligence / When is it necessary?
Due diligence is vital for risk mitigation during any acquisition. Conclusions drawn from due diligence studies can impact not only the final investment decision but also price negotiation and the terms of any agreement reached. | https://www.ancassociates.com/our-expertise/due-diligence.aspx |
Audit Committee Charter
This charter (the “Charter”) sets forth the purpose, composition, responsibilities and authority of the Audit Committee (the “Committee”) of the Board of Directors (the “Board”) of Hudson’s Bay Company (“Company”).
The purpose of the Committee is to assist the Board in fulfilling its oversight responsibilities with respect to:
- Financial reporting and disclosure requirements;
- Implementation of an effective risk management and financial control framework;
- Administration of the Company’s pension plans; and
- External and internal audit processes.
- The Board will appoint the members (“Members”) of the Committee. The Members will be appointed to hold office until the next annual general meeting of shareholders of the Company or until their successors are appointed. The Board may remove a Member at any time and may fill any vacancy occurring on the Committee. A Member may resign at any time and a Member will automatically cease to be a Member upon ceasing to be a director. In the event of a vacancy on the Committee, the remaining members may exercise all of the powers of the Committee, so long as a quorum remains.
- The Committee will consist of at least three directors. Each Member will meet the criteria for independence and financial literacy established by applicable laws and the rules of any stock exchanges upon which the Company’s securities are listed, including National Instrument 52-110 — Audit Committees.
- The Board will appoint one of the Members to act as the chair of the Committee (the “Chair”). The secretary of the Company (the “Secretary”) will be the secretary of all meetings and will maintain minutes of all meetings and deliberations of the Committee. If the Secretary is not in attendance at any meeting, the Committee will appoint another person who may, but need not, be a Member to act as the secretary of that meeting.
- Meetings of the Committee will be held at such times and places as the Chair may determine, but in any event not less than four (4) times per year.
- Twenty-four (24) hours advance notice of each meeting will be given to each Member orally, by telephone, by facsimile or email, unless all Members are present and waive notice, or if those absent waive notice before or after a meeting.
- Members may attend all meetings either in person, by videoconference or by telephone.
- At the request of the external auditors of the Company, the Chief Executive Officer or any person acting in such capacity, Head of Internal Audit or the Senior Vice President and Chief Financial Officer of the Company or any Member, the Chair will convene a meeting of the Committee. Any such request shall set out in reasonable detail the business proposed to be conducted at the meeting so requested.
- The Chair, if present, will act as the chair of meetings of the Committee. If the Chair is not present at a meeting of the Committee the Members in attendance may select one of their members to act as chair of the meeting.
- A majority of Members will constitute a quorum for a meeting of the Committee.
- Each Member will have one vote and decisions of the Committee will be made by an affirmative vote of the majority. The Chair will not have a deciding or casting vote in the case of an equality of votes.
- Powers of the Committee may be exercised by written resolutions signed by all Members.
- The Committee may invite from time to time such persons as it sees fit to attend its meetings and to take part in the discussion and consideration of the affairs of the Committee.
- The Committee shall meet in camera without members of management in attendance for a portion of each meeting of the Committee.
- In advance of every regularly scheduled meeting of the Committee, the Chair, with the assistance of the Secretary, should prepare and distribute to the Members and others as deemed appropriate by the Chair, an agenda of matters to be addressed at the meeting together with appropriate briefing materials. The Committee may require officers and employees of the Company to produce such information and reports as the Committee may deem appropriate in order for it to fulfill its duties.
- The Committee may delegate any or all of its functions to any of its members or any sub-set thereof, or other persons, from time to time as it sees fit to the extent permitted by law.
The Committee shall have the following responsibilities:
Financial Statements and Disclosure
- Review and recommend to the Board for approval, having regard to whether they are complete and consistent with information known to the Members, and reflect appropriate accounting principles as applicable:
- the annual financial statements and annual Management Discussion and Analysis (“MD&A”);
- the interim financial reports and interim MD&A; and
- financial information contained in the Company’s annual information form, earnings press releases and other financial information disclosed by the Company to any governmental body or the public.
- Ensure that adequate procedures are in place for the review of the Corporation’s public disclosure of financial information extracted or derived from financial statements, other than the public disclosure in financial statements, MD&A and annual and interim earnings press releases and annual information form, and periodically assess the adequacy of those procedures.
- Review and assess the manner in which management develops interim financial information, and the nature and extent of internal and external auditor involvement.
Internal Controls
- Consider the effectiveness of the company's internal control system, including information technology security and control.
- Understand the scope of internal and external auditors' review of internal control over financial reporting, as applicable, and obtain reports on significant findings and recommendations, together with management's responses.
Internal Audit
- Oversee the work of the internal audit function, including organization, operations and independence.
- Review the performance of the Head of Internal Audit and approve his or her annual compensation and salary adjustment.
- Review the effectiveness of the internal audit function, including compliance with The Institute of Internal Auditors' International Standards for the Professional Practice of Internal Auditing.
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On a regular basis, meet separately with the Head of Internal Audit to discuss any matters that the Committee or internal audit believes should be discussed without other members of management present
External Audit
- Review the performance and independence of the external auditors, and recommend final approval on the appointment or discharge of the auditors.
- Recommend to the Board the appointment and compensation of the Company’s external auditor.
- Oversee the work of the external auditor, including the resolution of disagreements between management and the external auditor regarding financial reporting.
- Pre-approve all non-audit and audit-related services (or delegating such pre-approval if and to the extent permitted by law) to be provided to the Company or its subsidiary entities by the Company’s external auditor, in keeping with the Company’s Auditor Services Pre-Approval Policy.
- On a regular basis, meet separately with the external auditors to discuss any matters that the Committee or auditors believe should be discussed privately.
- Consider and recommend to the Board if appropriate, major changes to accounting principles, policies and practices as suggested by the external auditors and/or management.
- Review, in the absence of management, the results of the annual external audit, the audit report thereon and the auditor’s review of the related MD&A.
- Review all other material written communications between the external auditor and management, including the post-audit management letter containing the recommendations of the external auditor, management’s response.
- Review any other matters related to the external audit that are to be communicated to the Committee under generally accepted auditing standards.
Pension
- Oversee the implementation, administration and governance of the Company’s pension plans (the “Plans”) through the Company’s pension sub-committee (the “Sub-committee”).
- Ensure that the Sub-committee has the adequate authority and resources to carry out its duties.
- Review and recommend to the Board for approval any proposals of the Sub-committee concerning amendments to the Plans or the funding and contribution requirements of the Plans.
- Oversee the implementation by the Sub-committee of processes and procedures designed to ensure that;
- clear, up-to-date information and appropriate investment options are made available to Plan members with respect to the self-directed defined contribution accounts;
- plan members have the resources necessary to make informed investment decisions;
- the interpretation and administration of the Plans, including payment of benefits and other transaction are carrying out in compliance with applicable laws and applicable investment policies and guidelines;
- investment performance, including that of the investment managers, is monitored and reviewed on a regular basis; and
- all reports, certificates, statements or other documents are filed with the appropriate regulatory authorities as required.
- Receive, review and approve reports from the Sub-committee providing reasonable assurances that;
- reasonable investment options are available to Plan members with respect to investment of funds in the Plans’ defined contribution accounts; and
- the pension benefits committed by the Company under the defined terms of the Plans are properly calculated and paid, and that the funds under the Plans are invested and managed prudently.
Risk
- Satisfy itself that the Company has implemented an appropriate enterprise risk management (“ERM”) framework for the management of the Company’s risks, and that the ERM framework provides for: (i) the identification of significant risks to the Company or its business, including emerging risks; (ii) ERM governance and organization; (iii) processes to identify, report, measure, assess, control and monitor risk; and (iv) such other related ERM policies, procedures and frameworks as the Committee may determine to be advisable.
- Review policies and practices to control significant risks and review changes to the ERM framework recommended by senior executives of the Company.
Related Party Transactions
- Review all related party transactions other than those delegated to a special committee or independent committee of the Board against applicable legal and regulatory requirements, discuss with management the business rationale for the transactions, review applicable disclosures and report to the Board on all such transactions, if any, each quarter.
- Review and discuss with the Company’s independent auditors the auditors’ evaluation of the Company’s identification of, accounting for, and disclosure of its relationships and transactions with related parties, including any significant matters arising from the audit in connection therewith.
Compliance
- Establish procedures for the receipt, retention and treatment of complaints received by the Company regarding accounting, internal controls or auditing matters, and for the confidential, anonymous submission by employees of the Company or its subsidiaries of concerns regarding questionable accounting or auditing matters (the “Whistleblower Policy”).
- Review the effectiveness of the Whistleblower Policy and follow-up (including disciplinary action) of any instances of non-compliance.
- Oversee investigations of alleged fraud and illegality relating to the Company’s finances and review the findings of any examinations by regulatory agencies, and any external auditor observations.
- Oversee the Company’s approach to managing conflicts of interest in the hiring of partners, employees and former partners and employees of the Company’s present and former external auditors.
Other Responsibilities
- Perform other activities related to this Charter as requested by the Board.
- Institute and oversee special investigations as needed.
- Approve the hiring of the Chief Financial Officer.
- Evaluate the Committee's and individual members' performance on a regular basis.
The Committee’s responsibilities with respect to financial reporting are as set forth in this Charter. It is not the duty of the Committee to plan or conduct audits or to determine that the Company’s financial statements are complete and accurate or comply with applicable accounting standards, as applicable, and other applicable requirements. These are the responsibilities of management and the external auditors. The Committee, however, will consider whether these annual financial statements are complete, consistent with information known to Members, and reflect appropriate accounting principles.
The role of the Committee is to provide broad oversight of the financial, risk and control related activities of the Company, and are specifically not accountable or responsible for the day to day operation or performance of such activities. Although the designation of a Member as having accounting or related financial expertise for disclosure purposes is based on that individual’s education and experience, which that individual will bring to bear in carrying out his or her duties on the Committee, such designation does not impose on such person any duties, obligations or liability that are greater than the duties, obligations and liability imposed on such person as a member of the Committee and Board in the absence of such designation. Rather, the role of a Member who is identified as having accounting or related financial expertise, like the role of all Members, is to oversee the process, not to certify or guarantee the internal or external audit of the Company’s financial information or public disclosure.
The terms of this Charter are not intended to give rise to civil liability on the part of the Company or its directors or officers to shareholders, security holders, customers, suppliers, competitors, employees or other persons, or to any other liability whatsoever on their part.
The Chair should report to the Board at each Board meeting on the Committee’s activities since the last Board meeting. As required by applicable rules and regulations, the Committee should report annually to shareholders, describing the Committee’s composition, responsibilities and how they were discharged, and any other information required by law. The Committee should also review any other report the Company issues that relates to the Committee’s responsibilities.
The Committee shall be granted unrestricted access to all information regarding the Company that is necessary or desirable to fulfill its duties and all directors, officers and employees of the Company will be directed to cooperate as requested by Members. The Committee has the authority to retain, at the Company’s expense, independent legal, financial and other advisors, consultants and experts, to assist the Committee in fulfilling its duties and responsibilities, including sole authority to retain and to approve any such firm’s fees and other retention terms without prior approval of the Board. The Committee also has the authority to communicate directly with internal and external auditors.
The Committee will, from time to time, review and assess the adequacy of this Charter and recommend any proposed changes to the Board for consideration.
The Board may, from time to time, and to the extent permitted by NI 52 110, permit departures from the terms of this Charter, either prospectively or retrospectively.
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Dated:
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December 2015; amended March 2017
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Approved by: | http://investor.hbc.com/documentdisplay.cfm?DocumentID=11726 |
Discuss this role with a consultant.
My Client one of the largest financial services groups in Asia provides fund administration services to a wide variety of investment products covering all alternative and regulated products. Our service covers all the constituent parts required to independently produce a fund’s dealing or indicative net asset value on a monthly, weekly or daily basis.
The Trustee department provide a complete fiduciary oversight function for the funds and its service providers as required by the Central Bank of Ireland (CBI) and the Cayman Island Monetary Authority (CIMA). This department acts independently of the administration department and in the best interests of the funds investors.
The Depositary/Trustee Services Team are primarily responsible for the safekeeping of the funds’ assets and the review of a number of funds serviced by the department in addition to the daily cash flow monitoring, daily cash reconciliation and “other asset” verification of a number of funds as required under the Alternative Investment Funds Management Directive (“AIFMD)” & UCITS V.
The principal responsibility is for ensuring that the fund reviews are completed on a timely basis, and in accordance with the department’s internal procedures and policies.
•The proper processing of subscriptions and redemptions to and from the fund.
•The proper calculation of the value of the shares/units.
•Reporting to management as to whether the fund has been managed in accordance with its investment restrictions and borrowing powers.
•Interact with fund boards as required and attend client presentations.
•Approval of disbursements from the fund where applicable.
•Identification and control of operational risks relating to their area.
•Due diligence reviews of the administrator's.
•Due diligence reviews of Alternative Investment Fund Manager's and investment manager's.
•Implement procedures and work programmes to monitor fund compliance with the constitutional documents of each fund and the applicable regulations.
•Perform a controlled function role or a pre-approved controlled function role as required in compliance with the Central Bank of Ireland Fitness and probity Standards.
•The continued review of department procedures and tasks with a view to identifying and implementing areas of improvement, and with a view to ensuring that the department maintains the procedures and structures necessary to service its business effectively and that the department responsibilities are met in the most cost effective and time efficient manner.
•Transitioning of new funds into the department including the review of fund offering documentation to assess the impact of investment restrictions and other responsibilities within the documents on the resources within the department.
•Liaison with clients & funds auditors.
•Regulatory reporting
•Review, track and monitor SLA's / KPI's where applicable.
•Liaison with external fund board directors and attendance at board meetings as required •Liaison with the legal department with regard to new documentation and changes to existing documents.
•Complete, when required, the relevant tax documentation for funds and liaise with the appropriate tax authority in this regard.
•Ensure timely and accurate reporting requirements of the Central Bank of Ireland, the Cayman Islands Monetary Authority and the group.
•Keep up to date with Regulatory knowledge in each jurisdiction to ensure where necessary, relevant structures and procedures are developed to enable the department to meet its obligations and responsibilities.
•Ensure appropriate and accurate financial reporting where required is conducted on a timely basis. Also, to ensure that all staff reporting to them also adhere to all policies and procedures relating to financial reporting.
•Provide guidance and solutions with regard to problem solving to department staff.
•To effectively communicate knowledge and experience to the team, and to manage the training and development needs of staff. This also includes hosting internal department learning workshops.
•Management of the department staff and ensuring that all staff carryout their prescribed duties.
•Assist in the compilation of internal audit and compliance department requests.
•Work with the IT Project Department with the objective of replacing manual processes with automated processes to reduce risk and improve efficiency within the department.
•Perform staff appraisals, manage staff absence and perform return to work interviews.
•Motivate team members and provide direction to ensure the department achieves its goals and objectives.
•Responsibility for the improvement in design and implementation of the department business continuity plan.
Specific appropriate experience and knowledge of the Depositary /Trustee / & Custodian role and related regulations •Appropriate number of years’ experience in the funds industry circa 8+ years having achieved a position in management of the depositary/trustee / custodian area •Proven supervisory skills &abilities •Ability to communicate effectively with management of other departments and present to client boards and internal boards, committees, etc.
•Highly PC literate (Excel, Word, PowerPoint) •A desire to review and streamline processes •Be self-motivated with a structured and determined approach to work, and show a willingness to take ownership of problems and an ability to communicate with clients and colleagues at all levels •A high degree of communications skills, both verbal and written, with the ability to communicate with a wide range of contacts, including customers and internal staff at all levels. | https://www.brightwater.ie/job-detail/76457-Vice-President-Trustee |
Duties:
A Recovery & Resolutions Agent is responsible for working with other financial resolutions staff to achieve department goals, reduce overall delinquency and recover charged-off loans.
Relationships and Service: Build trusted relationships by providing members with superior financial solutions and outstanding service. Ensure timely contact of members with delinquent loans to inquire about repayment intent; initiate calls to members in accordance with credit union policies and procedures and applicable rules and regulations. Work with members to establish payment arrangements as necessary and collect and document delinquent accounts in accordance with departmental and legal guidelines.
Meet face to face with members to discuss their financial situation; will occasionally handle crucial and controversial conversations with upset members while maintaining calm dispositions. Provide informed professional assistance and support to all members and associates – troubleshooting and resolving inquiries in a timely, friendly and accurate manner.
Act as the credit union representative for third party asset recovery and resolution agents; work with the credit union’s legal counsel, small claims, district and bankruptcy courts, repossession agencies, collection agencies, etc. Attend court proceedings on behalf of the credit union.
Partner with other financial resolutions team members to ensure effective and timely review and resolution of past due consumer, mortgage, collateralized and personal loan accounts, while protecting the credit union’s assets, financial interest and reputation.
Motivate financial resolutions team members on a daily basis to accomplish goals through productivity, accuracy and efficiency. The Agent supervises clerical staff in the maintenance of delinquent loan accounts and records.
Resolutions and Recovery: Review delinquent accounts; determine probable reasons for account status and contact members to resolve delinquencies. Utilize various techniques, as circumstances indicate, to promptly collect on delinquent accounts; exercise contractual remedies as needed; and ensure the company's professional image is maintained.
Follow detailed standardized procedures in performing routine collection operations, greeting members and visitors and answering telephone calls. Perform collections work. Make outbound collection calls to members, co-makers, etc. who are delinquent on their loans and take incoming calls from delinquent borrowers. Forward collection letters to delinquent borrowers. Obtain payments, commitment agreements or establish a payment plan to bring loans up to date.
Monitor all established payment plans and contact borrowers who default on promised payments. Communicate this information to the Delinquency Committee on a regular basis.
Utilize various skip tracing techniques and collection strategies to locate members and/or collateral. Utilize all available resources to effectively collect (e.g. employees, credit reports, references, the internet, public records, employers) and negotiate payment arrangements.
Monitor the collection portfolio regularly to maintain acceptable delinquency and loss ratios. Gather and review financial information from delinquent borrowers, conduct analysis and present recommendations to the Delinquency Committee as to an appropriate course of action necessary to settle the debt for the best available term.
Compile, prepare and present to the Delinquency Committee a monthly report of collection activity for accounts 60 days or more delinquent. The Agent must:
- Be able to explain each delinquent account in detail and answer questions as presented by the Committee.
- Present recommendations for action on all accounts that 1) the credit union cannot make contact with and 2) a satisfactory payment arrangement cannot be reached.
- Forecast projected charge offs;
Recommend legal actions when necessary. Review, structure and recommend appropriate loan modification and workout requests for consideration and when necessary review, recommend and follow repossession processes to successful conclusion.
Work with third party asset recovery and resolution agents – legal counsel; small claims, district and bankruptcy courts; repossession agencies, etc. Initiate legal action when necessary. Arrange for and oversee repossession of collateral processes to include sale of collateral. Attend court proceedings on behalf of the credit union and proceed with recoveries as directed by the court (i.e. wage garnishments, tax liens).
Recover and collect charged-off debt in compliance with established federal and state rules and regulations and credit union policies and procedures for delinquent accounts. Recover monies otherwise deemed uncollectible either due to delinquency date, collateral value or borrower ability to pay.
Maintain accurate and complete records of all collection and recovery activity. Enter concise, professional memos in the appropriate collections system of each contact or contact attempt. Record information about financial status of member and status of collection efforts. Receive payments and post amount paid to member’s account.
Compliance: Maintain an in-depth knowledge of the credit union’s products and services and comply with the credit union’s established policies and practices. Attend or participate in necessary training events. Make suggestions to improve departmental and overall credit union operations.
Adhere to provisions as set forth in the Fair Debt Collections Practices Act and insure collection activity is always within credit union policy and all relevant regulations. Keep up to date on the credit union’s loan and loss mitigation policies and processes; analyze and make recommendations for change.
Maintain an advanced level of knowledge on how to pursue members through legal avenues – legal processes and when to initiate legal action. Understand the Fair Debt Collections Practices Act and the repossession self-help laws of the State of Michigan.
Maintain a basic understanding of bankruptcy laws and possess basic understanding of the components associated with Chapter 7, 11 and 13 bankruptcies. File bankruptcy proofs of claim on a timely basis and prepare or handle reaffirmations. Understand how to service loans in bankruptcy.
Understand and comply with credit union policy, practices, laws, regulations, and the credit union's BSA/AML Program, as applicable to your job duties. This includes but is not limited to: attend or participate in necessary compliance, loss mitigation or related training events; adhere to internal procedures and controls; maintain highest level of confidentiality; report any known violations of compliance policy, laws or regulations and report any suspicious member and/or account activity.
Requirements:
Basic Qualifications: Minimum of two years collection experience within a financial institution. Additional experience working as a loan officer is preferred. Knowledge of collection and lending procedures, practices, and lending qualifications associated with the loan processing and underwriting profession. Familiar with mortgage and consumer collections, repossession and credit reporting laws and requirements.
Additional Requirements: Must possess the ability to remain calm, patient, objective and professional when presented with difficult situations. Must be able to work in a time sensitive environment, making sound decisions, communicating these decisions to members as well as internal staff.
Misc Comments:
Our work is driven by PRIDE, an acronym for Professionalism, Respect, Initiative, Dedication and Enthusiasm; therefore, Recovery & Resolution Agents must also demonstrate conduct consistent with our corporate values:
- Practice open communication with all levels;
- Be accountable by taking ownership of member issues and responsibility for one’s actions;
- Foster teamwork by cooperating and collaborating with other employees;
- Seek ways to make the workplace fun for oneself and others;
- Conduct oneself with integrity by being honest, trustworthy and ethical in all work activities and interactions;
- Work with a service orientation by having a genuine concern for the needs of one’s members and by being friendly, professional and following through on commitments; and
- Demonstrate humility in all interactions and remember to leave one’s ego at the door when one arrives to work.
Our outstanding benefit package includes, but is not limited to: Generous health, vision, and dental package, tuition reimbursement, paid time off & paid sick time, 401(k) matching, life & disability, and competitive wages & incentive pay. Not to mention our fabulous Student Debt Repayment Program, where AAACU pays up to $10,000.00 toward your student loan debts!
How to Apply
Apply Online for Recovery Resolutions Agent
Upload Your Resume for Recovery Resolutions Agent
Applications and resumes are accepted online.
Directions on how to apply. | https://www.aaacu.com/career-opportunities?jobaction=jdetails&jid=43 |
Due Diligence, in its simplest form, can be defined as a study of the target company in terms of many areas such as legal, tax, financial, environmental, human resources in the process of mergers & acquisitions and corporate finance transactions, conducted to clearly reveal its true condition.
As a result of Due Diligence, the Purchaser or Investor aims to reveal the true state of these areas, as well as determine the risk factors and make accurate decisions for going through with the planned transaction or its terms and conditions. This legal study is one of the most critical stages of the due diligence process.
Although there is no specific regulation in the Turkish legislation on legal due diligence review and its legal consequences, it is unlikely that a corporate finance transaction, regardless of its size will take place in Turkey or the world today without a legal due diligence process.
This Due Diligence process is mostly carried out by the Purchaser or Investor’s consultants subsequent to the signing of a letter of intent or term sheet between the parties and before the commencement of drafting of the final contract regulating the details of the transaction. At this stage, the parties have not yet signed a binding Agreement on the details of the transaction and the possibility of a definite transaction will be clearer following the due diligence.
This study has been prepared to briefly explain the legal due diligence process that has become a part of the agenda in the above-mentioned transactions.
Prior to certain merger & acquisition and corporate finance transactions, it is common for companies preparing for such a transaction to apply to an independent law firm and determine their own current legal status (vendor due diligence). In this way, companies considering to receive third party investment can objectively see their current legal situation before the legal due diligence of the investor party and make the necessary corrections.
Scope of Legal Due Diligence and Its Execution:
During a legal due diligence, the Purchaser or Investor usually reviews the Investee’s commercial books and records, operational information, financial documents (general loan agreements, etc.), contracts, movable and immovable property records, intellectual property documentation (license agreements, trademark, patent registrations etc.,) governmental permits and approvals, human resources documents and application, legal disputes proceedings such as lawsuits and enforcement procedures and environmental issues concerning the target company.
Legal due diligence investigations usually start with document request lists and legal question lists submitted to the target company by the Purchaser or Investor. The collected documentation, information and records are either physically reviewed by the Purchaser’s or Investor’s legal consultants at the premises of the target company and/or electronically through virtual data rooms designated for the due diligence. The latter practise is the most commonly seen example these days, with only highly sensitive or confidential information being subjected to a physical review at the target company’s premises.
Different Legal Due Diligence Expectations from Seller and Purchaser and Their Effect on the Transaction:
Parties in a merger & acquisition or corporate finance transaction usually have different expectations with respect to the outcome of the due diligence process.
Based on the outcome of a legal due diligence investigation, Purchaser or Investor side often determines:
i) whether the target company is incorporated and operating in compliance with the applicable laws,
ii) whether the target company carries out all of its activities in line with the applicable legislation
iii) whether the target company is under any close and probable risks such as administrative fines, tax penalties, termination of its contracts, liability lawsuits and so forth,
iv) the risks of the target company caused by legal disputes such as current and possible administrative and legal investigations, lawsuits and enforcement proceedings,
v) whether there is any risk of having the company’s operations shut down or suspended due to breach of legal requirements,
vi) the extent to which important commercial contracts of the target company, such as the supply chain and sales channel contracts may be affected by this transaction and other legal risks etc.
Information obtained as a result of the legal due diligence, together with other due diligence results, guide the buyer or investor in deciding whether to continue the transaction, and if continued, what risks they should take into account. In addition to risk assessment and valuation, due diligence process also helps with the company valuation determination of the investment amount as well as the list of representations & warranties to be requested from the target company in the final contract to be signed for the transaction.
As for the Seller or the Investee, the principal expectation from the legal Due Diligence process would be to limit its own future liability arising from the transaction. The best tool for realising this expectation would be to include exception provisions in the final transaction agreement , stating that “matters revealed by the target company in the course of its due diligence process or the documents delivered to the Purchaser/Investor or its professional advisors” would be considered “disclosed”.
In this frame, the Seller under Turkish law may attempt to claim that they are not liable for the defects already known or that should be known to the Purchaser, as these defects would no longer qualify as “hidden defects”. For this purpose, the Seller usually provides a Disclosure Letter to the Purchase, listing the exceptions of the representations and warranties.
Representations and warranties that are typically requested by the Purchaser/investor from a target company or is shareholders after a due diligence process generally include:
- The shareholders of the target company being the full legal and beneficial owner of the target company’s shares, free from any and all encumbrance,
- Compliance with applicable Law, Permits; Governmental Consents,
- Good and valid title or a valid and binding right to Company assets or property, these assets and business being in god condition,
- The target company’s or its shareholders’ authority to enter into the planned transaction,
- Tax records, company books and financial records being true and in compliance with applicable rules,
- Arm’s length Business Relationships with the Related Parties and Affiliates,
- Legal Proceedings, investigations and legal disputes,
- Intellectual Property,
- Issues regarding Information Technologies,
- Compliance with all contractually and statutory based oblations towards Employees and Human Resources,
- Environmental matters,
- Legal, valid, binding and enforceable Agreements, including agreements with suppliers, representatives and customers,
- No state of insolvency or bankruptcy.
For example, if it is determined during the legal Due Diligence that the target company lacks certain environmental permits, however, the Purchaser or Investor still wishes to go ahead with the transaction; the representations & warranties section of the main transaction agreement may include a warranty clause stating that the target company has all the licenses and permits necessary for the operation of its business other than those determined/disclosed during the Due Diligence study, or that the target company warrants that the missing licences and permits can be obtained within a specific time-frame.
Additionally, in accordance with the findings of the Due Diligence process, the Purchaser often deems it necessary to re-negotiate the purchase price or investment amount, and/or collateral requirements from the other party. In some cases, the Due Diligence results may even result in both sides re-considering their decision to go through with the planned transaction.
Due to this reason, it would be beneficial for companies and shareholders who consider becoming a party to a merger& acquisition or corporate finance transaction to make their plans and preparations with taking into consideration the above explained issues. | https://cukuryilmaz.av.tr/what-is-the-function-of-legal-due-diligence-in-mergers-acquisitions-and-corporate-finance-transactions/ |
The three principal categories of work to be performed in this phase are the preparation of plan documents, the setup and coordination with the financial institution where your money will be invested, and the education of both your human resource department as well as your employees who will be participating in the retirement plan:
PLAN DOCUMENTATION:
•Prepare plan trust document
•Prepare various adopting resolutions for signature
•Prepare Summary Plan Description
•Prepare Loan Program documentation, if applicable
•Prepare investment policy statement, if applicable
SET UP AND COORDINATION WITH FINANCIAL INSTITUTION:
•Preparation of contracts with financial institution (i.e. ING, John Hancock etc.)
•Assist human resource department with initial contribution remittance procedures
•Provide procedural information to outside providers (i.e. payroll providers etc.)
•Coordinate with your CPA and/or attorney, as necessary
•Work closely with the client to establish investment fund selection, if applicable
EDUCATION
•Set up enrollment meetings in order to present the plan to employees and assist them in making an informed decision on whether to participate in the Plan. Employee education sessions will greatly increase the effectiveness of any retirement plan that you decide to implement
•Work closely with your human resource department to ensure that those administering the plan will be informed of their various responsibilities and aware of various administrative processes
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PRIVACY NOTICE ONLINE STATEMENT
Exclusive Liquidity LLC (hereafter the “Company”) is an Investment Firm incorporated and registered under the laws of St. Vincent and the grenadines, with registration number 1376 LLC 2021. The Company is authorized and regulated by the St. Vincent and the Grenadines Financial Services Authority (hereafter the “SVGFSA”).
In this privacy statement, your data is sometimes called “personal data” or “personal information”. We may also sometimes collectively refer to handling, collecting, protecting and storing your personal data or any such action as “processing” such personal data. Personal data shall mean any information relating to you which identifies or may identify you and which includes, for example, your name, address, identification number.
Exclusive Liquidity LLC. is committed to safeguarding your privacy and handling your personal data in an open and transparent manner which respects the privacy of any user that accesses our site(s). Our Privacy Notice Online Statement policy is intended to explain how we protect the privacy of your personal and financial information. We will only use your information as described in our Privacy Notice Online Statement policy.
This document will help you understand the following:
- What personal data we collect and process about you as a customer and as a user of our website, mobile applications and online services.
- Why we collect and process your data.
- How the Company collects and processes your personal data.
- Where we obtain the data from.
- How and when we share your personal data with other third parties (for example, our service providers or suppliers).
This document is directed to natural persons who are either current or potential customers of the Company, or are authorized representatives/agents or beneficial owners of legal entities or of natural persons which/who are current or potential customers of the Company.
TYPES OF PROCESSED DATA
Personal data is all information which enables you to be identified. Such data include for example your name, contact details, payment details.
We collect and process different types of personal data which we receive from our customers (potential and current) in the context of our business relationship.
Specifically, we may collect the following types of data:
- The data you give us for the creation of your account. Generally, these include your Name, home address, e-mail address, telephone number, birth date, place of birth (city and country), if you hold/held a prominent public function (for PEPs), FATCA / CRS info, passport or other recognized personal ID card numbers and details.
- The data you enter when funding your account. Generally, these include your cred-it/debit card details or other payment details (IBAN, SWIFT codes etc).
- The data you give us in relation to your financial status and experience. Generally, these include your education, employment status, your income and net worth, your past ex-perience with other investment services.
- The data you provide when requested to do so from our AML/KYC department in relation to your identity and or residence. Generally, these include copies of your identity document, proof of residence (e.g. utility bill) and copies of your credit/debit card(s).
- The data you provide when requested to do so from our AML department in relation to the source of your funds. These include all information and documents you send us, generally being bank statements, pay slips, shareholder certificates, dividend certifi-cates etc.
- The communications you exchange with us or direct to us via letters, emails, chat ser-vice, calls, and social media.
- The results of enhanced due diligence we have performed on you. Generally, this include data about your alleged commission or conviction of offences, your position in public office and any other publicly available information.
YOUR OBLIGATION TO PROVIDE US WITH YOUR DATA
The establishment and legality of the contractual relationship between yourself and the Company is dependent on the provision by yourself of the data requested by the Company. You must provide to us those of your personal data are necessary for commencement and execution of a contractual based business relationship between ourselves and for the performance of both parties’ contractual obligations.
To maintain the contractual relationship and to receive services from the Company, you are obliged to provide us with certain personal data, as we are compelled by applicable AML/CTF legislation and regulations to identify you, verify your identity and perform due diligence or enhanced due diligence if applicable on your person to fulfil our AML obligations.
If you fail to provide us with the requested data, the commencement or the continuation of our business relationship will not be possible.
WHY
Your data is processed with a de minimis principle in mind, meaning that we limit the processing of your data and the type of data processed to those strictly necessary for a legitimate reason. For example:
a) To provide you with the services you have requested (e.g. creation of your account, transmission of the orders you requested).
b) Assessment of the appropriateness of the financial instrument offered to you.
c) To perform payment functions. For example, funding/defunding operations on your ac-count as per your instructions or as per the outcome of your investments.
d) To maintain communication with you and provide you with Customer Support services for resolving your concerns and generally enhancing your client experience.
e) General administrative functions. Maintenance of our internal records necessary for keeping your account up to date in our systems, troubleshooting and general record keeping.
f) Credit card fraud prevention. Your payment information shall be used for accounting, billing and audit purposes and to detect and / or prevent any fraudulent activities.
g) Anti-Money Laundering and Terrorist Financing checks and evaluations.
h) Market abuse checks and evaluations.
i) General crime prevention and/or cooperation with competent authorities.
j) Tax reporting purposes.
We will only process your personal data where we have a legal basis to do so. This legal basis may vary according to the reasons for which we need to use your personal data. We may process your personal data if the processing is founded on one or more of the following legal bases:
a) The processing is necessary for compliance with a legal obligation to which we are subject.
The majority of your data is processed under this category, as we are legally obliged to process it.
The legal framework governing our operations imposes on us obligations which involve the process of personal data for the performance of identity verification, compliance with court orders, tax law or other reporting obligations and anti-money laundering controls.
We are subject to numerous legal obligations, emanating from the relevant laws and statutory requirements applicable to us. We may process your data as required by the Money Laundering Law, Tax laws, the Law on Deposit Guarantee and Resolution of Credit and Other Institutions Scheme, the Payments Law.
b) The processing is necessary for the performance of the contract.
The processing of your data is necessary for the fulfilment of the services you have requested from us via the establishment of a contractual relationship. We process personal data in order to offer and perform the financial services and transactions as specified in the contract we have entered into with you.
The processing may also be necessary to complete our acceptance procedure so as to enter into a contract with prospective customers.
c) You have specifically consented to your personal data being used by us for a specific purpose.
Such consent shall usually be relied upon for sending you marketing communications, news emails, financial market updates, announcements that may interest you etc.
You may revoke your consent to this processing, however without any retroactivity.
d) The processing is necessary for the purposes of our legitimate interests as an investment firm.
The processing of your data is necessary for the safeguarding of a legitimate interest in using your data. Generally, these interests include the Company’s risk management, defense in litigation, security measures, business development, crime prevention.
The use of your data in this case shall not infringe on your fundamental rights and freedoms.
The majority of the data shall be acquired directly from you, either via the forms available on our website or via email or via other means of communication you chose to use and we chose to accept.
However, we may also collect and process personal data which we lawfully obtain from other entities such as information aggregation agencies, public authorities, entities that introduce you to us, companies that process your card payments, your Bank(s) and intermediary/correspondent institutions.
We can lawfully collect, and we are permitted to process personal data from publicly available sources such as National Company Registrars, National Land Registries, Bankruptcy Archives, commercial registers, the press, media and the Internet.
HOW LONG
The retention period for your data is primarily dependent on the retention rules imposed upon us by the applicable legislation. We are obliged by various laws to keep your data for a specific amount of time. Destruction of the data prior to the lapse of this period is not possible.
We shall keep your data for up to 10 (ten) years from the date of the creation of your account (with a margin of error of 1 (one) year) unless legal or regulatory reasons prohibit us from destroying the data.
When applicable, your data shall be securely deleted and/or destroyed and shall not be recoverable. We shall not notify you upon deletion as we will have no contact details to reach you.
If we anonymize your personal data so that it can no longer be associated with you or identify you it shall not be considered personal data as per the definition of the Law and we may keep that information without further notice to you.
WHO
Only if necessary, your personal data may be shared between departments within the Company who have a legitimate reason to process it.
The Company may transmit your data to non-Company entities such as outsourced service providers, only if necessary and if a valid legal basis, as described in this document, exists to support the necessity.
Such service providers shall have contractual relationships with the Company and are contractually bound to observe the same confidentiality and data protection rules that the Company has to follow.
Your personal data may be, for example, transmitted to the following entities:
- Supervisory, regulatory and public authorities, including courts of justice, law enforce-ment authorities and other governmental bodies.
- Financial institutions, payment service providers, card payment processors, corre-spondent banks.
- Information aggregation agencies for Anti Money-Laundering and Counter-Terrorist Financing.
- Legal counsel and consultants.
- Auditors and accounting consultants.
- Administrative service providers.
- Marketing and customer support service providers.
We reserve the right to disclose your personal information as required by rules and regulations, and when the Firm believes that disclosure is necessary to protect our rights and/or to comply with a judicial proceeding, court order, or legal process served. We will not be liable for misuse or loss of personal information resulting from cookies on the site(s) that we do not have access to or control over. We are not liable for unlawful or unauthorized use of your personal information due to the negligent or malicious misuse or misplacement of your passwords.
AUTOMATED DECISION-MAKING AND PROFILING
In general, your data is not processed automatically, and no decision is taken based on automated processes.
The only automatic “profiling” we may do based on your data is a risk assessment for AML/CTF purposes and for establishing your investment risk appetite and tolerances. This process is however not entirely automatic and ultimately depends on manual overview and decision taking.
DATA PROTECTION RIGHTS
If you are a physical person who is the data subject of what is legally considered “personal data” which we hold as a “controller” and/or “processor” you are entitled to certain rights.
Without prejudice to the above, your rights may be limited due to the legal basis relied upon by the Company to process your data. As the majority of the processing performed by the Company is the consequence of legal obligations, some of the rights below may be partially or fully in conflict with other legal instruments and as such, unenforceable.
a) Right to information.
You may request to know whether we hold any of your personal data, and, if so, information on the Company, what type of data we process and why/how we are processing it.
b) Data subject access request.
You may request to receive a copy of your personal data and check that the processing is lawful.
c) Right to rectification.
You may request that we rectify and incorrect data we hold and you may complete any incomplete data we may hold.
d) Right to erasure (‘right to be forgotten’).
You may request that your personal data is deleted, provided that you meet the legal criteria for this request. Generally, you may request to be forgotten if the processing is unnecessary, unlawful, illegitimate, or you have objected to it. Note that since the majority of the pro-cessing performed by the Company is based on legal requirement, your request to be forgot-ten may be legally rejected by the Company.
e) Object to processing of your personal information.
If we are processing your data based on our (or a third party’s) legitimate interest and you are in a particular situation which gives you reason to object to the processing you may submit this request. You may also object if we are processing your data for direct marketing purposes. If you lodge an objection, we will no longer process your personal data unless we can demonstrate compelling legitimate grounds for the processing which override your in-terests, rights and freedoms.
f) Object to automated decision-making including profiling.
You may object to any automated decisions or profiling taken and performed by us based on your personal data.
g) Right to restriction.
You may request the restriction of the processing of your data under some circumstances, for example so as to determine if the data is accurate or to establish the reason for processing it.
h) Right to data portability.
You may request a copy of your personal information in a structured, commonly used and machine-readable format and you have the right to transmit those data to another controller. This right may not be fully applicable in cases where the processing is done due to a legal obligation of the Company.
i) Right to withdraw consent.
Where you have consented to the collection, processing and transfer of your personal data for a specific purpose, you have the right to withdraw your consent for that specific processing at any time. Once your consent is withdrawn, the processing of your data will be halted, unless said processing is found on another legitimate basis, for example due to a legal obligation to keep your data.
Unless your requests are manifestly unreasonable or excessively burdensome, you shall not be charged a fee by the Company. In such cases your requests may also be denied, as they may not be submitted in good faith.
SITE SECURITY
We are committed to protecting your information, and we take extra precautions to ensure that your data is safe using the following procedures:
- We use two layers of firewall protection (one at the application level and one at the server level) to ensure that no unauthorized access attempts are allowed.
- We use an advanced Verisign SSL to authenticate users and data transfers.
- The server that handles our traders’ online activity is separate from the transaction in-formation, which is stored on another data server.
- We use separate servers in different locations. Since data must be synchronized to both locations, it cannot be tampered with, and encryption ensures that all the data on our servers is secure.
- The servers are protected at all times. Any unauthorized personnel are forbidden to enter the premises of the servers.
You can feel secure knowing that we employ top-of-the-line security measures to ensure that both your money and your data are safe.
COOKIES
COMPLAINTS
If you have any complaints about the processing of your data, you may contact the Company’s Data Protection Officer at [email protected]
CHANGES TO THIS POLICY
We may change our Privacy Notice Online Statement policy from time to time and shall alert you to this fact by way of an e-mail or a notice on our website. | https://exclusiveliquidity.com/privacy-notice/ |
Security Benefit (SB), a leader in the retirement savings and income solutions market, is seeking an Investment Reporting Analyst to join the Investment Operations team. Security Benefit fosters strong partnerships to provide insightful and customized retirement solutions for employers and individual investors nationwide. Through a broad advisor network and its nationally recognized money managers, Security Benefit provides annuities and retirement programs. As an industry leader in service technology, our affiliates offer business processing and broker/dealer solutions tailored to the retail retirement marketplace.
As the Investment Reporting Analyst, you are a key participant in the company’s investment operations reporting cycle. You will be responsible for transforming large amounts of investment data and information into presentations that tell the story of Security Benefit’s portfolio. You will assist with analyzing company results for both internal and external parties. The Investment Reporting Analyst understands the fundamentals of reporting requirements, with an ability and interest to take on complex tasks while continuously building your skills and knowledge.
General Accountabilities:
- Develop, create, and maintain re-occurring and ad-hoc reports/dashboards with charts, graphs, tables, infographics, etc. using a variety of data to tell a meaningful story
- Assist in preparing recurring monthly, quarterly and annual management and investor reporting and presentations, including assisting with analysis and researching variances; prepares trend analysis and investments results messaging
- Translate complex data and information into visual user-friendly and meaningful information to facilitate executive decision making
- Establish regular validation processes to ensure data integrity and recommend new reports, feeds, and processes to support the business model; monitor and investigate exceptions, resolution and escalation as appropriate to relevant stakeholders
- Conduct analysis to answer ad hoc questions that cannot be addressed from standard reports or dashboards
- Contribute to the data management process by ensuring appropriate source of information for reporting needs; analyst will have exposure to a variety of financial data and work with a variety of asset types
- Conduct ongoing evaluation of processes/workflows and implements automated enhancements that lead to improvements in efficiency, timeliness, transparency and consistency
- Identify efficiencies in the reporting process and work with the team to convert recurring reports to the reporting system
- Will work closely with portfolio management, operations, legal, finance on a variety of issues, ongoing client/investor requests and new client reporting requirements while ensuring a high level of customer service to internal and external clients
Qualifications:
- A bachelor’s degree with an emphasis in Visual Communication, Finance, Accounting, Marketing, MIS, Business Administration or a related degree
- 2-5 years of experience in reporting, dashboard creation and ad-hoc report development; insurance industry, investment operations and/or financial reporting experience preferred
- Ability to analyze financial documentation and turn into concise data points, develop procedures and communicate detail in both verbal and written form
- Proven history of managing multiple projects and meeting critical deadlines
- Ability to prepare a variety of management and executive documents and reports and make recommendations
- Ability to tell stories, create new presentation templates, and organize complex information clearly and concisely
- Advanced knowledge of Microsoft Excel and PowerPoint
- Previous experience using Business Intelligence tools: Qlik, Crystal Reports, Tableau, Power BI, Alteryx, Client Reporting Packages is a plus
- Understanding of a relational data model and experience in data extraction across multiple related objects/tables
- Able to work independently, make decisions and effectively communicate with all levels of management
- Strong analytical and problem-solving skills
- Highly organized, with an ability to demonstrate attention to detail and produce accurate, high quality work
Consider joining our progressive team in our nationally recognized company. Apply online at www.securitybenefit.com/careers and submit your resume. EOE
Qualifications
Education
Preferred
Bachelors or better in Accounting or related field.
Bachelors or better in Finance or related field.
Bachelors or better in Management Information Systems or related field.
Bachelors or better in Marketing or related field. | https://careers.newark.rutgers.edu/jobs/security-benefit-investment-reporting-analyst/ |
Develop the compliance risk identification matrix of LBIC & LBLIC to understand the business and all applicable legislation (compliance process phase1).
Develop the compliance risk priorization index to categorise and prioritize and classify the applicable legislation to LBIC & LBLIC (compliance process phase 2).
Develop control optimization and risk management plans for applicable legislation (compliance process phase 3).
Develop compliance risk monitoring plans and reporting tools for all applicable legislation and reporting (compliance process phase 4).
Develop a compliance monitoring plan and compliance programme to ensure monitoring of the LBIC and LBLIC compliance risk as well as compliance to laws, regulations and supervisory requirements.
4. Build and Maintain stakeholder relationships
Build and maintain effective regulator and stakeholder relationships.
Develop and maintain professional working relationships with regulators and other stakeholders through formal and informal interactions.
Develop a plan to manage an organisation’s relationship with all regulators / supervisors that have jurisdiction.
Coordinate communication channels and liaison with regulators and supervisors.
Participate and oversee where necessary in regulatory inspections.
Represent the the organization on governance compliance related matters and various forums.
Participate in industry body to ensure alignment of compliance methodology and influence national trends in compliance risk management.
Present and maintains oversight of all statutory reports that are sent to regulators and external stakeholders.
Manage and ensure all internal and external regulatory reporting requirements are adhered to.
5. Compile Compliance Reports
Determine the governance requirements relating to compliance reporting
Determine reporting stakeholders (to the executive committee, audit & risk committee and the board)
Determine governance requirements relating to compliance reporting
Determine the compliance reporting requirements to stakeholders and regulators / supervisors in terms of regulatory and/or organisation requirements
Analyse regulatory requirements relating to reporting to regulators / supervisors
Determine regulatory reporting requirements relevant to the organization
Coordinate communication channels and liaison with regulators and supervisors.
Participate and oversee where necessary in regulatory inspections.
Determine, Manage and Maintain a compliance reportingprocesses
Advice and allocate responsibility for the submission of reports to designated persons
Collect, collate and analyse input from management and stakeholders within submission deadlines
6. Provide Legal Advise
Providing management with legal opinions on various legal matters affecting the companies
Drafting and vetting of agreements
Contract Management
Preferred Minimum Education and Experience
Degree in Finance or Law
5 years Financial Services Industry
5 years Compliance Management experience within financial services
Critical Competencies
Knowledge of financial services industry
Knowledge of long and short-term insurance legislative framework
Compliance Management Principles and Processes
Management of the Compliance Risk Management Plans
Knowledge of Risk Management Principles
Knowledge of Business and Legal Principles and Interpretation
Knowledge and interpretation skills of all applicable legislation to the Insurance business and ability to communicate these at all levels.
Additional Requirements
Travel as and when required
Extended hours as and when required. | http://coolcareers.co.za/jobs?user=17813&n0=1&id=17692&%20%20Land%20Bank%20and%20Agriculture%20Bank%20of%20South%20Africa%20Compliance%20Officer%20%20&me=3 |
Incorporating a business in any county be challenging, here's what you need to know to incorporate in Peru.
Peru has one of the fastest growing economics in Latin America driven by increases in private investment, modernization and development. But, starting and incorporating a business in Peru can be a little challenging as it is a bit of a bureaucratic process that can be summarized in seven steps.
Incorporating a business in Peru depends on the type of shareholders that will be used to set up the company. There are two different options: local or foreign shareholders. If the company will use local shareholders then the process is less challenging and could take a maximum of three weeks.
If the company chooses to use foreign shareholders, the process becomes more difficult since there are required steps to carry out before incorporation, which translates into greater documentation. These documents have to go through other processes in Peru causing the incorporation process to take up to three months. Prior to incorporation, you must set up legal powers of attorney that will sign all the necessary documents for the company incorporation.
The company must decide how they wish to be incorporated such as: "Sociedad Anónima Cerrada (SAC)", "Limited Liability Company" (SRL) or "Sucursales" (Branches, in English), among others.
The seven steps to incorporation in Peru are:
- Search for the availability of the corporate name in the Registry of Legal Entities and reserve it as the name of the company.
- Prepare the minutes of incorporation of the company including the bylaws of the company.
- Deposit the initial capital in a temporary bank account in a financial institution of the country. The customer can choose the financial entity.
- Process the public deed registration with the registration authority, National Superintendency of Public Registries, SUNARP. This can take up to 8 days.
- Submit the necessary forms and requirements in the SUNAT, the National Revenue Authorities, to obtain the tax identification number.
- Open the company's primary bank account.
- If applicable, start the immediate transfer of the shares to the final shareholders. For this, the relevant documents will be prepared with the required formalities.
It is very important to work with a local person who has intimate knowledge of the incorporation process as well as the compliance landscape in Peru. Multinational companies face an increasing number of new regulations and local experts know what documents and steps are necessary to comply with the provisions of Peruvian law.
Get help from local TMF Group experts
TMF Peru has the local knowledge to help you identify and face any challenge or opportunity for your business. Whether you are a small new business or a multinational company, we can help our clients with services to help with incorporation. Businesses require other essential services to operate, and they must follow Peruvian regulations and safety standards. TMF Group has the local expertise to offer its clients specialized financial and administrative services that are essential to any business around the world.
Learn more about TMF Peru.
Don't let complexity hold you back - find out how our corporate secretarial services help companies of all sizes reach even greater heights .
The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances. | http://www.mondaq.com/peru/corporate-and-company-law/731418/7-steps-to-incorporate-a-business-in-peru |
CAMERA HOUSE DATA PRIVACY NOTICE FOR CLIENTS AND SUPPLIERS
This can be found at - http://www.camera-house.co.uk
This policy sets out the basis on which any personal data we collect from you, or that you provide to us, will be processed by us. Please read the following carefully to understand our views and practices regarding your personal data and how we will treat it.The rules on processing of personal data are set out in the General Data Protection Regulation (the “GDPR”).
- Who are we?
- Camera House is a Photographic retailer/Hirer/ service provider.
2. The purpose(s) of processing your personal data.
We use your personal data for the following purposes:To formulate a quotation for you, and to then communicate the quote to you If you purchase/book our service - To provide you with a confirmation by email To provide you with a mail order service.
3. The categories of personal data concerned
We process the following categories of your data: Personal data Data of the person or Company booking our service or requiring the supply of goods. I.e. the - name, contact telephone number, postal address and email address. Account customers only i.e. Company name, address and telephone and email address of either Accounts or credit control departmentsMore information on lawful processing can be found on the ICO website.
4. Sharing your personal data
Your personal data will be treated as strictly confidential and will not be shared for marketing purposes.We do not use 'cookies' on our websiteYour data will not be used by us, for any marketing purposes, and you will not receive unsolicited emails from us.The data you provide to us at the time of booking will only be shared with the sales/dispatch team who will be providing your service, and will be disposed securely by them, as soon as is reasonably possible.
5. How long do we keep your personal data?
We keep your personal data for no longer than reasonably necessary to satisfy the legal and financial responsibilities we have described in 1** above.
6. Providing us with your personal data
We require your personal data as it is a requirement necessary to enter into a contract with you, and for us to satisfy our legal and financial obligations.
7. Your rights and your personal data
Unless subject to an exemption under the GDPR, you have the following rights with respect to your personal data:
- The right to request a copy of the personal data which we hold about you;The right to request that we correct any personal data if it is found to be inaccurate or out of date;
- The right to request your personal data is erased where it is no longer necessary to retain such data;
- The right to request that we provide you with your personal data and where possible, to transmit that data directly to another data controller, (known as the right to data portability), (where applicable i.e. where the processing is based on consent or is necessary for the performance of a contract with the data subject and where the data controller processes the data by automated means);
- The right, where there is a dispute in relation to the accuracy or processing of your personal data, to request a restriction is placed on further processing;
- The right to object to the processing of personal data, (where applicable i.e. where processing is based on legitimate interests (or the performance of a task in the public interest/exercise of official authority); direct marketing and processing for the purposes of scientific/historical research and statistics). . | https://www.camera-house.co.uk/page/data-privacy-policy.html |
Welcome.
DOMOLI is committed to the protection and respect for your privacy. This privacy statement describes the rights that, in this matter, bear in relation to the information about you.
We are aware that it can be boring, but please read it carefully.
Index
- What are the personal data.
- Who is responsibile for the personal data.
- What personal data do we collect and process.
- What do we us personal information for.
- What does de law say.
- Ha de facilitar-nos la informació personal que hem sol·licitat.
- Should you provide us with the information we request
- How long we keep your personal data.
- Do we communicate your data to third parties.
- Do we communicate personal data outside the European Union.
- What are your rights.
- IP adress and cookies.
- Makqueting.
- How to contact DOMOLI.
- How do we manage the changes to this statement.
1. What are the personal data?
The new General Regulation for Data Protection (GDPR) establishes a broader definition of the personal data concept. A personal data is any information, regardless of its nature and support in which it is presented, capable of identifying a person.
Some examples of categories of personal data compiled by DOMOLI are the following:
Identification and contact details: name, tax identification number (NIF), telephone, e-mail, address, location data, electronic identifiers (digital login credentials), and so on.
Relationship with DOMOLI: historical of services sought.
Interests and preferences related to the two previous categories.
2. Who is responsibile for the personal data.
Xavier Seoane Puigvert.
3. What personal data do we collect and process?
The personal information that Domoli collects includes, among others, the following information:
- Your name, contact information.
- If you sign up on our social networks; Your profile data.
- If you contact Domoli, we can keep evidence of this communication.
- Any information that you provide us when using our contact forms. In particular, name, surnames and email. The provision of your personal information through the contact forms is not a mandatory or contractual requirement. However, fields marked with an asterisk are mandatory because we need this information to meet or respond to your request. Other information that you share with us by completing the contact forms is in your sole discretion.
We also collect information about visits to the website, but limited to the IP address, browser used, location, country, entries in the page and other communications of data and sources that are accessed. This information will make it easier for you to visit our website in the future.
- We may also collect information for marketing and analysis purposes, including information about your response to emails, messages, calls, and other marketing campaigns. We will send you marketing communications when you expressly authorize us. You may cancel these communications at any time.
4. Why do we use personal information about you?
Domoli collects and processes personal information to:
- Facilitate our services.
- With your consent we may also use your personal information for marketing campaigns, for example, via email, messages or phone.
- Develop, test and improve our website or other processes or services, whether new or existing, and thus to offer a better profit. This situation mostly occurs in computer system environments, so that their information can be used for tests of these where the use of fictitious information does not allow to properly replicate the operations of the new computer system.
- To carry out studies and statistical and analytical investigations.
- Communicate data to third parties (see below).
- When necessary, comply with legal obligations.
- We may also use the information to:
- Promote the security and protection of people, facilities, systems and assets.
- Ensure compliance with internal policies and procedures.
- Manage communications and other systems used by Domoli.
- Investigate and manage incidents and claims.
- Comply with the obligations and rights, as well as cooperate with any investigations carried out by the police, courts, regulators, etc.
- Participate in any purchase, sale, acquisition, etc., current or potential of all or part of the business or company in which Domoli wants to participate.
5. What does the law say?
We are required by law to process the data we have on you under any of the legal bases that allow it.
When working with Domoli, the processing we carry out for these purposes is based on the fact that the treatment is necessary for the execution of a contract in which the interested party is a party, the treatment is necessary for the fulfillment of a legal obligation applicable to the person in charge of the treatment or in which the processing is necessary to satisfy the legitimate interests of Domoli in the exercise of his right and in that of his staff to be able to develop a business that does not endanger the interests or rights and freedoms fundamental to you When the mentioned treatment is necessary for the satisfaction of the interests of the company, we make sure that it is done so that it compensates for any individual interest. Outside the previous cases, we only process your personal information under your consent.
6. Should you provide us with the personal information we have requested?
Although you are not obligated to provide us with personal information, if you do not provide us, we will not be able to help you and we will not be able to provide any service.
7). Are we processing information about you?
Yes, we may do it sometime. DOMOLI can use automated systems / processes and automated decision-making and to provide you and our customers with the expected services. For example, we can use segments of clients and / or managers and managers of companies to establish the services that best suit their needs.
8. How long do we keep your personal information?
DOMOLI can maintain your personal information up to 3 years since the last interaction with us was registered or performed. We usually retain the data related to the payment of taxes, work contract and any financial information (including payroll data, proof of payment, etc., for 7 years.
9. Are we communicating the information to third parties?
Always with the prior consent of the interested party, except when there is a confidentiality agreement between DOMOLI and the company to which he or she transfers the data in which DOMOLI signs as Responsible for the treatment and the third company as Charged of treatment
As indicated above, we usually communicate your information to third parties. The purpose is to be able to realize the objectives already indicated and we do it under the following circumstances:
- To our suppliers. Maybe, for example, we hire a provider to perform administrative tasks or operational work in support of our relationship with customers. The provider is subject to contractual and legal obligations to preserve the confidentiality of the data and protect the privacy and will only have access to the necessary data for the development of its functions: the most relevant suppliers are, in general, the companies with which we keep agreements; those of computer systems (those that support our computer systems, which include information about you), security companies (which guarantee the physical security of our facilities and, therefore, have to know who is granted the ” access) and financial support services and accounting management providers (who may need to manage personal data to proceed to the corresponding payment or collection).
- To partners of DOMOLI that carry out different functions and, as a result, their information can be shared with them for different purposes.
- We will share the information with those with whom, like the Administration, regulators or security forces and bodies, among others, we understand that we are legally obligated, authorized or considered necessary to do so.
10. Are we communicating personal data outside the European Unión?
Always with prior consent of the interested party. Less when there is a confidentiality agreement between DOMOLI and the company to which data are transferred.
DOMOLI may need to transfer and process personal information in countries within the EU.
If necessary, we will only transfer information to countries outside the EU when the European Commission has indicated that these countries offer an adequate level of protection for information or those in which DOMOLI has implemented sufficient guarantees to ensure the privacy of personal information.
11. What are your rights?
Right to access and obtain 1 copy of your personal information.
You have the right to request information about whether we treat any personal data. If so, you can access certain information about the way in which it is processed as well as request that we provide you with 1 copy in electronic support about your information.
Right to rectify personal information.
In the event that it shows that your personal information is incorrect, then you may be required to update or correct this information. However, we encourage you to directly access and update your personal information directly.
Right to forget or suppress information.
On certain occasions, you will have the right to request that we stop processing your personal information or that this information be deleted. The application can be submitted at any time and it will be DOMOLI who evaluates and bases if your application has to be granted. However, this right is subject to the legal requirements or obligations that may exist for which we must retain your information. For those cases where, in accordance with the rule, we determine that the request for cancellation of the data must be granted, DOMOLI will do so without incurring unnecessary delays. Keep in mind that, once the information is deleted, the company will not be able to continue to be helpful for the purposes mentioned. In the event that you want to re-establish relationships with the company, it will be necessary to return the information to DOMOLI again.
Right of opposition or limitation of treatment.
Insofar as the processing carried out by DOMOLI of your personal data is based on the legitimate interest of the same (and there is no other basis for the processing) or it refers to marketing actions, you will be legitimized to oppose – Whether or not to require the limitation of the processing of your data, for reasons related to your particular situation, to the processing carried out by the company of your data.
If you wish to exercise any of these rights, you can access your profile or send an email to [email protected]
Right to portability.
Article 20 of the GDPR regulates the right to portability that complements the right of access, and will allow you to obtain data that you have provided in a structured, commonly used and mechanical reading format.
Right to file a complaint with the corresponding control authority.
Spanish Agency for Data Protection.
When I contact you for the exercise of the aforementioned rights, DOMOLI will be able to request that it be identified properly before being able to proceed to the request.
Finally, indicate that you have the right to file a complaint with the competent authority in the field of data protection of the place of residence or work, or in the place where it considers that there has been an incident related to your information staff.
12. IP adres and cookies.
We collect information about your computer, including your IP address (if available), operating system and browser type for system administration. These are statistical data on users’ actions and navigation models, which do not identify you or any other interested party.
If you share your computer with other people, we remind you that you do not have to select the “remember my data” option when it is displayed on the web page.
13. Marketing.
We will only send you marketing communications by email if you have consented to do so.
If you wish to receive marketing communications you will be given a box in the forms used to collect information, which you must mark to consent to the aforementioned shipment. When we send you marketing communications via email, you can choose not to receive these communications by clicking on “cancel subscription” or “cancel” in the email. In addition, you can exercise your right of cancellation at any time by contacting us by means of a [email protected] and providing the following information: your name, your email address, a telephone number and the communications of marketing that you would like to cancel.
14. How can they contact us?
By email [email protected]
15. How do we manage the changes in this Statement?
The terms of this Statement may change from time to time. We will post any changes of relevance through the necessary notices, either on the web page or by contacting us through the channels that are appropriate. | https://domoli.com/en/data-protection-policy/ |
Carefully consider the risk factors, investment objectives, fees, expenses, and other information associated with investments in the Finexify fund, Green Legend Ethereum Fund (each, a “Fund,” and together, the “Funds”) before making an investment decision regarding the applicable Fund. Such risk factors, investment objectives, fees, expenses and other important information, can be found in the applicable Investment Fund Agreement, which can be obtained from Global xChange LTD (a.k.a. “Finexify”). The Funds have not been filed with, reviewed, or approved by the U.S. Securities and Exchange Commission (the “SEC”) or any other regulatory agency or state securities commission in any country in the world. Any representation to the contrary is a criminal offense. Such documents may not contain all of the information necessary for a prospective investor to make a fully informed investment decision, and all investors are encouraged to read all available documents prior to making an investment decision.
Investments in the Funds are speculative investments that involve high degrees of risk, including a partial or total loss of invested funds. Finexify products are not suitable for any investor that cannot afford loss of the entire investment. The shares of each Product are intended to reflect the price of the digital asset(s) held by such Product (based on digital asset(s) per share), less such Product’s expenses and other liabilities. Because each Product does not currently operate a redemption program, there can be no assurance that the value of such Product’s shares will reflect the value of the assets held by such Product, less such Product’s expenses and other liabilities, and the shares of such Product, if traded on any secondary market, may trade at a premium over, or a discount to, the value of the assets held by such Product, less such Product’s expenses and other liabilities, and such Product may be unable to meet its investment objective.
Past performance is for illustrative purposes only. Past performance may not reflect any management or performance fees, transaction costs or expenses. Past performance does not guarantee future results. This material represents an assessment of the market environment as at a specific time; is subject to change; and is not intended to be a forecast of future events or a guarantee of future results. This information should not be relied upon by the reader as research or investment advice regarding the funds or any issuer or security in particular. The strategies discussed are strictly for illustrative and educational purposes and are not a recommendation, offer or solicitation to buy or sell any securities or to adopt any investment strategy. There is no guarantee that any strategies discussed will be effective. This material is strictly for illustrative, educational, or informational purposes and is subject to change.
No Advice on Investment; Risk of Loss: Prior to making any investment decision in respect of the Funds, each investor must undertake its own independent examination and investigation of the applicable Fund, including the merits and risks involved in an investment in the applicable Fund, and must base its investment decision – including a determination whether Fund would be a suitable investment for the investor – on such examination and investigation and must not rely on Finexify or the applicable Fund in making such investment decision. Prospective investors must not construe the contents of this website as legal, tax, investment, or other advice. Each prospective investor is urged to consult with its own advisors with respect to legal, tax, regulatory, financial, accounting and similar consequences of investing in either Fund, the suitability of the investment for such investor and other relevant matters concerning an investment in a Fund. This website contains an overview summary of the terms of each Fund. Do not place undue reliance on this website.
The Funds are not insured, guaranteed or registered by any state securities commission or other regulatory body. The Funds are offered in private placements pursuant to the exemption from registration. As a result, the Funds are restricted and subject to significant limitations on resales and transfers. Potential investors in any Fund should carefully consider the long-term nature of an investment in that Fund prior to making an investment decision.
Access to products and services detailed on this website may be restricted for certain persons or countries. In particular, the products and services referred to herein are not available to U.S. Persons, as defined by Regulation S of the United States Securities and Exchange Commission, as amended (“U.S. Persons”). The information contained on this website is not available to U.S. Persons. Investors who are such "U.S. Persons" should not view this website. The provision of the information in this website does not constitute an offer of securities to any person in the United States or to any "U.S. Person."
Finexify is not registered under the U.S. Investment Company Act of 1940, as amended, nor under the U.S. Securities Act of 1933, as amended. Consequently, Finexify products and services cannot be offered for sale or be sold in the United States, its territories, possessions or protectorates under its jurisdiction, nor to nationals, citizens or residents in any of those areas, except pursuant to a valid exemption. More generally, the products and services presented on this website may only be purchased in jurisdictions in which their marketing and distribution are authorized. Finexify advises all interested parties to check in advance whether they are legally entitled to purchase the products and/or services presented on the website. | https://www.finexify.com/risk-disclosure |
# Partnership for Peace Consortium of Defense Academies and Security Studies Institutes
The Partnership for Peace Consortium is a network of over 800 defense academies and security studies institutes across 60 countries. Founded in 1998 during the NATO Summit, the PfPC was chartered to promote defense institution building and foster regional stability through multinational education and research, which the PfPC accomplishes via a network of educators and researchers. It is based at the George C. Marshall European Center for Security Studies in Garmisch, Germany. According to the PfPC Annual Report of 2012, in 2012 eight hundred defense academies and security studies institutes in 59 countries worked with the PfPC in 69 defense education/defense institution building and policy-relevant events. The Consortium publishes an academic quarterly journal CONNECTIONS in English and Russian. The journal is run by an international Editorial Board of experts and is distributed to over 1,000 institutions in 54 countries.
## Background
The PfPC was founded in 1998 in response to the speech by United States Secretary of Defense William Cohen, "Toward a Cooperative Security Network for the 21st Century". The speech was delivered during the 12 June 1998 meeting of the Euro-Atlantic Partnership Council (EAPC) defense ministers and similar sentiments were echoed in the concluding documents of the NATO and EAPC Summits on 24 and 25 April 1999. The PfPC was originally co-sponsored by the United States and Germany to work in the spirit of the Partnership for Peace Program "to strengthen defense and military education through enhanced national and institutional cooperation." Since its founding, the PfPC’s sponsorship has expanded, with contributions from numerous partner states and organizations. In the Canadian House of Commons in 2017, the PfPC's long contribution "in promoting stability, security, and democracy" was noted by the Honorable Wayne Easter, Liberal MP for Malpeque.
Upon its establishment, the PfPC was chartered with the following objectives:
Strengthen defense, military, and security policy education through enhanced national and institutional cooperation Strengthen civilian and military leadership capabilities in national security and strategic-level military planning Enhance multinational education through collaborative approaches linking defense practitioners, scholars, researchers, and experts into activity-based networks that facilitate the sharing of knowledge Extend the scope of educational cooperation throughout the Euro-Atlantic region to include not only governmental defense academies and security studies institutes, but also other governmental, non-governmental, and private organizations whether they are institutes, agencies or universities Increase the scope of the multinational research on critical issues confronting partner nations
## Organization
The PfPC is governed by a Senior Advisory Council (SAC), with high level government representatives from Austria, Canada, Germany, NATO International Staff, Poland, Sweden, Switzerland, United States. SAC members can be permanent or rotational depending on the interests of the contributing state or organization. The most recent SAC additions are Poland and Sweden. The SAC meets annually to review the PfPC's activities, providing guidance to ensure activities match the PfPC's founding principles.
The PfPC organizes its activities through Working Groups and Study Groups, which address relevant topics in international security and related fields. In total there are nine groups, each with a Chair, Co-Chair, and Technical Advisors, who contribute to the groups' activities voluntarily or otherwise. The Chairs and Co-Chairs comprise the PfPC's Consortium Steering Committee (CSC). The CSC meets annually to provide updates on their activities and to determine future activities, ensuring activities are aligned with SAC directions.
## Activity Groups
Over 90 PfPC events per year across the US, Europe and Central Asia provide the activity groups with a forum for debate and exchange of ideas on contemporary security topics. Such forums are designed to identify and facilitate options for nonviolent resolution to international differences, and to further defense education transformation goals in recipient countries. The groups benefit from a multinational, multidisciplinary network of experts across defense, academia, industry, and civil society.
### Working Groups
#### Advanced Distributed Learning
The Advanced Distributed Learning Working Group’s mission is to strengthen e-learning-based defense and security policy education through international and institutional collaboration. The activities include the creation and sharing of interactive, widely needed e-learning courseware; providing access to interoperable, open-source e-learning technologies; and the exchange and dissemination of ADL-based best practices. A strategic goal is to contribute to the Defense Education Enhancement Program (DEEP) and integrate interested Partner nations into the ADL community of practice. The Advanced Distributed Learning Working Group coordinates and standardizes training and promotes innovation.
#### Education Development
The Education Development Working Group (EDWG) is designed to strengthen defense education in partner nations and consists of two core components:
Reference Curriculum Faculty Development
These two core components are facilitated by the multinational staffed Defense Education Enhancement Program (DEEP),. DEEP is central to EDWG activities, supporting foreign government defense learning institution efforts to: (1) enhance the quality and relevance of curriculum and to (2) promote faculty development and modern learning techniques within a framework of individually tailored multi-year action plans. As of December 2014, DEEP programs were underway in 13 nations: Afghanistan, Armenia, Azerbaijan, Croatia, Georgia, Iraq, Kazakhstan, Mauritania, Moldova, Mongolia, Serbia, Ukraine, and Uzbekistan.
#### Emerging Security Challenges
The Emerging Security Challenges (ESC) Working Group aims to enhance the capacity of decision makers and policy shapers to identify and respond to emerging security challenges. Specifically, its goal is to identify and prioritize such challenges and discuss possible political frameworks and mechanisms to address them. “Emerging Security Challenges” has become a term used at NATO and in public debate to deal with potential, upcoming, non-traditional threats to our security. The working group does not have a defined set of issues for analysis - rather, it remains open to include new challenges as they arise. Along with the EDWG, the Emerging Security Challenges working group under the leadership of Sean Costigan(George C. Marshall Center for European Security Studies) and Michael Hennessy (Royal Military College of Canada) led the creation of the NATO/PFPC Cybersecurity Generic Reference Curriculum. The curriculum was endorsed by the NATO Supreme Allied Commander Transformation, and is currently available in four languages: English, French, Arabic and Russian.
#### Security Sector Reform
The Security Sector Reform Working Group (SSRWG) was formally established in 2001 and is financially supported by the Swiss Federal Department of Defence, Civil Protection and Sport. Its stated objectives are “to enhance the exchange of ideas, insights, expertise, knowledge and best practices of security sector reform processes between consolidating and consolidated democracies in the Euro-Atlantic area”. From 2010, the group began to focus more on human security issues and has taken a particular interest in how to improve gender equality through defence transformation. This led the group to identify teaching gender to the military as an area that warranted greater attention, resulting in a series of workshops organised in collaboration with the EDWG, starting in 2012. These have been attended by representatives from NATO and Partner countries specialising in military education, gender education and integrating gender in military operations. The SSRWG’s current activities are centred on the development of a handbook to document the findings of the workshop series.
### Study Groups
#### Regional Security in Southeast Europe
The Regional Stability in Southeast Europe Study Group contributes to peace and security in Southeast Europe. Its working principles include the following:
Evaluate the situation and factors in the South East European region that promote regional stability through enhanced international co-operation, especially with institutions located in or close to the region of interest Carry out strategic research on an academic level supplementary to and stimulating the practical work done in the region Provide support for the improvement of networks in the field of security policy and help create a peaceful, strategic and stable community in the Southeast Europe region compatible to the broader Partnership for Peace network and beyond
#### Regional Security in the South Caucasus
The PfPC's Regional Security in the South Caucasus Study Group actively seeks to foster stability in the region through facilitating dialogue among diverse parties. The activities of the group serve to advise broader conflict resolution activities, such as the Geneva Talks and the OSCE Minsk Group. The group pursues its goals by focusing on the following areas:
Ensuring multinational participation, building on experts from all dimensions of the security-political spectrum of the three core countries Armenia, Azerbaijan and Georgia: This is paralleled by bringing in experts on regional stability issues from the main partner countries and institutions to the region, namely the European Union (Member States), the Russian Federation, Turkey, the United States, as well as NATO, the OSCE and the UN. Building a constructive network of academic and policy-making influence: This includes involving civil society, think-tanks and defense institutions in the group's work. Encouraging an alteration of the conflicting narrative in the region in order to progress conflict negotiation
## Products and Services
Supported by the research and activities of the study/working groups, the PfPC offers the following services:
Defense education curriculum development Education delivery methods (e.g. distributed computer-based learning) Foreign policy recommendation papers Information sharing, coordination of skills and assets
## Publications
Connections: The Quarterly Journal, is a peer-reviewed open access academic journal covering security, defense, armed forces, conflict, intelligence, history, war, and related issues. It was established in 2002 by the Partnership, and is published in both hardcover and PDF. The four issues in volume 1 were published in English, French, German, and Russian. Starting with volume 2, the journal is published in English and Russian, with the exception of volumes 7-10, which were published in English only. Editorial decisions are made by the journal's editorial board under the guidance of the PfP Consortium's Senior Advisory Council (SAC). Members of SAC are the commandants of the defense academies of Austria, Bulgaria, Canada, Poland and Sweden, the director of the George C. Marshall European Center for Security Studies, senior representatives of NATO and DCAF, and the executive director of the Consortium. The journal is abstracted and indexed in JSTOR, ProQuest, EBSCO databases, Columbia International Affairs Online, and the International Relations and Security Network. | https://en.wikipedia.org/wiki/Connections_(journal) |
I wish to thank Morocco for the initiative of holding today's ministerial meeting to discuss the situation in the Sahel region. I am pleased to see you, Sir, presiding over today's meeting. I thank Secretary-General Ban Ki-moon; Mr. Romano Prodi, Special Envoy of the Secretary-General for the Sahel; and Mr. António Guterres, United Nations High Commissioner for Refugees, for their respective briefings, and Mr. Charles Koffi Diby for his statement. I welcome the presence of high-ranking representatives of regional and subregional organizations.
The Sahel region holds an important strategic position. It runs across the African continent from the Atlantic Ocean in the west to the Horn of Africa in the east. Peace, stability and development in the Sahel region have a direct bearing on the long-term peace and stability of the African continent. At present, the Sahel is facing a severe food crisis, and conflict in Libya and Mali have further exacerbated the humanitarian situation and added to the already heavy economic and social burdens of the countries of the region. Arms trafficking, transnational organized crime, and terrorist and extremist activities represent severe challenges to regional stability.
With a view to addressing the various challenges facing the region, I would like to make the following four points.
First, an integrated strategy is important for dealing with the current situation. The various problems of the Sahel region are interlinked and mutually reinforcing, and therefore require an integrated approach. We hope that, as urged by the Security Council, the Secretary-General will broadly seek the views of the countries of the region and regional and subregional organizations in order to develop an integrated United Nations strategy as soon as possible, with clearly defined objectives and practical measures.
Secondly, the key to long-term peace and stability in the Sahel lies in resolving the fundamental problems underpinning the current situation, which arose in response to a complex series of factors, including lack of development and poverty. The international community, especially the donors and the international financial institutions, should enhance their funding and technical assistance to the countries of the region, addressing economic and social development as a priority. The priority for the time being is to tackle the current food crisis in the Sahel and to resolve thefunding gap in the humanitarian assistance, to be provided by the United Nations.
Thirdly, any effort to resolve the crisis in the Sahel must be based on full respect for the ownership of the countries and organizations of the region. The countries of the region, the African Union and the Economic Community of West African States have been working actively to address the various economic, security and humanitarian crises in the region. The international community, in its efforts to assist in the process, should fully respect the sovereignty and independence of the countries of the region in order to fully include the initiatives and plans development by regional countries and regional organizations.
At present, a solution to the Mali question brooks no delay. The international community must take swift and effective action to assist Mali, in full respect for its sovereignty, in dealing with the separatist, terroristic and extremist threats. We support the efforts of the Malian transitional authorities to promote a political process and to quickly and fully restore constitutional order and maintain national unity and territorial integrity.
China has actively supported the initiatives of African countries and regional organizations to strengthen cooperation and maintaining peace and stability on the continent. The Council should pay close attention to the call and proposal of Mali, the African Union and the Economic Community of West African States concerning the deployment of an international force to Mali.
The Chinese Government attaches great importance to the situation in the Sahel and has been working actively and through various means to support the efforts of countries of the region to achieve stability and development. China has consistently provided assistance, within its capacities, to the countries of the region. In the past year, China has provided emergency food assistance to many countries of the region and strengthened cooperation efforts with the African Union and countries of the region in the fight against terrorism.
China is ready to continue to play its role in order to find an early and comprehensive solution to the current crisis in the Sahel. | http://www.china-un.org/eng/hyyfy/t997728.htm |
HONOLULU (Jan. 14) – In a policy speech delivered Tuesday at the East-West Center in Honolulu, Hawaii, Secretary of State Hillary Rodham Clinton outlined U.S. goals for multilateral engagement in the region. “America’s future is linked to the future of the Asia Pacific region, and the future of this region depends on America,” Clinton said.
(To view a video of Secretary Clinton’s speech, visit http://www.vimeo.com/8744420. To read the full text of the speech, visit http://www.state.gov/secretary/rm/2010/01/135090.htm. To view high resolution press images, visit http://www.flickr.com/photos/eastwestcenter/sets/72157623075594361)
The speech came at start of what had been scheduled to be Clinton’s fourth trip to the Asia Pacific region as America’s top diplomat. However, she later postponed the remainder of her trip and returned to Washington due to the devastating earthquake in Haiti.
Clinton spoke at the East-West Center in observance of the 50th anniversary year since the Center was founded by Congress to promote better understanding and relations between the peoples and nations of the U.S., Asia and the Pacific.
“During the five decades since the Center opened, no region has undergone a more dramatic transformation,” she said. “The East-West Center has been part of this sea change, helping to shape ideas and train experts. … I thank all of you for bringing greater awareness and understanding to the economic, political and security issues that dominate the region and the world today.”
Clinton noted that President Obama’s mother, Ann Dunham, had been an East-West Center scholar when she pursued her graduate studies in anthropology, focusing on the emerging field of microfinance. Obama himself spent his formative years in Hawaii and Indonesia, a background that she said fostered a world view that “reflects his appreciation of – and respect for – Asia and its people.”
Speaking before an invited audience of about 150 East-West Center students, staff and Hawaii dignitaries, the Secretary said that nearly a year into the Obama administration, it should be clear that the Asia Pacific relationship is a priority for the United States. “We are working to deepen our historic ties, build new partnerships, work with existing multilateral organizations to pursue shared interests, and reach beyond governments to engage directly with people in every corner of this vast region,” she said.
In recent decades, she pointed out, the Asia Pacific region has undergone unprecedented transformations. “Asian countries that were destitute a generation ago now boast some of the highest living standards in the world,” she said. “…In the space of two generations, Asia has become a region in which the old is juxtaposed with the new, a region that has gone from soybeans to satellites, from rural outposts to gleaming mega-cities, from traditional calligraphy to instant messaging, and, most importantly, from old hatreds to new partnerships.”
This progress is the product of hard work and ingenuity multiplied across billions of individual lives, Clinton said, “and it has been sustained by the engagement, security and assistance provided by the United States.”
Clinton said that Asian leaders have long talked about strengthening regional cooperation, and that regional institutions have already played a significant part in Asia’s evolution. “Yet looking forward, we know that they can – and I would argue must – work better,” she said. “…There is now the possibility for greater regional cooperation, and there is also a greater imperative.”
She laid out several principles that she said “will define America’s continued engagement and leadership in the region, and our approach to issues of multilateral cooperation.”
First, she said, the United States’ longstanding nation-to-nation alliances are the “cornerstone” of U.S. involvement in the region. She cited relationships with such nations as Japan, South Korea, Australia, Thailand and the Philippines as being among “the most successful bilateral partnerships in modern history” and said other bilateral relationships would continue to develop.
“The security and stability provided through these relationships have been critical to the region’s success and development,” she said. “… Our commitment to our bilateral relationships is entirely consistent with – and will enhance – Asia’s multilateral groupings.”
Second, she said, regional institutions and efforts should focus on clear and increasingly shared objectives, such as enhancing security and stability, expanding economic opportunity and growth, and fostering democracy and human rights.
“To promote regional security, we must address nuclear proliferation, territorial disputes and military competition – persistent threats of the 21st century,” Clinton said. “To advance economic opportunity, we must focus on lowering trade and investment barriers, improving market transparency, and promoting more balanced, inclusive and sustainable patterns of economic growth.”
Regional organizations such as APEC have already shown considerable progress in these areas, she said, and in addition the U.S. is engaging in the Trans-Pacific Partnership trade negotiations as a mechanism for improving linkages among many of the major Asia Pacific economies.
In regard to democracy and human rights, Clinton applauded ASEAN’s decision to establish an Intergovernmental Commission on Human Rights. “Over time, we hope the Commission and other regional initiatives will enhance respect for fundamental freedoms and human dignity throughout the region,” she said.
She cautioned, however, that in all these objectives, multilateral regional institutions must be effective and focused on delivering results. “It’s more important to have organizations that produce results, rather than simply producing new organizations,” she said.
As an example, she cited the international relief effort in the aftermath of the 2004 Indian Ocean tsunami. In that case, Clinton said, “the world witnessed how concrete collective action and a relentless focus on results can provide hope in the face of tragedy.”
Clinton also said that since regional leaders must be flexible in pursuing the results they seek, the U.S. would continue to support less formal multilateral arrangements focused on specific challenges, such as the Six Party talks on North Korea’s nuclear program, along with “sub-regional institutions that advance the shared interests of groups of neighbors.”
Finally, she emphasized that Asia Pacific nations, including the U.S., need to decide which will be the “defining” regional organizations. “It’s important that we do a better job of trying to define which organizations will best protect and promote our collective future,” she said. “…The defining ones will include all the key stakeholders. And these may be well-established, like APEC, or they could be of more recent vintage, like the East Asia Summit, or more likely, a mix of well-established and new. This is a critical question that we must answer together through consultation and coordination.”
Clinton added that there is also a continuing need for an institution that is aimed at fostering economic integration of the region. “I think APEC is the organization that we and our partners must engage in, ensuring that it moves toward fulfilling that responsibility,” she said.
Following her remarks, Clinton took several questions from East-West Center students in the audience. Vijoy Chattergy of Honolulu, a fellow in Center’s the Asia Pacific Leadership Program, asked how Hawaii could best showcase itself when it hosts the APEC summit in November 2011.
“I don’t think it takes much to showcase Hawaii,” Clinton joked, saying that if she could, she would come the islands every month as a stopover on her on her travels, “but that would be too obvious.”
In a more serious vein, she added that APEC would provide an extraordinary opportunity for Hawaii, “which is such a meeting place for East and West. You have a lot of very smart, experienced leaders and experts … who can put together a program that not only showcases the culture and the history, but the diversity, the extraordinary mixture of people from across the Asia Pacific region, and do so in a way that I think serves as a reminder to our friends coming about what is possible in the 21st century.”
Noting that her country only has one female member of parliament, Evelyn Pusal of Papua New Guinea asked the secretary how women can increase their rights in the region.
Women in many places still face legal, cultural political and barriers, Clinton responded. “They are not easily removed unless there are enough women exercising leadership,” she said, adding that to overcome such obstacles, a “critical mass” of support is needed from both women and men.
“The old habits that prevent women from participating just have to be taken head-on,” she said.
Qiong Jia, a graduate degree fellow from China, asked the secretary to respond to concern about U.S.-China relations.
“We know we have differences,” Clinton said, but she added, “We’re working to develop a relationship that will be a mature one, that will not be knocked off course when one or the other does something we don’t agree with.”
Addressing skepticism that the U.S. can develop a stable relationship with China, she said: “It is in both of our nations’ interests for China and the United States to have a productive relationship. It will be challenging and it will not come easily or quickly, but certainly President Obama and I are committed to that. And I hope that we have a similar level of commitment and confidence building in China as well.”
Links: | https://ewcablog.org/2010/01/14/clinton-americas-future-linked-to-future-of-asia-pacific-region/ |
Iran’s foreign policy toward international organizations has always oscillated between divergence and convergence, depending on the status of the country in question and the statesmen's point of the view. This study aimed to examine the status of international organizations in Iran’s foreign policy. A divergent approach to international organizations was adopted during 1981-1988 and 2005-2013. This believe in a domination system in the world, and try to change the status quo and the fundamental rules of the international system. One could argue that the domination of this approach in Iran’s foreign policy undermined the national interests and security. On the other hand, since 1979, it has been revealed that whenever Iran has had a convergent interaction with international organizations (i.e., 1979-1980 and 1988-2005); it has helped Iran's national interest and security. Furthermore, cooperation with international organizations in various fields has provided opportunities for political, economic and cultural ties of Iran.
Keywords
Main Subjects
1. Introduction
The number, scope, and activities of international organizations and institutions significantly increased in the 20th century. The establishment of the League of Nations and United Nations, as two international organizations, is considered as a milestone in the history of international organizations. At the regional level, the establishment of regional organizations has been viewed as a means for regional cooperation to prevent the growth of extremist nationalism in Europe and other regions of the world. In the second half of the 20th century, statesmen, politicians and researchers perceived that the problems and dilemmas at the regional and international levels are beyond the limits of governments, and the governments cannot solve them on their own. Global cooperation and convergence is essential for solving problems such as environmental pollution, spread of weapons for mass destruction, and economic crises. Theoretically, the main function of organizations is to provide international peace and security. Therefore, by considering the importance, extent and status of international organizations in global processes, it is necessary for global political units to attempt to guarantee their national interests and promote their international prestige by adopting the multilateral approaches.
International organizations in the realistic world will play one of the two roles: the first one is a marginal role for international organizations in global politics. In fact, international organizations promote the cooperation in non-controversial areas where states have common interests. Yet, they rarely limit the states’ behavior in conflicts. In other words, international organizations have little or no role in maintaining the international peace and security. Second, international organizations can play an interventionist role in the calculations of great powers. International organizations are used by the great powers to advance their interests in the international system. Weaker states also use the international organizations to achieve their goals. From the realists’ point of view, the function of international organizations is merely considered as a reflection of regional and international balance of states.
International organizations and institutions have encompassed a high status in Iranian foreign policies multilateral and regionalism approaches (Khoshandam, 2015). Iran should consider the position of international organizations in its foreign policy because of its geopolitical status. Therefore, this study aimed to examine the position of international organizations in Islam Republic of Iran’s foreign policy. The main question is that ‘what position have the international organizations had in Iran’s foreign policy?’ It should be noted that the status of international organizations in foreign policy of Islamic Republic of Iran has been different based on the internal status of the country and viewpoints of statesmen’s viewpoints at different periods.
2. Theoretical Framework
In international relations theories, international organizations and institutions have been given different significance. Some of these theories regard international organizations and institutes as marginal actors in international politics, while some other theories such as Liberalism emphasize their role in providing world peace and security. Realism is one of the dominant theories in the field of international relations. According to Mearsheimer (1994: 9-10), the assumptions of this theory are:
First, the international system is anarchic. The second assumption is that states inherently possess some offensive military capability, which gives them the wherewithal to hurt and possibly to destroy each other. The third assumption is that states can never be certain about the intentions of other states. Specifically, no state can be certain another state will not use its offensive military capability against the first. The fourth assumption is that the most basic motive driving states is survival. States want to maintain their sovereignty. The fifth assumption is that states think strategically about how to survive in the international system. States are instrumentally rational.
Institutions are basically a reflection of the distribution of power in the world. They are based on the self-interested calculations of the great powers, and they have no independent effect on state behavior. Realists therefore believe that institutions are not an important cause of peace. They matter only on the margins. Institutions have minimal influence on state behavior, and thus hold little promise for promoting stability in the post-Cold War world (Mearsheimer, 1994: 7).
Liberalism is also one of the theories of international relations whose assumptions according to Moravcsik (2001: 4-5), are as follows:
1. The fundamental actors in international politics are rational individuals and private groups, who organize and exchange to promote their interests. Liberal theory takes on a "bottom-up" view of politics, whereby the demands of individuals and societal groups are treated as analytically prior to state behavior.
2. States (or other political institutions) represent some subset of domestic society, whose interest's rational state officials pursue through world politics. For liberals, representative institutions and practices constitute the critical "transmission belt" by which the disparate preferences and social power of individuals and groups in civil society are transmitted into the political realm, aggregated, and translated into state policy.
3. The configuration of state preferences determines state behavior. The distribution and interaction among the preferences of different states, liberals argue, is the determinate influence on interstate behavior.
The principal challenge to realism came from a broad family of liberal theories. One strand of liberal thought argued that economic interdependence would discourage states from using force against each other because warfare would threaten each side's prosperity. A second strand, often associated with President Woodrow Wilson, saw the spread of democracy as the key to world peace, based on the claim that democratic states were inherently more peaceful than authoritarian states. A third, more recent theory argued that international institutions such as the International Energy Agency and the International Monetary Fund could help overcome selfish state behavior, mainly by encouraging states to forego immediate gains for the greater benefits of enduring cooperation (Walt: 1998: 2).
Liberal institutionalism argues that emphasis should be placed on global governance and international organizations as a way of explaining international relations. Institutionalism places emphasis on the role that common goals play in the international system and the ability of international organizations to get states to cooperate (Devitt, 2011). When states can jointly benefit from cooperation, on the other hand, we expect governments to attempt to construct such institutions. Institutions can provide information, reduce transaction costs, make commitments more credible, establish focal points for coordination, and in general facilitate the operation of reciprocity. By seeking to specify the conditions under which institutions can have an impact and cooperation can occur, institutionalism theory shows under what conditions realist propositions are valid (Keohane & Martin, 1995: 42).
Constructivism is one of the theories of international relations for understanding world events. Hopf (1998: 172) stated that:
Constructivism offers alternative understandings of a number of the central themes in international relations theory, including: the meaning of anarchy and balance of power, the relationship between state identity and interest, an elaboration of power, and the prospects for change in world politics. The constructivist research program has its own puzzles that concentrate on issues of identity in world politics and the theorization of domestic politics and culture in international relations theory.
An institution is a relatively stable set or "structure" of identities and interests. Such structures are often codified in formal rules and norms, but these have motivational force only in virtue of actors' socialization to and participation in collective knowledge. Institutions are fundamentally cognitive entities that do not exist apart from actors' ideas about how the world works. This does not mean that institutions are not real or objective, that they are nothing but beliefs (Wendt, 1992). As collective knowledge, they are experienced as having an existence "over and above the individuals who happen to embody them at the moment. On this view, institutionalization is a process of internalizing new identities and interests, not something occurring outside them and affecting only behavior; socialization is a cognitive process, not just a behavioral one. Conceived in this way, institutions may be cooperative or conflictual, a point sometimes lost in scholarship on international regimes, which tends to equate institutions with cooperation (Wendt, 1992: 399).
The ideational source of Iran’s foreign policy to the international organizations has not been based on realistic or institutional theories. Thus, using the terms realism and liberal institutionalism is avoided in this paper. In this paper, two different approaches (i.e., convergent and divergent) to the international organizations and institutions after the Islamic Revolution in Iran are discussed.
2.1. Convergence
Theories that predict a trend towards political convergence can be traced back on the one hand in the economic theory of international trade, on the other to theories of intergovernmental or inter-jurisdictional competition. This model was extended to accommodate the process of globalization and to explain the policy preferences of relevant domestic actors, the policies implemented and the development of domestic institutions (Busch, 2002: 3-4).
Convergence is a process of approximation of qualitative and quantitative characteristics; each country that is part of a trade group converges to its own growth path designed as the simple average of the per capita GDP of convergent Group (Wahiba, 2015: 510).
That the ability of interest groups to assert themselves co-varies with the mobility of their production factor: those who can most credibly threaten with exit will increase their negotiating power and prevail. It follows that a consequence of globalization is the adaptation of government policy to the interests of capital (as the most mobile production factor), and since this will take place everywhere, a convergence of policies is the result. These theories postulate that growing international integration will have implications for domestic policy (once indirectly through a change in the domestic distribution of political power, once directly through influence on government policy) and will lead to a convergence of policies and institutions (Busch, 2002: 3-4).
Convergent components with the international system can be summarized as existence of realistic and rationalistic elements in Iran’s foreign policy, acceptance of international order, acceptance of the status quo, and respect for the rules of international law. The convergent approach believes in cooperating with international organizations and institutions and respecting for international rules and norms to guarantee the national interests. The convergent approach emphasizes two points in relation to the international organizations. First, promoting the position of Islamic Republic of Iran in international organizations and strengthening its influence in the process of coalition and decision-making are proposed as a target; therefore, it is necessary to replace the negative and isolationist view with an affirmative and positive one. Out of the approach which considers all the international organizations as a means for great powers, no solution would be found for convergence and effective role of Islamic Republic of Iran in international organizations. Second, this approach attempts to make a positive and desired image of Iran in the international system. Any change and transformation in the international image of Iran can lead to the change in the status of Iran’s international capabilities that is very effective in increasing the presence of Iranian elite in international organizations, because the will that tries to make an image from Iran as a troublemaker in the international system is adjusted and can provide more space for Iran to influence and maneuver for the attendance of Iranian elite in the international elite (Tabatabaei, 1386 [2007 A.D]).
2.2. Divergence
Factors of regional divergence, in the sense that the elimination of tariff barriers between nations promotes the consolidation of economic activities in the rich countries which could strengthen the phenomena of polarization and unequal growth, these phenomena will result in a marked tendency to divergence of economies (Wahiba, 2015).
These approaches "focus on the stability of specific national characteristics such as differences in national policy styles, the stability of institutional arrangements and the importance of path dependence. Consequently, they predict constant or even increasing divergence in national policies and institutional structures" (Busch, 2002: 3).
Important theoretical factors in the divergent approach to the international organizations are as follows:
- This approach argues that international organizations and institutions are the Western agents, especially the USA, and the main function of these institutions is to guarantee the national interests of the USA. The divergent approach called for a change and reform in the international system and organizations, especially the UN. Lack of attention to the global reality and possibilities is the most important weaknesses of this approach.
- Divergent approach to the international system with a suspicious and threat-based view caused by conspiracy theory minimized the influence of divergence and consistency processes among the domestic elite and international system (Tabatabaei, 1386 [2007 A.D]).
- Divergent approach criticizes international organizations through absolutism and raising ideal expectations. Divergent approach also takes into account the success of international organizations as their least duty, and considers their failure as a disaster (Eslami, 1386 [2007 A.D]).
- Duality in the behavior of international organizations towards Iran has caused distrust to them. For example, behavior of international organizations to Iran’s nuclear program, human rights and double standards existing in international organizations formed a fundamental belief in the minds of Iranian elites that Iran has always been discriminated by these organizations (Zamani Nia, 1386 [2007 A.D]). Divergent approach believing in domination system in the world, tried to change the status qua and also the institutions and fundamental rules of the international system. Divergent approach dominated in Iran from 1981 to 1989 and 2005 to 2013.
3. Divergent Approach in Iran’s Foreign Policy
After the Islamic Revolution of Iran, divergence of Iran from the international system was accelerated because of the western nature of the international system, and contradiction between the components of Jurisprudential Islam with the nature of international system. Some of the factors that caused the divergence of Iran from the international system particularly the United Nations are mentioned as follows:
1. Outbreak of Islamic Revolution and its impact on foreign policy: Outbreak of Islamic Revolution in Iran strengthened the desire for otherness policy. Therefore, confrontation with the international organizations which had been established by the Western powers was followed.
2. Ideational and cognitive barriers: The interpretation of international events and also the political concepts of the divergent spectrum derived from juridical sources of Shi’a Islam are different and contrary to the ideational sources of dominant global discourse.
3. Undesirable historical background of great powers especially Western countries in Iran: The damage of great powers to Iran’s independence caused the mistrust of Iran to these countries. Given that Western powers are the founders of international organizations particularly United Nations, Iran’s distrust to these organizations was accelerated.
4. Undesirable function of the UN to the Iran-Iraq war: During the imposed war of Iraq against Iran, undesirable function of UN Security Council against Iran and failure to remain impartial while issuing the Resolution 479 strengthened the mistrust of Iran to the UN.
3.1. Revisionist Mir Hossein Mousavi’s Foreign Policy toward International Organizations (1981-89)
Orientation of Iran’s foreign policy at this point is deeply influenced by the nature of revolution and aftermath of the victory of the revolution. Iran’s state has defined the international organizations under control of the West leading by the USA and adopted a divergent policy toward them. In other words, the West was considered as other or enemy and America, as the symbol of Great Satan, was considered as the leader of the West imperialism or global dominance. International organizations were introduced as a tool serving to the imperialism. Therefore, by using such terminology, a strong protest would occur against international organizations especially the United Nations. Mir Hossein Mousavi was Iran’s prime minister during 1980-1988 when Iran-Iraq war was ongoing. The most important components in Mousavi’s foreign policy in relation to international organizations are as follows:
3.1.1. Protest against the Functions of the UN and Security Council
With the outbreak of Iran-Iraq war, when the control of Iran’s foreign policy was in the hands of radicals, the international institutions had negative attitudes toward some internal functions of Iran’s state. As a result, this pessimism on the international organizations led the Security Council to pass seven resolutions in this regard during the war. In addition, at various occasions, the Security Council issued some statements declaring withdrawal to internationally recognized borders, extradition of captives, etc. However, Iran’s reaction was negative. In such situation, international organizations and superpowers were not in favor of Iran’s victory in the war and spread of the political Islam. Thus, they never offered a peace proposal that would meet the minimum demands of Iran. Even, it seems that there was a tendency, especially among the politicians of the USA and Israel, to prolong the war and destruction of resources and forces of both countries (i.e., Iran and Iraq; Milani, 1379 [2000 A.D]).
Ali Akbar Velayati served as foreign minister from 1981 to 1997 and still holds considerable influence as chief foreign policy advisor to Supreme Leader Khamenei. In his addresses, Velayati repeatedly criticized the international order and accused the U.N. Security Council of maintaining double standards. In 1992, he condemned minimal international reactions to Iraq’s invasion of Kuwait, “decades-old aggression” by Israel against Palestinians, and Serbia’s move against the Republic of Bosnia and Herzegovina (Bakhash, 2013).
During War, Iran attended the UN in two stages. First, Iran participated to be recognized by other governments. Second, as the fundamental issue of the imposed war was approaching its end and there was an international pressure on Iran by the UN channels to end the war without a victorious side, Iran’s policy on participation in the UN assembly changed because the UN was considered as a place for important decision making. The ability of the UN in issuing a resolution, condemning the aggression, aiding the refugees, lending loans to different countries for their development and economic reconstruction, or helping resolve the imposed war, all were the factors that contributed Iran to change its attitude toward the UN as an international organization to guarantee its national interests.
Seyyed Ali Khamenei’s President of Iran (1981-1988) attendance at the 1987 General Assembly marked the first visit by a senior Iranian official to the United Nations. Khamenei addressed fellow heads of state in the midst of the devastating Iran-Iraq war. Iraqi President Saddam Hussein’s military had invaded Iran in 1980 to overthrow the fledgling Islamic Republic. Iran was isolated and resented the U.N. Security Council’s apathy toward the war. Khamenei had an opportunity to present Iran’s case. Khamenei outlined his broader worldview, which centered on criticizing the prevailing international order since World War II. Khamenei begrudged the status of the five permanent U.N. Security Council members- the United States, Britain, China, France, and Russia- and their ability to veto resolutions. Khamenei went on to repeat his call for a change in world order as president and later as supreme leader (Bakhash, 2013).
Bakhshayesh Ardestani (1996) mentioned the goals of Iran to attend the international organizations as follows:
- Making the objectives and principles of Iran’s foreign policy known to other states, in order to interact with them in common affairs.
- Using the special facilities of the UN, especially several departments such as International Transport, Red Cross, World Food Organization, and International Monetary Fund, to strengthen the capacities of the country. Iran, particularly, considered the fact that the development of third world countries may require an international cooperation.
- Supporting the oppressed people and defending the rights of Muslims through the podium of the UN.
3.1.2. Opposing the International Law and Rules
Regardless of the political and historical aspects, the opposing and ideological behavior to the international law and arrangements has some philosophical dimensions. Philosophically speaking, Iran believes that international institutions and norms are considered as means for cruel purposes and violent domination of Western colonial powers. Moreover, the rules and regulations of the international institutions are established based on the rational calculation of human and his recognition from his resources and material which is in contrast with the principles of religious and divine governance (Mosaffa & Norouzi, 1385 [2006 A.D]: 206).
Islamic republic of Iran's foreign policy toward the UN and human rights organizations has been based on pessimistic policy toward the their activities. Moreover, mutual distrust has affected all human right interactions of Iran with these organizations. For instance, the following two resolutions against Iran can be referred to:
- The UN Secretary-General's report in 2012 emphasized Iran had violated human right of journalists, women right activists, and human right defendants. Moreover, he was worried about the death penalty in Iran. On the other hand, he embraced the exclusion of stoning penalty (United Nations, 2012a).
- General Assembly ratified a resolution on 19 December 2012 denounced the violation of human right in Iran. This resolution repeated the alleged human right issues in previous resolutions and reports (United Nations, 2012b).
The most important priorities and objectives of Iran’s foreign policy are based on offensive strategy and revisionist changes in international order. Thus, the Islamic Republic is required to change the international system which is based on unfair and unequal distribution of power by using all its unilateral or multilateral capabilities and power. Achieving this structural and institutional change requires the relentless struggle with the global power poles as leaders of the domination system, and full support of Muslims and Islamic movements. An attempt to change the nature and structure of institutions and international organizations and consequently the principles and norms governing the international interactions is also one of the requirements of achieving this strategic goal. Hence, within the idealism discourse, the foreign policy of Islamic Republic towards the discipline and the status quo will be revisionist and revolutionary (Dehghani Firouz Abadi, 1388 [2009 A.D]).
3.2. Mahmoud Ahmadinejad’s Divergent Foreign Policy to International Organizations (2005-2013)
Mahmoud Ahmadinejad was Iran’s President from 2005 to 2013. During Ahmadinejad’s presidency, the desire to otherness, being different from others, was cumulatively increased. In other words, he defined their identity through distinction with others. Extreme otherness means to create and make two separate poles by drawing boundaries which oppose these poles. It means absolute distinction between us and them, our culture and their culture. Therefore, an iron wall of identity is made between our identity and their identity (Adib Zadeh, 1387 [2008 A.D]). Ahmadinejad believed that Iran's political system is considered as a symbol of true democracy.
The Islamic Republic of Iran is a symbol of true democracy. All officials including the Leader, President, members of the Islamic Consultative Assembly, city and village councils are elected through the vote of the citizens. The Islamic Republic of Iran has held 27 national elections in 27 years. This showcases a vibrant and dynamic society in which people widely participate in the political life (Ahmadinejad,2005: 6).
Ahmadinejad challenged the international norms which are under the domination of hegemonic powers, and questioned the norms of international order in the UN. He announced that the veto right in UN is caused by the collusion of great powers and is considered as a dangerous means in the hands of imperialism. Therefore, Ahmadinejad asked for a change in the existing world order.
From Ahmadinejad's view, the dominance of the great powers over global trends leads to jeopardizing the peace and security in the world. If some, relying on their superior military and economic might, attempt to expand their rights and privileges, they will be performing a great disservice to the cause of peace and in fact will fuel the arms race and spread insecurity, fear and deception. If global trends continue to serve the interests of small influential groups, even the interests of the citizens of powerful countries will be jeopardized- as was seen in the recent crises and the even natural disaster such as the recent tragic hurricane (Ahmadinejad, 2005: 3).
Ahmadinejad, emphasizing the concept of justice and looking at international issues from this perspective, seriously censured the Western nature of the international relations. He also said that those who themselves establish the international rules obviously break it and apply a discriminatory and double-standard policy; great powers pass the law of nuclear disarmament, but they test the new generations of atomic weapons; great powers arranged the Charter of the UN, but do not respect the right of independence and sovereignty of nations; they violate their formal contracts easily; they do not conform to the rules of environment preservation. Some great powers use language of threat in international relations (Ahmadinejad, 1386 [2007 A.D]). The key factors of Ahmadinejad concerning the international institutions include:
a) negligence for international norms and rules
b) negligence for Security Council resolutions
c) negligence for issues on human rights.
Ahmadinejad (2005: 8) delivered his speech in the General Assembly in 2005 declaring that discriminatory behavior of some great powers are against access of other countries to peaceful nuclear technology:
Some powerful states practice a discriminatory approach against access of NPT members to material, equipment, and peaceful nuclear technology, and by doing so, intend to impose a nuclear apartheid. We are concerned that once certain powerful states completely control nuclear energy resources and technology, they will deny access to other states and thus deepen the divide between powerful countries and the rest of the international community. When that happens, we will be divided into light and dark countries.
Dominating this view in Iran, the Security Council passed several resolutions within Chapter VII of Charter and imposed some sanctions against Iran. The influence of these sanctions was intensified along with the sanctions imposed by the western countries.
Ahmadinejad, president from 2005 to 2013, took a new approach to speaking in front of the U.N. General Assembly. The hardliner treated his appearances as an opportunity to play his preferred role as international bad boy, willing to challenge the West on almost any issue. Ahmadinejad’s inflammatory rhetoric prompted many walkouts b y Western countries each year. He predicted the collapse of American power, capitalism, and Israel. In 2010, Ahmadinejad suggested that the United States orchestrated the 9/11 attacks in order to “reverse the declining American economy” and “save the Zionist regime”. In 2011, he claimed: “European countries still use the Holocaust after six decades as the excuse to pay (a) fine or ransom to the Zionists.” Ahmadinejad also treated his U.N. audience to his bizarre religious views. He once predicted an early second coming of Jesus Christ side-by-side with the Shiite savior, the Mahdi. Ahmadinejad’s performances were aimed at a domestic audience to an extent, but more importantly to a third-world one (Bakhash, 2013).
Therefore, Ahmadinejad opposed the international rules, norms, organizations and the discipline ruling the international system, and regarded them as serving to the great powers. In Ahmadinejad’s point of view, the goal of Islamic Republic of Iran's foreign policy is to strongly implement the values and norms of Shiite Islam in the world. He believes that the time elapses in favor of the Islamic Republic, and sooner or later, the Islamic values, norms and rules will be disseminated everywhere. In this period, in addition to negligence for norms and international institutions, the populist policies aiming at confronting with the international system was focused on.
4. Convergent Approach in Iran’s Foreign Policy
In 1988, Iran’s encounter with economic problems, strengthening the element of realism and pragmatism in foreign policy, and accepting of the order of the international system led to the Iran’s convergence with international system. According to this approach, international organizations and institutions as important global actors which are effective in regional and global equations are not negligible and they are used to provide the national interest and security of Iran. In this approach, in addition to criticizing the dominance of power over justice in world relations, it believes in critical support of international organizations. This approach can be seen in the administration of Mahdi Bazargan, Akbar Hashemi Rafsanjani and Seyyed Mohammad Khatami. However, these three states have different ideational components and view points toward the internal and external issues.
4.1. International Organizations and Mahdi Bazargan’s Foreign Policy (4 February 1979 – 6 November 1979)
Mahdi Bazargan was the first prime minister and the head of the interim government after the Islamic Revolution. The ruling period of the interim government lasted about nine months and during this period it failed to interact with the international organizations. By studying Bazargan’s position toward various events especially occupation of the US embassy, we can analyze the Bazargan’s view towards the international organizations. The most important behavioral rules of the interim government toward the organizations and international law are as follows:
1. Respecting the international organizations to gain international credibility and trust
The foreign policy goals of Bazargan’s interim government were to gain the credibility and international trust as a responsible and reliable state. Thus, the interim government tried to act within the existing international system based on the international rules and law. This goal can be considered as gaining credibility through winning the trust of the international community and other countries. Therefore, the interim government after the victory of Islamic Revolution announced that it respects all international commitments and contracts of the previous regime. Gaining international credibility was obvious in the foreign policy of the interim government, especially in the human rights issue in a way that interim government opposed the execution and immediate sentence of the heads of Pahlavi regime. They argued that these sentences could damage the reputation and credit of Iran and Islamic Revolution in world public opinions. In particular, European countries and the USA had protested many times against the act of Revolutionary courts and called them the violation of human rights.
2. Diplomatic Immunity of Ambassadors
Bazargan was committed to obey the international rules and law. Thus, he regarded the protection of embassies and the immunity of ambassadors as the duties of his government. In the view of the interim government, interacting more with foreign countries and their embassies could reduce the costs of revolution. Bazargan, after the victory of Islamic Revolution, immediately announced that it wants to have friendly relations with the USA (Rubin, 1980). After the occupation of the US embassy by revolutionaries, Bazargan opposed this action in terms of the political and administrative responsibility of the country and protecting the rights of foreign courtiers’ representatives according to international commitments.
3. Adoption of the Dominating Discipline in the International System
Foreign policy of the interim government, both theoretically and practically, tended to the West and concerned about the influence of the East in Iran, while the nature of Islamic Revolution was against both the King (Shah) and the United States which was considered as his main supporter. The interim government attempted to disseminate the belief that Iran is in need of technical and technological achievements of the West to pave the way for development and a better living condition than the period of the previous regime.
Liberals, emphasizing the approved international procedures and regulations, considered the insistence on the export of revolution and supporting the Islamic movements contrary to the principles of non-intervention in the domestic affairs of other countries.
The primary attention of interim government to the national goals and interests rather than transnational goals and interests rooted in their general interpretation of politics and government. Although they accepted the doctrine of religious government with their own interpretation, they limited its performance scope to Iran. This general belief caused the priority of nationalism and national interests for the Liberals.
4.2. International Organizations and Akbar Hashemi Rafsanjani’s Foreign Policy(1989-1997)
The end of Iran-Iraq war influenced Iran’s foreign policy in some aspects and changed its behavioral pattern. In this period, the priority and hierarchy of the goals of Iran’s foreign policy changed, so that the economic reconstruction became the top priority of foreign policy. Moreover, the priorities of national goals, especially the export of the Islamic Revolution changed. Unlike the first decade of the revolution when the radical groups emphasized the export of the Islamic Revolution by any means even intervention in the affairs of others.
Hashemi was the Iran’s president from 1989 to 1997. The cultural export of the Islamic Revolution was emphasized during Hashemi’s presidency. It is also worth mentioning that the behavioral pattern and the external interaction of Iran with state and non-state actors underwent change and transformation. The manifestation of this influence was normalization and improvement of the relations with the Persian Gulf Cooperation Council and European Union. Thus, the development and extension of the relations with international organizations is another manifestation of behavioral change of Iran’s foreign policy. Some components of Hashemi’s foreign policy are as follows:
- Acceptance of ideological differences, different values and norms among countries as a fact in international collective life
- Recognition of national interests and role of Islamic Republic of Iran in the global and regional issues and affairs alongside the other regional and international actors
- Existence of ideological and value differences and conflicting interests between Islamic Republic of Iran and other countries do not necessarily implies war and lack of cooperation and interaction with them.
- Establishing external relations and relationships based on mutual respect and interests of other countries
- Active participation in international organizations and institutions to gain interest (Dehghani Firouzabadi, 1388 [2009 A.D]).
4.2.1 Multilateralism in Hashemi’s Foreign Policy
During Hashemi’s presidency, multilateralism policy manifested as the behavioral pattern of active interaction with international organizations. Iran’s active participation in the UN represented change in behavioral pattern of Islamic Republic and an initial point to cooperate with international organizations to promote the national interests of Iran. Below, some instances of Heshemi’s multilateral policy are explained.
4.2.1.1. Cooperation with International Financial Institutions
During Hashemi’s period, the inception of paradigm shift was marked from a planned economy to the market economy. Market economy was a step forward to link with the global economy, attract foreign investment and technology transmission which led to economic liberalization and privatization. As a result, an export development strategy was adopted proportional to this type of economy. Within this strategy, it was attempted to reduce the restrictions on imports of goods, and provide the necessary means to increase the exports so as to facilitate internalization of Iran’s economy and industry.
Thus, Iran established strong relationship with international financial institutions like the International Monetary Fund and the World Bank. Iran increased its share in International Monetary Fund in order to influence its decision-making process. Iran’s cooperation with organizations was close until 1993 but when Bill Clinton ran the Dual Containment Policy against Iran and Iraq, Iran’s relations with international financial organizations entered a stage of conflicts in a way that most of Iran’s loan applications from World Bank faced numerous obstacles due to the dominance of the US on World Bank. However, Iran continued its technical cooperation in order to benefit from the experience of World Bank and recommendation of International Monetary fund. In addition, Iran requested membership in World Trade Organization (WTO) in 1995. Mr. Kalantari, Minister of Agriculture, emphasized the membership of Iran in WTO because he believed that Iran could not live apart from the world community and ignore the global developments in the agricultural and industrial sectors, and it is necessary to join the WTO to be able to gain a proper and worthy share in the world market (Azghandi, (1389 [2010 A.D])).
4.2.1.2. Respect for International Rules
The main indicators of pragmatic trend in Hashemi’s foreign policy which are based on the practical interpretation of neither the East, nor the West principle, can be summarized as follows:
- To emphasize peaceful coexistence and avoid hostile actions and conflicting actions against the existing international system despite the discontent and fundamental criticisms against its principles
- To respect the norms of diplomatic behavior
- To pay attention to the role of international organizations and to encourage the developing countries to defend their interests
- To attract the foreign and international investments and facilities to participate in domestic economic activities and industrial projects in free economic zones and get loans from international institutions.
4.2.1.3. Cooperation with the UN
Indicators of measuring the expansion of relations between Iran and UN show that cooperation between Iran and UN increased in Hashemi’s period. These indicators include participating in special commissions of the General Assembly, sending delegation to the UN, giving speech at the UN meetings, and most importantly, commitment to the implementation of General Assembly Resolutions. During the Hashemi’s presidency, Iran cooperated with the Security Council in major issues that threatened and endangered the international peace and security such as the issue of Palestine, Lebanon, Afghanistan, Bosnia, Herzegovina and Iraq (Yaghoubi, (1387 [2008 A.D])). In this regard, several practical actions were done that are mentioned in brief:
- Implementation of Resolution 598
- Speech by the Iran’s foreign minister, Ali Akbar Velayati, in the 48th meeting of the UN General Assembly
- Islamic Republic’s Full support of the Resolution 757 to impose heavy punishments against Serbia.
Thus, the pragmatic foreign policy was managed to improve cooperation with the Organization of Islamic Conference to its highest level which was unprecedented before the Hashemi’s presidency.
4.3. International Organizations and Seyyed Mohammad Khatami’s Foreign Policy (1997-2005)
Seyyed MohammadKhatami became Iran’s president in 1997. Peaceful policies and cultural reputation of Khatami’s administration, especially after the expansion of policy of détente and dialogue among the civilizations, led to the increase of influence and authority of Iran in the international society. Khatami’s efforts to change the image of Iran as a constructive actor to link Iran with world trends and relationships were among the components that improved the influence and image of Iran. Attitude of Khatami’s administration toward international organizations can be summarized as follows:
4.3.1. Convergent Approach toward International Organizations
Theories that predict a trend towards political convergence can be traced back on the one hand in the economic theory of international trade, on the other to theories of intergovernmental or interjurisdictional competition. Moreover, Bucsh (2002: 2) stated: "These theories postulate that growing international integration will have implications for domestic policy - once indirectly through a change in the domestic distribution of political power, once directly through influence on government policy - and will lead to a convergence of policies and institutions."
During Khatami’s presidency, it was tried to broadly interact with international organizations, especially institutions for human rights, and non-governmental organizations. In other words, Khatami’s foreign policy was based on UniversalMultilateralism. Khatami believed that the foreign policy should be based on positive international cooperation and constructive participation with states and international organizations as a means for gaining international prestige. Honesty and trust-making were the main goals of Khatami’s foreign policy in the international system.
International society, like its constituent national societies, is full of diversity and plurality. In fact, it is a collection composed of thoughts, ideas, beliefs, traditions, and values that have led to the growth of culture and civilization. Progress toward a truly pluralistic international society is possible only through serious respect for the freedom and democratic values through understanding pluralism in all its national and international dimensions (Kharazi, 1380 [2001 A.D]).
4.3.2. Position of international organizations in Khatami’s foreign policy of Khatami
Kharazi (2001), Iran’s Foreign Minister in Khatami’s administration, said that from the Khatami’s point of view:
United Nations as a global organization needs to expand and strengthen its role. This organization whose activity has been increased after the Cold War should help solve the global problems. The Charter of UN, despite its shortcomings, should be respected as a document by all its members.
Kharazi (2001) also said in his speech at the International Relations Institute of Social and Political Sciences of Pantheon-Athens that the priorities of Iran’s foreign policy in practice are relied on four principles:
- Peace and security in the neighborhood of Iran
- Close relationship with the Islam world
- Political, cultural and economic cooperation with selected countries and organizations
- Active participation in international organizations.
Khatami’s foreign policy attempted to reform the international institutions and organizations, especially the UN. The reforms were based on increasing the role of the UN in the international affairs and maximum participation of its members. This goal could be achieved in two ways. First, elevating the position and role of General Assembly compared to the Security Council; second, increasing the permanent members of the Security Council so that developing and Islamic countries have some representatives in it.
4.3.3. Human Rights and Khatami’s Foreign Policy
The concepts of détente and dialogue among the civilizations and other concepts that are somehow related to these two concepts such as trust-making, participation and entente welcomed by other countries, were underscored by Khatami’s administration. The manifestation of this view can be seen in the Resolution of UN General Assembly in 1998 indicating 2001 as the International Year of dialogue among the civilizations.
From Khatami's view" the General Assembly of the United Nations has only recently endorsed the proposal of the Islamic Republic of Iran for dialogue among civilizations and cultures. Nevertheless, this proposal is attracting, day after day, increased support from numerous academic institutions and political organizations. In order to comprehend the grounds for this encouraging reception, it is imperative to take into account the prevailing situation in our world and to ponder the reasons for widespread discontent with it" (Khatami, 2001: 23).
Main features and priorities of Khatami’s foreign policy can be summarized as follows:
- Developing the relations with all countries based on mutual respect, common interest and non-intervention in the internal affairs of other countries
- Emphasizing the institutionalization of international law as the basis for world orderand final judgment between states
- Trying to reduce the tensions in the regional and international levels and active participation in resolving the conflicts and establishing and keeping the peace
- Protecting the human rights and refusal of any movement towards the selective and unjust abuse of human rights as a political means
- Preventing armament competition in the regional and international levels, destroying the mass destruction weapons and controlling the conventional arms
- Active and constructive participation in the UN and other international organizations to have an effective contribution to the global issues such as sustainable development of human rights, establishing peace, war with terrorism, and reforming the internationally unjust arrangements (Kharazi, 1380 [2001 A.D]).
5. Conclusion
After three decades of the Islamic Revolution, studying the relation between Iran and the UN shows that Iran does not have an active role proportionate to its status in the UN. This issue is driven from political elites' insight toward the UN, great powers' disapproval of promotion of Iran's role in the international system, and lack of proper strategy in Iran's foreign policy toward international organizations.
Islamic Republic of Iran did not adopt the same policy to international organizations from 1979 to 2013. Change of agents and domestic situation of Iran, particularly economic and political problems, led to the transformation of attitudes and perceptions towards international organizations.
Bazargan’s interim government, regardless of the revolutionary situation, attempted to promote the national interest of Iran by accepting the rules and norms of the international system through interaction with international organizations and institutions. Therefore, Bazargan opposed the occupation of the US Embassy because of the international law and the principle of ambassadors’ immunity.
In this period, Iran attempted to establish trust with the international system through confirming and accepting the international organizations. The interim government tried to expand its relations with other world actors. Therefore, to gain prestige and trust in Iran’s foreign policy, there was a need to show that the incumbent state after the Islamic Revolution was not belligerent. For example, Mr. Ebrahim Yazdi, Iran's foreign minister, attended the UN summit. He believed that Iranian people aim to combat for gaining independence and freedom, and this is the legal right of all nations. On the other hand, the interim government abandoned CENTO and increased its activity in Non-Aligned Movement by following a negative balance strategy in foreign policy.
Iran's foreign policy in 1980s toward the international organizations, affected by Islamic Revolution ideology, considered international organizations as an instrument for great powers. Moreover, Iran's ideal policy was to replace western rules with Islamic ones by excluding international organizations. From 1981 to 1988, Iran by adopting ideological politics viewed the international organizations as agents for the superpowers.
Islamic Republic of Iran considered the veto right as contrary to its Non-Aligned policy with regard to “Nafe-ye Sabil” principle. Hence, Iran regarded the UN as a means for legitimize the great powers’ decisions. The best-known example is the Iran-Iraq war through which the UN did not pass any resolution against Iraq in spite of Iraq invasion to Iran. Moreover, Iran's policy became against the international organizations like NATO due to their lack of adaptability with the norms and standards of Islamic system.
By the end of Iran-Iraq war, taking power by Hashemi’s pragmatic administration and some changes in international system in 1990s led to a gradual change in Iran’s attitude towards international organizations. Moreover, an interactive policy with international organizations, especially agencies related to the UN, were emphasized in Iran’s foreign policy. Iran’s cooperative policy with the UN in Kuwait crisis in 1991 and the recognizing Iraq as the aggressor to Iran were the result of Hashemi’s engagement policy.
President Hashemi Rafsanjani aimed to improve the relations with the UN and Security Council by pursuing a pragmatic foreign policy. In this period, Iran’s foreign policy tended to retain the status quo in the international system. Pragmatism motivated Iran to largely cooperate with the international, regional, and global organizations; thus, Iran had an active role in OPEC, ECO, Organization of Islamic Cooperation, and Non-Aligned Movement so that this could reduce the US pressures and restrictions on Iran.
From the view of Khatami’s administration, cooperating with international organizations, especially human rights organizations, strengthened Iran’s prestige, national interest, and security. Confirming the dialogue between civilizations policy by the General Assembly in 2001 changed the Iranians’ attitude towards the function of the UN. The year 2001 can be seen as a turning point for Iran’s policy towards international organizations.
In this period, Iran’s relation with the international organizations was at a satisfactory level. Détente and Dialogue among Civilizations were compatible with the charter of the UN, and Iran tried to change the past attitudes in order to show Iran's real position to the international organizations. Iran’s participation in regional and international organizations such as Organization of Islamic Cooperation and ECO indicates Iran’s extensive relations with international institutions.
Iranian pragmatic elites were to enhance their relation with international organizations after accepting Security Council Resolution 598, international sanctions, resolutions and reports on human rights in Iran, and Security Council resolution on the Iran's nuclear problem. From the pragmatic elites' point of view, international organizations are considered as both an opportunity and threat.
Ahmadinejad pursuing an idealistic and revisinistic policy supported Islamic convergence and establishing the Union of Islamic Countries to improve the cooperation and consolidation among the members. Moreover, Ahmadinejad emphasized supporting attitudes against the dominant system and Unilateralism. Ahmadinejad also considered the establishment of the Union of Islamic Countries as the most effective measure for changing the structure and nature of the international system. He believed that Islamic convergence could be a practical method against Unilateralism and dominant system. From Ahmadinejad’s point of view, Islamic countries by having one fifth of the world population should have an effective role in world decisions. Thus, he believed that Islamic nations should have one permanent member in Security Council to defend justice and peace.
However, during Ahmadinejad’s presidency, the status, nature and function of international organizations, especially the UN and the Security Council, were neglected regarding Iran’s national security and interests. This led to the passing resolutions against Iran within the framework of Chapter VII of the UN Charter.
More than three decades of experience in Islamic Republic of Iran’s foreign policy has revealed that the convergent and cooperative policy of Iran with international organizations elevated the status and improved the image of Iran in the world. Therefore, the participation of Iranian agents in the decision-making of these organizations increased and the national interest and security of Iran were better guaranteed.
. The resolution emphasized cease-fire between Iran and Iraq. It became effective on 8 August 1988. | https://wsps.ut.ac.ir/article_65218.html |
There is certainly a place for regionalism in Northeast Asia.1 It already exists in various amorphous ways, but regional identity is relatively weak in Northeast Asia, and for this and other reasons little structure has emerged to channel dip- lomatic or economic activity in the area. In Northeast Asia there is no regional trade pact like the North American Free Trade Agreement, no forum for dip- lomatic and economic dialogue or policy coordination such as the Association of Southeast Asian Nations (ASEAN), no movement for regional unity like the League of Arab States or the African Union, nor any other broad-based forum or organization such as the South American Regional Union, the Organiza- tion for Security and Cooperation in Europe, the European Union (EU), or the Shanghai Cooperation Organization. This is true despite the fact that Northeast Asia is one of the world’s most economically vibrant regions with high levels of intraregional trade. It also stands at the forefront of global efforts to combat nuclear and missile proliferation and other forms of illicit trade. Such circum- stances have led nations in other parts of the world to join with neighbors to create rules, norms, and institutions for promoting mutual benefit or guarding against dangerous threats. Why have they not done so in Northeast Asia, and what does this suggest for the region’s future?
One can offer a variety of theories to explain why Northeast Asia is “under- institutionalized,” the two most basic of which are that such a move is either (a) unnecessary or (b) too difficult. It could be unnecessary because global, broader regional, and smaller multilateral (even bilateral) institutions and agreements are usually sufficient to address Northeast Asia’s needs, whether it is the United Nations, the World Trade Organization, the ASEAN Regional Forum (ARF), or the bilateral security alliances of the United States with Japan and South Korea (Republic of Korea or ROK).2 The region has been relatively stable and prosper- ous for decades, and, although it faces some intractable security and territorial disputes, they have not hampered regional growth overall. It is highly doubtful anyway that a Northeast Asia–specific solution can somehow address these is- sues more effectively than other possible approaches (for example, bilateral or through international arbitration).
It is true that historical animosities and distrust run deep through many of these nations, and trend analysis of public opinion polls during the past few decades shows how tenuous and event-dependent warmer intraregional relations have been.3 Simmering disputes over islands, borders, ocean rights, history text- books, and other issues quickly overwhelm regional cooperation initiatives and make them politically expensive when disputes rise to the surface. Moreover, these disputes involve all of the major players in Northeast Asia in different combinations, including the ROK-Japan territorial disagreement about Dokdo/ Takeshima, the Japan-China argument about Senkaku/Daiyoutai islands, or the Koguryo controversy involving China and South Korea. In this sense, meaningful institution building in Northeast Asia might simply be too hard to accomplish. Nationalism supersedes regionalism, and there is no lingua franca that helps to bind the region together.4
An unsatisfying (but probably accurate) answer to the question above is that the lack of robust Northeast Asian regionalism is the result of both (a) and (b). Regional institutions are often not necessary to maintain stability and prosper- ity, and when they might be considered marginally useful, the barriers to their creation are formidable and largely prohibitive. In many respects, the fault line along which cooperation and division coexist is Korea’s Demilitarized Zone and the ROK–North Korea border (Democratic People’s Republic of Korea or DPRK). Cooperation has been necessary to address certain problems related to the North, but the divided peninsula is also a major reason why the region has trouble moving beyond the Pacific War, the Korean War, and the Cold War. On almost every security, economic, or political issue, a comprehensive regional response is practically impossible without North Korea’s involvement, and it does not seem feasible with North Korea, either.
The future of Northeast Asian regionalism must acknowledge this paradox and make minor advances despite its retarding effects. The best way to do this is to take advantage of existing mechanisms (bilateral, minilateral, regional, and global) and use them to promote standardization and dispute resolution within Northeast Asia, as well as to consolidate and strengthen Northeast Asia’s voice in regional and global institutions. Two regional constructs are critical to mak- ing this work: the budding trilateralism among China, Japan, and South Korea, and the six-party talks (with or without North Korea’s active participation). Together they can build around (and upon) the U.S. bilateral alliances with South Korea and Japan. With the right leadership and sufficient commitment from the countries involved, the Northeast Asian region can build a more solid foundation for its future prosperity and stability. The nascent regionalism evident in Northeast Asia could be a useful tool in the future for mitigating potential negative effects of changes in the regional balance of power and any growing rivalry and competition. | https://keia.org/publication/future-directions-for-northeast-asian-regionalism-new-security-and-trade-architectures/ |
Global challenges require global solutions, say leaders [fr]
Joint declaration1 by President Emmanuel Macron, UN Secretary-General Antonio Guterres, WTO Director-General Roberto Azevêdo, UNESCO Director-General Audrey Azoulay, OECD Secretary-General Angel Gurría, World Bank Group President Jim Yong Kim, IMF Managing Director Christine Lagarde, and ILO Director-General Guy Ryder, on the occasion of their meeting at the Paris Peace Forum on 11 November 2018.
Paris, 11 November 2018
We have come together in Paris, France, on 11 November 2018, guided by our shared values of freedom, the rule of law and respect for human rights, as well as our commitment to promote democratic values and a rules-based international order reinforced by strong multilateral institutions.
We share a responsibility to build a more peaceful, secure and prosperous world, recognizing that respect for human rights, the rule of law, and equality of opportunity are necessary for securing a lasting peace, security and well-being, and to enable a sustainable development that benefits all, leaving no underserved population behind.
We share a fundamental commitment to investing in the citizens of the world and meeting their needs and expectations, as well as to responding to global challenges. We are resolved to work together in creating a healthy, prosperous, sustainable and fair future for all.
We welcome the ongoing cooperation between the UN, the IMF, the World Bank Group, UNESCO, the ILO, the OECD and the WTO. Areas such as maintaining international peace and security, the protection of the environment and biodiversity, development and the attainment of the Sustainable Development Goals (SDGs), international trade and investments, human rights and gender equality, the fight against corruption and tax avoidance and evasion are interrelated and require coordinated action. These goals are best achieved through a collective action, with the participation of all states. The most pressing challenges in terms of peace and security – climate change, nuclear weapons proliferation, terrorism, pandemics, food insecurity, water scarcity, trade conflicts – are global in scope and require global solutions.
The international community has made significant strides towards lifting people out of poverty. However, in recent years, inequality has begun to grow again, and large disparities remain regarding access to basic rights and services such as health and education. Inequalities undermine intergenerational mobility and reduce trust in the socio-political system, with negative consequences for democracy. We reaffirm our commitment to work together and in close coordination with each other in order to reduce inequality, paying special attention to the needs of disadvantaged and marginalized populations.
As global challenges require global attention, collective responsibility and global solutions, we remain determined to spare no efforts in order to achieve a sustainable peace and progress via multilateral approaches. We underline the importance of multilateral policies focused on conflict prevention and the necessity of fostering adapted tools and strategies in this regard. We underscore our determination to promote, in coordination with each other, inclusive approaches that support the diverse range of our missions and take into account the entire peace nexus, including prevention, conflict resolution, peacekeeping, peacebuilding, humanitarian aid, decent work and development.
We also underline our determination to foster international cooperation to harness positively the potential of the digital transformation for the benefit of all citizens, mitigating risks and ensuring through a rules-based system that innovation leads to healthier economies, fairer societies and better lives.
At a time when multilateralism is contested, we reaffirm our commitment to the existing international institutions as well as our determination to enable these institutions to be ever more representative of the international community and its shared values. International organizations continue to offer a platform where member states, regional institutions and organizations, cities, and civil society can discuss possible solutions to global problems that no state acting alone can resolve. Working together multilaterally is not optional; it is the only answer.
By creating a space for dialogue to share ideas and actions, partnerships and networks between international organizations promote our common goal of a lasting security and development that benefits all. We remain convinced that in order to achieve sustained peace and sustainable development, we need to engage in strong collective action and enhance our collaboration and partnerships, including with the business community, social partners, financial institutions, civil society and regional and sub-regional organizations.
We also recognize the importance for international institutions to continue to innovate and adapt to evolving challenges and new questions facing the international community. The credibility of the multilateral system is achieved by high levels of coordination between international organizations, their ability to reform and to deliver on their mandates, with member states providing the political support and adequate resources necessary for their work. We underscore our commitment to strengthen our cooperation through regular and periodic exchanges, leveraging our synergies to address common global challenges./.
¹ Source of English text : OECD website.
Paris Peace Forum – Introductory speech by M. Emmanuel Macron, President of the Republic
Paris, 11 November 2018
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Of these ceremonies for the centenary of the 1918 Armistice, history will no doubt remember an image: 84 heads of state and government from once warring nations, peacefully reunited in Paris under the Arc de Triomphe. But what remains uncertain for the future is the way that image will be interpreted; will it be the vivid symbol of a lasting peace between nations or, on the contrary, a photograph showing a final moment of unity before the world descends into fresh chaos? And this depends on us alone.
The world in which we live is being weakened by crises which are destabilizing our societies: the economic, environmental and climate crises and the migration challenge. Weakened by the resurgence of threats which could strike at any moment: terrorism, chemical and nuclear proliferation and cyber crime. Weakened by the return of grim passions – nationalism, racism, anti-Semitism, extremism – which call into question the future our peoples expect.
That’s why we wanted to organize this Paris Peace Forum, which is destined to take place every year and draw together heads of state and government, of course – and I want to thank everyone who’s here and has mobilized –, but also representatives of international organizations, non-governmental organizations, local authorities, voluntary organizations, businesses, foundations, intellectuals, journalists, activists; as you said, chère Trisha, everyone who makes up the world today and can change it.
The aim of the Paris Peace Forum is to bring people together every year to promote practical action so that peace efforts make a little more progress every year. It’s also because of this that I want to welcome the presence of Nadia Murad, the 2018 joint Nobel Peace Prize winner, who in a few moments’ time will be launching a very concrete project to consolidate peace through her foundation for the Sinjar district in northern Iraq. Thank you.
So my dear friends, we’re here today because all those who fell 100 years ago, as Clemenceau said, have rights over us. And this is where our duty lies. A hundred years ago we didn’t succeed in winning the peace, because France and Germany continued to be divided. And from humiliations to crises and the rise of totalitarianism, war broke out again 20 years later. It’s why I was really keen for this Paris Peace Forum to be inaugurated by Chancellor Angela Merkel. Thank you, chère Angela.
And 100 years ago, our predecessors tried building this peace to last; they invented the League of Nations, the first form of international cooperation. But it was shattered by unilateralism in some quarters, by economic and moral crises and by nationalism. That’s why I wanted António Guterres, the United Nations Secretary-General, to be the second speaker to open this Paris Peace Forum. Thank you, cher Antonio, for being here.
That’s what I wanted to say to you, ladies and gentlemen. Thank you for coming and I thank Chancellor Merkel and Secretary-General Guterres for their presence and their words. Let me hand over to them. Thank you./. | https://in.ambafrance.org/Global-challenges-require-global-solutions-say-leaders |
About 150 representatives from UN Member States, regional and international organizations and civil society from around the world met in Berlin, Germany, for the annual capital-level Women, Peace and Security Focal Points Network (WPS-FPN) meeting on April 9-10, 2018.
The Network, initiated by Spain in 2015 during the high-level review of the implementation of Security Council resolution 1325 and launched in 2016, serves as a cross-regional forum to exchange experiences and best practices to advance the implementation of the UN agenda on women, peace and security, and to improve coordination of funding and assistance to programmes.
Today, women remain a minority in all peace processes, representing only 4 per cent of the military component of UN peacekeeping missions, and 10 per cent of the police component. Despite increases since 2010, the percentage of gender-specific provisions in peace agreements declined in 2016. Violations against women human rights defenders persist and access of women and girls to justice and security remains hindered. In addition, harmful gender norms and structural barriers continue to contribute to inequalities and violence. Women in peacekeeping operations have been found to increase the credibility of forces, gain access to communities and vital information, and lead to an increase in reporting of sexual and gender-based crimes.
In his opening address, Heiko Maas, German Foreign Minister, emphasized that “Women can and must play an active role in conflict prevention, peace talks, reconstruction, reconciliation in societies and particularly in postconflict situations.” He noted that one objective of the meeting was to “highlight how alliances can promote this agenda – alliances with regional organizations or strong partners such as the G7, with other networks and initiatives, but also, and very importantly, with civil society.”
Organized by Germany as current Chair of the Network, in close collaboration with Spain, Namibia and UN Women, the meeting focused on “Building Alliances to Advance the Women, Peace and Security Agenda” deepening the discussion on accountability mechanisms for conflict-related sexual and gender-based violence. Resources, professionalization of data collection and evidence finding were highlighted as key to promoting accountability, while comprehensive gender-sensitive conflict analysis and budgeting processes were highlighted as mechanisms to help ensure the implementation of strategic priorities and appropriate financing for the women, peace and security agenda across sectors.
In her keynote address on the second day, Swedish Foreign Minister Margot Wallström underlined that “Gender equality is the issue of our time. It is not a women issue, it is a peace and security issue.”
UN Women Deputy Executive Director for Policy and Programme, Yannick Glemarec, urged participants to seize the opportunities offered by the Network to effect tangible changes in the way challenges of implementing the Women, Peace and Security agenda are addressed.
During the meeting, the Focal Points reflected on the critical need for streamlining the different reporting mechanisms and consultation processes on women, peace and security to foster an enabling environment for accountability by Member States and regional organizations. At the local level, they advise for specific timelines, aligned indicators, adequate budgets and the active involvement of civil society actors as key components for successful national action plans.
The Focal Points agreed on key actions for the Network from the meeting, which is reflected in a joint communiqué, which will be issued as an official document of the UN Security Council.
In closing remarks, Selma Ashipala-Musavyi, Permanent Secretary of the Ministry of International Relations and Cooperation of Namibia, who will Chair the Network in 2019, said of the Network, “We are there to show the way for women to never give up hope.” The Network is expected to host additional meetings in New York in the coming months and during the 73rd session of the United Nations General Assembly. | https://www.unwomen.org/en/news/stories/2018/5/news-wps-focal-points-network-meets-in-berlin |
The Caribbean region is the United States’ “third border,” characterized by common interests and societal ties that yield daily, tangible benefits for U.S. citizens. The United States is the primary trading partner for the Caribbean, representing a vibrant economic partnership that in 2016 saw a $4.6 billion trade surplus for the United States, 14 million U.S. tourist visits, and 11,042 Caribbean students studying in the United States. We also face many common threats across the region. Small, but significant, numbers of violent extremists from the region have joined ISIS. Caribbean countries have some of the highest murder rates in the world. Rising crime and endemic corruption threaten governments’ ability to provide security and good governance. They also drive irregular migration to the United States. As the United States works to secure its southern border, we should prepare for transnational criminal organizations to shift more of their operations to the Caribbean as a transit point for drugs, migrants, weapons, and other illicit activity.
This strategy, coordinated with the interagency, identifies the Department of State and U.S. Agency for International Development’s priorities for United States engagement with the Caribbean region in the areas of security, diplomacy, prosperity, energy, education, and health. On security, we will work with our Caribbean partners to ensure ISIS is denied a foothold in the region, dismantle illicit trafficking networks, enhance maritime security, confront violent and organized crime, and increase the sharing of threat information among countries. Our diplomacy will both raise the political level of our dialogue with the Caribbean and focus it more tightly on this strategy’s six priorities. We will increase our own and our neighbors’ prosperity by promoting sustainable growth, open markets for U.S. exports, and private sector-led investment and development. On energy, exports of U.S. natural gas and the use of U.S. renewable energy technologies will provide cleaner, cheaper alternatives to heavy fuel oil and lessen reliance on Venezuela.
On education, we will focus our resources on exchanges and programs for students, scholars, teachers, and other professionals that provide mutual benefits to U.S. and Caribbean communities and promote economic development and entrepreneurship. In the area of health, we will continue to partner with countries in the region in the fight against infectious diseases, like HIV/AIDS and Zika, recognizing deadly pathogens are threats that know no borders.
In partnership with Caribbean governments, we will strengthen our mutual national security and advance the safety of our citizens by pursuing programs to dismantle transnational criminal and terrorist organizations, curb the trafficking and smuggling of illicit goods and people, strengthen the rule of law, improve citizen security, and counter vulnerability to terrorist threats.
Law Enforcement and Defense Forces: We will support law enforcement and border-control agencies, defense forces, and regional security institutions with training, equipment, institution-building programs, technical assistance, and operational collaboration to strengthen our partnership in the fight against transnational criminal and terrorist organizations. We will help improve cooperation, accountability, and trust between the security forces and public.
Government, Justice Systems, and Civil Society: We will bolster partnerships with governments and civil society to prevent, investigate, and prosecute terrorism; to counter terrorist financing and facilitation networks; to reduce the vulnerability to radicalization; and to improve border security. We will increase governments’ capacity to investigate and prosecute domestic and transnational crime, assist victims, dismantle criminal organizations, and expand rehabilitation options for juvenile offenders.
Regional Cooperation: We will define a common operational framework to tackle shared threats, including combating maritime drug trafficking and promoting law enforcement information sharing.
Crime and Violence Prevention: We will help partner governments to build the resilience of at-risk youth and communities by providing educational, economic, and social opportunities.
Governance: We will support efforts to prevent and prosecute corruption, increase government effectiveness, and build national and regional crime monitoring institutions to ensure crime prevention programs are well-targeted.
The United States-Caribbean Strategic Engagement Act of 2016 reflects broad interest in more robust and regular engagement between Caribbean leaders and the U.S. government. Increased, institutionalized engagement will lead to more effective coordination of the disparate components of the U.S.-Caribbean relationship and forge greater multilateral cooperation at the Organization of American States and United Nations.
U.S.-Caribbean Dialogue: The Department, with the support and participation of relevant interagency and Congressional leaders, will convene an annual consultative meeting with Caribbean leaders. The meeting will provide a venue for advancing the agenda outlined in this strategy.
U.S. Diplomatic Engagement in the Eastern Caribbean: Were funding to become available in the future, the Department could explore expanding its diplomatic and consular presence in Eastern Caribbean countries that do not currently host a permanent U.S. diplomatic mission.
Caribbean-American Diaspora Diplomacy: The Department will tap into the robust Caribbean diaspora community in the United States to promote the goals of this strategy.
We will support U.S. exports and job creation. Understanding the mutual benefit of a prosperous Caribbean basin, we will engage with our Caribbean partners to promote sustainable economic policies and job-creating, private sector-led growth, utilizing trade preference programs and key forums such as the U.S.-CARICOM Trade and Investment Council.
Regional Trade Conference: We will hold a trade and investment conference with Caribbean countries focused on increasing bilateral trade and improving the region’s investment climate and regulatory environment.
Promoting U.S. Exports: We will use the Direct Line program to highlight U.S. export and investment opportunities.
Small Business Development: To increase private sector job growth and create new markets for U.S. businesses, we will advance the growth and formalization of small- and medium-sized enterprises and seek opportunities to empower women and youth entrepreneurs.
Connectivity: We will help expand internet access in the Caribbean by increasing engagement with policy and regulatory authorities, as well as U.S. information-technology leaders, to promote broadband development and deployment.
Agriculture: We will support compliance with regulations and standards to increase agricultural trade and improve food safety for U.S. consumers.
Open Skies: We will work to conclude more Open Skies agreements with Caribbean nations by the end of 2020 to facilitate travel and commerce.
Sustainable Tourism: We will foster healthy, well-managed, and productive marine and coastal ecosystems- the backbone of the Caribbean tourism industry.
Caribbean consumers pay on average three times as much for electricity as U.S. consumers, creating a drag on their economies and an opportunity for mutually beneficial cooperation. The United States seeks to increase the use of low cost, reliable sources of energy, including renewables and natural gas, to spur economic development that will create new opportunities for globally competitive U.S. energy firms and exports.
Energy Sector Reforms: We will provide targeted technical support to countries with the capacity and interest in pursuing energy sector and utility reforms to spur private investment and U.S. energy technology exports.
Regulatory Reforms: We will continue integrated resource planning efforts and regulatory reforms to encourage governments and utilities to make transparent and economically viable decisions regarding capacity improvements that mitigate risk for U.S. investors and lower costs for consumers.
Regional Energy Planning: We will support efforts by CARICOM and others to strengthen the regional platform coordinating energy planning to achieve economies of scale.
Public Finance Resources: We will leverage U.S. and international public finance resources to help energy project developers mitigate technical and political risks, thereby reducing the region’s reliance on imported fuels and creating openings for U.S. private sector investment and public-private partnerships.
Educational and cultural programs between the Caribbean and the United States build stronger economic partnerships, counter vulnerability to crime and extremism, promote the export of U.S. higher education services, and advance cooperation on science, technology, and development.
Public-Private Partnerships: We will support public-private sector collaborations that facilitate higher education and workforce development strategies in the United States and the Caribbean, as well as the efforts of U.S. colleges and universities to recruit qualified students from the region.
U.S. Speaker Programs: We will leverage U.S. experts, digital communication, and other messaging resources to reduce crime and counter violent extremism.
Early Learners: We will send U.S. academic experts to the region to develop early literacy curricula.
Exchanges: We will foster educational collaboration between U.S. and Caribbean professionals, students, and scholars.
Education Policy Training: We will provide technical assistance programs and virtual tools to teachers, policymakers, and civil society.
Improving health security, advancing public health, and strengthening resilience to emergencies and disasters in the Caribbean serves U.S. national security and economic interests. Secure and stable health systems build the productivity of Caribbean populations and contribute to economic prosperity.
Global Health Security Agenda (GHSA): To improve the safety of U.S. citizens and promote the health of Caribbean citizens, we will assist CARICOM countries through the GHSA to prevent, detect, and respond to infectious disease threats and comply with the International Health Regulations.
Resilience: We will also work with Caribbean countries to combat non-communicable diseases and to develop their emergency response capacity and infrastructure resilience to natural and man-made disasters.
PEPFAR: We will assist Caribbean countries to achieve the “90-90-90” goals of the Joint United Nations Programme on HIV/AIDS by 2020, including focused HIV/AIDS programming, effective partner management, and implementation of new policies.
"Caribbean" refers to members of the Caribbean Community (CARICOM) + the Dominican Republic. | https://www.state.gov/p/wha/rt/caribbeanstrategy/ |
During 2016, international organizations were a maneuvering room for part of the important international give and take related to Iran’s national interests. Relations between Iran and international organizations in 2016 can be assessed on the basis of the mutual game between a regionally influential actor and an international actor of the third millennium on the basis of respect for rules of the game.
The majority of influential international organizations were unanimous about the need to have more extensive interactions with Iran in 2016 on the basis of the globalization logic. Positions and approaches adopted by such international institutions as the United Nations, the G7, the G20, as well as such Euro-Atlantic-based organizations such as the North Atlantic Treaty Organization (NATO) and the European Union toward Iran in 2016 can be mentioned as good examples in this regard. Other world bodies such as the Shanghai Cooperation Organization (SCO), the Non-Aligned Movement (NAM), the Eurasian Economic Union, and/or the Organization of the Petroleum Exporting Countries (OPEC) also took good steps during 2016 in order to boost mutual cooperation with Iran within the framework of strategic and security arrangements.
During 2016, an Iran, which believes in non-alignment with big powers, was driven by geopolitical and historical realities, necessities and potentialities toward simultaneous cooperation with Western and Eastern organizations for the management of global crises. Iran’s concurrent cooperation with the SCO, the Eurasian Economic Union (EAEU), the ECO, the Organization of Islamic Cooperation (OIC), the NAM, and the Association of Southeast Asian Nations (ASEAN) in 2016 had its roots in this logic.
The year 2016 saw the end of Iran’s rotational chairmanship of the NAM and marked the beginning of a new era of OPEC’s presence in the international arena on the basis of Iran’s constructive role. The year 2016 was also a time for more proximity among approaches taken by Iran, the UN, and the EU. Only in a few instances, some institutions dominated by the Arab countries, such as the Gulf Cooperation Council [GCC], or the Arab League (AL) took measures and embarked on rhetoric, which took them even farther from Iran and Iranian solutions in 2016.
Following adoption of the United Nations Security Council Resolution 2231 in 2015, mutual attitudes of Iran and the UN and UN-affiliated bodies as well as the global paradigm surrounding Iran moved toward normalization in 2016. In the year 2016, a remarkable number of officials from the UN and its affiliated organs, especially UN secretary general’s special envoys in the region, did their best to take advantage of Iran’s potentialities in the management of global affairs. Iran’s participation in UN-sponsored meetings on Syria from Lausanne to regional meetings, as well as Tehran's participation in meetings and the decision-making process within the Security Council, which meant to put an end to Syria crisis, could be construed along the same line.
Such important Euro-Atlantic institutions as NATO, the G7, the G20, the Organization for Security and Cooperation in Europe (OSCE), the EU and even the UN have been taking steps during past decades to find security partners in West Asia region. Among measures taken by these institutions in past decades, one can point to efforts made to boost cooperation with the member states of GCC, Jordan, Iraq, Turkey, Libya and other Arab nations. In the time interval between 2003 and 2015, the gravitational center of such moves was an effort made to restrict Iran’s role at regional and international levels. Those institutions, however, moved to shift their orientation toward cooperation with Iran in 2016, which foretold a possible major change in this regard. This cooperation, which started in 2015 and sought to encourage Iran’s real and step by step cooperation in the management of various issues in the restive region of West Asia, led to the strengthening of information and academic exchanges and promises effective guarantee of sustainable security in the Euro-Atlantic area.
One of the most important positions adopted by Euro-Atlantic institutions in 2016 was NATO’s hostile positions and actions on Iran, as opposed to cooperative positions taken by the European Union. One instance was the NATO summit in Warsaw in July 2016. The most important goal pursued in NATO’s Warsaw summit in 2016 was mounting pressure on Russia on the basis of the logic that requires adaptation to international crises and stresses the necessity of NATO’s inhibitory presence in Eastern Europe through the deployment of all kinds of military equipment and defensive systems. Making an effort to force Russia to retreat in the face of West’s security arrangements in Europe and Eurasia by taking advantage of offensive tools was another goal of the NATO summit. The aggressive military drills known as the Anakonda 2016, which were staged by NATO, constituted practical materialization of this idea. During the Warsaw summit, a huge amount of consultations were conducted among various parties to the Euro-Atlantic front (the EU, NATO, the United States…) with regard to Russia and Eastern European countries, and purposive talks also took place among participants on the management of global crises such as those in Afghanistan, Syria, Yemen, Lebanon, Iraq, Daesh and so forth. This measure by NATO will probably facilitate the expansion of its activities in the east and south, including to the Middle East and North Africa (MENA), beyond 2016, which would be in line with decisions adopted by NATO members during the Warsaw summit of 2016. The final statement of the NATO summit in Warsaw in 2016 contained hostile remarks with regard to Iran’s defense program, which were clearly and smartly criticized by Iran’s diplomatic apparatus.
During 2016, the UK’s move toward Brexit and such important crises as extremism, terrorism, and the refugee crisis served as trigger points, which started a honeymoon in Iran’s relations with the EU. During 2016, the EU reached the necessary understanding that such crises cannot be resolved through political, financial or diplomatic bribery, but could only be resolved through confidence building and multilateral security cooperation with political actors in the Middle East. Therefore, Iran, the EU, NATO and many other international actors, organizations and institutions reached the conclusion during 2016 that they have a common interest in the resolution of global crises, which were going on in 2016.
The year 2016 was a year for intensification of concerns as well as common conceptual and operational attitudes between Iran and the majority of international organizations and institutions. The year 2016 was a year in which the concept of cooperation and the necessity of understanding the common interests that existed between Iran and international organizations and institutions, moved one step forward. In the year 2016, although what Iran expected from international organizations was not met to a maximum degree due to a variety of reasons, Iran’s actions within such international organizations had determining effects on a host of emerging global trends.
The article was originally published at IranReview.org on January 8, 2017. Republished at IndraStra with permission. All rights reserved by the Iran Review.
Disclaimer: The views and opinions expressed in this article are those of the author and do not necessarily reflect the views of IndraStra Global. | https://www.indrastra.com/2017/01/SITREP-Iran-and-International-Organizations-2016-003-01-2017-0045.html |
UNITED NATIONS, Sep 25 (APP): U.N. Secretary-General Antonio Guterres has decried the lack of international cooperation in tackling the still “out-of-control” coronavirus, and called for strengthening multilateralism and building trust among the countries to combat the pandemic.
The dangerous mix of high geo-political tensions and complex threats to peace, now complicated by COVID-19, demands innovative thinking on global governance and multilateralism, he said while briefing the UN Security Council via video link.
He told the 15-member Council that the tiny microscopic virus is now the number one threat in our world.’ He blamed a lack of global preparedness, cooperation, unity and solidarity for the international community’s failure.
The council met Thursday on the sidelines of the General Assembly’s annual gathering of world leaders ” both held virtually because of the COVID-19 pandemic.
Guterres pointed to the nearly one million deaths and 30 million infections around the world and warned that the coronavirus remains out of control.
“As countries go in different directions, the virus goes in every direction,” he said.
Guterres called for global cooperation among nations, global and regional organizations, international financial institutions, trade alliances and others. He said the idea of global governance must be broadened ‘to take in businesses, civil society, cities and regions, academia and young people.’
He said COVID-19 is a warning ‘that must spur us to action.’
‘We have no choice,’ he said. ‘Either we come together in global institutions that are fit for purpose, or we will be crushed by divisiveness and chaos.
Convened by Niger, in its capacity as the President of the Council for the month of September, the summit-level event discussed reforms to global governance in the context of peace and security, against the backdrop of the pandemic.
The meeting was chaired by Mahamadou Issoufou, President of the Republic of the Niger.
Alongside the responsibility of the UN to improve the effectiveness of global governance, Member States also have an equally important role in forging collective action to common challenges.
Conflict, human rights abuses, humanitarian crises, and stalled progress on development, reinforce each other and are interlinked, while global response is more and more fragmented, Guterres warned.
The Secretary-General highlighted the partnership between the African Union (AU) and UN as a model to be emulated in relationships with other regional organizations, recalling the African Union-United Nations framework on peace and security on the continent.
He called on the Security Council to deepen engagement by creating strong, formalized links and regular communications with the AU’s Peace and Security Council.
Doing so would enable the effective division of labour, allowing for AU peace enforcement and counter-terrorism operations, backed by Security Council mandates, with predictable funding, guaranteed by assessed contributions.
“That is the only way we will build the coalition we need to beat terrorism on the African continent and fulfil the African Union’s flagship initiative to Silence the Guns,” he said. | https://www.app.com.pk/global/amid-divisions-un-chief-urges-intl-solidarity-to-respond-to-coronavirus-pandemic/ |
New York [US], September 23 (ANI): Foriegn Ministers from Brazil, Russia, India, China and South Africa on Thursday acknowledged the annual UNGA resolution on "combating glorification of Nazism, neo-Nazism and other practices that contribute to fueling contemporary forms of racism, racial discrimination and related intolerance".
BRICS foreign ministers held their annual meeting on the margins of the 77th session of the United Nations General Assembly in New York, where members exchanged their support for the continued cooperation of BRICS members in areas of mutual interest, including through regular exchanges amongst their Permanent Missions to the UN.
Taking to Twitter, External Affairs Minister S Jaishankar said, "A traditional BRICS gathering on the sidelines of UNGA 77. Exchange of perspectives on the global situation, international economy and regional issues. Made the case for Reformed Multilateralism. Wished Naledi Pandor and South Africa all success for their Chairship."In the meeting, the ministers also exchanged views on major global and regional issues on the United Nations (UN) agenda in the political, security, economic, financial and sustainable development spheres, as well as on intra-BRICS activities, according to the statement by the BRICS.
The ministers discussed the possibilities for mutual support of their initiatives at the 77th session of the United Nations General Assembly (UNGA).
According to the statement, "The Ministers acknowledged the annual UNGA resolution on "Combating glorification of Nazism, neo-Nazism and other practices that contribute to fueling contemporary forms of racism, racial discrimination, xenophobia and related intolerance".
In the meeting, the ministers also reiterated their commitment to multilateralism through upholding international law, including the purposes and principles enshrined in the UN Charter as its indispensable cornerstone, and to the central role of the UN in an international system in which sovereign states cooperate to maintain peace and security, advance sustainable development, ensure the promotion and protection of democracy, human rights and fundamental freedoms for all.
"The Ministers reaffirmed their commitment to strengthening and reforming the multilateral system, especially of the UN and its principal organs, in order to make the institutions and instruments of global governance more inclusive, representative, participatory, reinvigorated and democratic and to facilitate greater and more meaningful participation of developing and least developed countries, especially in Africa, in global decision-making processes and structures and make it better attuned to contemporary realities," the statement reads.
The ministers also emphasized the importance to ensure inclusive and effective work of the global governance system and the role in this regard of the G20 as a premier multilateral forum in the field of economic cooperation that comprises major developed and developing countries on an equal and mutually beneficial footing.
The ministers appreciated the role of India and Brazil as members of the United Nations Security Council (UNSC) for 2021-2022 and 2022-2023 respectively. "The presence of four BRICS countries in the UNSC provides an opportunity to further enhance the weight of our dialogue on the issue of international peace and security and for continued cooperation in areas of mutual interest." the statement added.
Recalling the 2005 World Summit Outcome document, the ministers reaffirmed the need for a comprehensive reform of the United Nations, including its Security Council, with a view to making it more representative, effective and efficient, and to increase the representation of the developing countries so that it can adequately respond to global challenges.
China and Russia reiterated the importance they attach to the status and role of Brazil, India and South Africa in international affairs and supported their aspiration to play a greater role in the UN.
The ministers stressed their commitment to the important role of international organizations and to improve their efficacy and working methods, as well as to improve the system of global governance, and agreed to promote a more agile, effective, representative and accountable system that can deliver better in the field, address global challenges and better serve the interests of all Member States.
The ministers reiterated that the objectives, principles and provisions of the United Nations Framework Convention on Climate Change (UNFCCC) and its Paris Agreement, in particular the principle of common but differentiated responsibilities and respective capabilities in the light of different national circumstances, must be honoured.
They also reaffirmed their commitment to multilateralism and to the multilateral trading system with the WTO (World Trade Organization) at its core. | https://www.indiasnews.net/news/272787777/foreign-ministers-of-brics-acknowledge-unga-resolution-on-combating-glorification-of-nazism |
NEW YORK, 16 July (UN Headquarters) -- In a public meeting of the Security Council today on its recent mission to West Africa, speakers, including from seven countries in the subregion, stressed that the continued investment of United Nations peacekeeping and international development assistance offered a way out of the cycle of conflict and poverty, and an opportunity to forge sustainable peace and development in the affected subregion.
When Emyr Jones Parry (United Kingdom) first briefed the Council on 30 June upon the missions return from Côte dIvoire, Ghana, Guinea, Guinea-Bissau, Liberia, Nigeria, and Sierra Leone, he urged the Council to tackle the problems in the subregion before they became everybodys problems. The simple aim of the mission, he had explained, was to identify a coherent United Nations strategy for intervention across the spectrum of challenges.
Today, he reiterated that avoiding a resurgence of conflict required coherent approaches by the international community, the international financial community, donors, and all United Nations bodies in a way that met the aim of the individual countries and provided West Africa with the future it deserved. The mission had sought to set in a regional context the United Nations approach. Anyone critical of United Nations relevance should undertake to see the efforts of its members on the ground in West Africa, he urged.
Ghanas representative, whose country currently chairs the Economic Community of West African States (ECOWAS), said he shared the Security Councils desire to achieve a coherent strategy for evolving cross-border solutions, which spanned the whole spectrum of peace operations, from conflict-prevention to peace-building. A backdrop of cautious optimism had emerged for redressing the problems of the subregion, and ECOWAS remained committed to meeting the challenges by ensuring, among other things, the organization of democratic elections and the promotion of economic growth and sustainable development.
Côte dIvoires speaker said he had been gratified that, since the Councils visit, a number of concrete developments had occurred, including the signing of the status-of-forces agreement and a decision to convene a high-level meeting of all Ivorian parties on 29 July. He had been surprised, however, at the missions expression of regret at the lack of trust between the Ivorian parties, which had led them to include preconditions in the implementation of key elements of the peace agreement. He wondered how the Government could proceed with the peace process as long as former rebel groups were still armed and blocking access to the north of the country.
Liberias speaker said he had been heartened by the missions assessment that the new Transitional Government had pledged to break from the habits of the past and create new efforts towards a stable and growth-oriented relationship with the international community. But, after more than two decades of strife and open conflict, those efforts would only bear fruit if Liberians were empowered to manage their own affairs. The partnership between the Liberian Government and the United Nations must lead, within a specified time period, to a handing over of governance to the Liberian people. He urged the Council to lift the sanctions on timber and diamonds, in order to allow the country to generate resources for reconstruction.
After a detailed review of the situations in the West African countries, Guineas representative turned to the question of the Councils missions, asserting that their quality hinged on the preparation, the time allotted for the visit, and on the various approaches used in talks with the interlocutors. While field visits allowed Council members to grasp the realities on the ground, time limitations had often precluded in-depth examinations in the field. he Council must avoid sending an incomplete message or one that was not fully based on contacts with the many players and partners.
Statements were also made by the Security Council representatives of: Benin; Algeria; Brazil; Russian Federation; Philippines; China; United States; Pakistan; and Chile. Representatives of Nigeria, Sierra Leone, Netherlands and Japan, also spoke, along with the Chairman of the Economic and Social Council Ad Hoc Advisory Group on Guinea Bissau, Dumisani Kumalo (South Africa).
The meeting began at 10:20 a.m. and was adjourned at 12:32 p.m.
Background
The Security Council had before it the report of the Security Council mission to West Africa, 20-29 June (document S/2004/525), which left New York for West Africa on 20 June, and visited Ghana (22 June), Côte dIvoire (22 and 23 June), Liberia (24 June), Sierra Leone (25 June), Nigeria (26 June), Guinea-Bissau (27 and 28 June), and Guinea (28 June). The Council heard a preliminary briefing on the mission on 30 June. (For details, see Press Release SC/8140.)
The mission took place at a time of significant progress in the peace-building efforts in the subregion, with the exception of the worrying breakdown in the peace process in Côte dIvoire. Despite continuing challenges, the post-conflict peace consolidation process in Sierra Leone was proceeding steadily. The situation in Liberia had considerably improved with the disarmament and demobilization of a substantial number of combatants, the deployment of the United Nations Mission in Liberia (UNMIL), and the start of preparations for elections in 2005.
Guinea-Bissau had held successful legislative elections, a major step towards restoring constitutional order and promoting sustainable peace and stability. The Council was seriously concerned, however, about the situation in Côte dIvoire, where the implementation of the Linas-Marcoussis Agreement had suffered a serious setback and the Government of National Reconciliation had ceased to function normally.
In Côte dIvoire, states the report, the missions key message was that President Laurent Gbagbo and all parties bore individual responsibility for finding a way out of the current political impasse. President Gbagbo promised the mission that he would submit legislation to the National Assembly by 28 July and resolve the issues of the United Nations Mission in Côte dIvoire (UNOCI) radio and status-of-forces agreement by the end of June. The mission believes the Council must monitor these commitments closely and, if necessary, take measures against those who fail to honour them. The mission also stressed that attacks on the United Nations or its personnel were absolutely unacceptable; the Council should also be prepared to respond to these with targeted measures.
In Liberia, the mission found Chairman Charles Gyude Bryant determined to put the country on the right track towards free, fair and transparent elections in 2005. This will present major challenges: establishing security in the many still-lawless parts of the country; disarming and -- perhaps more difficult -- providing education and jobs for ex-combatants; and restoring civil authority throughout a country that has been largely ungoverned for the last 15 years. The mission hopes that Chairman Bryants commitment to good governance and democracy will be recognized by donors willing to help Liberia achieve these goals.
With the numbers of the United Nations Mission in Sierra Leone (UNAMSIL) fast diminishing, the mission saw Sierra Leones immediate priority as preparing to take full responsibility for its own security. Over the longer term, the underlying causes of conflict must be resolved, economic opportunity created and good relations built with neighbouring countries. Many believe that lasting reconciliation requires that former President Charles Taylor of Liberia stand trial at the Special Court for Sierra Leone.
The mission congratulated President Henrique Rosa of Guinea-Bissau on the considerable progress already made towards democracy and good governance since the coup of September 2003. It was clear, though, that the Government badly needs much more financial and technical assistance to carry out its announced priorities. The mission hopes that donors will provide those resources and urges the Government to abide by its principles and remain deeply committed to the successful completion and consolidation of the transition.
Throughout its visit, the mission returned repeatedly to several key issues of concern to the Security Council. These included human rights, the role of women and other gender-related issues, child soldiers, humanitarian issues, movements of arms and mercenaries across borders, human trafficking, reconciliation, justice and the rule of law. These also reflected the concerns that had been communicated to the mission by non-governmental organizations at a preparatory meeting in New York. The mission stressed to all interlocutors that these issues had to be tackled in order to address the root causes of conflict in the region and build sustainable peace and development.
Statements
EMYR JONES PARRY (United Kingdom) said that the intention of the mission had been to underline the Security Councils interest, support, and concern for developments in West Africa and, more generally, the role of the United Nations as a whole. It sought to set in a regional context the Organizations approach, mindful that there were many issues affecting most of the countries one way or another and that there was a natural knock-on effect of tackling the issues in one country to events taking place in another. That was why the discussion with the Economic Community of West African States (ECOWAS) had been so important. The mission had taken up a lot of horizontal issues, such as that of child soldiers, peace-building, governance, and small arms proliferation.
He said he had been impressed by the United Nations effort on the ground. Anyone who critically wondered whether the United Nations was relevant should go on that visit. Members of the United Nations family, in their different manifestations, were doing a great job, with sensitivity and in a way that cooperated with local governments. United Nations staff members were working primarily as enablers to permit governments to better fulfil their aspirations and to encourage their durable independence of action. The international community should have a clear strategy for reducing dependency and helping countries to fulfil their very real potential. The United Nations must stay the course for positive developments in West Africa.
The issues should be tackled regionally and governments should be assisted in the process, he stressed. The challenges included managing post-conflict situations, building durable institutions, creating the rule of law and the conditions of economic development in a way that both harnessed the countrys resources and offered a prospect to meet its peoples expectations. Disarmament, demobilization and reintegration was classically important. The r, or reintegration, was the most difficult of that process; idle hands made mischief. Policies should be evolved that would avoid a resurgence of conflict. To do that required coherent approaches by the international community, the international financial community, donors, and all United Nations bodies in a way that covered the entire spectrum of intervention. The activities should meet the aim of the countries concerned and provide West Africa with the future it deserved.
PHILIPPE DJANGONÉ-BI (Côte dIvoire) commended the constant concern and endeavours of the Council to promote peace, security and good governance in West Africa, and its multilateral approach to conflict prevention in the region. He also applauded the comprehensive nature of the comments and recommendations in the missions report, especially the call for a follow-up report before the end of the year on the implementation of the recommendations contained in the Secretary-Generals report on resolving cross-border problems (document S/2004/200).
As for his country, he was gratified to note that since the visit of the Council mission, the status-of-forces agreement had been signed, and the national regulatory procedure to put into operation radio and television stations had been put into place by the United Nations Operation in Côte dIvoire (UNOCI). He welcomed with relief the coming into force of the International Commission of Inquiry, and suggested that the Commission should be authorized to continue investigations into violations committed after January 2004, as human rights violations were committed after that date in parts of the country. It would be difficult to understand that a commission of the United Nations would turn a blind eye to violations because they fell outside the mandate of that body.
Commenting on the report itself, he drew attention to comments in paragraph 18 on dialogue with the Ivorian authorities, in which the mission expressed regret with the lack of trust between the parties, which had led them to put preconditions on the implementation of key elements of the Linas-Marcoussis Agreement. That comment was surprising, coming from a mission of the Security Council. Practically speaking, how could the Government organize a referendum with former rebel groups still armed and blocking free access to the north of the country?
He thanked the Council, the Secretariat and the international community for their steady support for the restoration of peace and stability in West Africa.
NANA EFFAH-APENTENG (Ghana) said that, although the situation in Sierra Leone had improved considerably, ECOWAS was still convinced of the need to keep a residual United Nations force in the country to consolidate peace, enhance security and pursue ongoing programmes of capacity-building. The mandate of the United Nations should not come to an end until all outstanding issues, including the Special Court, had been thrashed out. Among other things, the country needed the assistance of the international community to enable it to provide jobs for the young people who had completed the disarmament, demobilization and reintegration (DDR) programme. The absence of jobs for young people seriously jeopardized efforts to consolidate peace in the country.
With presidential elections scheduled to take place in a years time, he said the international community should continue its support for efforts to promote democratic rule in Guinea-Bissau. Also, the country continued to experience serious problems of payment arrears and faced the challenges of economic recovery. He added his voice to the call on the International Monetary Fund (IMF) to consider the resumption of a programme for Guinea-Bissau. He also appealed to the Security Council to join forces with the Economic and Social Council in calling on donors to participate in the round table being organized by the United Nations Development Programme (UNDP), tentatively scheduled for November.
Turning to Liberia, he said that continued and deepened support by the international community to help consolidate the burgeoning gains and effectively meet the challenges of reconstruction and peace-building could not be overemphasized. He noted with concern that rehabilitation and reconstruction efforts appeared to take a back seat. Also, with elections fast approaching, there were still problems with the repatriation of refugees. Only a small amount of the $520 million pledged for Liberia last February had been realized.
He noted that there had been some positive developments in Côte dIvoire since the Council mission. At a 6 July meeting in Addis Ababa, it was decided that a high-level meeting of all Ivorian political forces, including President Laurent Gbagbo and Prime Minister Seydou Diarra, be convened in Accra on 29 July to consolidate consensus over all the essential issues facing the peace process. To ensure the success of that meeting, a number of confidence-building measures needed to be undertaken immediately, including a meeting between President Gbagbo and leaders of all Ivorian political forces, to facilitate the resolution of outstanding matters.
Against a backdrop of cautious optimism, justified concern and constructive action aimed at achieving a redress of the problems affecting the region, he shared the Councils sentiments on achieving a coherent strategy for attaining cross-border solutions to related issues, spanning the whole spectrum of peace operations from conflict-prevention to peace-building. The ECOWAS was committed to meeting the challenges by ensuring, among other things, the organization of democratic elections and the promotion of economic growth and sustainable development.
ALPHA IBRAHIMA SOW (Guinea), recalling the May summit of the Mano River Union countries, said that the final communiqué had confirmed the firm intention of those countries to discharge their respective obligations under the mechanisms established by the Union. The Presidents of Mali and Côte dIvoire, as observers, and the leaders of the Union, had underlined their unshakeable determination to work together with their counterparts to make the subregion a zone of peace and stability, and one that was conducive to sustainable and integrated development. West Africa was gradually emerging from a long and painful period of bloody conflicts. Thanks to the joint actions of ECOWAS, the United Nations system and its partners and various national players, progress had been made throughout the subregion.
In Sierra Leone, he said, peace had become a reality and was being consolidated. Preservation of those gains depended on the real capacity of the security forces to calmly take over UNAMSIL. That also depended on the creation of new economic activities to bring about the kind of growth capable of stemming unemployment and integrating former combatants into a new dynamic process. That endeavour would avoid a resurgence of conflict.
Liberia, despite real obstacles, was continuing along the path of peace, he said. No effort should be spared to successfully complete the DDR process there, to re-establish civil authority throughout the country, and mobilize the necessary financial resources for reconstruction. The dedication of Liberias President to good governance and democracy was an important factor in building peace both in Liberia and in the subregion. He called on the donor community to deliver on its pledges in that regard.
The Government of Guinea-Bissau had made outstanding progress since September 2003, but numerous challenges remained in achieving stability, he said. While the subregion was witnessing a general positive trend, the specific situation in Côte dIvoire was of concern. Everything must be done to enable the parties to overcome their differences and place the peace process on a solid foundation, for the stability of the subregion was at stake. He advocated the preservation of unity, integrity and full sovereignty of Côte dIvoire, which was linked to peace-building in the subregion as a whole. That could be done through good governance and the elimination of transborder problems, such as the illicit small arms trade and the movement of mercenaries and uncontrolled armed groups. The ECOWAS decision to transform its weapons moratorium into a regional convention would make the joint action more effective.
Turning to Security Council missions, he said that their quality hinged on the preparation, the time allocated for the mission, and on the various approaches used in talks with interlocutors. The Council had tried to include field visits. While those took time, they were, more than periodic reports, new and useful sources of information, which allowed Council members to grasp the reality that no report could adequately describe. Time limits, however, often had not made it possible to examine the problems in depth. It was vital to avoid having a Council mission send an incomplete message, or one that was not fully based on contacts with the numerous players and partners in the field. His suggested approach would enrich the results of those missions, with the sole objective of strengthening the commitment and determination of the parties to the restoration of peace.
LAMI KAWAH (Liberia) said that the events of the past several months had led to renewed hope for Liberia and a new chance for a bright future. The international community had committed a significant amount of resources to put Liberia back on the road to recovery after more than two decades of strife and open conflict. According to the report, the new Transitional Government had pledged to break with the habits of the past and create a new effort to move as quickly as possible into a stable and growth-oriented relationship with the international community.
The efforts of the Council would come to fruition only if Liberians were empowered to manage their own affairs, he said. The Transitional Government did not have complete control of its territory and was unable to guarantee an acceptable level of security for its people. In those areas, there was partnership between the United Nations and the Liberian Government. That partnership must be nurtured so that within a specific time period, the responsibility of governance would devolve to the Liberian people.
In that, he continued, the question of lifting United Nations sanctions on timber and diamonds was urgent, if Liberia was to generate the resources necessary for the countrys reconstruction. The requirements for doing that were to be found in Council resolution 1521 (2003). To meet those requirements, the assistance of the international community and the understanding of the Security Council were urgent and critical. Meeting the high standards in the management of public funds would not materialize if there were no funds to manage. He joined the appeal to the donor community to deliver on the pledges made in February.
A. ADEKANYE (Nigeria) said that central to the realization of the desired objectives was the return of trust and confidence among and between parties to the conflicts. In that process, the value of cooperation between United Nations missions and bodies in the subregion and ECOWAS could not be overemphasized. The recent mission had not only underscored that, but had recognized the increasingly active and valuable role being played by the Community in mobilizing countries in the region for undertaking peacekeeping missions. The wide-ranging discussions between the mission and West African leaders had provided insights and had illuminated the challenges facing the international community in the subregion.
Highlighting the challenges in the affected countries, he said that in Côte dIvoire there was a need to support the process of rapprochement and reconciliation. The leadership was committed to taking the necessary measures to restore confidence and trust and prevent a relapse into conflict. Those steps included the reconstitution of the Government of National Reconciliation and a detailed time bound schedule of implementation of the Linas-Marcousis Agreement, as well as legislation by the National Assembly on fundamental political reforms, as envisaged in that Agreement. He urged the Ivorian parties to ensure that the benchmarks outlined by the mission were indeed met.
On Liberia, he welcomed the progress made since the National Transitional Government took office. Given the enormous challenges facing that country in building peace, he joined the Council in calling on those countries that had not yet done so to redeem the pledges they made at the International Donors Conference last February. He also called on the Security Council to lift its embargo on the trade in timber and other natural resources, so that the Liberian Government would have funds needed for rehabilitation of the infrastructure. Also welcome had been the progress made by the Government of Guinea-Bissau. He supported the missions recommendations that the Bretton Woods institutions, as well as the international donor community, should remain actively engaged in providing the necessary financial resources and technical assistance to that country.
Concerning Sierra Leone, he said that, despite the progress achieved by the Government in strengthening the military and police capabilities, the security situation on the ground remained fragile. There was a need, therefore, for a cautious drawdown of UNAMSIL, in order to ensure sustainable peace. He was pleased at the Council missions support for the ECOWAS moratorium on the import, export and manufacture of small arms and light weapons. That measure should soon be strengthened through a convention that reflected the commitment of the countries of the subregion to the fight against the scourge of those weapons. The support of the Council and the international community in such efforts was critical.
JOE R. PEMAGBI (Sierra Leone) reminded the Council about two depressing facts about the conflicts in the West African subregion, which, when carefully considered, might provide added momentum to the long and tedious search for peace. First, for about 15 years now, most of the time and resources of ECOWAS had been concentrated on conflicts in the region, almost completely diverting the attention of the organization from its original objective of regional economic integration and development. Thus, those conflicts had retarded national and regional development initiatives.
The second fact, he said, was that it had not been easy for even countries in the region not in conflict to achieve the goals of international development, such as the Millennium Development Goals and those of the New Partnership for Africas Development (NEPAD). Special assistance to those countries to help them to catch up was the only answer to their predicament. He advocated an integrated approach to peace efforts, which not only conducted disarmament, demobilization and reintegration and disappeared from the conflict scene, but also addressed the issues of the conflict and ensured a smooth transition from hostility to sustainable peace and development.
Disarmament and demobilization would be a simple and straightforward exercise, if the parties to the conflict were committed to resolving it, he said. Reintegration was a much more complicated, expensive and multifaceted process. In Sierra Leone, the two elections had constituted major progress in the political reintegration process. But by far the most critical aspect of reintegration -- economic reintegration -- was yet to be fully accomplished, because of the poor state of the economy. Education, skills and employment opportunities were the tools for economic reintegration. Ignoring them could amount to leaving a vacuum in the peace process that could stimulate a regeneration of the conflict. Thus, he strongly supported the Council missions view to strengthen the link between security and sustainable development.
He welcomed the recommendation on a regional approach to the problem, and the need for cooperation and positive relations between neighbouring States. The people of Sierra Leone, for example, would never feel safe and secure until the countrys neighbours had peace, and no one country undermined the stability of the others. Peace efforts in the region should ensure that armed conflict did not spread further. That was not easy, but avoiding conflict would, in the long term, be in the best interest of peace, stability and development in the region.
DUMISANI S. KUMALO (South Africa), Chairman of the Economic and Social Council (ECOSOC) Ad Hoc Advisory Group on Guinea-Bissau, said there had been very significant and meaningful changes in Guinea-Bissau. On 28 March, legislative elections -- deemed free, fair and transparent by a team of international observers -- had been held. What was happening in that country was nothing short of a breakthrough. The newly elected National Popular Assembly was committed to completing the constitutional review during its current session. That would lay the groundwork for the presidential elections in 2005. The new Government was also intent on strengthening its partnership with it international partners, which would help to restore international economic and financial confidence.
Also during the recent visit, he said he saw a government that was committed to improved governance. It was in the process of strengthening mechanisms that would deepen democracy in that country. The new Government had also been practising greater transparency and accountability in public administration by selecting senior public officials based on merit and technical experience. That approach was already contributing to overall stability. A Treasury Committee, which included the UNDP, scrutinized both revenue collection and expenditures within the Ministry of Economy and Finance. As a result, visible gains in revenue collection had already been made, thereby making it possible for the Government, after only 45 days in office, to pay three months of salaries to its public servants from its own resources.
Nevertheless, he said, Guinea-Bissau remained in need of official development assistance (ODA) to rebuild its social and economic infrastructure and private investment needed to relaunch the economy. The Advisory Group was convinced that a modest investment in the short to medium term in the economy would help that country consolidate progress. The Group was meanwhile very encouraged by the positive approach taken by the Bretton Woods institutions in that regard. The IMF had also played a critical and constructive role in supporting the new Government. The IMFs Executive Board would meet in mid-September to, among other things, consider the situation in Guinea-Bissau, as well as possibly a programme leading to the resumption of the Poverty Reduction and Growth Facility (PRGF) programme for that country.
He said that the medium-term strategy of the World Bank was also expected to begin in September and was a welcome sign of the Banks confidence in Guinea-Bissau. The new programme would support the restoration of macroeconomic stability, provide support to social services, particularly health and education, and reinforce governance and the rehabilitation of the economic infrastructure, namely, in water, energy, transport and telecommunications. Both the Fund and the Bank, however, had made clear that the implementation of their programmes would not be successful without the strong and active engagement of the donor community. At the same time, his Group was concerned about the restructuring of the security sector. Working and living conditions for the military were extremely poor, yet the transformation of the armed forces into a professional force was absolutely critical.
DIRK JAN VAN DEN BERG (Netherlands), speaking on behalf of the European Union and associated States, focused on three thematic issues related to long-term developments: the United Nations post-conflict strategy for the region; the value of regional integration; and synergies of peacekeeping operations. He fully agreed that, in making the transition to peace and economic development in West Africa, the link between security and development was of the utmost importance.
As the United Nations lacked one single operational peace-building body, United Nations organs had to actively cooperate to bring together security and development concerns. He hoped the Security Council would further pursue the comprehensive approach it had adopted in the mission report. One of the ways might be a further exploration of ad hoc composite committees of the Security Council, ECOSOC and/or General Assembly that deal specifically with post conflict situations. A positive example in the West African region was the ECOSOC Ad Hoc Advisory Group on Guinea-Bissau.
He noted that the primary responsibility for bringing about change and sustaining peace efforts lay with the States in the region. Regional integration in West Africa could play a vital role in preventing future conflicts. Solutions to such cross-border problems as child soldiers, mercenaries and small arms must also be found at the regional level. Recognizing the positive role of ECOWAS, he said now was the time to work out a systematic donor coordination mechanism, under that bodys leadership. The European Union Strategy of May 2004 also called for the development of a conceptual framework for conflict prevention and peace building in West Africa. He hoped the leaders in the region would enable ECOWAS to undertake that task.
As for synergies in peacekeeping, he said it seemed worthwhile to make a thorough analysis of UNMIL, UNAMSIL and ONUCI, and look for attainable synergies. Common border patrols and exchange of information were things that easily came to mind. The possible scope for a pooling of logistical needs could also be examined. West Africa stood to benefit greatly from ideas that would make the United Nations missions in the region more effective. Subsequent efficiency gains could possibly enable a more sustained United Nations presence throughout the region. It also benefited the wider United Nations, and provided important lessons to be learned for regional peacekeeping.
KOICHI HARAGUCHI (Japan) said that, in view of the geopolitical conditions in West Africa, where the situations of neighbouring countries were often closely interlinked, it was critical to take a regional approach to securing the peace and stability of individual countries. As had been repeatedly observed in the past, it must be recognized that instability in one country had a negative impact on the region as a whole. He was deeply concerned about the current political impasse in Côte dIvoire and emphasized, once again, that a clear commitment and determined efforts on the part of all parties concerned were needed to promote the peace process, especially the full and unconditional implementation of the Linas-Marcoussis Agreement.
Highlighting three issues of particular importance in promoting a regional approach, he said his country welcomed the effort towards achieving mutual cooperation, especially in the field of border controls, among the United Nations missions deployed in several West African nations. As a result of that effort, it was expected that the limited United Nations resources would be used more efficiently and that cost effectiveness would be greatly increased. Also welcome had been the gradual scaling down of UNAMSIL, as a result of the progress made there. That was a reminder of the need for other peacekeeping operations to be re-evaluated, based on an assessment of the actual situation on the ground, and adjusted as necessary. The proposal in the report to provide the United Nations Office in West Africa with additional resources should be thoroughly examined from the standpoint of whether that would facilitate cooperation with ECOWAS.
Second, he said, it was important to enhance Africas capacity for managing conflicts. In that regard, ECOWAS had a significant role to play in the region, and the United Nations should try to strengthen the capacity of ECOWAS through further mutual cooperation. Third, disarmament, demobilization, reintegration and rehabilitation was one of the most critical tasks in the peace process. Japan had supported that process in Sierra Leone, Liberia, and Côte dIvoire, and would continue to cooperate in that area. He shared the missions concern over the three-to-one discrepancy between the compensation payments offered in Côte dIvoire by the World Bank, and in Liberia by the peacekeeping operations budget. It had been reported that that discrepancy was accelerating the flow of former combatants into Côte dIvoire and was threatening to become a source of instability. With regard to the compensation payments, the question of whether the use of the peacekeeping operations budget was appropriate should be re-examined, while promoting the involvement of the World Bank and other development institutions.
He said, moreover, that the ongoing implementation of disarmament, demobilization, reintegration and rehabilitation in each country would not lead to a fundamental resolution of the problem unless the flow of small arms was controlled effectively throughout the region as a whole. He recognized the importance of the role being played by ECOWAS in controlling the movement of arms through its moratorium. Also useful was to consider, as the Secretary-General had suggested, what actions might be taken by the Security Council to help reduce small arms proliferation in the subregion. Once again, he underscored the need to evaluate the cost-effectiveness of Security Council missions. It would be very helpful if a detailed explanation were made publicly available of the benefits and costs of sending such a mission to a region where on-the-ground United Nations activities were in place. Of the utmost importance was the promotion of ownership efforts of each country in West Africa.
JOEL W. ADECHI (Benin) said that the challenges the region faced fully justified the Council mission. In each country that received the mission, even if the real state of affairs had been different, the causes and origins of the problems were pretty much the same. The mission had taken note of the significant presence of the United Nations in the region and the cooperation between the United Nations and regional organizations. It had also noted that the process of establishing normalcy depended on the creation of an environment that would promote the economic and social potential of the region. The mission had given the Council members an opportunity to gauge the possibilities of strengthening cooperation between the United Nations and subregional and continental organizations, with the resolve of committing themselves to fostering peace and stability in the region.
The mission had gathered a great harvest of information, he noted. Now it was vital to set priorities and identify tasks to tackle effectively the mobilization and organization of various resources, the shortage of which was often the cause of failure. Also needed was systematic follow-up and monitoring of the implementation of the conclusions of the Council mission, as well as the recommendations of the Secretary-Generals report on cross-border problems. The Councils working group on conflict prevention should also work to identify opportunities for synergy, with a view to promoting peace and stability in the subregion.
ABDALLAH BAALI (Algeria) said that Council members had come back with a strengthened conviction that development, peace and security were inextricably linked and that it would, therefore, be futile to strive towards development without first cementing the peace. Crises in the subregion could quickly expand to neighbouring countries, which had also just emerged from devastating conflicts. Thus, the dynamic approach sought by the Council missions members must involve the countries of the region and the United Nations system, and the strategy must lead the process from peacekeeping to sustainable peace. The key seemed to be reconstruction and reconciliation through free and transparent elections, development and good governance.
In each country, he said, the challenges were more or less identical, although not always equally drastic. They had in common problems implementing disarmament, demobilization and reintegration, the repatriation of foreign fighters, resources mobilization, combating corruption, reintegrating child soldiers and curbing arms flows, among others. Success required economic and technical assistance from the international financial institutions, and donors pledges should be quickly implemented.
On Côte dIvoire, he said that the impasse in implementing the Linas-Marcoussis Agreement and the paralysis of the National Reconciliation Government could mean the failure of the peace process as a whole. While he had been gratified at the recent commitment to defuse the situation, including through the adoption of legislative reforms by the end of the month, the international community and the Security Council, in particular, must ensure respect for that commitment. He was awaiting the results of the regional summit in Ghana planned for the end of July. The active role played by ECOWAS in building peace in the subregion had been welcome, and he called for deepened cooperation between it and the United Nations, and other regional organizations. The strengthening of the United Nations Office in West Africa would enable it to fully play its role.
HENRIQUE VALLE (Brazil) said that the discussion of West Africa should have the full involvement of all Council members. The progress in Liberia, Sierra Leone and Guinea-Bissau was impressive. Also, there was renewed hope that the difficult situation in Côte dIvoire would benefit from the personal engagement of the Secretary-General. He was also pleased with the active engagement of African heads of State and ECOWAS in assisting the Ivorian parties to return to the negotiating table.
Poverty and unemployment were a constant source of insecurity, he noted. The Council should be informed regularly about what activities were being carried out to address that by the UNDP and other United Nations agencies. Although direct responsibility for that fell elsewhere in the United Nations, their link to peace and security was evident. He was encouraged by the intention by ECOWAS to develop a conflict-prevention strategy. Cooperation between ECOWAS and the United Nations Office for West Africa was welcome, and the need for additional resources for the Office should be given priority. Also, the Office could benefit from being located in Abuja.
Regarding Guinea-Bissau, he stressed the joint work done by the Security Council and ECOSOC. The international community must remain fully engaged in Guinea-Bissau so that the investments made there would not be in vain. He called on the Bretton Woods institutions and development partners to step up financial and technical assistance to the country. The large amount of arms held by the population was a matter of great concern. He wondered if the high ratio of combatants to weapons in Liberia could mean that arms were being smuggled from one country to another.
The joint mechanism and cooperation between United Nations peacekeeping operations in the region should prevent that from happening, he continued. The ECOWAS should include Guinea-Bissau in the regional policies on non-proliferation. On regional approaches to cross-border problems, he said that harmonization of various disarmament, demobilization, reintegration, repatriation and resettlement programmes in the region had not progressed as expected and should be constantly pursued.
ALEXANDER V. KONUZIN (Russian Federation) said that the Council mission had sent an important signal to the parties to implement their decisions. Consideration of, and solution to, the problems in West Africa must be comprehensive and far-reaching. In Côte dIvoire, there was a need to combine approaches based on the fundamental provisions of the Linas-Marcoussis Agreement and the countrys Constitution. He had welcomed the results of the high-level meeting of States in the region on 6 July and placed hopes on the results of contacts of the Ivorian parties on 29 July. Everything must be done to put an end to the development of centrifugal tendencies, particularly ahead of the elections, and to overcome the continuing uncertainty of successful completion of the disarmament, demobilization and reintegration process. The Government had adopted specific measures to end impunity; all persons guilty of human rights violations must be punished accordingly, he stressed.
Concerning Liberia, he said it should continue to be borne in mind that the Governments authority extended only to Monrovia, and that in other regions of the country armed factions continued to hold sway. The international community must step up its assistance to the Government, in order for it to render its authority over the entire territory. An important role must also be played by the upcoming elections in October 2005, for which a calendar should be set up and scrupulously adhered to.
In Sierra Leone, he said, the authorities still had a great deal to do as the United Nations peace operation there concluded. The final drawdown of the Mission depended on how effectively the Government was able to control the situation. In Guinea-Bissau, there was a need to immediately restore constitutional order through elections. Maximum efforts should be made to support the positive trends and not allow the peace process to be undermined, for which the country should be provided with the necessary international assistance. The weak borders in the region were giving rise to numerous and serious threats, requiring comprehensive study and solution, taking into account the proposals of the United Nations missions, the Security Council missions, and the work of regional and subregional groups.
BAYANI S. MERCADO (Philippines) said that West Africa was a region that faced many challenges, as well as had a lot of potential that had not been realized in past years. The visits of the Council last year and last month were not only a clear manifestation of its interest in the region, but also its strongest medium in delivering its message to the countries in the region. The inseparable link between peace and development and the regional approach in tackling common problems were among the key themes of the missions report.
The collaborative work by the ECOSOC Ad Hoc Working Group on Guinea-Bissau and the Councils Working Group on Conflict Prevention had resulted in the carrying out of a peaceful transition in that country. The Council should be guided by economic considerations of its interventions in determining its exit strategies. For example, UNAMSIL was an important contributor to Sierra Leones economy, and its departure would have a negative impact. While Sierra Leone was in a post-conflict peace-building stage, greater attention needed to be given to economic concerns.
Economic indicators could be one of the benchmarks in determining future drawdown plans, he continued. The Councils positive engagement in a country could encourage donors and investment opportunities. He underscored the important role of ECOWAS in the West African equation. While it had faced serious challenges, ECOWAS was growing in effectiveness. It needed the continued support of the Security Council and the international community to achieve its objectives. Initiatives such as plans for a West African power grid should be actively pursued. While much work remained in operationalizing the recommendations of the missions report, there was no other option but to proceed and implement them.
ZHANG YISHAN (China) said that the region had great potential for economic development and prosperity and, yet, many countries in the region had been afflicted with armed conflicts. Although the situation had markedly improved in the past year, countries in West Africa still faced the arduous task of post-conflict peace-building, even as small arms proliferation and the use of mercenaries and child soldiers continued to plague the region, negatively affecting its development. How to help those countries to extricate themselves, once and for all, from the vicious cycle of conflict and poverty and embark on a road to peace and development was the long-term challenge for the region and the international community.
He said that recent experience had shown that the visiting Council missions were an effective means for the Council to better understand the situations first-hand and search for appropriate solutions. The mission this year had achieved its goals, and its report contained many good recommendations. The useful ideas proposed by the countries visited, as well as by other interested countries, also deserved the Councils consideration. The problems in West Africa transcended national borders, therefore, requiring a regional and comprehensive approach. He appreciated the positive role played by the African Union, ECOWAS, the Mano River Union and other organizations. He supported the ECOWAS idea to establish a stand-by force, and he welcomed the convening of a Mano River Union summit meeting. The international community should render its support to those endeavours and help the countries in the region engage in economic development, in order to tackle the cause of conflict at its root.
SICHAN SIV (United States) noted that the Councils recent visit had been his first to the region in five years. He was struck by the regions enormous potential, on the one hand, and its enormous vulnerability and weakness, on the other. The Security Council, African Union, ECOWAS and troop-contributing countries had made an enormous investment in the nations of West Africa, particularly in those hosting United Nations peacekeeping operations. That investment helped to restore and preserve stability in the region and must be safeguarded. It was necessary to move from lip service to concrete efforts to coordinate peacekeeping operations and disarmament, demobilization and reintegration programmes. The visit confirmed the importance of geography and the ease with which weapons, mercenaries and displaced persons could move across borders. The international community needed to respond to those challenges in a sustainable manner.
SOHAIL MAHMOOD (Pakistan) said that the mission had reaffirmed the value of that instrument and underscored the Councils commitment to Africa. It had also provided members with an opportunity to interact directly with the stakeholders, enhance understanding of realities on the ground, deepen cooperation with regional and subregional partners, and appreciate the excellent work being done by United Nations staff on the ground in translating into reality the Councils mandates. While individual conflicts required the Councils close attention, a regional approach was also needed to address the cross-cutting issues. An integrated approach to the missions wide-ranging recommendations should be systematically followed up.
Turning to the situation in Côte dIvoire, he said that the Linas-Marcoussis Agreement was the agreement extraordinaire and its concrete time-bound commitments remained imperative to bridging the prevailing gulf. He hoped the summit on 29 July would firmly put the peace process back on track. In Liberia, implementation of the comprehensive peace agreement continued, but notable challenges remained, including the effective integration and rehabilitation of former combatants and reconstruction tasks. In that context, the Council must revisit the imposition of sanctions there in the diamond and timber sectors, and redeem the pledges made at the reconstruction conference last February. Significant gains had been made by UNAMSIL in Sierra Leone, but they were fragile in light of the external threats. The Government should embark on building the armed forces and controlling the diamond mines, among other efforts. The political transition process in Guinea-Bissau seemed firmly on track. Stability there required institutional capacity-building and a means to address the long-term economic challenges.
In the regional context, he noted that efforts were under way to address cross-cutting issues. Special attention should be devoted to the issues of small arms, mercenaries and the use of child soldiers, and the disarmament, demobilization, reintegration and rehabilitation process must be harmonized throughout the subregion. In that regard, close cooperation between peacekeeping operations and the governments concerned was critical. Three countries -- Guinea-Bissau, Liberia and Côte dIvoire -- would have elections in 2005. Those would be significant milestones in the transition to peace and democracy, for which the international community must provide the necessary financial and technical assistance. The leading role for ECOWAS was commendable, and that organization had emerged as a valuable partner of the Security Council. Efforts to re-energize the Mano River Union also deserved the Councils support.
He said that the link between peace and development was most obvious in Africa. Three of the seven peacekeeping missions on the continent were in West Africa. Sustainable peace and security could not be achieved without social and economic development. Also, the underlying causes of conflict, including poverty, disease, underdevelopment, and exploitation of natural resources, must be addressed as attention turned from conflict management to conflict resolution and reconstruction. The need for a comprehensive, coherent and integrated United Nations approaches to the West African crises was self-evident. The proposed ad hoc composite committees of the Security Council, General Assembly and ECOSOC could be useful. The representative of the Netherlands had called attention to that proposal today.
IGNACIO LLANOS (Chile) said that West Africa was an area of priority for the Council. The United Nations presence in the region had made great efforts to end conflict and assist in post-conflict peace-building. The Council mission had taken a regional approach, for only such an approach could guarantee peace and stability in the region. He noted that some countries, including Liberia and Sierra Leone, had passed through the post-conflict stage. The role of the United Nations was to ensure that every process, such as the forthcoming elections in a number of countries of the region, was sustainable. The United Nations should also prevent possible crises in third countries, which were not now part of the Councils agenda.
The serious difficulties in the implementation of the Linas-Marcoussis Agreement and the existing polarization in Côte dIvoire made it vital to seek solutions that would protect the countrys territorial integrity. The United Nations should support the efforts of ECOWAS, as well as the Accra meeting on 29 July. In Guinea-Bissau, the social situation was fragile despite progress in the political situation. In Liberia and Sierra Leone, the commitment of the United Nations was evident in the two peacekeeping operations with multidimensional mandates. Recognizing the role that could be played by institutions such as the Reconciliation Commission in Sierra Leone, he said that the contributions of such entities should be considered complementary to those of the judicial system.
There was a heightened need for the Council to consider regional problems as a single whole, he said. Reactivating the Mano River Union should be encouraged. The recent meeting in Conakry was the most serious sign of that reactivation. Underscoring the role of ECOWAS, he noted that the recommendations of the Council mission identified joint areas of cooperation between the United Nations and that body, which deserved further consideration. | https://unis.unvienna.org/unis/en/pressrels/2004/sc8151.html |
The Security Council,
Recalling all its previous relevant resolutions on Iraq, in particular 1500 (2003), 1546 (2004), 1557 (2004), 1619 (2005), 1700 (2006), 1770 (2007), 1830 (2008), 1883 (2009), 1936 (2010), 2001 (2011), 2061 (2012), 2110 (2013), 2169 (2014), 2233 (2015), 2299 (2016), 2379 (2017), and reiterating resolution 2107 (2013) on the situation between Iraq and Kuwait, and the values set forth in 2367 (2017),
Reaffirming the independence, sovereignty, unity and territorial integrity of Iraq, and emphasizing the importance of the stability and security of Iraq for the people of Iraq, the region, and the international community, particularly in light of Iraq’s victory over the Islamic State in Iraq and the Levant (ISIL, also known as Da’esh),
Supporting Iraq in addressing the challenges it faces as it turns to the task of post-conflict reconstruction and reconciliation, including the requirement to meet the needs of all Iraqis, including women, youth, children, displaced persons, and persons belonging to ethnic and religious minorities,
1. Decides to extend the mandate of the United Nations Assistance Mission for Iraq (UNAMI) until 31 May 2019;
2. Decides further that the Special Representative of the Secretary-General and UNAMI, at the request of the Government of Iraq, and taking into account the letter from the Minister of Foreign Affairs of Iraq to the Secretary-General (S/2018/430), shall
(a) prioritize the provision of advice, support, and assistance to the Government and people of Iraq on advancing inclusive, political dialogue and national and community-level reconciliation;
(b) further advise, support, and assist:
(i) the Government of Iraq and the Independent High Electoral Commission on the development of processes for holding elections and referenda;
(ii) the Government of Iraq and the Council of Representatives on constitutional review, the implementation of constitutional provisions, as well as on the development of processes acceptable to the Government of Iraq to resolve disputed internal boundaries;
(iii) the Government of Iraq on facilitating regional dialogue and cooperation, including on issues of border security, energy, environment, water, and refugees;
(iv) the Government of Iraq with progress on security sector reform efforts, on planning, funding and implementing reintegration programmes for former members of armed groups, where and as appropriate, in coordination with other multinational entities;
(c) promote, support, and facilitate, in coordination with the Government of Iraq:
(i) the coordination and delivery of humanitarian assistance and the safe, orderly, and voluntary return, as appropriate, of refugees and displaced persons, including through the efforts of the UN Country Team;
(ii) the coordination and implementation of programmes to improve Iraq’s capacity to provide effective civil, social and essential services for its people and continue active donor coordination of critical reconstruction and assistance programmes;
(iii) Iraqi, World Bank, International Monetary Fund, and other efforts on economic reform, capacity-building and setting conditions for sustainable development, including through coordination with national and regional organizations and, as appropriate, civil society, donors, and other international institutions;
(iv) the contributions of UN agencies, funds, and programmes to the objectives outlined in this resolution under the unified leadership of the Secretary-General through the Special Representative for Iraq, supported by their designated Deputy;
(d) promote accountability and the protection of human rights, and judicial and legal reform, in order to strengthen the rule of law in Iraq, in addition to supporting the work of the investigative team established in resolution 2379 (2017);
(e) approach gender mainstreaming as a crosscutting issue throughout its mandate and to advise and assist the Government of Iraq in ensuring the participation, involvement and representation of women at all levels;
(f) and assist Government of Iraq and United Nations Country Team efforts to strengthen child protection, including the rehabilitation and reintegration of children;
3. Recognizes that security of United Nations personnel is essential for UNAMI to carry out its work for the benefit of the people of Iraq and calls upon the Government of Iraq to continue to provide security and logistical support to the United Nations presence in Iraq;
4. Expresses its intention to review the mandate of UNAMI by 31 May 2019 or sooner, if requested by the Government of Iraq;
5. Welcomes the results of the independent external assessment of UNAMI as requested by resolution 2367 (2017), its findings, and its recommendations, and encourages UNAMI, the Secretariat and UN agencies, offices, funds and programs to implement those recommendations;
6. Requests the Secretary-General to report to the Council every three months on the progress made towards the fulfilment of all UNAMI’s responsibilities, including actions taken in response to the independent external assessment;
7. Decides to remain seized of the matter. | http://www.uniraq.org/index.php?option=com_k2&view=item&layout=item&id=1024&Itemid=636&lang=en |
How the Collaboration Between CISO and Engineering Is Disrupting the Software Industry
With the evolution of the software industry, there’s a challenge in building a culture around CISO and engineering. A culture built on data and security. More people involved in the software delivery process, especially stakeholders, means it needs more collaboration. It can lead to a culture built on data and security.
An example of this is how the Chief Information Security Officer’s (CISO) team works directly with the software engineering team to build such a culture. To build a culture built on the principles of security by design.
To implement further policies built on this culture, the CISO team needs to collaborate with software engineering teams to apply best practices, guidelines, and standards. There’s always room for improvement on both teams.
When CISCO teams collaborate with software engineering teams, it creates an organization committed to the universal goal. For instance, teams are committed to passing software audits and completing security posture assessments. Customers feel at ease knowing these security protocols are being followed.
A major challenge in this collaboration between CISO and software engineering teams in the transition to the cloud. Taking a look at the concepts below will ultimately help security and IT leaders come together to implement security standards into software delivery.
To improve this collaboration, we’ve put together the best online collaboration tools.
Jumping on the cloud
Jumping to the cloud may sound simple, but the challenge is securing software delivery management. That’s where security by design really makes an impact, facilitating it successfully.
Before the cloud, engineering teams used a different approach. They developed software-based management tools inside the data center and deploy them directly into production servers. Now that more organizations move applications to the cloud, there’s a challenge in the software delivery cycle. With each step of the software delivery cycle, it’s difficult to control the, underlying software, security tools, and techniques.
The challenge is that organizations are trying to move one application to a new environment by keeping the old security process and controls in place. When they operate under this strategy, they lose leverage. They can’t fully use cloud-native security tools or technologies optimally.
These problems are seen in new projects when security approvals are just beginning. For instance, engage security teams early on to avoid any surprises during the deployment lifecycle.
Security by design is another critical part of software delivery management. During the initial built process, engineering teams leverage static code analysis, code scanning, threat vulnerability management, vault and container scanning in order to operate with security best practices in mind.
Why security by design a difference-maker
When you focus on security by design, you’re focusing on improvement. You’re focusing on improving your security for software delivery management.
Using the Shift-left approach, enterprises can improve the security posture of their software delivery management process.
- Static code analysis
- Dynamic code analysis
- Container security management
- Vault to manage the secrets, passwords, certs, and keys
- Visibility into software delivery management
The importance of static code analysis
Every software has security vulnerabilities. This is why static code analysis is important. It helps to quickly find issues so the engineering team can deploy and optimize their work by deploying code into production.
When these vulnerabilities are addressed, they help mitigate security risks at the beginning of the software delivery management process.
What dynamic code analysis helps you identify
What’s the value of dynamic code analysis? It helps you identify vulnerabilities through part-time execution. Through a series of processes, dynamic code analysis enables developers and DevOps to scan running applications and identify the vulnerabilities.
Ultimately, dynamic code analysis can reduce the mean time to identification for production incidents and increase overall security posture.
Container security management
Container security management is a vital part of the software delivery management process because it scans for vulnerabilities.
Organizations are pursuing other opportunities outside of VMS to containers in the cloud. When security teams come together to help software engineering and DevOps teams, everyone is able to establish the benchmarks and baseline for the container security vulnerability management.
In addition, incorporating the approval gates in the CI/CD process will help security teams enforce the set policies and automate all the prescribed software delivery management security steps.
When this comes together, this process helps to mitigate issues for engineering teams. They are able to:
- Detect bugs,
- Detect vulnerabilities
- Detect surprises
Vault to manage the secrets, passwords, certs and keys
A new approach engineering teams can implement to reduce exposing sensitive information is to automation of writing scripts, embedding passwords, etc,. When automation is in place, software delivery management teams can keep these security aspects inside the vault. For instance, storing sensitive data in the vault will significantly improve the ways to protect sensitive security data (passwords, certs, keys, etc.) and also control how people can access this data via a role-based access model.
When it comes down to it, software delivery management can be future-proofed with security by design. With it in place, you are enacting a strong security policy from the start and incorporating the proper guidelines and best practices along the way.
Visibility into software delivery management
Companies are finding it a challenge to bring information together, interpret data, and pull together unified views with current software delivery management. The result is a lack of visibility in the software delivery management process.
Companies are risking security, productivity, and operations that create bottlenecks for engineering teams.
If companies want better visibility and predictive capabilities, they need to realize the challenge of helping organizations understand the bottlenecks, delays, and security risks. When they recognize these risks, DevOps and Engineering teams can proactively address the issues and avoid last-minute surprises with the end-to-end software delivery process.
How to implement security guidelines and best practices
If IT organizations want to quickly implement security guidelines and best practices, they need to recognize the value of different processes.
These organizations need to incorporate static code analysis, container vulnerability management, and use vaults to store sensitive configuration data.
In addition, IT security leaders need to trust and enable their engineering teams. They need to give them control so they can make integrations easier and orchestrate the security policies for automated CI/CD pipelines. The results? Engineering organizations are able to include guardrails and shift-left approach, enterprises can improve the security posture significantly.
Adding security to CI/CD pipelines can ensure safety when releases are being made. Setting up security checks for each stage can protect the pipeline for potential vulnerabilities. Allowing for better protection against leaked secrets, coding, foreign packages, and building. Tracking the security and metrics of the pipelines can mature the CI/CD process. Improving success for CI/CD pipelines.
While the improvement of security processes is the end goal, it’s important to focus on the systems to achieve better security processes. With the proper steps taken, software engineering teams can make it easy for the CISO to have confidence in knowing vulnerabilities.
It starts with collaboration between security and engineering teams early and often. | https://www.opsera.io/blog/how-the-collaboration-between-ciso-and-engineering-is-disrupting-the-software-industry |
The Role:
The Sr. Cloud Software Developer contributes to all phases of the Software Development Lifecycle through the analysis, design, implementation, verification, and maintenance of software solutions in cloud environments. This role works closely with Delivery Unit stakeholders to review requirements, validate designs, create work estimates, develop software, and verify product releases. The Sr. Cloud Software Developer also works in close collaboration with the Software Development Team Lead to define and implement best practices across all phases of the Software Development Lifecycle.
Responsibilities:
- Design and code complex software applications from business and technical specifications
- Develop, execute, and review unit, component, and integration level tests to verify requirements are met
- Ensure coding standards and product quality targets are met through the completion of code reviews
- Investigate and resolve complex technical issues for assigned projects
- Support the professional development of junior team members through coaching and mentoring
- Enable continuous improvement across the SDLC through the introduction of new technologies and processes
- Create and review technical and end user product documentation
Qualifications:
- Post-secondary education in Computer Science, Software Engineering, or similar degree
- Deep understanding of AWS or similar cloud platforms including hands-on implementation experience
- 5+ years professional experience in custom development, ERP implementation, and project management
- 5+ years professional experience in multiple IT disciplines such as software architecture and development
- 5+ years professional experience in solution architecture and technology team leadership
- Experience with microservice architecture utilizing containerization with Docker or Kubernetes
- Familiarity with non-relational database design and development such as Elasticsearch, Redshift, or BigQuery
- Exceptionally self-motivated, self-directed, and detail-oriented
- Excellent communication, analytical, and problem-solving skills
J.D. Power is a global leader in consumer insights, data, analytics, and advisory services that helps clients drive growth and profitability. The company’s industry benchmarks and reputation for independence and integrity have established it as one of the world’s most well-known and trusted brands.
Truth that Transforms: At J.D. Power, we amplify the voice of the consumer, and help brands improve the value of their products and services. Our capabilities empower everyone in the global commerce ecosystem, enabling better purchase decisions – and better business results. We understand that the customer experience is vital and that simply measuring it is not enough. Our analysts focus on driving results that improve customer loyalty and advocacy. Our success is driven by how much we help companies improve the customer experience. But data is only as powerful as the analysis and insights tied to it—and we put that power in the hands of our clients through our interactive reporting platforms. The data, analytics, insights, best practices, and action plans clients need are available whenever and wherever they need them, to help them make data-driven decisions that will improve their customer experience and drive positive financial results.
J.D. Power’s recruitment efforts are aligned with the company's commitment to provide opportunities rooted in diversity, inclusion, and equality.
Our Vision: To be the leader in providing advanced data solutions that empower industry transformation.
Our Mission: We unite industry leading data and insights with world-class technology to solve our clients’ toughest challenges.
Our Values: We are Truth Finders, Change Makers and Team Driven.
We are dedicated to leveraging comprehensive and equitable practices which contribute to the overall success of the company and its employees. We invite you to learn more about our DE&I efforts.
J.D. Power is an equal opportunity employer and compliant with AODA/ADA legislation. If you require accommodations during the recruitment and selection process, please specify.
To all recruitment agencies: J.D. Power does not accept unsolicited agency resumes and we are not responsible for any fees related to unsolicited resumes. | https://www.knighthunter.com/job.aspx?jid=9cfab8a2-b17c-4a16-b462-fbebabe5fd1c |
The Principles of Operational Excellence in Manufacturing
This article includes:
- Why improve?
- How is Operational Excellence Different?
- How does Operational Excellence Work?
- Principle 1: Understand Customer Value and Standard Operating Procedures (SOP)
- Principle 2: Deploy a system that recognizes defects, corrects them quickly, and prevents them from recurring in the future.
- Principle 3: Foster a culture that continuously pursues perfection.
- Principle 4: Measure. Measure. Measure.
Why Improve?
In an increasingly competitive global landscape, it has never been more true that manufacturers need to continuously improve or they will not survive. Factories are continuously looking to improve efficiency and find innovative ways to shave fractions of a penny off their cost per unit. Continuous Improvement practices help organizations find ways to methodically enhance efficiency and productivity.
How is Operational Excellence Different?
Operational Excellence is a methodology that focuses on growth through process improvement. Continuous improvement is a big part of an Operational Excellence framework, however, it is not the whole story.
Operational Excellence is essentially achieved when optimal factory operations occur autonomously, without requiring constant intervention and supervision. This means that optimal OEE (Overall Equipment Effectiveness) is achieved, defects and abnormalities are corrected immediately, and prevention/improvement projects are moved forward.
This framework can be applied to any team that wants to achieve excellence.
Consider this example of a rowing team:
autonomous operations
How does Operational Excellence Work
Operational Excellence is the Pursuit of Perfection in Manufacturing.
As such, Operational Excellence is not a destination, it is a process that consists of 4 core principles that each stakeholder within your organization needs to understand and embody.
PRINCIPLE 1:
Understand Customer Value and Standard Operating Procedures (SOP)
The path to Operational Excellence starts with all stakeholders sharing an intuitive and innate understanding of the value that the company's products deliver to their customers. This begins by understanding why your customer buys your product over competitors and what product features most impact their purchase decision.
Understanding customer value is a core tenant of most continuous improvement methodologies for a variety of reasons. The creation of customer value is the fundamental thing your business is doing - even generating revenue is secondary. Any decision that erodes your product's value to the customer needs to be made carefully. As a result, this is the best lens through which quick, corrective decisions should be made by operators on the floor - "what's best for the value the product is providing to the customer?"
Of course, this concept needs to be balanced with business realities, but for Operational Excellence, an innate understanding of customer value helps to focus operators and help Standard Operating Procedures (SOPs) move forward more efficiently.
SOPs are helpful in creating a shared understanding of the most efficient way to do something. They also enable training. But the most important reason for having solid SOP documentation is they are extremely helpful in understanding where deviations occurred.
Consider a hypothetical case where there is a product defect and you are trying to ascertain the root cause. Without SOPs, you have less of a concrete understanding of what is “supposed to happen” at a given point in the process.
As a result, it is harder to see the deviations. With solid SOPs, you can simply match what happened with what was supposed to happen. If there is a difference, this is a strong indicator that your root cause is a process deviation.
PRINCIPLE 2:
Deploy a system that recognizes defects, corrects them quickly, and prevents them from recurring in the future.
For operations to be autonomous, there must be a system in place that coordinates factory staff to identify abnormalities against the SOP (see above), quickly corrects them (if possible) and reports details to inform an improvement/prevention project (if applicable).
The goal of this system is to ensure staff can make quick decisions based on their understanding of customer value and they can coordinate efficiently to make corrective actions before defects leave the facility and end up in the hands of your customers.
The effectiveness of this system will obviously impact the effectiveness of your operations.
If you are using paper and spreadsheets to manage this, you will have a lag in your workflows and in reporting. Paper forms move like molasses around your factory. They are fertile ground for errors and omissions and they can simply go missing or hang out on someone’s desk for days.
Digitizing this process provides a number of efficiency and productivity benefits, including:
- Real-Time Visibility - Forms are submitted, projects move forward and supervisors are notified instantly.
- Simplicity and Structure - Staff are guided through a highly accessible process, which are built based on industry best practices.
- Automation - Mundane, repeatable administrative tasks are automated, which saves time and moves projects forward faster.
- Compliance - Peace of mind that everything is done per internal and regulatory requirements.
PRINCIPLE 3:
Foster a culture that continuously pursues perfection.
If you think Operational Excellence sounds like a lot of work, you are right.
Even with an efficient digital framework, you are still asking your staff to do extra things, like safety observations, defect / abnormality reports, provide suggestions and so on. You are asking for increased participation and the best way to make this happen is by enhancing Employee Engagement.
To foster an engaged culture, staff need to be enabled, empowered and energized.
- Enabled - Make it fun, easy, accessible.
- Empowered - Enhance ownership, community and collaboration.
- Energized - Intrinsically and extrinsically motivate. Reward participation. Celebrate wins.
PRINCIPLE 4:
Measure. Measure. Measure.
In Operational Excellence, as in many disciplines, in order to improve you must first understand where you are currently. In the rowing example (above), the team wanted to understand how fast they were going so that they could set goals and be motivated to achieve them. The same is true for enhancing operational performance in a factory.
Reporting provides meaning and context to your Operational Excellence program. You can try to improve without reporting, but how will you know. Good reporting provides insights to help your executive team make better strategic business decisions. If shared correctly, it can also be used to impact quick decisions that are made by operators on the line.
Reports are also very helpful in motivating staff by broadcasting the positive impact that their efforts have made on the organization at large, but also on the individual lives of their co-workers. Reports are not just visualizations of data, they can be a vehicle to reinforce impact and celebrate wins.
Once these steps are in place, you can begin to enable The Cycle of Operational Excellence - which is outlined in this blog post.
Weever is Operational Excellence Software that empowers the pursuit of perfection by enhancing operational visibility, collaboration and productivity in quality, maintenance, safety and production.
To learn more about how Weever can help you attain results in OpEx, please feel free to get in touch. | https://weeverapps.com/digitization-mavericks/the-principles-of-operational-excellence-in-manufacturing/ |
The term continuous improvement dates back to the 1950s, when management pioneer W. Edwards Deming first described it as a “system” that incorporates and recirculates feedback for the benefit of the system itself. The Process Excellence Network went on to define the term as “the ongoing effort to improve products, services and processes by making small, incremental improvements within a business.”
Fast forward to 2019, and the concept of continuous improvement is central to the DevOps revolution that’s shaping technology workflows across industries. Gene Kim, one of the movement’s early protagonists, embedded the term in his “Three Ways of DevOps” framework for managing process, procedures and policies with a DevOps philosophy. Kim’s first two ways set the stage for continuous improvement: 1) emphasizing the performance of an entire system rather than a silo of work, and 2) amplifying the feedback loop. The third way drives the concept forward: developing a culture of continuous experimentation, learning and improvement – essentially a culture of incremental innovation.
Think Holistically, and Act Fast
At a high level, continuous improvement is a lofty and worthy goal for ambitious organizations. But how do you put it into practice? What are the benefits of doing it right? And what are the costs of doing it wrong?
The most important step for DevOps organizations is ensuring that continuous improvement gets infused into processes, procedures and culture early on. Organizations that wait too long find themselves scrambling to plug holes, rather than thinking holistically about building a system dedicated to ongoing innovation.
DevOps in the cloud requires continuous improvement in three principal areas. One is the software itself. To build, design and deliver a quality application, organizations need to have mechanisms in place to test and inspect the app itself. Second is the cloud environment supporting the app being designed, built and delivered. Is the cloud performing well, meeting the organization’s needs? Controls are needed to optimize the environment on an ongoing basis. Third are the processes you use to produce software and the cloud environment itself. This cuts a level deeper. To be a true, peak-functioning DevOps organization, you need to make process part of the improvement cycle – all the way down to how you are implementing and developing your processes.
Continuous improvement requires a steady stream of feedback from customers – both internal and external. This applies to software companies as well as to enterprise IT software providers. To do this, organizations need to implement a rock-solid logging and monitoring strategy. This requires a centralized mechanism to capture customer feedback, track it, log it and integrate it back into the knowledge system. Tools need to be robust and capable enough to work in context with the organization’s cloud platform.
Test Early and Often
Automated testing plays a big role in an advanced software delivery process. Installing a series of tests – for performance, security, integration and system usage – is a first step. But the true value is not just in automating the testing framework but in integrating all functions, creating a system that feeds the continuous improvement loop.
Continuous integration (CI) pulls the functions together. Putting software development practices in place that leverage feedback, automate the practices and amplify the feedback flows will generate steady improvements in the overall delivery process. The real trick is to speed things up to the point where feedback flows in fast enough to fuel daily commits. Letting commits pile up until release can be a nightmare. To continuously improve, you need to embrace continuous integration.
Cloud is a target area, too. In the cloud, you can automate the building of infrastructure and integrate it with software applications. Managing the environment in code (infrastructure as code) allows an organization to steadily improve the performance and scale on an ongoing basis.
The third area of improvement is to fully master and incrementally improve the way you design, build and deliver your software delivery processes. This is where the true power of DevOps lies. There are several ways to continuously improve facets of software delivery.
Practices to continuously improve your software development life cycle (SDLC) model:
- Always seek to increase flow. If the process is well defined, then the team can analyze and find efficiencies.
- Always seek to achieve profound understanding of the system. Like a craftsman or an athlete honing their skills to unconscious levels, repeated exercises and knowledge of your value stream leads to well informed and expert flow-improvement decisions.
Practices to continuously improve your automation:
- Ensure each step is built in a repeatable way. Repeatable procedures replace ad hoc and one-off steps.
- Never pass defects to the next step. Fix problems immediately, as they become visible. Do not pass the problem downstream.
- Never allow local optimization to create global degradation. Do not introduce shortcuts that impact other workstations or process steps in the value stream.
Practices to continuously improve your collaboration:
- Embed knowledge where it is needed. Source control, documentation and any specialized knowledge should remain inside the loop and not outside.
- Allocate time to spend on improvement. Dedicate resources and projects to “technical debt,” which includes fixing bugs and refactoring code and processes.
- Establish rituals to reward risk taking. In annual employee reviews have managers focus less on bug fixes and more on “how many experiments or new tools did you try this year?”
- Introduce faults to test resiliency. Fire drills and failover exercises test the system’s ability to endure failures.
- Set ambitious stretch goals. Try reducing one-week application release cycles to one day.
Where can a company start building its continuous improvement muscles early? Using a tool like value stream mapping is a good start. This helps an organization understand its processes end to end, and gets all stakeholders involved in the software development life cycle. This exercise creates a visual map of the whole process – identifying where the lag times and bottlenecks are. Using this information, stakeholders at all parts of the process can work together to strengthen the loop.
Continuous improvement is a concept that has been around a long time yet is still driving change in modern times. It is not a program that is just implemented, wrapped up and reported on. To work well, a continuous improvement initiative has to be continuous – ongoing, without a formal end. It is a journey, and it is everybody’s job to make that journey a success. | https://www.cloudtp.com/doppler/why-continuous-improvement-is-critical-to-master-early-in-your-devops-and-cloud-journey/ |
At Beiersdorf, development of our people, capabilities & organization is paramount to keep-up with today’s ever-changing technologies & customer’s expectations.
We believe in this so much that we have turned development into the foundation of the pillars that will deliver continuous performance improvement through the execution of our Supply Chain Roadmap for 2025.
If you appreciate earning experience through challenges and are passionate about learning and enabling others to learn, we have a place for you as a Technology Learning & Development Intern.
In this role you will support our Supply Chain Technology organization by developing forward thinking, blended learning concepts that will be put into practice at a global scale. This position will require you to understand the learning needs of the to-be users and team-leaders. Finally, this position will allow you to work cross-functionally as we aim to streamline our efforts with those of other areas launching similar learning initiatives.
- Research about digital learning solutions (both internally within the company and externally)
- Understand the underlying factors driving people’s motivations to learn.
- Contribute to the creation of a sustainable Continuous Learning concept within the boundaries of Supply Chain Technology that can be scaled regionally/globally.
- Conduct interviews with Stakeholders and Subject Matter Experts to determine training needs for the different Technology areas. Both for re-skilling and up-skilling purposes.
- Organize and execute training evaluations to assess the effectiveness of the training materials; then draw insights that enable the betterment of the offering while keeping in mind the importance of connecting life-long learning with actual business use-cases.
- Use data to understand performance issues and propose action plans to improve the quality & effectiveness of the training concepts.
- Support the creation of online learning-communities and foster global discussion of related topics using our in-house collaboration tools. | https://www.beiersdorf.com/career/jobs/07c5552e0419e7d60402e65e7dec900b |
SAP started in 1972 as a team of five colleagues with a desire to do something new. Together, they changed enterprise software and reinvented how business was done. Today, as a market leader in enterprise application software, we remain true to our roots. That’s why we engineer solutions to fuel innovation, foster equality and spread opportunity for our employees and customers across borders and cultures.
SAP values the entrepreneurial spirit, fostering creativity and building lasting relationships with our employees. We know that a diverse and inclusive workforce keeps us competitive and provides opportunities for all. We believe that together we can transform industries, grow economics, lift up societies and sustain our environment. Because it’s the best-run businesses that make the world run better and improve people’s lives.
The SAP Concur Global Technology Operations team is seeking a Project Manager / Continuous Improvement Leader to partner with and facilitate internal stakeholders to define, design, build and launch internal business solutions. This position will interact with technical and product team members and leaders to resolve issues as well as create new sustainable processes utilizing Lean methodologies such as Kaizen, and Value Stream Mapping. In this is a hybrid role, the individual in this position will work across departments and functional lines on a variety of projects that will range in size, scope, risk and complexity supporting our internal process improvement and organizational efficiency.
The candidate will have a proven record of full cycle program management, from conception and design through implementation, measurement, and continuous improvement.
Within the first 12 months, you will:
- Facilitate multiple process Improvement initiatives. You will define charter and scope, assemble resources, facilitate teams to develop 30/60/90 day plans and monitor implementations.
- Scale and improve our processes. Assess and prioritize improvement needs based on leadership, business, and team needs.
- Project manage key initiatives. You may be responsible for project management of key initiatives across the organization that enable us along our E2E delivery model.
- Development of lean culture. Play a role in the development of a Lean culture and in support of Agile Methodologies and as a key partner to the Agile Operations team.
To accomplish this, you will need:
- Do it yourself attitude. You are self-driven and take initiative with your work.
- Exceptional analytical skill. You process large amounts of data and are comfortable presenting your findings and making recommendations to leadership and peers.
- Passion. You bring the drive to deliver and improve customer experiences.
- Agile mindset. You understand agile and what it takes to lead a scrum environment.
- Enterprise perspective. Seeing ‘The Big Picture’ when identifying and addressing technology needs
- Lean Background. Ability to lead the development of value stream improvement strategies and/or Kaizen improvement events
- Facilitation Skills. Listen and encourage ideas and insights from others to find better solutions
- Flexibility. Ability to identify and analyze different courses of action to solving problems
- Coaching Mindset. Lead cross divisional groups through group learning and problem solving
Competencies – Continuous Improvement:
- Deepening own understanding of continuous improvement methods as they are applied in technology, helping to drive built in quality
- Through communication and influence help drive the continuous improvement mindset at all levels
- Ability to develop all levels of process maps (and Value Stream Maps) to demonstrate current communication and work flows; work with teams to develop future state flows incorporating information, people, engineering and code
- Mentor others across levels on utilizing continuous improvement tools, techniques and methodologies and how to best apply
- Coach on continuous improvement mindset and customer value by demonstrating ways to remove waste and identify root causes of inefficiency and how to incrementally improve
- Use influence to help drive for solutions that are simple and show customer value quickly helping to prevent process complexity and over-engineering of solutions
Competencies – Project Management / Scrum Master:
- Develop project plans or releases in partnership with cross divisional project teams
- Define project success and appropriate metrics to measure and communicate progress
- Set timelines that deliver incremental results
- Accountability of self and team members
- Experience establishing and tracking program metrics including return on investment
- Coach team on project management discipline and/or Scrum
What do you bring with you?
- 5+ years of relevant continuous improvement facilitation experience
- Bachelor’s degree or equivalent experience in IT systems, operations, and processes
- Understanding of project management methodologies
- Experience leading cross-functional projects and programs
- Change Management experience
- Clear and effective written and verbal communication skills
- Experience leading Kaizen improvement events
Preferred Qualifications:
- Ability to manage multiple projects
- PMP Certified
- ScrumMaster Certified
- Development of training materials
- 5 years working within a Continuous Improvement environment, ideal in Technology
- Proven facilitation skills of groups up to 20+
- Self motivated professional who can work closely with team members or independently
SAP'S DIVERSITY COMMITMENT
To harness the power of innovation, SAP invests in the development of its diverse employees. We aspire to leverage the qualities and appreciate the unique competencies that each person brings to the company.
SAP is committed to the principles of Equal Employment Opportunity and to providing reasonable accommodations to applicants with physical and/or mental disabilities. If you are interested in applying for employment with SAP and are in need of accommodation or special assistance to navigate our website or to complete your application, please send an e-mail with your request to Recruiting Operations Team (Americas: [email protected] or [email protected], APJ: [email protected], EMEA: [email protected]). Requests for reasonable accommodation will be considered on a case-by-case basis.
EOE AA M/F/Vet/Disability:
Qualified applicants will receive consideration for employment without regard to their age, race, religion, national origin, gender, sexual orientation, gender identity, protected veteran status or disability.
Additional Locations : | https://jobs.sap.com/job/Bellevue-SAP-Concur-Project-Manager-Continuous-Improvement-Job-WA-98004/526619901/ |
The role of the Continuous Improvement Lead is to assess the efficiency and effectiveness of GES services, and support the improvement and optimization of operation processes through the use of CI methods such as Kaizen events, process mapping, Six Sigma, statistics and project management.
The Continuous Improvement Lead is able to recommend ways to improve efficiency, reduce cost or increase customer satisfaction. The role owns and coordinates a method for identifying these opportunities and translates them to measurable improvements.
When needed, the Continuous Improvement Lead will recommend the use of technologies such as RPA and digital workflows where convenient to drive service improvement plans.
Main Responsibilities
- Analyze GES operating processes and procedures
- Mapping and documentation of processes and identification of waste and improvement opportunities
- Definition of KPIs and metrics to baseline performance and measure improvement
- Developing suggestions for process enhancement strategies
- Assist in the investigating shortfalls, issues, and complaints in current business processes
- Support in establishing norms, policies and standards of company performance
- Identify automation opportunities using RPA, digital workflows and other technologies
- Own and maintain a roadmap of service improvement initiatives with detailed documentation of projects and action items
- Collaborate with team members of GES Business Excellence to review automation opportunities and benefits
Position Challenges
- Recommend ways to improve efficiency, reduce cost or increase customer satisfaction.
- Challenge current practices and processes and convince the organization on more efficient ways of delivering
- Coordinate Kaizen events leading conversations of cross-department cross-discipline in the Finance and accounting practice
- Maintain well structured and effective process review meetings working with people that are not familiar to process mapping and improvement reviews.
- Understand technology requirements and able to build stories for configuration
Qualifications
- Advanced English
- Bachelor’s degree in business administration, process management or operations
- Graduate degree in business or MBA is a plus
- Continuous Improvement methods experience (Green Belt, Six Sigma or Lean)
- General knowledge of services in scope in the domains of Finance and Accounting
- Sharp eye for identifying weak points in process and organizational structures
- Strategic and analytical mindset, attention to detail
- Dynamic thinking and problem-solving abilities
- Ability to communicate in clear business terms, and top-notch presentation skills
- Ability to track and monitor project progress, identify project and process gaps, recommend controls and communicate progress to business leaders
- 8+ years of experience working in a cross-functional organization driving results
- 8+ years of experience working with senior executives in strategic advisory capacity
- Experience using technologies to drive process efficiencies
Internal/External Relations
INTERNAL:
- Global Process Owners
- Subject Matter Experts from VCOEs, BRMs
- Business Excellence Digital Platform lead
EXTERNAL:
- Outsourced services vendors
- Extended teams working in an “as a Service” model
CEMEX Diversity and Inclusion Statement
At CEMEX, we recognize the diversity of the world in which we live and in which we do business. We respect diversity, we address the inclusion and non-discrimination of any talented person, regardless of gender, physical ability, age, sexual orientation, culture, ethnicity, religion, political affiliation, marital status, pregnancy / maternity / paternity and nationality. We promote a culture of equity for the construction of a sustainable business and the well-being and development of CEMEX employees. | https://jobs.cemex.com/job/San-Pedro-Garza-Garc%C3%ADa-%28CEN%29-CONTINUOUS-IMPROVEMENT-LEAD-NLE-66265/719153001/ |
Vision:To foster a culture within the Aurora-Newmarket Family Health Team (ANFHT) that encourages and enables all aspects of the organization to reflect on current practices and observed outcomes, and to engage in continuous quality improvement with priorities of patient safety and ready access to effective, seamless patient-centered care.
Mission and Purpose:QHPSC will supervise, coordinate and direct the continuous quality improvement (CQI) and health and safety improvements for the (ANFHT) and their patients.
Quality improvements will be patient-centered and will focus on health and safety, effectiveness, evidence based best practice and accessibility.
Goals and Objectives:
- Review and recommend methods to improve quality of our programs, procedures, policies and technologies ensuring identification of evidence based best practices.
- Choose primary care indicators to track that are mandated, useful and feasible.
- Identify content and documentation procedures for EMR.
- Submit our annual Quality Improvement Plan (QIP) to Health Quality Ontario (HQO) as mandated by Ministry of Health & Long-Term Care (MOHLTC).
- Identify, evaluate, educate, train and make recommendations regarding workplace health and patient safety.
Occupational Health and Safety
- To ensure adequate education and training so that all employees are knowledgeable in their rights, restrictions, responsibilities and duties under the Occupational Health and Safety Act
- To address matters related to all Regulations under the Act, including WHMIS and Designated
- Substances where applicable, and to receive copies of all reports that relate to health and safety issues
- To deal with any occupational health and safety matters that the committee deems appropriate
Accountability:Accountable to the ANFHT Board of Directors and will report annually and as needed.
Membership:Dr. MaryBeth Bourne Co-Chair
Mary-Jane Rodgers, Co-Chair
Maria Borczyk (Occupational Therapist) Program Planning
Megan Kitchen (Registered Nurse) Health and Safety Representative
Tara Peel (Nurse Practitioner) Directives, Program Planning
David Raan (Quality Improvement Data Support Specialist) Data Reporting
Denise (Medical Receptionist) Liaison, Administrative Support
Jessica (IT/Administrative Assistant) Committee Co-ordinator
Patient Experience SurveyClick the link to fill out our Patient Experience Survey
Check out all the programs we offer at the ANFHT here.
QUALITY IMPROVEMENT PLAN (QIP)
Each year the Aurora-Newmarket Family Health Team submits a Quality Improvement Plan to Health Quality Ontario. This plan outlines how we will improve the quality of care provided to our patients in the coming year. | http://auroranewmarketfht.com/index.php?section=quality-improvement |
We are looking for a dynamic, experienced Revenue Operations leader with deep knowledge of go-to market strategies, metrics, processes and workflows. Reporting to the Chief Revenue Officer, this position will be responsible for driving operational excellence across marketing and sales.
The ideal candidate will use a strong background in marketing and sales processes, metrics, systems and analysis to improve every aspect of a customer’s journey, from lead to engaged customer. The leader will be passionate about achieving positive outcomes through actionable, data-driven insights, and excel at balancing strategy and execution. They will be responsible for maintaining clear visibility over sales and marketing activities, building a predictable model and process for revenue forecasting, and all associated go-to-market metrics. They will lead in the definition of the KPIs alongside management, sales and marketing; be responsible for maintaining and improving the tools used; and be accountable to improve the workflows and performance of the marketing and sales teams.
This leader will work closely with all of CallRail’s leadership to further shape and develop CallRail’s overall growth and revenue-generation strategies.The candidate will be an outstanding collaborator and communicator across the organization, from go-to-market teams, to finance, BI, and product teams.
Responsibilities Include:
Desired Skills and Experience
- Create scalable business processes to ensure collaboration and streamlined operations among the sales, marketing, and customer success teams
- Own, measure, and actively manage lead lifecycle processes across marketing, sales and customer success to ensure no lead or customer is left behind
- Establish, analyze, and continually seek improvements for Key Performance Indicators, and all underlying metrics and processes
- Drive planning process for Sales and Marketing including budget goals, headcount models, quota, and compensation design and management in close partnership with Finance and other leaders
- Create and maintain reliable revenue forecasting processes and assure adherence to those processes from Sales Leadership
- Ensure efficiency of marketing budget in partnership with Demand & Customer Marketing teams
- Own overall marketing and sales budgetary control & performance, support/develop and drive continuous process improvement
- Own all systems and tools related to our sales and marketing processes with SFDC as our central hub. Team is responsible for the evaluation, improvement, and implementation of all tools and software.
- Collaborate with senior and executive leadership in uncovering process improvements
- Support the vision and values of the company by setting an example and demonstrating desired behaviors
- Participate in/lead various company initiatives and projects as requested
Additional Perks
- 10+ years of work experience in revenue operations roles in a high growth SaaS environment
- Proven organizational ability to bring teams together, drive results and manage multiple complex priorities/projects simultaneously
- Energetic team player that can partner with the executive leadership team while diving in with front line teams and individuals
- Demonstrated experience building, leading, and scaling high performance teams that hit and exceed goals
- Proven proficiency in identifying, diagnosing, and resolving problems while prioritizing critical issues and mapping long-term departmental needs.
- Excellent analytical skills to compile large amounts of data into an understandable format for decision-making. Ability to simplify. | https://www.callrail.com/about/careers/vice-president-of-revenue-operations/ |
Location:
Opportunity:
• Assists in outlining the direction and deployment of the Lean framework to ensure consistent and rigorous application across the health system in line with best practice
• Reports on the progress of projects, understanding the risks, dependencies, budgets, resourcing, issues, critical milestones, forthcoming outcomes, and actions necessary to ensure success
• Leads by example in the use of Lean concepts, tools, and techniques to drive continuous improvement and achieve long-term sustainment and promote an organizational cultural transformation
• Identifies relevant process and financial measures from which to assess process improvement outcomes
• Contributes to the creation and implementation of best practice Lean vision, strategy, policies, processes, and procedures to aid and improve operational performance
• Works as an internal consultant, mentor, and team leader to develop people to solve problems, promote Lean thinking and foster a continuous improvement culture throughout the organization
• Moves multiple high-priority projects forward simultaneously and demonstrates ownership and accountability of projects/performance
• Consistently promote high standards through personal example and roll out through the team so that each member of the team understands the standards and behaviors expected of them
Qualifications:
• Bachelor's Degree in Health Care Field, Business or Health Care Administration, Industrial Engineering or related field required
• Certified Lean Six Sigma Black Belt required
• Minimum 5-7 years of project management or process improvement experience in health care or experience working as a consultant for process improvement projects
• Proficient in collecting, analyzing, and interpreting data and capable of translating analytic findings to a non-analytic audience
• Excellent teaching, presenting, and interpersonal communication skills
• Capacity to manage multiple projects and work collaboratively
• Skilled in Microsoft Word, Excel, and PowerPoint
• Ability to establish and maintain effective working relationships with all levels of hospital staff
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Job ID: | https://galileosearch.com/job/job029123/ |
From a grammatical perspective, DevOps is a combination of the words ‘Development’ (Dev) and ‘Operations’ (Ops). It is not a mythology, or software, but a ‘way of doing’. DevOps is a set of practices that attempts to bridge the gap between two practitioner work approaches defined by the Development and Operations community. In bridging the ‘gap’, the combined effort promises to be ‘better together’, delivering speedy, optimized and high quality software. DevOps pulls heavily from Agile thinking and incorporates these principles into the software delivery cycle. DevOps practices include the use of existing disciplines, e.g. governance, quality assurance (QA), testing, security and release management, but extends this work-effort to include disciplines involving people, culture, processes, tools and methodologies that reduce risk and cost, enables technology to change at the speed of the business, and improve overall quality. This aims to solve a fundamental business problem: reduce the time-to-market for new products and features based on ever evolving customer needs; quickly resolve operational and support issues and; show greater responsiveness to changing (internal and external) environmental situations.
As for DevOps Architecture: Architecture is the process of development of methodical information technology specifications, models and guidelines. DevOps is commonly understood to encompass related technical goals under one umbrella of practice. The architect’s responsibility is therefore to describe these related technical goals (using Architecture Descriptive Language) under the DevOps umbrella, specific to people, culture, processes, tools and methodologies.
The promotion of a culture of collaboration and information sharing between multiple teams—the traditional approach of having organization silos with defined boundaries and handover points is discouraged, and team members are expected to collectively collaborate towards the attainment of enterprise objectives.
The automation of activities in the overall software development process, through the introduction of software tools and custom development of scripts, thus shortening the time required for new feature development and bug fixes through reduction of manual effort—this enables software teams to deliver more frequent releases to customers and the user base.
The usage of feedback loops to continuously improve software development processes and the development of product features, through the monitoring and measurement of various software process and technical metrics—these metrics are then interpreted and utilized for overall process improvement.
The framework and the enablers align as shown figure below: A culture of collaboration and information sharing between multiple teams is depicted by Agile disciplines. Automating activities in the overall software development process is depicted by Continuous Integration. Using feedback loops for continuously improving software development processes is depicted by Continuous Process Improvement. .
The framework of figure 1 depicts the DevOps process design, systems and tools development and deployment, and social and organizational issues. The outcomes of DevOps are Continuous Integration (CI) and Continuous Deployment (CD) of product functionality and infrastructure setup. These characteristics are not unique to DevOps, and indeed, are generally applicable to enterprises with respect to enterprise agility and enterprise digital transformation.
CI and CD fit into the overall DevOps process. The simplified DevOps practice consists of Production Management, Development and Automation Engineering streams. Development consist of DevOps Engineering, QA Engineering and Software Engineering. At the centre of DevOps is the development stream. This stream is depicted in yellow in the framework and labelled ‘Agile’. The Automation Engineering is labelled Continuous Integration (inclusive of Continuous Delivery). The process is underpinned by the Continuous Process Improvement stream.
they can collaborate with the software engineer to quickly validate the functionality before the codebase is committed to the code repository.
Consideration: The degree to which Trunk Based Development is implemented, serves as a best practice guide. Trunk Based Development (TBD) is a development process in which all developers of a deployable unit commit to one shared branch under source-control.
The release backlog is revisited at the beginning of every sprint and “groomed” (i.e. reordered and re-estimated), based on on-going change in circumstances and priorities.
To reduce product delivery duration, some product testing can be automated by developing test plans that are then scripted for execution as part of the Continuous Integration process. The test scripts can be developed once and reused for subsequent CI activities, or they can be developed every time to serve specific testing needs based on the product feature being tested.
Consideration: Consider both Functional and Non-Functional testing using test scripts. Non-Functional aspects can be tested with a more generic test scripting language. Functional testing is very dependent on the complexity and variability of the code.
DevOps is characterized by the usage of third-party tools for CI and CD, server configuration, infrastructure provisioning, deployment management, etc. These tools are configured for repeated use without requiring the knowledge of their inner workings. This is not made part of the DevOps engineering stream since the decision criteria will be organization wide.
Consider: Which tools will be used for automation and who will own the decision.
There are three high-level processing communities, namely: Production Management; Development and; Automation Engineer. Each of these communities function independently.
A number of articles refer to Global Software Development as a (rapid) production process. Software Development should be viewed as an extension of manufacturing.
DevOps adopted the Agile approach, but speed and agility where not the only reasons. Goldman and Nagel argue that; “agile manufacturing assimilates the full range of flexible production technologies, along with the lessons learned from total quality management, & just-in-time production and lean production.” How would we define agility then? Bruce, Daly et al states: “A manufacturing system with extraordinary capabilities (Internal capabilities: hard and soft technologies, human resources, educated management, information) to meet the rapidly changing needs of the marketplace (speed, flexibility, customers, competitors, suppliers, infrastructure, responsiveness). A system that shifts quickly (speed, and responsiveness) among product models or between product lines (flexibility), ideally in real-time response to customer demand (customer needs and wants)”.
in general, it is vital to promptly and quickly react to requirement changes at any stage of the development process.
The process above describes continuity between Production Management, Development and Automation Engineers. The process clearly shows continuous integration as a practice that emerges to eliminate discontinuities between development and deployment. In the development, community development is represented by the Software Engineering role and deployment is represented by the DevOps Engineering role. The glue that brings together development and deployment and renders it continuous, is the QA Engineering role. In figure 1, a combination of Agile Manufacturing and Continuous Integration results in Continuous Delivery, as depicted by the process. The emphasis is on Continuous Delivery. “We believe that rather than focusing on agile methods per se, a useful concept for assessing continuous concepts in software development comes for the lean approach, namely that of ‘flow’”—Fitzgerald and Stol. Therefore, Agile approach starts the journey of DevOps, but is itself not DevOps. “Rather than a sequence of discrete activities, performed by clearly distinct teams or departments, the argument for continuous software engineering is to establish a continuous movement, which we argue closely resembles the concept of flow found in lean manufacturing and product development, a school of thought that is called ‘Lean Thinking’”. A fundamental focus in lean thinking is that of ‘value,’ and ‘reducing waste’. Any product feature or development step that does not add value is considered to be waste (deploying infrastructure by hand is waste, unwanted, such as unused product features is waste)” – Fitzgerald and Stol.
In this process, the Production Management ‘flows’ into Software engineering. Unlike ‘batch-and-queue’ thinking where actions are done on batches of products, after which they are queued for the next processing step, ‘flow’ refers to a connected set of value-creating actions that occur once a product feature is identified. The Backlog is immediately designed, implemented, integrated, tested, and deployed. This is the essence of the DevOps vehicle. This principle of continuous flow not only refers to a software development function in isolation, but should be leveraged as an end-to-end concept that considers other functions within an organization, such as planning, deployment, maintenance and operation.
The proposed ‘flow’ is a continuous process of improvement. The development community will rely on improvements in Application Performance Management, Software Development Processes and Tools for improved implementation of the continuous process and measure the success of the improvements (control) using key process indicators (Metric).
Traditionally, the QA team’s responsibilities consisted largely of mimicking customers’ usage patterns and minimizing the discovery of unpleasant surprises. In the Waterfall model, a QA team’s badge of honour was its ability to anticipate, find, and deliver reproducible scenarios that could result in problems for users. When dealing primarily with client-side code, the variability of client permutations and a lack of accurate behaviour measures make QA input far less objective and verifiable. Today, the more we understand about the code and platform for an application, the greater the chance for building and fixing that application timeously. Therefore, QA Engineering focuses not only on Software testing, but rather on the combination of ‘Operational Acceptance Testing’, ‘Functional Testing’ and ‘Software Testing’.
QA Engineering focuses on software projects that can be labelled as complex adaptive systems (CAS). CAS’s are composed of agents. CAS agents can be molecules, neurons, web servers, fish, starlings, and people – always forming new emergent structures with new emergent behaviors. CAS’s are able to adapt to their environments: an infant learning to walk; a strain of bacteria becoming resistant to an antibiotic; car drivers evading a traffic jam; an ant colony learning about the location of spilled honey; a software team adapting to what their customer really wants. When applying complex systems theory to software development and management, we are treating the organization as a system. From a QA perspective, Quality Assurance Engineering has to focus on both outcome-oriented and process-oriented views to effectively evaluate performance from a user/service satisfaction perspective.
Note: The System Testing should not be confused with the QA Engineer tasks. This testing is merely ‘verification for readiness to proceed based on the QA Engineering documentation’.
Automation Engineering is placed in its own community. Automation Engineering is an enterprise function— “Automation engineers design, program, simulate and test automated machinery and processes in order to complete exact tasks”. This enterprise function focuses on the tools that are needed by the Development community, as well as the Test Plan and test artifacts (scripts, etc.). This community’s role should not be confused with the tasks of a DevOps engineer. The automated machinery in this discussion is the end-to-end DevOps pipeline. The Automation Engineering group is responsible for putting in place the Enterprise DevOps pipeline. This pipeline is based on organization and industry standards.
DevOps as a practice focuses on the actual application or use of an idea, belief, or method, as opposed to the theory of application or use. This idea is built around a group of people who believe that the application of a combination of appropriate technology and attitude can revolutionize the world of software development and delivery.
DevOps is a cultural movement combined with several software development practices that enable rapid development. A number of technical processes and tools have emerged, but these are not enough to create the collaborative environment that many of us refer to today as DevOps. But what exactly is meant by culture? As a simple definition, we can say: “Groups of people create a culture through shared values and behaviors”. DevOps is as much about culture as it is about tools, and culture is all about people. “Implementing a prescribed toolchain won’t magically turn your team into a DevOps team. Using DevOps-friendly tools and workflows can help your team work in a more DevOps manner, but creating a culture that is supportive of the ideals of the DevOps movement is crucial”—M Walls.
On one hand, the tools used in the DevOps practice are relative easy to identify and use. On the other hand, the use of people as tools is complex. Friction between teams thought of as “development” and teams thought of as “operations” boils down to a few key cultural characteristics.
At the heart of the DevOps culture is lots of open discussion and debate. Siloed technical teams interact through complex ticketing systems, whilst ritualistic request procedures obscure communications and mask underlying friction. A team taking a more DevOps approach would talk about the product throughout its lifecycle, discussing requirements, features, schedules, resources, and whatever else might come up. The focus is on the product, not building fiefdoms and amassing political power.
People who are empowered to make a direct improvement are the ones who are alerted to the defect. Development isn’t rewarded for writing lots of code. Operations isn’t punished when all that code doesn’t run as expected in production. The team is rewarded when the product is awesome, and shares in the improvement process when the product could be more awesome—M Walls.
Team members should respect all the other team members. No team member should be afraid to speak for fear of being abused or rudely dismissed. Trust is a massive component of achieving a good DevOps culture. Operations must trust that Development is doing what they are because it’s the best plan for the success of the product. The cultural shift is acknowledging that everyone has valuable input and communicates well with each other. We can call this shift a ‘DevOps cultural shift’. It is a change in the value of some new behaviors, versus the old ones. This shift will be the primary barrier to overcome. This cultural shift needs to originate from the desire to know the goals of your business (strategy) and successfully relate this into daily activities (tactics). DevOps cultural change should be aligned to the successful execution of the overarching business goals (Vision, Mission and translated functional tactics). These business drivers for competitive advantage became transparent, and also the primary goal to succeed in.
Beside cultural and organizational changes that are necessary to implement DevOps in practice, tooling is required to implement end-to-end automation of deployment processes. Automation is the key to efficient collaboration and tight integration between development and operations.
The traditional split between developers and operations found in many organizations today is a major obstacle for the fast and frequent release of software. Using automation to overcome this obstacle is a competitive advantage that will enable this.
Reusable DevOps artifacts such as scripts, modules, and templates are publicly available to be used for deployment automation, but are usually bound to certain tools. Thus, there is a variety of solutions and orchestrating the best of them requires to integrate the corresponding tools, e.g. writing workflows or scripts that handle the individual invocations, the parameter passing, etc. One attempt to seamlessly integrate different kinds of DevOps artifacts, is the emergence of OASIS standard TOSCA (Topology and Orchestration Specification for Cloud Applications).
Node-centric artifacts (NCAs) are scripts, images, modules, declarative configuration definitions, etc. that are executed on a single node such as a physical server, a virtual machine (VM), or a container. Cross-node relations, such as an application component connecting to a database running on another node, are not explicitly expressed and implemented. Consequently, NCAs are not meant to be used to deploy complete application topologies.
Environment-centric artifacts (ECAs) are scripts, bundles, templates, etc. that are executed in an environment, potentially consisting of multiple nodes. Cross-node relations are explicitly expressed and implemented. Consequently, ECAs can be used to deploy complete application topologies.
Unix shell scripts, Chef cookbooks, Puppet modules, SaltStack modules, and Docker images are a few prominent examples for NCAs. In terms of ECAs, Juju charms and bundles, Amazon Cloud Formation templates, and OpenStack Heat templates are representatives of this class of artifacts.
Automation in DevOps will be dependent on the artifacts chosen and the maturity of Orchestration Specification. Care should be taken to not develop point solutions based on any specific artifacts or set of artifacts.
DevOps is a journey of discovery, not a destination—Rockwood.
But how do we measure success on that journey? DevOps needs to measure key performance indicators (KPIs) to demonstrate success and drive further transformation. DevOps grew out of the Agile movement (where the goal was for development teams to speed up software delivery) to an enterprise movement that includes every part of the software delivery process (planning all the way through securing, monitoring, and updating an application that’s already in production).
Today, DevOps is widely accepted as the way that businesses of all kinds will build, test, and deliver software in the future. However, speed cannot come at the expense of quality. Delivery of a poor-quality product will be remembered long after a late delivery will.
Unlike traditional software deployment, where an increase in speed (velocity) often resulted in a decrease in quality, DevOps overcomes these constraints by releasing in small batches, yet maintaining quality and security.
Although an argument can be put forward that an increase in velocity and quality will cost more, DevOps initiatives claim to drive down all three. They key ingredient here is adopting a metrics framework that indicates where you are succeeding and where you still need to improve.
Simply put: To generate executive support for DevOps. Since DevOps has no formal framework, a few standard ways to measure progress will be crucial to demonstrate value. Most organization will follow a gradual adoption strategy; early wins should be clearly articulated based on fact. DevOps is an evolutionary journey that will follow an iterative process of constant refinement.
The inclusion of automated benchmarks into continuous integration setups enables early detection and repair of performance issues before such issues are propagated into a release. In DevOps, the software engineering discipline needs to address the operation of continuously running software services. Besides functional acceptance tests, automated tests of non-functional quality attributes, such as performance, are required to ensure seamless operation of the software. An important requirement for DevOps thus, emerges: Continuous monitoring of software runtime behaviour. In contrast to profiling for construction activities, monitoring of operational services should only impose a small performance overhead. The Kieker monitoring framework is an example of providing these means with a small performance overhead.
Unlike current practices where benchmark and monitoring instrumentation is often only integrated into the software when problems occur after release (in the production environment of IT operation), DevOps includes benchmarks into Continuous Integration early in the development process.
As a DevOps best practice, measurement instrumentation, i.e. benchmarks as well as monitoring, should be integrated into software development right from the start. Automated benchmarks are then able to detect performance issues that may have been introduced between versions before these issues are propagated via the deployment pipeline. Monitoring can aid in the early detection of further performance issues that only manifest in the actual deployment of the software.
DevOps is evolutionary in its thinking with regards how IT services are delivered and supported. The schools of thought and practices are largely based on preceding work in the area of Continuous Integration and Application Life Cycle Management (ALM) and is therefore rooted in the agile philosophy, which also attempts to bridge the traditional organizational process divide between development and operations teams. DevOps’s value lies behind bridging the current gap between the different technical roles who work in silos within the same team.
“The DevOps approach is thus, built around those who believe that the application of a combination of appropriate technology and attitude can revolutionize the world of software development and delivery especially these different roles share the same objective which is the delivery of a successful products under a stressful market conditions” – S. I. Mohamed.
DevOps is not simply a ‘putting together’ of developer and operations teams, but a number of key practices, organizational changes and a carefully planned journey. DevOps is an integral part of the organization and not a separate team doing other work away from everyone else. Although tooling is an integral part of DevOps, it is not ‘The DevOps’, rather DevOps is about adopting automation, increasing collaboration and culture, to name but a few.
DevOps is not only an IT problem concerned with software developers to system administrators, but rather, at its core, DevOps is a business problem. The DevOps movement is about facilitating a cultural and operational shift, managing people and processes to create a well-oiled machine that can develop, deploy, and respond to changes in the internal or client requirements quickly and efficiently.
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Wettinger, J., et al. (2014). Standards-based devops automation and integration using tosca. Proceedings of the 2014 IEEE/ACM 7th International Conference on Utility and Cloud Computing, IEEE Computer Society. | https://iasaglobal.org/itabok3_0/trends-and-techniques-2/devops/ |
- Facilitates swift resolution impacting the platforms and technology in the Smart Processing ecosystem including platforms such as myQ, Document Ingestion, Status, and the Smart Processing Orchestrator.
- Maintains and improves service quality by completing system, compliance, and process audits. Ensures procedures are up to date and risk is managed. Archives SOP evidence to demonstrate audit compliance.
- Establishes strong partnerships with Platform and Product Owners to negotiate resolution of ongoing issues and support long term goals and objectives.
- Develops and nurtures relationships with key business partners to build support and ensure alignment with Product Support activities.
- Monitors customer satisfaction and elevates issues for quick resolution. Documents and manages operating procedures and implements effective escalation processes to ensure inquiries reach resolution.
- Supports platform testing activities and guides program and platform leaders in understanding testing practices.
- Establishes an ongoing culture of continuous improvement to improve productivity, partner satisfaction, and overall success.
- Maintains in-depth knowledge of platforms and business processes.
- Metrics based approach to managing day to day operations using data to inform key decisions.
- Foster an environment where the team gives their all as they feel valued and challenged in their day to day work.
What you have
- Strong understanding of how technology underpins successful completion of critical business activities in operational areas
- Solid understanding of Agile and Scrum methodologies in developing use cases
- 5+ years of progressive experience in support, product management, or other technical leadership roles
- Demonstrated verbal and written communication skills with the ability to translate complex technical concepts to a non-technical community
- Ability to develop and continuously improve processes and procedures to maximize efficiency and the customer experience
- Knowledge of Jira, Confluence, and Remedy and how they can support organizing and managing day to day work practices
- Project management experience is a plus
- Strong analytical, problem solving, collaboration, and critical thinking skills are required.
- Demonstrated ability to lead in a collaborative environment, build consensus, and promote the open exchange of information among team members
- Ability to manage ambiguity and find a path forward in a fast-paced environment with concurrent tasks and changing priorities
- Demonstrated ability to analyze and develop meaningful metrics to understand and managed day to day operations and establish quarterly and annual goals. | https://www.themuse.com/jobs/charlesschwab/sr-team-manager-it-product-management |
Finance Operations Leader
To manage financial control processes, implementing financial control strategy, driving an appropriate control and compliance environment, and overseeing the production of financial management information.
Key Role & Responsibilities :
- Production of financial management information within a particular market, including group, regional and statutory reporting.
- Responsive during period end close in providing judgements, making decisions, reviewing/approving the financial statements in accordance with the pre-agreed reporting timetable.
- Accountable for the balance sheet and consolidated financial statements for the organization.
- Finalize the local statutory accounts & tax submissions.
- Be the technical champion for all accounting & regulatory issues by identifying/assessing their impact on the business & advising the relevant parties of any process changes.
- Embed local accounting and financial controls and monitor compliance where appropriate, i.e., to ensure that organization accounting policies are correctly applied.
- Manage internal / external audit relationship and all regulatory compliance and agreeing any improvement initiatives and implementation timelines.
- Co-ordinate statutory, group and internal audit teams.
- Exception resolution.
- Efficient transaction processing - PO & non-PO Based invoice processing; T&E processing.
- Oversee the invoice processing activities and ensure timely and accurate invoice processing.
- Review the invoice processing metrics, performance level and standards and take corrective action, wherever needed.
- Ensure punctual and correct payments without the need for late payment fees, charges or interest.
- Accounting policy creation & management.
- Compliance controller.
- Revenue Recognition.
- End to end asset controllership.
- Management of asset tracking and reporting systems.
- Review and approval of asset transactions viz. creation, modification, movement, retirement or Impairment.
- Asset reconciliation.
- Ensure adherences to policies & upholds a robust control environment by reviewing control KPIs, agreeing remediation actions & driving any change required in local behaviors to implement local process changes.
- Be primary point of contact for the Team Leads; support, as necessary, in terms of mgt. of the relationships, escalation/resolution of issues requiring senior intervention, and adherence to SLAs.
- Drive continuous improvement / change programs throughout their implementation to achieve organization benefits.
- Manage the Financial Control team to ensure that they perform their responsibilities to a high standard with personal objectives & development plans aligned to the organizational vision and values.
- Build capabilities, tools and skills within Financial Control to increase efficiency and the value add of the Financial Control team.
- Encourage and promote a culture of creativity, discipline and people connect.
- Provide clear leadership and promote and foster a team culture consistent with the organization's values.
- Create an environment that encourages employee motivation & retention, high levels of employee engagement and ensures employee satisfaction.
- Drive a culture of continuous improvement and undertake continuous improvement projects.
- Ensure zero 'Compliance' and 'Financial' defect in vendor payments consistently.
An incumbent should be qualified CA with 14 to 16 years of experience in leading finance processes, preferably in the manufacturing / chemical industry with diverse stakeholder communities with at least 5 years as a financial controller or external auditor. | https://intellijobs.ai/job/Aarti-Industries-Ltd-Finance-Operations-Leader-14-16-Vadodara-Baroda-Gujarat-IN-4JBLvoiNdxEXwNCG4ZA3 |
Astronomers have found a 'Super Earth' planet orbiting a star just like our sun using a ground based telescope for the first time.
The Nordic Optical Telescope on La Palma, off the coast of Africa, detected the planet 55 Cancri E orbiting a star 44 light years from Earth.
The discovery could simplify the search for distant worlds throughout the galaxy.
Discovering a 'Super Earth' sounds like it should be an astonishing, rare event. Actually, it's increasingly common with thousands of planets and dozens of Earth-like worlds already on the books.
It's not easy, though. Finding these planets requires scouring through mountains of data collected by space-based telescopes.
But now astronomers have found one very similar to our own planet using a telescope here on Earth for the first time.
This planet is twice the size of Earth, and orbits its parent star with a much tighter orbit than our own. It is not thought to be habitable, but its size and position make it similar to planets that could support life - and that's a crucial stepping stone for scientists searching the universe for evidence about our origins.
55 Cancri E has a diameter of about 16,000 miles and is eight times heavier than Earth. It completes an orbit around its star every 18 hours, and though that means it is much too hot for life to exist on its surface it also gives scientists a great opportunity to actually find it.
They do this by watching distant stars for subtle changes in light. When light from stars dips, it can indicate that a planet is passing between the star and Earth. These dips are able to tell us a surprising amount about the size, structure and make-up of different planets. When the planet is quite large and close to the star, this is easier than when it is small and distant because the shift is more obvious, and regular.
Exoplanets like Earth are still incredibly hard to find, even for telescopes in space. On the ground, where light from stars can be affected by many other factors it is obviously much harder still - which is why this discovery is so significant.
"We expect these surveys to find so many nearby terrestrial worlds that space telescopes simply won't be able to follow up on all of them. Future ground-based instrumentation will be key, and this study shows it can be done," Mercedes Lopez-Morales, co-author of the new research at the Harvard-Smithsonian Center for Astrophysics said.
With this result, we are also closing in on the detection of the atmospheres of small planets with ground-based telescopes."
The star 55 Cancri is thought to be about 40 light-years from Earth. There are at least four other planets orbiting the star. Other super Earths have been detected from Earth, but not any that orbit a sun like our own -- again, thought to be a crucial ingredient for life.
Earth-based telescopes are an intriguing new frontier for the search for exoplanets, but space-based telescopes are still far superior. Unfortunately they are also expensive. NASA's Kepler Space Telescope was crucial but is out largely out of operation. A new Transiting Exoplanet Survey Satellite mission is due for launch in 2017 and ESA's Planetary Transits and Oscillations of stars mission will be launched in 2024. But until then ground-based systems will be important for continuing the search.
"Our observations show that we can detect the transits of small planets around sunlike stars using ground-based telescopes," Ernst de Mooij of Queen's University Belfast.
"This is especially important because upcoming space missions, such as TESS and PLATO, should find many small planets around bright stars, and we will want to follow up the discoveries with ground-based instruments." | https://www.huffingtonpost.co.uk/2014/12/15/super-earth_n_6326024.html |
Thanks to the data carefully obtained with a suite of instruments and space telescopes, a team of astronomers has been able to model the interior and to estimate the relative sizes of the (metallic) core and (rocky) mantle of the exoplanet Gliese 486 b, discovered in 2021.The analysis, published by the journal Astronomy & Astrophysics, is so detailed that has allowed investigating things not seen before.
By using instruments and projects such as CHARA, CHEOPS, Hubble Space Telescope, MAROON-X, TESS and CARMENES, the team —led by the researcher José A. Caballero, from Centro de Astrobiología (CAB, CSIC-INTA)— has also made predictions on the composition of the planet's atmosphere and its detectability with the James Webb Space Telescope, which will soon point its segmented mirror to the planetary system. Researchers from the Institute of Space Sciences (ICE-CSIC) and the Institute of Space Studies of Catalonia (IEEC) participate in this project.
The CARMENES Consortium, a German-Spanish team of astronomers, found in 2019 the exoplanet that resembles most the Earth. However, this exoplanet does not transit (i.e. passes in front of its star as seen from the Solar System) and, therefore, its radius cannot be well determined. Although most of them are not habitable, transiting planets are more interesting for astronomers because they allow to investigate their atmospheres and, only for the planetary systems closest to our Sun, their interiors.
"The properties of the planet are derived from those of the host star. The study of the star using different telescopes and techniques permitted to derive its radius and composition, and so, those of the planet with very high accuracy" says Juan Carlos Morales, ICE-CSIC and IEEC researcher. And he adds: "This makes this system a precious target for further studies with the James Webb Space Telescope."
The same CARMENES Consortium, in alliance with international teams of the USA, found three of the eight closest systems with such transiting planets, the last of them announced just last week.
For Caballero "Gliese 486 b has become the Rosetta Stone of exoplanetology: in the Solar System, we have the terrestrial planets Mercury, Venus, Earth and Mars. Now, the fifth best studied terrestrial planet in the Universe is Gliese 486 b". However, although it is also one of the closest transiting planets known, travelling all the time at 10% the speed of light, a probe would take 260 years to reach Gliese 486 b.
The most important result from the work published today is the opportunities that it offers to future studies. Future studies such as the formation of planetary magnetic fields in the liquid metallic outer core, because GJ486 b seems to have one as our Earth. These magnetic fields may act as a shield against the storms originated in the stellar host and prevent the erosion of the atmosphere.
Would such an atmosphere be primitive and made of hydrogen and helium? Or be made of carbon dioxide and water steam from volcanic eruptions? Does Gliese 486 b have tectonics?
And although GJ486 b seems to be too hot to be habitable, because of its precise and accurate characterisation, it may become the first (and only, for the moment) planet where we can formulate these questions. Just a few years ago, trying to look for an answer to them was science-fiction!
It is worth remembering that the first exoplanet around a solar-like star, 51 Pegasi b, was discovered in 1995. Since then, every year, astronomers discover exoplanets that are less and less massive, closer and closer, and more and more similar to Earth.
To conduct the study, the scientist used the CARMENES (Calar Alto high-Resolution search for M dwarfs with Exoearths with Near-infrared and optical Échelle Spectrographs) instrument, a high-resolution optical and near infrared spectrograph built in collaboration by various Spanish and German research institutions. The CARMENES consortium comprises eleven research institutions in Spain and Germany. Its purpose is to monitor some 350 red dwarf stars for signs of low-mass planets using a spectrograph mounted at the 3.5 m telescope of the Calar Alto Observatory (Spain).
They also obtained spectroscopic observations with the MAROON-X instrument at the 8.1 m North telescope of the Gemini Observatory (Hawaï, USA) and with the STIS (Space Telescope Imaging Spectrograph) instrument onboard the Hubble Space Telescope. The photometric observations to derive the planet's size stem from the ESA's CHEOPS (CHaracterising ExOPlanets Satellite) and NASA's TESS (Transiting Exoplanet Survey Satellite) spacecrafts. The star's radius was measured with the CHARA (Center for High Angular Resolution Astronomy) array on the Mount Wilson Observatory (California, USA).
Another important set of observations used in this study were conducted from several small-sized robotic telescopes. These observations consist of the long monitoring of the brightness variability of the star in order to measure its rotation period, which is an essential information in order to properly characterise the signal from the GJ486 b planet.
"The Joan Oró telescope provided more than 1 year of photometric measurements for this study, that allowed to determine a rotation period of 50 days for GJ486", says Kike Herrero, ICE-CSIC and IEEC researcher and Technical Director of the Montsec Observatory (OdM-IEEC). The Joan Oró telescope, located at this observatory, in Sant Esteve de la Sarga (Lleida, Spain), is an 80-cm robotic telescope managed by the IEEC.
Press release made in collaboration with the Communication Office of the Centro de Astrobiología (CAB, CSIC-INTA), the Institute of Space Studies of Catalonia (IEEC) and the rest of the CARMENES consortium. | https://www.ice.csic.es/8-news/160-the-best-studied-terrestrial-planet-outside-the-solar-system |
Ten years after it was launched, the first exoplanet candidate spotted by NASA's Kepler space telescope has finally been confirmed as a real world, scientists say.
Scientists have discovered that exoplanets Kepler-107b and Kepler-107c might offer a unique insight into how worlds are formed.
The new planet named HD 21749b, orbits a bright, nearby dwarf star about 53 light years away in the constellation Reticulum.
An international team of astronomers have discovered more than 100 extrasolar planets (exoplanets) -- that revolve around stars other than the Sun -- in only three months, using a combination of ground- and space-based telescopes.
The team made the discovery in just three months.
In nine years in orbit, Kepler has confirmed the existence of 2,681 exoplanets by tracking the shadows they cast as they pass in front of their stars.
NASA has decided to retire its Kepler space telescope that discovered more than 2,600 planets and ran out of fuel needed for further science operations.
Writing in the journal Science Advances, two Columbia University astronomers using the Kepler and Hubble space telescopes say they've found signs of a large gassy "exomoon".
NASA's newest planet hunter telescope, the Transiting Exoplanet Survey Satellite (TESS), has now shared the first science image that it captured as part of its initial round of data collection. | https://www.ndtv.com/topic/exoplanets |
Not all exoplanets are going to be habitable, many will be just the opposite. Astronomers have measured the temperature of the atmosphere of an exoplanet with unequaled precision and determined we won't be vacationing there any time soon. By crossing two approaches, using the HARPS spectrometer and a new way of interpreting sodium lines, researchers have been able to conclude that exoplanet HD 189733b is showing infernal atmospheric conditions, with wind speeds of more than 1,000 kilometers per hour and a temperature 3,000 degrees.
With a temperature that hot and winds blowing that fast, the HD 189733b exoplanet’s atmosphere is truly turbulent. Measurements taken by a team of astronomers from the Universities of Geneva and Bern are given in the framework of the PlanetS NCCR; the figures come from observations made over sodium spectral lines. This element is contained in the exoplanet’s atmosphere, and has been measured by the HARPS spectrometer, an instrument designed at the UNIGE Observatory, and installed on a telescope of the European Star Observatory (ESO) in Chile.
HD 189733b. Credit: NASA, ESA, L Calçada
Follow the sodium lines
When there is an atmosphere, sodium is the source of a clearly recognizable signal, whose intensity varies at the time when the planet passes before its star, an event called transit. This effect had been predicted in 2000, and highlighted two years later through Hubble space telescope observations. But, it had only been able to be detected since then from Earth, from giant telescopes, 8 to 10 meters in diameter.
At UNIGE, astronomers have had the idea of using observations already made by the HARPS spectrometer, to study sodium lines. By attentively scrutinising the data collected over many years, Aurélien Wyttenbach, a researcher at the UNIGE Faculty of Science, has been able to detect variations in sodium lines during several transits of HD 189733b. Surprisingly, the analysis of HARPS data on Earth produces an equivalent detection, in terms of sensitivity, to that of the Hubble space telescope, but much better in terms of spectral resolution. It is this last aspect which has enabled an analysis to be achieved, which is a lot finer than previously, and this despite a telescope whose diameter remains modest.
Alongside this, and in another study, Professor Kevin Heng, at Bern University, has developed a new technique of interpreting variations in sodium lines. Instead of using a sophisticated computer model, he resorts to a set of simple formulae, which enable variations in temperature, density and pressure to be expressed within an atmosphere.
These two studies consequently open up the path of exploring exoplanet atmospheres with tools that are more accessible than giant or space telescopes.
Preprint: A. Wyttenbach, D. Ehrenreich, C. Lovis, S. Udry, F. Pepe, 'Spectrally resolved detection of sodium in the atmosphere of HD189733b with the HARPS spectrograph', arXiv:1503.05581. Citations: "Spectrally resolved detection of sodium in the atmosphere of HD189733b with the HARPS spectrograph" (2015) WYTTENBACH A., EHRENREICH D., LOVIS Ch., UDRY S.&PEPE F, A&A,
Astronomy & Astrophysics and Astrophysical Journal Letters. | https://www.science20.com/news_articles/hd_189733b_infernal_exoplanet_with_500_mph_3000_degree_winds-154759 |
The discovery: Water vapor in the atmosphere of planet TOI-674 b.
Key facts: This recently discovered planet, a bit bigger than NeptuneNeptune is the farthest planet from the sun. In our solar system, it is the fourth-largest planet by size, and third densest. It is named after the Roman god of the sea.”>Neptune and orbiting a red-dwarf star about 150 light-years away, places it in an exclusive club: exoplanets, or planets around other stars, known to have water vapor in their atmospheres. Many questions remain, such as how much water vapor its atmosphere holds. But TOI-674 b’s atmosphere is far easier to observe than those of many exoplanets, making it a prime target for deeper investigation.
Details: The planet’s distance, size, and relationship to its star make it especially accessible to spaceborne telescopes. At 150 light-years, it’s considered “nearby” in astronomical terms. The star itself, relatively cool and less than half as big around as our Sun, can’t be seen from Earth with the naked eye, but this too translates into an advantage for astronomers. As the comparatively large planet – in a size-class known as “super Neptune” – crosses the face of its smallish star, starlight shining through its atmosphere can be more easily analyzed by our telescopes. Those equipped with special instruments called spectrographs – including the just-launched James Webb Space TelescopeThe James Webb Space Telescope (JWST or Webb) is an orbiting infrared observatory that will complement and extend the discoveries of the Hubble Space Telescope. It covers longer wavelengths of light, with greatly improved sensitivity, allowing it to see inside dust clouds where stars and planetary systems are forming today as well as looking further back in time to observe the first galaxies that formed in the early universe.”>James Webb Space Telescope – can spread this light into a spectrum, revealing which gases are present in the planet’s atmosphere.
The discovery grew from a partnership between the tried-and-true Hubble Space TelescopeThe Hubble Space Telescope (often referred to as Hubble or HST) is one of NASA’s Great Observatories and was launched into low Earth orbit in 1990. It is one of the largest and most versatile space telescopes in use and features a 2.4-meter mirror and four main instruments that observe in the ultraviolet, visible, and near-infrared regions of the electromagnetic spectrum. It was named after astronomer Edwin Hubble.”>Hubble Space Telescope and TESSLaunched on April 18, 2018, aboard a SpaceX Falcon 9 rocket, NASA’s Transiting Exoplanet Survey Satellite (TESS) is a mission to search nearby stars for undiscovered worlds with a gold of discovering thousands of exoplanets around nearby bright stars.”>TESS, NASAEstablished in 1958, the National Aeronautics and Space Administration (NASA) is an independent agency of the United States Federal Government that succeeded the National Advisory Committee for Aeronautics (NACA). It is responsible for the civilian space program, as well as aeronautics and aerospace research. It’s vision is “To discover and expand knowledge for the benefit of humanity.””>NASA’s Transiting Exoplanet Survey Satellite, launched in 2018. The planet was first found by TESS, then its light spectrum was measured by Hubble. Data from the now-retired Spitzer Space Telescope also helped astronomers tease out some of the planet’s atmospheric components. If the Webb telescope, once it’s up and running, is turned on TOI-674 b, it should be able to examine the planet’s atmosphere in far more detail.
Only three other Neptune-sized exoplanets have had aspects of their atmospheres revealed so far, though the advent of telescopes like Webb promises a golden age in the study of exoplanetAn exoplanet (or extrasolar planet) is a planet that is outside the Solar System, orbiting around a star other than the Sun. The first suspected scientific detection of an exoplanet occurred in 1988, with the first confirmation of detection coming in 1992.”>exoplanet atmospheres.
Fun facts: The new planet can claim membership in another exclusive group: inhabitants of the so-called “Neptune Desert.” TOI-674 b orbits its small star so tightly that a “year” on this planet, once around the star, takes less than two days. But among the thousands of exoplanets confirmed in our galaxy so far, a strange pattern has emerged: Planets in the size-class between Neptune and JupiterJupiter is the largest planet in the solar system and the fifth planet from the sun. It is a gas giant with a mass greater then all of the other planets combined. Its name comes from the Roman god Jupiter.”>Jupiter are extremely rare in orbits of three days or less. The rarity of such planets, and the analysis of those that do turn up, could provide important clues to the formation of planetary systems in general – including our own.
The discoverers: An international team of scientists, led by Jonathan Brande of the University of Kansas, contributed to the new study of water vapor on TOI-674 b, which has been submitted to an academic journal. They included researchers from the NASA Ames Research Center and from IPAC and other research centers at Caltech. | https://www.focustechnica.com/discovery-alert-water-vapor-detected-on-super-neptune-exoplanet/ |
reflection, and then brings the rays together to produce interference which is used to measure wavelength, index refraction and astronomical distances.
An exoplanet or extrasolar planet is outside the Solar System. The first evidence of an exoplanet was noted in 1917, but was not recognised as such. The first scientific detection of an exoplanet was in 1988; it was confirmed to be an exoplanet in 2012 by astronomers Alex Wolszczan and Dale Frail who made history on 9 January 1992 when they confirmed that such planets do exist beyond our solar system. Using the Arecibo Observatory in Puerto Rico, they discovered two exoplanets orbiting a pulsar located in the constellation Virgo, about 2300 light-years away from Earth.
Gravity is a second-generation instrument on the VLTI and represents a huge step forward for both interferometry and for the Very Large Telescope (VLT). The VLT array is the flagship facility for European ground-based astronomy and the world’s most advanced optical instrument, consisting of four unit telescopes with main mirrors of 8,2 m diameter and four movable 1,8 m diameter auxiliary Telescopes. The telescopes can work together, to form a giant interferometer. The ESO VLTI allows astronomers to see details up to 25 times finer than with the individual telescopes. It is a four-beam combiner, near-infrared, adaptive-optics-assisted, fringe-tracking, astrometric and imaging instrument. The 8,2 m diameter unit telescopes can also be used individually. With one such telescope, images of celestial objects as faint as magnitude 30 can be obtained in a one-hour exposure. This corresponds to seeing objects that are four billion (four thousand million) times fainter than what can be seen with the unaided eye.
Gravity was born from the desire to observe very small details on faint objects like the centres of galaxies. With its high sensitivity performance, Gravity is going to reveal a whole new world of planets, stars and galactic centres that were previously out of reach because they were too faint for the previous instruments.
Gravity can use ESO’s VLT’s four unit telescopes to work together to mimic a single larger telescope using a technique known as interferometry. This creates a super-telescope that collects and precisely disentangles the light from HR8799e’s atmosphere and the light from its parent star.
HR8799e is a “super-Jupiter”, a world unlike any found in our Solar System, that is both more massive and much younger than any planet orbiting the Sun. At only 30-million years old, this baby exoplanet is young enough to give scientists a window onto the formation of planets and planetary systems. The exoplanet is thoroughly inhospitable. Leftover energy from its formation and a powerful greenhouse effect heat the planet to a hostile temperature of roughly 1000°C.
This is the first time that optical interferometry has been used to reveal details of an exoplanet, and the new technique furnished an exquisitely detailed spectrum of unprecedented quality, ten times more detailed than earlier observations. The team’s measurements were able to reveal the composition of HR8799e’s atmosphere which contained some surprises.
ESO analysis showed that HR8799e has an atmosphere containing far more carbon monoxide than methane, something not expected from equilibrium chemistry. The research team said this surprising result is best explained by high vertical winds within the atmosphere preventing the carbon monoxide from reacting with hydrogen to form methane. The team found that the atmosphere also contains clouds of iron and silicate dust. When combined with the excess of carbon monoxide, this suggests that HR8799e’s atmosphere is engaged in an enormous and violent storm.
This artist’s impression shows the observed exoplanet, which goes by the name HR8799e [Credit: ESO/L. Calçada].
Observations suggest a ball of gas illuminated from the interior, with rays of warm light swirling through stormy patches of dark clouds. Convection moves around the clouds of silicate and iron particles, which disaggregate and rain down into the interior. This paints a picture of a dynamic atmosphere of a giant exoplanet at birth, undergoing complex physical and chemical processes.
This result builds on Gravity’s string of impressive discoveries, which have included breakthroughs such as last year’s observation of gas swirling at 30% of the speed of light just outside the event horizon of the massive black hole in the galactic centre. It also adds a new way of observing exoplanets to the already extensive arsenal of methods available to ESO’s telescopes and instruments, paving the way to many more impressive discoveries.
The ESO, formally the European Organisation for Astronomical Research in the Southern Hemisphere, is a 16-nation intergovernmental research organisation for ground-based astronomy. Created in 1962, ESO has provided astronomers with state-of-the-art research facilities and access to the southern sky. Its observatories are located in northern Chile. | https://www.ee.co.za/article/instrument-breaks-new-ground-in-exoplanet-imaging.html |
June 24 (UPI) -- After looking for more than a decade, astronomers have finally found an exoplanet in the young AU Microscopii star system.
With the help of NASA's TESS and Spitzer space telescopes, scientists identified a Neptune-sized world circling the young star, positioned just 32 light-years from our solar system.
Researchers announced the discovery on Wednesday in the journal Nature.
In addition to being so close by, AU Mic is estimated to be just 20 to 30 million years old, making it 180 times younger than our sun -- offering scientists an opportunity to study the early evolution of a planetary system.
"AU Mic is a small star, with only about 50 percent of the sun's mass," Jonathan Gagné, a former postdoctoral researcher at the University of Montreal who is now a scientific advisor at the Rio Tinto Alcan Planetarium, said in a press release.
"These stars generally have very strong magnetic fields, which make them very active," Gagné said. "That explains in part why it took nearly 15 years to detect the exoplanet, called AU Mic b. The numerous spots and eruptions on the surface of AU Mic hampered its detection, which was already complicated by the presence of the disc."
For the past several years, astronomers have been using ground telescopes at NASA's Infrared Telescope Facility to monitor the star system in infrared. The star's fluctuating emissions are less sporadic in the infrared.
"A few years after I joined the team, we noticed a possible periodic variation in the radial velocity of AU Mic," Gagné said. "We were thus made aware of the plausible presence of a planet around it."
As the exoplanet completes its orbit, its gravity creates slight perturbations in the star's radial velocity. But while the ground telescopes were able to pick up on this periodic dance of infrared light, the observations weren't precise enough to confirm the presence of an exoplanet.
However, researchers were able to observe the Neptune-sized exoplanet using a different technique. When exoplanets pass in front of their host stars, they cause a slight dimming. Using TESS and Spitzer, astronomers measured a total of four transits of AU Mic b -- two with each space observatory.
The TESS and Spitzer data confirmed the exoplanet orbits AU Mic every 8.5 days. By combining the transit data with the radial velocity data collected by NASA's IRFT telescopes, researchers were able to estimate the exoplanet's mass.
Finding a young planet in a young stellar system is rare, researchers say. And observing the phenomena in a stellar system so close to Earth is even more rare. The close proximity of AU Mic and AU Mic b, however, allowed astronomers to study the system using a variety of instruments -- like the SPIRou spectrograph.
"This instrument, with its polarimetric capabilities, will allow us to better distinguish the effects of stellar activity, which are often confused with the signal from the planets," said É tienne Artigau, a project scientist at University of Montréal. "This will allow us to determine the mass of AU Mic b accurately and to know if this exoplanet is more like a large Earth or a Neptune twin."
In the future, scientists hope to use SPIRou to study the effect of AU Mic's stellar activity on the atmosphere of AU Mic b.
Scientists also plan to compare the peculiarities the AU Mic system with nearby stellar systems, such as Beta Pictoris -- one of several stars that formed at the same time and in the same place. | https://www.upi.com/Science_News/2020/06/24/Astronomers-find-Neptune-sized-star-orbiting-young-nearby-star/7431593013561/ |
Bring Me The Event Horizon
This feature-length article was originally written for the September-October 2017 issue of Popular Astronomy magazine.
Through a modest 4-inch telescope on a clear night, you might be able to see the rings of Saturn and the moons of Jupiter. Through a meter-wide telescope, you might just be able to make out the characteristic blips in starlight that signify the presence of extrasolar planets. But to see the distant supermassive black hole in the heart of our galaxy, you’d need something much, much bigger – in fact, you’d need a telescope the size of a planet.
Enter the Event Horizon Telescope. A network of linked radio telescopes located all over the world, the Event Horizon Telescope (EHT) is the largest radio telescope ever constructed. By bringing together telescopes in Europe, North America, South America and even the South Pole, the result is a composite radio telescope almost as big as our entire planet. Its intended goal is no less grand than the scale of its construction: its aim is to observe the centre of our galaxy with unprecedented resolution and detail, image the supermassive black hole that lurks there and put the General Theory of Relativity through some of its most strenuous tests yet.
As seen from Earth, the black hole lies in the constellation Sagittarius, giving rise to the name that astronomers use for it, Sagittarius A*. But it’s not a case of pointing a big enough telescope at the sky and immediately seeing it – not only is it immensely far away, but in the way lie huge clouds of interstellar dust and gas. They prevent visible light from being able to reach us from the heart of the galaxy, so optical telescopes are out. Instead, astronomers turn to radio telescopes.
Radio telescopes are useful because long-wavelength radiation isn’t as badly affected by dust and gas as short-wavelength radiation is. Think of our own sky, for example: the relatively short-wavelength blue light from our Sun is scattered all across the sky by particles in our atmosphere, making our sky appear blue. The longer-wavelength red and orange light from our Sun is not so badly affected – if it were, our sky might appear purple instead of blue!
The same principle applies on a galactic scale: clouds of dust and gas that are completely opaque to visible light can appear transparent to the much longer-wavelength radio waves. This means that radio waves are the tool of choice if astronomers want to see into the dusty, cloudy regions in the heart of our galaxy.
Radio astronomy already has an illustrious history, having previously been used to study high energy objects like quasars and pulsars, map the surfaces of planets and nearby stars and there have even been earlier attempts to peer into the heart of our galaxy in search of the supermassive black hole. The latest effort using the Event Horizon Telescope, though, is the most ambitious attempt yet.
The earlier observations have allowed astronomers to infer the existence of the supermassive black hole from the erratic movement of stars near the galactic centre. So far though, no one has actually seen the black hole itself. As massive as the black hole is – thought to be millions of times the mass of our Sun, and tens of millions of kilometres in width – it’s also around 26,000 light years away, meaning that despite its immense size, it’s incredibly small when viewed from Earth. To image it in any detail, we’ll need a telescope larger and more powerful than all those which have come before.
When it comes to telescopes, what they can see is almost entirely determined by their size. Essentially, the wider the lens, the more detail they can pick out from the sky.
This is as true for radio telescopes as it is for optical telescopes. A big advantage with radio telescopes is that we don’t need to go constructing complex mirrors or lenses, but instead just need a comparatively simple metal dish, of the sort you might receive satellite TV on. Even so, there’s a limit to how large a single dish we can make – even the UK’s own 76m-wide Lovell Telescope at Jodrell Bank, the third-largest steerable radio telescope in the world, isn’t capable of high enough resolution to make out our closest supermassive black hole.
Instead of building bigger and bigger dishes, radio astronomers got a bit clever and came up with the idea of combining multiple different telescopes together into vast arrays. This technique is known as Very Long Baseline Interferometry (VLBI). It’s a common practice in radio astronomy, but is usually applied to arrays of relatively small telescopes within the same geographic area. For example, the Atacama Large Millimetre Array (ALMA) in Chile that makes up part of the EHT is itself a network of 66 smaller radio telescopes, each 12m in diameter, linked using this technique.
The net result of this is that all of the telescopes in the array come together and act like a single telescope the size of the array itself. In the case of ALMA, all of the telescopes are located within the same part of the Atacama Desert, but with modern-day communications technology it’s now possible to synchronise telescope arrays all over the world, allowing them to come together and form one truly global radio telescope – and that’s exactly what the Event Horizon Telescope is.
“VLBI links radio dishes around the world to form a single Earth-sized telescope,” explains project director Dr Shep Doeleman, “and does so by recording data at each dish then combining these recordings many weeks later to form an image.”
Synchronising this vast collection of telescopes is a huge technological challenge. Because the radio waves arrive at each telescope at slightly different times, for the data to be useful the team must record the time of each signal at each telescope incredibly precisely so that the data from all of them can be combined and analysed. Atomic clocks, accurate to around one second per million years, are used to tag the arrival times of the signals for later comparison.
“It creates a culture of hyper-vigilance,” Dr Doeleman told Popular Astronomy, “where people at each of the radio dishes check all the equipment and then check it again because forming this global array requires everything to be working perfectly.”
The main objective of the Event Horizon Telescope is that which gives it its name – to image the event horizon of the black hole in the heart of our galaxy. The event horizon is the point of no return, the shadowy halo that surrounds a black hole beyond which nothing can come back from. Rather than just being pure black, astronomers expect the event horizon to be surrounded by a ring of glowing, superheated material due to dust and gas heating up as it spirals in towards the singularity. This is what astronomers hope to see.
The environment around a black hole is one of the most extreme high-energy environments in the universe, with incredible gravitational forces unlike those found anywhere else. By being able to study and observe this environment, researchers hope to be able to put the General Theory of Relativity to the test in ways not possible elsewhere, perhaps even finding ways in which it breaks down that may pave the way to more complete future theories of gravity and spacetime. But before getting to that stage, they need to complete the first step – imaging the black hole itself for the first time.
After over a decade of planning, collaboration and intricately connecting radio telescopes all over the globe, astronomers might just have done it. In April 2017, over five nights of observing, the team have finally recorded the data that they hope will contain the first image of a black hole.
“I am really excited about getting the first glimpses of what the observations show: the moment of finally getting access to an object that’s designed by nature to be invisible,” says Dr Doeleman. “There are no guarantees here – even if the EHT works perfectly, we can’t know for sure what we will see – and really that is part of the attraction and mystery that has motivated us to work for so long on the project.”
We won’t know for sure for some months yet – collating the data, analysing it and generating the image from it could take until early next year. In fact, so much data was gathered from this observing run that it’s not possible to send it electronically. Instead, physical copies of the data on hard drives must be flown to the collation sites (an MIT computing facility near Boston, USA and the Max Planck Institute for radio astronomy near Bonn, Germany) for processing and analysis. There’s an additional complication in that the data from the South Pole site can’t be flown out until October, so we have to wait at least until then before all of the data can be brought together.
After all of that, astronomers should know by early 2018 whether they have been successful in imaging the event horizon of a black hole for the first time. If so, then the result is more than just a photograph – it’s the beginning of a new era for radio astronomy and the ability to investigate the physics of enigmatic black holes like never before.
My thanks to Dr Doeleman for responding to my request for interview: you can keep up with the latest news from him and his team here. Also, thanks to Hayden Goodfellow (a tutorial student of mine, long ago…) for his help with some background material that didn’t make it into the final article. I tried to match the images in this post to those used in the print article, but I had to use a different image of ALMA for copyright reasons. The featured image for this post (visible in some browsers) is a NASA image. | https://brokensymmetryblog.co.uk/blog/2017/bring_me_the_event_horizon/ |
NASA officially is beginning work on an astrophysics mission designed to help unlock the secrets of the universe -- the Wide-Field Infrared Survey Telescope (WFIRST).
With a view 100 times bigger than that of NASA's Hubble Space Telescope, WFIRST will aid researchers in their efforts to unravel the secrets of dark energy and dark matter, and explore the evolution of the cosmos. It will also discover new worlds outside our solar system and advance the search for worlds that could be suitable for life.
NASA's Agency Program Management Council, which evaluates the agency's programs and projects on content, risk management, and performance, made the decision to move forward with the mission on Wednesday.
"WFIRST has the potential to open our eyes to the wonders of the universe, much the same way Hubble has," said John Grunsfeld, astronaut and associate administrator of NASA's Science Mission Directorate at NASA Headquarters in Washington, D.C. "This mission uniquely combines the ability to discover and characterize planets beyond our own solar system with the sensitivity and optics to look wide and deep into the universe in a quest to unravel the mysteries of dark energy and dark matter."
WFIRST is the agency's next major astrophysics observatory, following the launch of the James Webb Space Telescope in 2018. The observatory will survey large regions of the sky in near-infrared light to answer fundamental questions about the structure and evolution of the universe, and expand our knowledge of planets beyond our solar system -- known as exoplanets.
"As a general-purpose observatory, astronomers will use WFIRST to create panoramic views of the universe," said Jason Kalirai of the Space Telescope Science Institute (STScI) in Baltimore, Maryland, who is one of the members of the WFIRST Formulation Science Working Group (FSWG). "These new windows on our solar system, the Milky Way galaxy, and the distant universe will yield fundamental progress in many astrophysical topics."
It will carry a wide-field instrument for surveys, and a coronagraph instrument designed to block the glare of individual stars and reveal the faint light of planets orbiting around them. By blocking the light of the host star, the coronagraph instrument will enable detailed measurements of the chemical makeup of planetary atmospheres. Comparing these data across many worlds will allow scientists to better understand the origin and physics of these atmospheres, and search for chemical signs of environments suitable for life.
"The coronagraph will provide us an entirely new window for the detection of planets around other stars, and for the study of their atmospheres," said STScI's Nikole Lewis, another member of the FSWG. "It will also develop technology that will pave the way for finding and characterizing Earth-like planets in the future."
"WFIRST is designed to address science areas identified as top priorities by the astronomical community," said Paul Hertz, director of NASA's Astrophysics Division in Washington, D.C. "The wide-field instrument will give the telescope the ability to capture a single image with the depth and quality of Hubble, but covering 100 times the area. The coronagraph will provide revolutionary science, capturing the faint, but direct images of distant gaseous worlds and super-Earths."
The telescope's sensitivity and wide view will enable a large-scale search for exoplanets by monitoring the brightness of millions of stars in the crowded central region of our galaxy. The survey will net thousands of new exoplanets similar in size and distance from their star as those in our own solar system, complementing the work started by NASA's Kepler mission and the upcoming work of the Transiting Exoplanet Survey Satellite.
Employing multiple techniques, astronomers also will use WFIRST to track how dark energy and dark matter have affected the evolution of our universe. Dark energy is a mysterious, negative pressure that has been speeding up the expansion of the universe. Dark matter is invisible material that makes up most of the matter in our universe.
By measuring the distances of thousands of supernovae, astronomers can map in detail how cosmic expansion has increased with time. WFIRST also can precisely measure the shapes, positions, and distances of millions of galaxies to track the distribution and growth of cosmic structures, including galaxy clusters and the dark matter accompanying them.
"In addition to its exciting capabilities for dark energy and exoplanets, WFIRST will provide a treasure trove of exquisite data for all astronomers," said Neil Gehrels, WFIRST project scientist at NASA's Goddard Space Flight Center in Greenbelt, Maryland. "This mission will survey the universe to find the most interesting objects out there."
WFIRST is slated to launch in the mid-2020s. The observatory will begin operations after traveling to a gravitational balance point known as Earth-Sun L2, which is located about one million miles from Earth in a direction directly opposite the Sun.
WFIRST is managed at Goddard, with participation by the Jet Propulsion Laboratory (JPL) in Pasadena, California; the Space Telescope Science Institute (STScI) in Baltimore, Maryland; the Infrared Processing and Analysis Center (IPAC), also in Pasadena; and a science team comprised of members from U.S. research institutions across the country. The leading members of the science team, together with NASA and science center representatives, make up the FSWG.
"The WFIRST mission will provide tremendous synergy with Hubble and Webb," STScI director Ken Sembach said. "It will extend the legacy of Hubble-quality imaging to much wider fields, and will likely find many unique objects suitable for detailed follow-up study by Webb."
STScI is the science operations center for both the Hubble and Webb telescopes. It will also be a partner in the WFIRST science center, sharing science operations responsibilities with Goddard and IPAC. STScI astronomers are also represented on the WFIRST science team and the FSWG.
During the mission formulation phase, STScI's work will focus on the mission's observation scheduling system, wide-field imaging data processing system, and the data archive. The Barbara A. Mikulski Archive for Space Telescopes (MAST) at STScI already holds the astronomical data from some 20 astronomy missions, and the addition of the WFIRST data will add considerably to its scientific discovery potential.
"We are proud that NASA has made us a partner in this revolutionary new mission," said Roeland van der Marel, the WFIRST mission lead at STScI. "Our expertise with the Hubble and Webb space telescopes puts us in a unique position to support the science teams and the astronomical community, and to make this mission a success. The new observations and discoveries are guaranteed to be spectacular."
More information:
http://hubblesite.org/news/2016/06
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The spectroscopic characterisation of exoplanet atmospheres is a vital component in our search for molecular species on other planets. The identification of atmospheric constituents is necessary for determining the different physical and chemical conditions of their atmospheres; information that is essential for developing our understanding of the various formation and evolutionary pathways. In this blog, we will describe how the Twinkle Space Mission is set to play a key role in the upcoming era of exoplanet atmosphere characterisation.
The broad visible-to-infrared wavelength coverage provided by Twinkle will build on the exoplanet science already achieved with ground telescopes along with the Hubble Space and Spitzer Space Telescopes, enabling the detailed characterisation of many more exoplanet atmospheres. Spitzer covered wavelengths up to approximately 24 micrometres, with exoplanet observations predominantly performed in two photometric channels at 3.6 and 4.5 micrometres. The Hubble Space Telescope, with its comprehensive instruments including the WFC3 G141 and STIS, enabled the study of a variety of spectral ranges up to 1.7 micrometres. The pioneering observations made by these space facilities resulted in the identification of molecules such as H2O, CH4, CO and CO2. Now, the scientific community is keen to follow up with further observations to complete a comprehensive inventory of atmospheric compositions. The James Webb Space Telescope (JWST), scheduled to launch in October 2021, will cover a spectral range of 0.6 – 13 micrometres for transiting exoplanets. However, this full range will not be achievable in a single transit and requires a combination of different instruments.
Combining multiple data sets from different instruments over several transits is currently the only way to obtain a complete wideband spectral coverage and it is here that Twinkle will excel, by performing simultaneous spectroscopy from 0.5 to 4.5 microns. Twinkle’s wide wavelength coverage will enable the detection of more molecules thanks to its sensitivity to the presence of additional spectral features. The increased number of atmospheric constituents that will be identified by Twinkle, can be seen clearly in spectral retrievals that the Twinkle science team has simulated. Figure 1 shows the detected molecules through their contributions to the final spectrum of the famous exoplanet HD 209458b. The final spectrum, including the spectral features produced by these molecules, can be seen in Figure 2.
Figure 1: The contribution of molecules to the final spectrum, produced using simulated spectral retrievals of exoplanet HD 209458 b.
Figure 2: The final spectrum displaying the spectral features produced by the detected molecules.
Additionally, wider coverage may provide redundancies resulting from simultaneous detection of the same molecules across multiple spectral bands. This will improve the constraints on the quantities of these molecules and the reliability of their detection. Twinkle’s ability to effectively constrain abundances can be seen in the posterior distributions from a retrieval of simulated data of HD 209458 b (Figure 3).
Figure 3: Posteriors for spectral retrievals of HD 209458 b, displaying Twinkle’s ability to constrain abundances, in this instance of CH4, NH3 and H2O.
In this simulation, using a single instrument and a solitary transit (although transits can be repeated to increase the signal-to-noise ratio), Twinkle overcomes some of the obstacles faced by existing facilities when attempting to improve wavelength coverage. As there will be no requirement to ‘stitch together’ numerous narrow wavelength ranges, the ability to perform data analysis with Twinkle will not be impacted by inconsistencies between datasets provided by separate instruments and transits.
In addition to providing high-quality spectroscopy of exoplanet atmospheres to better detect and better constrain the quantities of a wider range of molecules, Twinkle’s simultaneous broadband spectroscopy will allow for clearer consistent analysis of the spectroscopic data. Combined with an access model that bypasses the oversubscription problems of existing facilities, Twinkle is set to provide a valuable asset to the scientific community.
With thanks to George Meddings for his contributions to this article. | http://www.twinkle-spacemission.co.uk/twinkle-science-blog-widening-the-capability-with-twinkle/ |
Telescopes are the fundamental instruments that astronomers use to make discoveries about the Universe. With technological advances over the past 20 years, it is now possible to create networks of robotic telescopes. These robotic telescopes are beginning to revolutionize scientific investigations and also make them accessible to students and teachers, in ways never seen before.
A Short History of the Telescope
During the middle ages, if you were to look up at the night sky you would have seen something very different from the view you see when looking at the sky today. This is partly because the skies are now much brighter because of streetlights and other outdoor lighting, in all but the remotest places. It is also because our modern understanding of the Universe is so totally different from the ancient view of the Universe.
To ancient people, the stars appeared as fixed points of light, only interrupted by the planets meandering slowly through the night sky. Occasionally there was the flash of a meteor, a short-lived shooting star. Very rarely, a comet might be visible in the sky, and even more rarely, a supernova explosion would suddenly burn brightly in the sky, over the period of months or sometimes years.
Four hundred years ago there was a revolution, as Western Europe started thinking about art and science in a very different way, similar to the thinking of the ancient Greeks. This period was called the Renaissance. During the Renaissance, in the early part of the seventeenth century, the astronomical telescope was “invented” almost simultaneously by Thomas Harriot and Galileo Galilei (the telescope was invented by Hans Lipparshey, but Harriot and Galileo were the first to use it for astronomy).
Science changed forever. Galileo observed Jupiter and found that it had moons that orbited the planet itself and not the Sun or the Earth. He was fascinated with Jupiter and its moons and became convinced that the solar system was similar, with the Sun, not the Earth, as its center. Galileo got in lots of trouble for asserting this. Such a viewpoint was against the official doctrine of the Church, so that might be why Galileo got in trouble, but it also might have been because he was a bit too forceful in expressing his opinions and made powerful enemies. Either way, Galileo found himself under house arrest.
Isaac Newton, famous for his theory of gravity and his laws of motion, was also a pioneer in the theory and use of lenses and mirrors. Newton invented a telescope that used a mirror, instead of just lenses, which has become the foundation for modern optical astronomy. Telescopes with mirrors can be made much larger than ones that use lenses, and the mirrors also make them shorter than refracting or lens-based telescopes.
Gradually, as people turned more and better telescopes on the night sky, our understanding of the Universe expanded. There came a point when the telescope became limited not by its technology, but by its location. The very early telescopes of Galileo, Harriot, and Newton were a huge improvement over naked-eye observations, but as the technology developed to fine-tune the process of constructing a telescope, another problem reared its head.
Remote Telescopes
The earth's atmosphere is essential for the survival of humans, because it allows us to breathe, keeps out the cold of space, and shields us from the Sun's harmful radiation, as well as cosmic rays, small meteors and other dangers from space. However, the atmosphere presents many problems for astronomers, because it causes starlight to scintillate, or twinkle. This is a very similar effect to heat haze, and it comes from pockets of the atmosphere continually changing in temperature and density.
Minimizing the effect of the atmosphere on observations using telescopes makes a huge difference to the quality of the observations. Astronomy is a unique science, in that it is almost totally passive. Humans mostly sit on Earth and collect light, because that is almost all we can do to learn about the Universe. To be an astronomer, you have to be resourceful and extract every bit of data from every particle of light from space. Only relatively recently have we been able to travel into space, and the distance we have traveled is microscopic compared with the distances of the objects we were observing with telescopes. We are still a very long way from being able to visit other stars and galaxies to discover more about how they form, or to take measurements of a black hole from close quarters.
The need to minimize interference from the atmosphere and extract as much information as possible from the tiny amount of light available means that we need to put our telescopes in strange, exotic locations, like at the top of mountains or even the summits of dormant volcanoes. These remote locations minimize the twinkling, because the atmosphere is thinner in these spots. If a location is chosen carefully, we can also eliminate the glare from outdoor lights, which reflect off the atmosphere and give the sky an artificial brightness. Air quality is important for good observations, because any particles in the air will reflect light and also make the sky glow. Finally, weather has a substantial impact on the quality of observations. Ideally, observatories should be located as high above the clouds as possible.
Taking all of these factors into consideration, it is a good idea to put an observatory in a remote place, away from cities and built-up areas, a few kilometers above sea level (see Figure 1).
Once the telescope is placed in an extremely high-quality location, the challenge becomes using this instrument effectively for scientific investigations. Unlike telescopes that you might purchase to use from your home, very few astronomical observatories have eyepieces attached to their telescopes, and even fewer professional astronomers look through eyepieces to record measurements. Instead, many telescopes that look at visible light use charge coupled devices (CCDs) to capture light. CCDs are the devices inside all digital cameras that detect light particles. Attaching a high-quality digital camera to a telescope gives astronomers a reliable way of precisely measuring the amount of light being transmitted from an astronomical source. By using colored filters with these cameras, astronomers can make measurements of how each astronomical target looks in different colors. Combining this with a knowledge of astrophysics allows astronomers to piece together what the object is and what processes are happening throughout the object's life.
Robotic Telescopes
If you only have one telescope, you are at the mercy of the weather. Many observatories still require astronomers to be on site to operate them, which can be very frustrating if there is bad weather.
With carefully designed systems for monitoring things like the weather, sky conditions, telescope statuses, telescope telemetry, control over all mechanical and electrical aspects of the observatory, and connection of the observatory to the internet, most observatories can be made robotic and remotely operable. These observatories still require a person to have remote control of every aspect of their operation, for example, opening the observatory dome, moving the telescope, and starting a camera exposure. The key, however, is that this person could be anywhere in the world controlling the telescope .
Automated Robotic Observing
Once an observatory is set up for remote operation, then the really challenging part is to remove the telescope operator and make the observatory capable of “thinking” for itself, in a limited way. This requires sophisticated computer programs that can make decisions about whether the sky conditions are good and what to observe, from a pre-scheduled queue. Back-up plans also have to be built in, in case something goes wrong. If the telescope gets stuck while slewing (moving into position), the observatory's digital brain has to recognize the signs and alert a person so that the telescope will not be damaged and it can be repaired.
To make an observatory remotely operable will require a lot of effort and cost, but it can make the difference between an average observatory and a world-class, efficient observatory.
Ideally, the observatory's digital brain should also take all the observation requests from astronomers around the world and put them into an efficient schedule, with a minimum number of gaps. This will allow more observations of more astronomical objects for more people, significantly increasing the productivity of the observatory. If the observatory has an online repository of its data, astronomers can observe and then analyze the data within minutes .
A Network of Intelligent Robotic Telescopes
There is still the problem of only having one telescope, in the case of bad weather or an extended period of maintenance. The answer is simple: build more telescopes and build them in different locations. Having telescopes in both the northern and southern hemispheres and spreading them out evenly across the Earth allows for observation of the whole sky. And, even better, adding an internet connection and some special software can create a telescope network that is more powerful than the sum of its parts. Such an observatory becomes global, and its digital brain has far more resources to play with. A network of robotic telescopes virtually guarantees that there will be somewhere on the globe suited for observing important astronomical phenomena.
Observing the Changing Universe
Much of modern astronomy research is devoted to things that are changing on time scales of minutes or days, and not millennia. The explosions of massive stars, asteroids passing close to the Earth, and new planets outside our Solar System are all examples of events that need to be investigated quickly. If these types of events are not studied in depth soon after their discovery, there may not be another chance, and the opportunity to learn more about them could be lost (see Figure 2).
Most of these interesting phenomena are found by giant telescopes that are regularly surveying the whole sky. Given that their job is to continually scan the whole sky, when these telescopes find something new they do not have time to look in detail. This is where robotic telescopes have a unique role to play. Robotic telescopes can be alerted to a new discovery and they can start observing it straight away. Making measurements quickly is often essential to understanding the science behind these exciting events. These observations and measurements help astronomers to understand the universe in a way that has never been possible before.
Education
Robotic telescopes also have a unique role to play in education. Students and teachers can now use some of the world's most technologically advanced and high quality professional observatories for their own investigations. With these online robotic observatories, students in schools can make discoveries and publish their research findings without ever leaving their classrooms.
The capabilities of telescopes are continually evolving and will only get better with time. Four hundred years ago, with a telescope the size of a small dog, Galileo revolutionized the way we view the Universe. Today, using robotic telescopes, professional and amateur astronomers, school students and their teachers can all change the way we view the Universe by making their own important discoveries.
Author Contributions
The author confirms being the sole contributor of this work and has approved it for publication.
Glossary
Supernova: ↑ The explosion of a massive star at the end of its life.
Observation: ↑ The job of moving a telescope to a certain part of the sky and then taking pictures.
Observatory: ↑ A building that houses a telescope (or telescopes).
Charge Coupled Device (CCD): ↑ CCDs are used inside digital cameras to record the light and turn it into digital pictures.
Telemetry: ↑ Information sent from sensing equipment like telescopes to an (often far away) control center. In the case of robotic telescopes, this can be information about the position of the telescope or measurements from the weather sensors.
Slew: ↑ The motion of a telescope as it moves into position to observe a target.
Conflict of Interest Statement
The author declares that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest. | https://kids.frontiersin.org/article/10.3389/frym.2019.00090 |
A team of astrophysicists and computer scientists are busy piecing together the first real picture of what an actual black hole looks like, thanks to a new algorithm.
"If you had a telescope the size of the Earth you could take an image of the black hole, but we only have lots of different pieces of images taken from different telescopes — so you have to fill in the blanks," Katie Bouman told Sputnik.
Bouman, a graduate from Massachusetts Institute of Technology (MIT) and a team of computer scientists from MIT's Computer Science and Artificial Intelligence Laboratory, the MIT Haystack Observatory and the Harvard Smithsonian Center for Astrophysics have created a new computer algorithm to help build a picture of the black hole.
"There are two parts to this equation: one, finding an image that fits the data from the telescope, and two, what we expect the images to look like," Bouman explains.
"A big part is trying to create an algorithm, so an image looks like an image and fits the data well. So you basically plug in data of what images in our universe should look like."
Currently, a group of telescopes run by the Event Horizon Telescope project are processing images simultaneously from telescopes positioned all around our planet.
A new algorithm could stitch radio-wave data into first images of #blackholes. https://t.co/OFmqWA9HCg pic.twitter.com/HzglS3Qs6I— MIT (@MIT) June 7, 2016
Using a method called Very Long Baseline Interferometry (VLBI), scientists and astronomers will sort out all the garbled images to make a coherent picture of the black hole.
"Basically, we incorporated what the images looked like into an algorithm. We took images from everywhere, including cell phones and cropped them up into a bunch of little pieces to puzzle together… The algorithm then created an image using these pieces, using corrupt data from the telescopes. It's about injecting what images look like and what image data the telescopes have," Bouman told Sputnik.
The algorithm is called Continuous High-Resolution Image Reconstruction (CHIRP) and will collate all the images from radio telescopes around the Earth. An image will be created by cleaning all the data of noise and interference.
"Once we understand how the data is collected, including the garbled images, we can account for any errors in the algorithm and create an accurate image."
Bouman, who says she is finding the project "exciting" wants to help unite the world of computer science and astrophysics. She has created a website to encourage more scientists to get involved.
"Billions of dollars go into improving the telescopes and equipment — while there is not much emphasis on the algorithm. One thing I've been trying to do for the computer science community is to encourage more cross-fertilization."
The scientists will collect the data from the Event Horizon Telescope and hope that by 2017 they'll be able to create the first real picture of a black hole.
"We'll have terabytes and terabytes of data from every telescope site transmitting to a common location and reduced down — and we'll try to image that.
"So in the next year, we should have our image of the black hole," Bouman told Sputnik. | https://sputniknews.com/science/201606091041072168-black-hole-picture-telescope/ |
It’s no exaggeration to say that the research of extrasolar planets has exploded in latest many years. Up to now, 4,375 exoplanets have been confirmed in 3,247 techniques, with one other 5,856 candidates awaiting affirmation. In recent times, exoplanet research have began to transition from the method of discovery to one among characterization. This course of is predicted to speed up as soon as next-generation telescopes change into operational.
Because of this, astrobiologists are working to create complete lists of potential “biosignatures,” which refers to chemical compounds and processes which can be related to life (oxygen, carbon dioxide, water, and many others.) However in line with new analysis by a group from the Massachusetts Institute of Know-how (MIT), one other potential biosignature we ought to be looking out for is a hydrocarbon known as isoprene (C5H8).
The research that describes their findings, “Evaluation of Isoprene as a Potential Biosignature Fuel in Exoplanets with Anoxic Atmospheres,” just lately appeared on-line and has been accepted for publication by the journal Astrobiology. For the sake of their research, the MIT group seemed on the rising checklist of attainable biosignatures that astronomers shall be looking out for within the coming years.
Up to now, the overwhelming majority of exoplanets have been detected and confirmed utilizing oblique strategies. For essentially the most half, astronomers have relied on the transit technique (transit photometry) and the radial velocity technique (Doppler spectroscopy), alone or together. Only some have been detectable utilizing direct imaging, which makes it very tough to characterize exoplanet atmospheres and surfaces.
Solely on uncommon events have astronomers been capable of acquire spectra that allowed them to find out the chemical composition of that planet’s ambiance. This was both the results of gentle passing by means of an exoplanet’s ambiance because it transited in entrance of its star or within the few circumstances the place direct imaging occurred and lightweight mirrored from the exoplanet’s ambiance could possibly be studied.
A lot of this has needed to do with the bounds of our present telescopes, which shouldn’t have the required decision to look at smaller, rocky planets that orbit nearer to their star. Astronomers and astrobiologists imagine that it’s these planets which can be probably to be probably liveable, however any gentle mirrored from their surfaces and atmospheres is overpowered by the sunshine coming from their stars.
Nevertheless, that may change quickly as next-generation devices just like the James Webb Area Telescope (JWST) takes to area. Sara Seager, the Class of 1941 Professor of Physics and Planetary Sciences at MIT, leads the analysis group accountable (aka the Seager Group) and was a co-author on the paper. As she instructed Universe At this time through e-mail:
“With the upcoming October 2021 launch of the James Webb Area Telescope we can have our first functionality of looking for biosignature gases—however it is going to be robust as a result of the atmospheric alerts of small rocky planet are so weak to start with. With the JWST on the horizon the variety of individuals working within the discipline has grown tremendously. Research equivalent to this one arising with new potential biosignature gases, and different work displaying potential false positives even for gases equivalent to oxygen.”
As soon as it’s deployed and operational, the JWST will have the ability to observe our universe at longer wavelengths (within the near- and mid-infrared vary) and with drastically improved sensitivity. The telescope will even depend on a collection of spectrographs to acquire composition information, in addition to coronagraphs to dam out the obscuring gentle of mum or dad stars. This expertise will allow astronomers to characterize the atmospheres of smaller rocky planets.
In flip, this information will permit scientists to position a lot tighter constraints on an exoplanet’s habitability and will even result in the detection of recognized (and/or potential) biosignatures. As famous, these “biosignatures” embrace the chemical indications related to life and organic course of, to not point out the kinds of situations which can be favorable to it.
These embrace oxygen fuel (O2), which is crucial to most types of life on Earth and is produced by photosynthetic organisms (crops, bushes, cyanobacteria, and many others.). These identical organisms metabolize carbon dioxide (CO2), which oxygen-metabolizing life emits as a waste product. There’s additionally water (H2O), which is crucial to all life as we all know it, and methane (CH4), which is emitted by decaying natural matter.
Since volcanic exercise is believed to play an essential position in planetary habitability, the chemical byproducts related to volcanism—hydrogen sulfide (H2S), sulfur dioxide (SO2), carbon monoxide (CO), hydrogen fuel (H2), and many others. – are additionally thought-about biosignatures. To this checklist, Zhan, Seager, and their colleagues wished so as to add one other attainable biosignature—isoprene. As Zhan defined to Universe At this time through e-mail:
“Our analysis group at MIT focuses on utilizing a holistic strategy to discover all attainable gases as potential biosignature fuel. Our prior work led to the creation of the all small molecules database. We proceed to filter the ASM database to determine essentially the most believable biosignature fuel candidates, one among which is isoprene, utilizing machine studying and data-driven approaches.”
Like its cousin methane, isoprene is an natural hydrocarbon molecule that’s produced as a secondary metabolite by varied species right here on Earth. Along with deciduous bushes, isoprene can be produced by a various array of evolutionary-distant organisms—equivalent to micro organism, crops, and animals. As Seager defined, this makes it promising as a possible biosignature:
“Isoprene is promising as a result of it’s produced in huge qualities by life on Earth—as a lot as methane manufacturing! Moreover, an enormous number of life kinds (from micro organism to crops and animals), these which can be evolutionary distant from one another, produce isoprene, suggesting it could be some sort of key constructing block that life elsewhere may additionally make.”
Whereas isoprene is about as considerable as methane right here on Earth, isoprene is destroyed by interplay with oxygen and oxygen-containing radicals. For that reason, Zhang, Seager, and their group selected to deal with anoxic atmospheres. These are environments which can be predominantly composed of H2, CO2, and nitrogen fuel (N2), which is analogous to what Earth’s primordial ambiance was composed of.
In keeping with their findings, a primordial planet (the place life is starting to emerge) would have considerable isoprene in its ambiance. This could have been the case on Earth between Four and a couple of.5 billion years in the past when single-celled organisms had been the one life and photosynthetic cyanobacteria had been slowly changing Earth’s ambiance into one which was oxygen-rich.
By 2.5 billion years in the past, this culminated within the “Nice Oxygenation Occasion” (GOE), which proved poisonous to many organisms (and metabolites like isoprene). It was additionally throughout this time that complicated lifeforms (eukaryotes and multi-celled organisms) started to emerge. On this respect, isoprene could possibly be used to characterize planets which can be within the midst of a significant evolutionary shift and laying the groundwork for future animal phyla.
However as Zhang famous, teasing out this potential biosignature shall be a problem, even for the JWST:
“The caveats with isoprene as a biomarker are that: (1) 10x-100x the Earth’s isoprene manufacturing fee is required for detection; (2) Detecting near-infrared isoprene spectral characteristic could be hindered by the presence of methane or different hydrocarbons. Distinctive detection of isoprene shall be difficult with JWST, as many hydrocarbon molecules share comparable spectra options in near-infrared wavelengths. However future telescopes that concentrate on the mid-IR wavelength will have the ability to detect isoprene spectral options uniquely.”
Past the JWST, the Nancy Grace Roman Area Telescope (successor to the Hubble mission) will even be taking to area by 2025. This observatory can have the ability of 100 Hubbles and its just lately upgraded infrared filters will permit it to characterize exoplanets by itself and thru collaborations with the JWST and different “nice observatories.”
There are additionally a number of ground-based telescopes at present being constructed right here on Earth that may depend on refined spectrometers, coronographs and adaptive optics (AOs). These embrace the Extraordinarily Massive Telescope (ELT), the Big Magellan Telescope (GMT), the Thirty Meter Telescope (TMT) These telescopes will even have the ability to conduct direct imaging research of exoplanets, and the outcomes are anticipated to be ground-breaking.
Between improved devices, quickly bettering information evaluation and methods, and enhancements in our methodology, the research of exoplanets is simply anticipated to speed up additional. Along with having tens of 1000’s of extra accessible for research (a lot of which shall be rocky and “Earth-like”), the unprecedented views we can have of them will allow us to see simply what number of liveable worlds are on the market.
Whether or not or not this may outcome within the discovery of extraterrestrial life inside our lifetimes stays to be seen. However one factor is obvious. Within the coming years, when astronomers begin combing by means of all the brand new information they’ll have on exoplanet atmospheres, they’ll have a complete checklist of biosignatures to information them.
If a planet has quite a lot of methane in its ambiance, life is the probably trigger
Zhuchang Zhan et al. Evaluation of Isoprene as a Potential Biosignature Fuel in Exoplanets with Anoxic Atmospheres, Astrobiology (2021). DOI: 10.1089/ast.2019.2146
Quotation:
If astronomers see isoprene within the ambiance of an alien world, there is a good likelihood there’s life there (2021, April 5)
retrieved 5 April 2021
from https://phys.org/information/2021-04-astronomers-isoprene-atmosphere-alien-world.html
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half could also be reproduced with out the written permission. The content material is offered for info functions solely. | https://silentgarden.net/skywatching/if-astronomers-see-isoprene-in-the-atmosphere-of-an-alien-world-theres-a-good-chance-theres-life-there/ |
Abuja - A newly discovered planet sitting in a solar system just 39 light years away has been dubbed one of the best targets for finding alien life, scientists have said. LHS 1140b's size has astronomers convinced it could have once been oozing with magma.
Other information is its mass which is 6.6 times that of the Earth, giving it a gravitational pull three times stronger, making a 167-pound person feel like 500 pounds on this planet.
With thousands of planets now confirmed, each day we get a little closer to that futuristic "Star Trek" mission credo "to explore unusual new worlds, to seek out new life and new civilizations".
"This is the most exciting exoplanet I've seen in the past decade", lead author Jason Dittmann of the Harvard-Smithsonian Center for Astrophysics said in a press release.
He approached the European Southern Observatory's HARPS team, home of the High Accuracy Radial velocity Planet Searcher, and they confirmed it.
The newfound world is described as a rocky "Super-Earth" because it is 40 percent larger than Earth with a diameter of 11,322 miles. During that time, the habitable zone of the star would be much further out, which means that LHS 1140b was exceptionally heated.
According to a database maintained at the University of Puerto Rico, there are over twenty Earth-sized planets that have liquid water, which would suggest the presence of life, but until now, none had been within the range of our telescopes.
Five NCAA Events Coming to Lexington
The NCAA had made clear that North Carolina's bids would not be considered while House Bill 2 was the law of the land. The Mid-American Conference and Greater Cleveland Sports Commission will run the tournament in Cleveland.
This also makes studying signals from the planets easier than around more active M-dwarfs. "This debate definitely isn't settled, and there are compelling reasons why these planets might lose their atmospheres and there are also ways that you can imagine it can hold onto its atmosphere". For example, the mass of all those planets orbiting Trappist-1 are mere estimates, and we know very little about the composition of the exoplanet in orbit of Proxima Centauri.
"We are multiplying opportunities for looking for the place where life may have emerged elsewhere in the Universe", he said.
But LHS 1140b is exceptional because of its location. But it can be studied in great detail only when the next-generation of large telescopes such as the James Webb Space Telescope, set to launch next year, the Thirty Meter Telescope, and the Giant Magellan Telescope come online. LHS-1140b, as the new planet is known, however, particularly excited scientists due to the possibility of carrying out an analysis of its atmosphere with the help of existing telescopes.
Dittmann thinks that the TRAPPIST-1 planets and LHS 1140b are exciting in their own right, and all deserve to be studied further.
When red dwarfs are young, they emit radiation that can damage the planets around them.
As a result, astronomers have been able to get close, frequent looks at the all-important light signature - a big plus in the drive to figure out a planet's size, mass and possible atmosphere. "We've been delighted to hear about the discovery of LHS by our colleagues from Harvard", he said.
More observations using the Hubble Space Telescope are underway and the researchers are already using everything they can to study the planet and its atmosphere. | http://topgelato.com/2017/04/new-exoplanet-may-be-best-place-to-look-for-alien-life/ |
Industry, Innovation and Science: Regional Australia—A Stronger Economy Delivering Stronger Regions 2018–19
The Australian Government is building on our commercial and scientific strengths to capitalise on the opportunities of a modern economy and enable businesses to thrive and create jobs. The Department of Industry, Innovation and Science contributes to this vision by facilitating the growth and productivity of globally competitive industries.
Industry, Innovation and Science (part of the Jobs and Innovation portfolio) has a broad regional presence through its networks and agencies. The Department has 35 per cent of staff located outside Canberra in 31 locations across Australia.
The Department’s policies and programs, such as the Industry Growth Centres Initiative and the Entrepreneurs’ Programme, help regional businesses to build their capability, innovate and grow. Through the Office of Northern Australia and the Northern Australia Infrastructure Facility, the Australian Government is helping to unlock the full potential of northern Australia through new opportunities that support regional job creation and economic growth.
The Australian Technology and Science Growth Plan, announced in the 2018-19 Budget, presents the Australian Government’s investment in infrastructure to enable the generation and commercialisation of new ideas, and support businesses to grow and create new jobs. Key elements of the plan (highlighted below) will positively impact regional Australia by creating new economic opportunities and jobs.
The Australian Government’s International Space Investment will underpin the long-term competitiveness of Australian businesses. Space-related products and services will support productivity growth in industry sectors including transport, logistics, mining and agriculture. For example, farmers can use nanosatellites to monitor environmental conditions to reduce crop failure and maximise profitability. In the mining sector, space technologies can be used to detect new viable mineral resources.
The SME Export Hubs program supports new industry-led consortia of small and medium enterprises (SMEs) in regional areas to develop local, regional and Indigenous brands, and connect these businesses to global export markets. This will positively impact regions by driving SME growth and creating jobs.
New Initiatives
Better GPS for Regional Australia
The Australian Government is providing ongoing funding ($160.9 million over the forward estimates), following a successful trial in 2016‑17, for a Satellite-based Augmentation System (SBAS) which will deliver precise and high-integrity positioning, navigation and timing (PNT) data via satellite. SBAS will deliver a satellite positioning capability across all of Australia and its maritime zones, with an accuracy of 10cm. The ability to obtain precise positioning data will have numerous benefits across multiple industries. These benefits include:
- safer Australian aviation with research showing SBAS assisted aircraft approaches are eight times safer than those using ground-based navigation aids
- decreased likelihood that Australian aviation flights will be cancelled or diverted due to weather or multiple attempts at landing will be required
- safer and easier maritime navigation
- safer and improved traffic management of rail operations including systems that prevent train-to-train collisions and enforce speed restrictions
- enable automated driving and real-time road pricing applications
- safer and more efficient mining through vehicle tracking, automated operations and improved safety and environment protection
- improved management of livestock health and improved agricultural yield production
- enable virtual fencing technology on farms and reduction of chemical pollution.
SBAS, together with the Better GPS to support Australian business measure, will ensure Australia has a world class and comprehensive national positioning capability.
Better GPS to support Australian business
Better GPS to support Australian business provides ongoing funding ($64.0 million over the forward estimates) for a national positioning, navigation and timing (PNT) data network. The National Positioning Infrastructure Capability (NPIC) relies on Global Navigation Satellite Systems and when augmented with a quality national ground station network, can deliver PNT data with 3-5cm accuracy in near real time.
NPIC will reduce existing barriers and improve coverage so private companies, public organisations, scientists and entrepreneurs in Australia can access national, standardised PNT data. This will drive productivity and encourage innovation in a number of industries—particularly automation and semi-automation in transport, agriculture, mining and construction. Examples of current applications include very high accuracy locations on smartphones, timing in energy and finance networks, multimodal logistics and self-steering machinery on farms, mining and construction sites. NPIC will also create opportunities for new products and innovation in emerging industries including autonomous parcel delivery.
NPIC, together with the Satellite-based Augmentation System, will ensure Australia has a world class and comprehensive national positioning capability.
World class satellite imagery to enable Australian businesses to grow
The 2018-19 Budget provides ongoing funding to Geoscience Australia’s Digital Earth Australia (DEA) platform, which was funded for two years in the 2017-18 Budget.
The DEA platform translates over three decades of satellite imagery into insights about the health and productivity of the Australian continent and coastline. When prepared and analysed using high performance computing, this imagery provides a wealth of information for monitoring the environment, and increasing productivity in the agriculture and mining sectors.
DEA is already providing a range of tools and information of interest to regional Australia. For example, the Water Observations from Space product provides a national map of where water has been seen in Australia from 1987 to the present, and can be used to better plan water management strategies. Other DEA products can provide information about crop health, and pasture and livestock management decisions.
DEA also supports Australia’s rapidly growing digital economy by lowering the costs associated with accessing and analysing vast volumes of satellite data. This creates opportunities for Australian industry, particularly small-to-medium and regional businesses, to develop new applications that can compete with offerings from much larger companies in the global market for spatial information and services. This market has already created around 4 million jobs worldwide and has the potential to increase productivity in sectors representing around 75 per cent of the global economy.
By providing ongoing funding, the Australian Government is expanding the capability to provide a greater range of product and services to industry and government.
International Space Investment
The Australian Government is investing $26.0 million over four years from 2018-19 on establishing an Australian Space Agency. Funding of $15.0 million over three years from 2019-20 is also provided to enable the Australian Space Agency to partner with international space agencies such as European Space Agency, the National Aeronautics and Space Administration (NASA) and the Japanese Aerospace Exploration Agency on strategic projects. This investment will provide Australian businesses opportunities to be involved in established international space programs.
International investment by the Agency will act as a vehicle to drive greater participation by Australia in the global space economy. The Agency will consider investments in partnerships with other parties including potentially with states and territories. A rigorous evaluation approach will be applied by the Agency to ensure the investments have maximum impact with minimal outlay. This investment will generate additional high-technology manufacturing activity in regional areas as well as ongoing economic productivity such as transport, logistics, mining and agriculture.
Small and Medium Enterprises (SMEs) Export Hubs
Funding of $20.0 million over four years is allocated to help Australian SMEs to grow and export by supporting the private sector to develop local and regional business collaborations (hubs) in areas of competitive strength. The hubs will help SMEs work together to develop local, regional and indigenous brands, and connect with new markets and global supply chains, by identifying export opportunities, creating scale and building on regional competitive strengths.
Hubs will collaborate with the Industry Growth Centres in the priority sectors—Advanced Manufacturing; Cyber Security; Food and Agribusiness; Medical Technologies and Pharmaceuticals; Mining Equipment, Technology and Services; and Oil, Gas and Energy Resources. Based on their national consultation across their respective sectors, Growth Centres’ advice is that regions with a critical mass of advanced SMEs, firms and services have the potential for improved industry and innovation ecosystems and export performance, supporting local and regional economic growth and job creation.
Antarctic Science Collaboration Initiative
The Australian Government is supporting science jobs, strengthening Australia’s national Antarctic interests and Hobart’s role as an Antarctic hub and research city by providing funding certainty for Australia’s Antarctic science program.
The Jobs and Innovation portfolio will provide $50.0 million in grant funding over ten years, starting in 2019-20, to establish a new Antarctic Science Collaboration Initiative (ASCI)—a ten year collaborative science, research and innovation grant program.
The ASCI will make a significant contribution to Australia’s overall investment in Antarctic science over the next decade, which is a cornerstone of our sovereign claim to the Australian Antarctic Territory.
The ASCI will provide funding certainty for critical Antarctic science jobs in Hobart that currently supported by the Antarctic Climate Ecosystems CRC (ACE CRC). The ACE CRC will cease operations on 30 June 2019 and transition staff to a new, ASCI supported, entity.
Research and Development Program for Reef Restoration and Adaptation: Design and Feasibility Phase
The Australian Government will be investing $6.0 million over 18 months from 2017-18 to 2018‑19 to fund a design and feasibility phase for a large-scale research and development program for reef restoration and adaptation, to promote the survival of corals on the Great Barrier Reef.
Regional communities will benefit from proximity to a globally significant innovation venture, including through increased global recognition of the participating research institutions and creation of new job opportunities in regional Australia. For example, a resulting reef restoration toolkit has the potential to create new job and export opportunities in the region for Australian manufacturers, engineers, scientists and environmental managers, as well as securing existing Reef-dependent jobs, including for Indigenous Australians who manage a third of the Reef’s catchment areas.
Communities in the Great Barrier Reef region, which includes the regional centres of Cairns and Townsville, will benefit from plans to restore the resilience and strength of the Reef. Reef-dependent activities could potentially support 34,000 direct and indirect jobs and inject $6.4 billion into the economy each year
Encouraging More Women to Pursue STEM Education and Careers
The Australian Government is investing a total of $4.5 million of funding over four years to encourage more girls and women to study science, technology, engineering and maths (STEM) and pursue STEM‑based careers. There are three parts to this:
- A Women in Science Strategy, informed by a Decadal Plan for Women in Science, will provide a roadmap for sustained increases in women’s science participation.
- A Women in Science Ambassador is a visible, full-time role model to help coordinate and promote action to reduce barriers to women’s participation in STEM. The Ambassador will be a national advocate, building awareness and visibility of issues affecting women and girls in science, and how they can be addressed to achieve cultural change.
- A resource kit will help support the engagement and encouragement of school age girls into STEM study and careers.
Current Initiatives
Industry Growth Centres
The Industry Growth Centres Initiative has funding of $232.0 million over six years from 2017-18 to support industry sectors of competitive strength or strategic priority. There are six such sectors currently involved in the Initiative:
- advanced manufacturing
- cyber security
- food and agribusiness
- medical technologies and pharmaceuticals
- mining equipment, technology and services
- oil, gas and energy resources.
The Australian Government has established these Industry Growth Centres in a long-term partnership with key industry leaders to improve the productivity and competitiveness of these sectors, help firms grow and prosper, and generate economic growth and employment. This will enable the Centres to build on their initial success and continue as broader industry and innovation ecosystem, with a view of establishing a hybrid funding model in the long-term.
Industry Growth Centres focus on four key areas: (1) improving management and workforce skills; (2) improving collaboration between industry and research to commercialise ideas; (3) improving access to international markets and global supply chains; and (4) optimising the regulatory environment.
Three of these Growth Centres in particular—food and agribusiness; mining equipment, technology and services; and oil, gas and energy resources—are sectors with significant operations in regional areas. Other Growth Centres such as advanced manufacturing and cyber security have impacts for both urban and regional areas.
Industry Growth Centres are helping align industry and innovation policy and programs, including the Commonwealth Scientific and Industrial Research Organisation and Cooperative Research Centres, to contribute to improving the productivity, competitiveness and innovative capacity of their sectors.
Advanced Manufacturing Fund
The Australian Government has provided $100.0 million over two years from 2017-18 to boost innovation, skills and employment in advanced manufacturing, an enabler for both urban and regional areas.
The Advanced Manufacturing Fund is an integrated set of policy initiatives that will help car-related businesses, including those in regional areas, move into other industries; encourage further research; provide facilities to test new products; and develop business and engineering capabilities in advanced manufacturing.
Manufacturing continues to be a major contributor to Australia’s prosperity in cities and regional communities and the fund is focused on creating an economic environment which encourages private sector investment and jobs growth. Elements of the fund, such as the Advanced Manufacturing Growth Fund, will target areas most affected by the transition of the automotive industry. The funding is supporting five elements:
- $47.5 million for a new Advanced Manufacturing Growth Fund, building on the existing $155.0 million Growth Fund, helps industry adjust to the wind-down of car manufacturing. The funding is for up to a third of the project cost of capital upgrades to establish and expand high value manufacturing in South Australia and Victoria. This will help make businesses more competitive through innovative processes and equipment. In Round 1 of the program, 18 companies shared in around $27.9 million of funding. Five successful companies were based in regional Victoria and will receive funding of around $10.1 million from the round.
- $4.0 million for the Advanced Manufacturing Growth Centre supports small scale and pilot research projects in advanced manufacturing, benefiting small firms and early stage researchers, allowing them to quickly move to larger scale research or commercialisation.
- $20.0 million under the Cooperative Research Centre Projects initiative is for larger scale advanced manufacturing research projects of up to $3.0 million in funding over three years.
- $10.0 million is to establish Innovation Labs in South Australia and Victoria to enhance manufacturing business capability in the digital age and improve the use of existing innovation lab infrastructure by manufacturing small and medium enterprises.
- $5.0 million maintains engineering excellence by investing in student research at universities, technology institutions and in industry to continue the flow of highly trained engineers to the automotive design and engineering sector.
- $13.5 million tariff concession is on imported vehicle prototypes and components used by Australian motor vehicle design and engineering services that operate in a global network.
Growth Fund
The Australian Government established a $155.0 million Growth Fund, to which it is contributing $100.6 million over six years from 2013-14. The Growth Fund is supporting employees, businesses and the regions most affected by the closure of Australia’s car manufacturing industry. The Growth Fund is helping workers from Holden and Toyota to transition to new jobs, support automotive supply‑chain firms diversify into new products and markets, and to accelerate new business investment in manufacturing.
The Growth Fund includes the following elements:
- the $90.0 million Next Generation Manufacturing Investment Program to accelerate private sector investment in high value manufacturing in Victoria and South Australia
- the $20.0 million Automotive Diversification Program to help automotive Australian supply chain firms capable of diversifying to find new markets
- the $30.0 million Skills and Training Initiative to help Holden and Toyota workers recognise their skills and train for new jobs. Holden and Toyota contributed $15.0 million funding each.
Entrepreneurs’ Programme
The Entrepreneurs’ Programme is the Australian Government’s flagship initiative for business competitiveness and productivity at the firm level. It provides practical advice and support for businesses, including: provision of private sector advice; co‑funded grants to commercialise novel products, processes and services; funding to take advantage of growth opportunities; and connection and collaboration opportunities. This is building the capabilities of SMEs in key growth sectors. Services and grants are delivered through four elements: Business Management; Innovation Connections; Accelerating Commercialisation; and Incubator Support. Services are flexible, tailored and focused on value-added advice and support. Services can be accessed by all Australian businesses, including those in regional Australia, subject to meeting the program’s eligibility requirements.
In line with the Australian Government’s priority on regional development, the Government has expanded the Incubator Support element to better facilitate entrepreneurial activity in the regions. This will enable the initiative to further support the competitiveness of regional start-ups by improving the services and capabilities of new or existing incubators. New features include additional facilitative support and more generous funding ratios for regional projects to maximise outcomes for regional areas.
Single Business Service
Consistent with the Australian Government’s Digital Transformation Agenda, the Single Business Service is putting the needs of Australian businesses first by simplifying and streamlining access to information and advice.
Ongoing funding is provided to implement the initiative as part of the Entrepreneurs’ Program. The Single Business Service initiative recognises that businesses have struggled to access Australian Government services and navigate the wealth of Australian Government information available to find what they need or who to talk to. Businesses, including those in regional Australia, can now get information and help through one website (www.business.gov.au), one contact centre (13 28 46) and, AusIndustry’s national network to:
- get a business up and running
- develop and commercialise ideas and products
- improve, innovate and grow a business
- reach new markets.
Centre for Defence Industry Capability
The Centre for Defence Industry Capability (CDIC) is a ten-year initiative of the Defence Industry Policy Statement worth $230.0 million from 2016-17. Its purpose is to help transform the relationship between the Department of Defence and the defence industry, and to fund defence industry development, critical skilling and export initiatives.
A national footprint has been established for the CDIC and comprises around 40 highly experienced business and innovation advisers and support staff. The CDIC is headquartered in Adelaide, with advisers located across all states and territories to form a national advisory network which extends to regional areas.
The CDIC is coordinating tailored region-based engagements to bring together stakeholders in a united effort to deliver defence capability, grow the Australian industrial base and present a national position to overseas markets. The CDIC and the Department of Defence are working with states and territories on:
- industrial development activities and support for new and established defence companies
- region-based activities in trade shows, related industry events and communication strategies
- better connecting businesses with opportunities in other sectors, markets and international opportunities
- exchanging information with region-based defence industry development agencies on current and emerging industrial capabilities to aid in the development and delivery of support programs and initiatives.
Cooperative Research Centre Program
The Cooperative Research Centre (CRC) Program, established in 1990, is a competitive, merit-based grant program that supports industry‑led collaborations between industry, researchers and the community. The CRC Program has two funding streams:
- CRCs, which undertake medium to long term, industry-led high quality collaborative research
- CRC Projects (CRC-Ps), which undertake a short-term, industry-identified and industry-led collaborative research project.
Businesses investing in research and development through CRCs and CRC-Ps are increasing their income, competitiveness and productivity. The CRC Program continues to support CRCs and CRC‑Ps that have impacts on rural and regional Australia.
CRCs and CRC-Ps contribute to strengthening rural and regional development in areas such as our agriculture and mining industries, farming systems and improving health outcomes for Indigenous Australians. Regional businesses (including small and medium‑sized enterprises), Rural Research and Development Corporations, universities and other research organisations can be a part of CRCs and CRC-Ps and their activities.
Business Research and Innovation Initiative
The Business Research and Innovation Initiative (BRII) Pilot is providing $12.0 million over three years from 2016‑17 in competitive grants for small and medium enterprises (SMEs) to help the Australian Government to tap into leading‑edge thinking and find the most innovative solutions to important challenges in public policy and government service delivery.
Entrepreneurs receive funding to create innovative products and services. Businesses retain the intellectual property and the right to commercialise the ideas in Australia or overseas.
Critical early‑stage financial support to innovative start-ups and SMEs will help them test their new ideas and provide a path to market through developing a track record. The initiative also acts as a catalyst for SMEs with government as a customer thereby driving employment and economic growth.
Regional and rural Australia will be assisted through the solutions to current and future challenges. For example, a current challenge “…improve transparency and reliability of water market information” will assist participants and farmers with the confidence to participate in Australia’s water markets, and in turn contribute to the sustainable management of water resources across Australia.
Regional and rural SMEs are also eligible for and being assisted through BRII with grant recipients from areas such as Wollongong and North Bruny in Tasmania working on providing solutions to government challenges.
Major Projects Facilitation Agency
The Major Projects Facilitation Agency provides services to ensure that investors and developers are aware of all regulatory approval and compliance obligations that affect their project. The Major Projects Facilitation Agency is a ‘single point of entry’ into the Australian Government and works closely with state and territory governments to complement their activities. It provides information and advice across all tiers of government and across jurisdictions. The Major Projects Facilitation Agency also supports red tape reform by monitoring regulatory impacts on development and identifying opportunities for improvement.
While the agency provides a national service, it has offices in Tasmania and Northern Territory. Under the Australian Government’s economic plan for Tasmania, the Major Projects Facilitation Agency’s Tasmanian office was established in 2014 and allocated $2.7 million in funding over three years to July 2017. The Major Projects Facilitation Agency’s Darwin office was established in January 2016 as part of the Our North, Our Future: White Paper on Developing Northern Australia initiative and was allocated $2.1 million in funding to July 2019.
Anti-Dumping measures
The purpose of Australia’s anti‑dumping system, which is administered by the Anti‑Dumping Commission, is to give Australian producers the opportunity to compete with imports on a level playing field.
Anti‑dumping measures are currently in force on certain imported goods that compete with goods produced by a number of industries that are located in regional Australia. These include the food processing industry located in Shepparton, Victoria, and the steel industry, which has its manufacturing hubs in regional New South Wales and South Australia.
Tradex Scheme
The Tradex Scheme provides an upfront exemption from customs duty and goods and services tax on eligible imported goods that are intended for direct export or incorporated in other goods that are exported. This program is broad-based and available to all eligible applicants. The upfront exemption can provide significant cash flow advantages that can also assist the competitiveness of Australian business, including those operating in regional areas, in developing their export markets.
Square Kilometre Array Project
The Australian Government is a partner in a 10 nation project to establish the Square Kilometre Array (SKA) Observatory, which will operate radio telescopes with unparalleled scientific and technical capabilities. The telescopes will be co-hosted in Australia (which will host the SKA ‘low’ frequency element) and South Africa (which will host the SKA ‘mid’ frequency element), with the global headquarters in the United Kingdom. As part of the National Innovation and Science Agenda, the Australian Government announced $293.7 million over 10 years from 2016-17 to further support Australia’s involvement in the SKA project. The project is currently in its pre-construction design and engineering phase, with construction currently scheduled to commence in 2019.
The Australian elements of the SKA will be sited in the remote Murchison district in the Mid-West region of Western Australia, with support and computing facilities in Geraldton and Perth. Constructing and operating the SKA-Low telescope will generate a variety of benefits for the region, including economic activity, employment and skill development opportunities. The traditional owners of the SKA‑Low site—the Wajarri Yamaji—will be amongst the local beneficiaries. Negotiations for an Indigenous Land Use Agreement for the site are currently underway.
The Australian Government is partnering with the Western Australian Government to enable the SKA project in Australia. The state and Australian governments are actively engaging with a range of regional stakeholders including Indigenous communities, pastoralists, local government, regional development agencies and local business. The Australian SKA Office also meets twice a year with its Regional Stakeholders Group. The purpose of these meetings is to discuss the progress of the SKA project and any related issues such as infrastructure, opportunities for education and industry development.
Maintaining Australia’s Optical Astronomy Capability
The Australian Government is investing an additional $26.1 million from 2017-18 to 2020-21 ($119.0 million over 10 years) to maintain Australia’s reputation for world-renowned astronomical research and instrumentation through unparalleled international collaboration and opportunity. This measure secures the operation of the Anglo-Australian Telescope (AAT) beyond July 2020, at which time Commonwealth funding was expected to cease. As the AAT is located in regional Coonabarabran, the continued operations of the telescope, expected until at least 2024, will continue to benefit regional jobs, tourism and the local economy. The investment involves a ten‑year strategic partnership with the European Southern Observatory, which was signed on 11 July 2017. This partnership provides Australian scientists and businesses competitive access to research infrastructure and industry opportunities with the world’s foremost eight-metre optical/infrared telescopes at La Silla and Paranal Observatories in Chile.
This partnership will also be complemented by the transition of Australia’s world-leading research and commercial capabilities in optical astronomy, through the Australian Astronomical Observatory, from government to research‑sector ownership from 1 July 2018. This is expected to create new options and pathways to expand industry engagement across Australia, and to commercialise innovative technologies and spin-off applications on an international stage. This measure addresses the critical gap in astronomy capability identified in the Decadal Plan for Australian Astronomy (2016‑2025).
Inspiring Australia—Science Engagement Program
The Inspiring Australia—Science Engagement Program is providing $22.6 million from 2016-17 to 2018-19 and ongoing funding of $7.2 million per year from 2019-20 for a range of activities that will be delivered under the Inspiring Australia banner. The Minister for Jobs and Innovation, or the Assistant Minister for Science, Jobs and Innovation, may approve additional funding for program elements from time to time.
The program provides support for regional Australia through a wide range of activities. These include National Science Week, an annual nationwide celebration of science with activities occurring across Australia and providing opportunities for people of all ages and backgrounds to engage in science, technology, engineering and maths (STEM). National Science Week supports activities that reach regional and remote Australia, through local events as well as online activities. Locally-organised National Science Week committees ensure diverse programs of activity are available in regions throughout Australia.
Each state and territory has an Inspiring Australia manager employed by a museum, university or other science-based organisation, with Australian Government funding to support National Science Week and other Targeted Science Communication including in regional locations. For example, these contracts have supported a growing network of regional science hubs, local collaborations of organisations that work together to deliver science engagement events for their regions. These aim to create a platform through which as many Australians as possible can participate in science and gain access to quality science engagement activities.
To ensure Australian communities are able to engage in STEM programs throughout the year, the national network of Inspiring Australia officers is working with regional STEM hubs to build capacity in regional areas and encourage the development and promotion of combined and inter‑linked community calendars of STEM activities. This initiative aims to support deeper community engagement in STEM and build connections to further learning and participation opportunities.
The program also provides funding for Citizen Science Grants, which provide opportunities for the public to engage in science by participating in scientific research projects that include the collection or transformation of data in Australia. Projects can take place anywhere in Australia, including in regional areas or through the internet, enabling citizens who may previously not have had the opportunity to participate in science to do so. Participants will be empowered by learning new skills, forming new networks, and receiving updates on their participation in research projects.
The program also provides funding for Maker Projects, to support the development of STEM skills in students and youth under 18 years of age in design, engineering and programming, through hands-on learning. The objective of the Maker Projects is to encourage practical skills, creativity and entrepreneurial thinking through the development of maker spaces and activities in schools and communities, including those in regional and disadvantaged areas. Stream A funds eligible Australian schools to purchase equipment required to support the establishment of a maker space for students to access and work on STEM-related activities; whilst Stream B supports Australian communities and regions to encourage participation in STEM and innovation related events and activities in partnership with industry for youth under 18 years of age.
The Sponsorship Grants for Student Science Engagement and International Competitions element of the program supports young Australians to develop skills and potential career opportunities in a STEM field. This is facilitated by providing grants to organisations (for example, such as schools and community groups) to sponsor eligible young Australians to participate in conferences, competitions and other STEM-related events both in Australia and overseas. This is of particular importance to students living in regional areas who may not otherwise have access to these types of STEM engagement opportunities or who may have difficulty funding the costs of travelling to these STEM events.
Questacon Smart Skills Initiative
The Questacon Smart Skills Initiative includes the programs: Smart Skills, Maker Project, Invention Convention and Enterprising Australians. It is a free initiative developed for secondary school students that creates an awareness of technology, engineering and design thinking amongst young Australians. The Smart Skills program includes: regional tours; in‑school workshops for students; and professional development workshops for teachers. The Maker Project program includes school workshops and school holiday workshops at Questacon; and virtual workshops across Australia. A key element of the Questacon Smart Skills Initiative is the Invention Convention, a three-day program that delivers intensive innovation and enterprise-focused workshops in regional centres. The Invention Conventions involve partnerships with local and national enterprises to assist in fostering innovation. Enterprising Australians showcases inspirational stories of Australian innovators, inventors and entrepreneurs through online and travelling exhibitions. The Questacon Smart Skills Initiative has ongoing funding of $1.7 million per annum through the National Innovation and Science Agenda, announced in December 2015.
Questacon Virtual Excursions
Questacon reaches rural and regional Australia through its Schmidt Studio and its Virtual Excursions that are part of the Questacon Smart Skills Initiative program, which involves one hour hands‑on workshops covering topics including environmental science, physics of flight and the innovation process. These videoconference workshops are designed for students in primary and secondary school and are an effective means for schools who have limited opportunities due to their location.
Shell Questacon Science Circus
The Shell Questacon Science Circus is an award‑wining partnership program between Questacon, the Australian National University and Shell currently in its 33rd year. The Science Circus program tours nationally, returning to the same communities every few years.
The Science Circus facilitates and hosts a temporary science centre in regional and remote areas, presents in‑school science shows to pre‑primary, primary and secondary school students and families, and facilitates teacher professional development workshops. The team of presenters consists of up to 16 students studying towards a Master of Science Communication Outreach at the Australian National University. The program has ongoing funding of $150,000 per annum through the National Science and Innovation Agenda.
Travelling Exhibitions
Questacon tours travelling exhibitions to a range of regional and metropolitan venues across Australia, fulfilling Questacon’s national role and responsibility of providing access to hands‑on informal learning experiences outside the Questacon Centre in Canberra. The interactive exhibitions are developed in‑house by Questacon and provide engagement for all ages. The travelling exhibitions provide a range of size, topics and complexity options suitable for most venue requirements. Travelling exhibitions, as part of Questacon’s core business activity, are funded through ongoing Questacon departmental appropriation.
Teacher Development Programs
Questacon delivers a broad range of accredited programs to pre-service, casual and registered teachers through the national outreach programs and stand-alone activities. The programs build confidence, skill and content knowledge in teachers in the delivery of STEM activities in the classroom. The STEM X Academy is an intensive five-day program delivered each January in partnership with the Australian Science Teachers Association and the CSIRO that joins teachers with researchers to develop new activities for the classroom. Teacher development, as part of Questacon core business activity, is funded through ongoing Questacon departmental appropriation.
Installation of Solar Photovoltaic System
Through the Public Service Modernisation Fund, $1.8 million (over 2017-18 and 2018‑19) has been allocated to deliver an off grid solar photovoltaic system to provide supplementary low cost electricity to the Australian Institute of Marine Science’s regional Cape Ferguson headquarters. This site houses the National Sea Simulator, a world-class marine research aquarium facility for tropical marine organisms in which scientists can conduct cutting-edge research. This investment will help lift the current utilisation of the National Sea Simulator from 65 per cent to 90 per cent while reducing costs and carbon emissions. This investment will also help the local region through the employment of local contractors to install the solar photovoltaic system.
National Carp Control Plan
Carp are the worst freshwater aquatic pest in Australia. They dominate the Murray-Darling Basin, where they can make up 80-90 per cent of fish biomass, with significant detrimental effects on water quality and ecosystem health. The economic impacts of carp infestation have been estimated at up to $500 million per year, with the majority of this impact felt in regional areas.
The Australian Government provided $15.0 million over three years from 2016-17 to support the development of the National Carp Control Plan. This funding will deliver the scientific research, operational planning, community engagement and communications activities required to support a potential carp virus release and subsequent clean up. The aim is to ensure that the National Carp Control Plan enables maximum impact on carp populations with minimum disruption to industries, communities and the environment. The plan is expected to be finalised in 2018.
The Department of Industry, Innovation and Science works closely with the Department of Agriculture and Water Resources, the Department of the Environment and Energy, and the Fisheries Research and Development Corporation in the development of the National Carp Control Plan.
White Paper on Developing Northern Australia
The Australian Government is continuing to build on its commitment to develop Northern Australia because unlocking the full potential of this important region brings benefits to the nation as a whole. In 2015, the Australian Government released the White Paper on Northern Australia, Our North, Our Future. This $6.2 billion economic development plan is creating the right conditions for growth and prosperity in the north.
Over half of the White Paper initiatives have already been delivered, and the rest are well underway. From delivering roads and water infrastructure to the establishment of the Cooperative Research Centre for Developing Northern Australia and the Northern Australia Infrastructure Facility, the Australian Government is creating an environment that encourages business growth, jobs and investment.
The Office of Northern Australia in the Department of Industry, Innovation and Science is coordinating the delivery of the White Paper and strategically expanding the northern agenda into a contemporary focus. In addition to this, the Department of Industry, Innovation and Science has responsibility for the delivery of the following measures:
- $5.0 billion Northern Australia Infrastructure Facility
- expanded access to the Entrepreneurs’ Programme to include tourism and smaller northern Australian businesses
- $75.0 million for the Cooperative Research Centre for Developing Northern Australia.
The Department has also established the Major Projects Facilitation Agency in Darwin and moved the Office of Northern Australia headquarters to Darwin.
The White Paper on Developing Northern Australia also includes the following key initiatives:
- Northern Australian Tourism Initiative
- Northern Australia Water Resource Assessment.
Northern Australia Infrastructure Facility
The Northern Australia Infrastructure Facility (NAIF), announced in the 2015‑16 Budget, is a major initiative of the Our North, Our Future: White Paper on Developing Northern Australia and is integral to the Australian Government’s strategy for the north.
The NAIF commenced on 1 July 2016 and has up to $5.0 billion over five years to provide in concessional finance to encourage and complement private sector investment in economic infrastructure (such as rail, water, energy, communications networks, ports and airports) that otherwise would not be built or would not be built for some time.
The NAIF is an independent corporate Commonwealth entity that operates at arm’s length to the Australian Government. The NAIF Board makes decisions about the eligibility and financing of all economic infrastructure projects in accordance with the Northern Australia Infrastructure Facility Investment Mandate in the Northern Australia Infrastructure Facility Act 2016. This support for transformative economic infrastructure is a significant step for the longer term expansion of the economy and population in northern Australia. Investment will be spread across the three jurisdictions in northern Australia.
Northern Australian Tourism Initiative
The Northern Australia Tourism Initiative was announced in the Our North, Our Future: White Paper on Developing Northern Australia. This initiative is providing $13.6 million over four years, with an expected completion date of 30 June 2019, to assist tourism businesses in northern Australia with practical support to build management and business capability, helping businesses to improve their performance and grow and be more internationally competitive. It extends both the Entrepreneurs’ Programme and the Australian Small Business Advisory Services (ASBAS) program to better target the needs of the northern Australian tourism industry.
Under the ASBAS Northern Australia Tourism Initiative, not‑for‑profit small business advisory services are funded to improve their capability to provide low-cost advisory and information services to Indigenous and non‑Indigenous tourism small businesses and tourism small business intenders in northern Australia.
Cooperative Research Centre for Developing Northern Australia
The Our North, Our Future: White Paper on Developing Northern Australia included $75.0 million over 10 years to establish a Cooperative Research Centre (CRC) for Developing Northern Australia, which commenced operations in 2017‑18. The CRC will assist businesses, governments and researchers to work together to identify opportunities for business and growth in the north. The industry-led CRC, based in Townsville, is focusing initially on agriculture, food and tropical health areas where the north has particular strengths.
On 17 October 2017, the Australian Government announced Cooperative Research Centre Projects grants totalling $13.9 million for seven industry-led collaborative research projects addressing unique industry problems in northern Australia. The funding for the projects builds on the $75.0 million investment in the CRC for Developing Northern Australia.
National Resources Development Strategy—Exploring for the Future
Over four years from 2016-17, the $100.5 million Exploring for the Future program is investigating the potential of mineral, energy and groundwater resources in northern Australia and parts of South Australia, both regions where the resource potential is relatively poorly known. The program aims to de‑risk and renew the appetite for investment in mineral exploration, and help identify major new gas and minerals resources.
Exploring for the Future is delivering a comprehensive prospectus of Australia’s resources through the collection and release of nationally significant geological data and information. Access to new and more detailed geological data and information will assist all participants in the resources sector increase the potential and level of exploration activities in Australia. The new pre‑competitive data has the potential to stimulate investment and employment opportunities in minerals and energy exploration, resource development and groundwater resource development.
Exploring for the Future will provide a broad-regional understanding of resource potential across the entire northern Australia region. This broad understanding will be linked to a series of focused regional minerals, energy and groundwater projects in areas with the greatest knowledge gaps.
National Radioactive Waste Management Facility—Community Benefit Program
The Australian Government is providing a total of $6.0 million over two years from 2016-17 for community based projects for completion within two years of commencement.
In 2017-18, a $2.0 million Community Benefit Program has been made available to each community around the shortlisted sites of Wallerberdina Station (near Hawker, South Australia) and Lyndhurst and Napandee (in Kimba, South Australia). This is in acknowledgment of the communities’ contribution to the ongoing community consultation process to site a National Radioactive Waste Management Facility and the short-term disruption during the site identification process. Forty-five projects have been announced to deliver social and economic benefits in the communities.
This is the second time the community around the shortlisted site of Wallerberdina Station has received a $2.0 million Community Benefit Program. In 2016-17, 11 projects in the Hawker and Quorn regions of South Australia were announced (grants totalling $2.0 million). A number of these projects have already been completed.
Rum Jungle Rehabilitation Project
The Rum Jungle Rehabilitation Project provides $10.8 million in funding, from 2016-17 to 2019-20, to finalise a detailed rehabilitation plan for the former Rum Jungle mine site in the Northern Territory and its continued site management and maintenance activities. It also supports maintenance activities at the Rum Jungle Creek South site, a public recreation area.
Onshore Gas Social and Economic Research Fund
The Onshore Gas Social and Economic Research Fund provides scientific and independent research to enable Australians to form their own views of the social, economic and environmental impacts and benefits of gas projects based on local data and regional characteristics. Addressing community and land holders concerns about the impacts of onshore gas is essential for the development of the gas industry.
In 2014-15, the Australian Government invested $1.5 million in the expansion of the Gas Industry Social and Environmental Research Alliance (GISERA) from Queensland into New South Wales. The New South Wales Government, CSIRO and key industry players matched this funding. The Australian Government is providing $4.0 million in funding to CSIRO over four years from 2016‑17 to further expand the alliance, becoming the Onshore Gas and Social and Economic Research Fund, to regions where onshore gas activity is occurring or has the potential to be developed.
On 7 February 2018, the South Australian Government announced its partnership with CSIRO, through GISERA, to undertake social and environmental research on the potential impacts and opportunities of onshore gas development on the environment and communities in the onshore Otway Basin in South Australia’s South East. The South Australian Government’s $1.0 million investment over three years will be complemented by contributions from CSIRO and the Commonwealth.
GISERA’s research program includes: research on surface and ground water; greenhouse gas footprint; agricultural land management; terrestrial biodiversity; marine environment; and socio‑economic impacts and opportunities. GISERA’s research independence is ensured through the strong governance framework, which includes project approval from Regional Research Advisory Committees and undergoing CSIRO’s peer review process. All research is available on GISERA’s website: gisera.csiro.au. | https://www.infrastructure.gov.au/department/statements/2018_2019/ministerial-statement/industry-innovation-science.aspx |
The University of Arizona (UA) seeks an outstanding individual for the new position of Senior Vice President Research and Innovation (“SVP”) reporting to the President of the University, Robert C. Robbins, MD. The SVP will have principal responsibility to lead, stimulate, and nurture the culture and capacity for knowledge creation and discovery at the University, creating industry and public partnerships, and moving inventions and technologies to the marketplace. The SVP’s goals will include increasing total research funding and expanding the University’s reputation as the premier innovation center in the Southwest.
To accomplish this ambitious assignment the SVP will work to (i) integrate research and development funding across government, commercial, and not-for-profit funding sources to bolster new discoveries; (ii) manage the University’s Office of Research, the Corporate Engagement Programs, Tech Launch Arizona, and the University’s research parks and Center for Innovation; (iii) bring discoveries to market through collaborative research, licenses to growth companies and creation of new companies; and (iv) enhance the innovation economy in southern Arizona. These goals will be achieved in close collaboration with the Provost and other members of the Senior Leadership Team to ensure strong alignment to the academic program and broader mission of the University.
Further developing the regional ecosystem for innovation, new company creation, alignment with major outside organizations, and linkages to other research and educational institutions.
For this challenging opportunity, President Robbins seeks a leader who has a keen understanding of the research/innovation process from inception to commercialization, the ability to marshal the University’s resources and create major partnerships with external organizations, the ability to lead through influence and persuasion in the face of uncertainty and ambiguity, and the acumen to understand and use the University’s intellectual capital to achieve greater connectivity with external collaborators.
The SVP will be fluent in science across traditional disciplinary boundaries and will have a successful track record spotting, conceptualizing, and commercializing opportunities for greater impact by molding together programs and research from a variety of disparate groups and completing large scale partnership deals. The SVP must also possess the ability to integrate efforts by faculty, students, staff, and executive leaders to move discoveries into use for the benefit of the University, Arizona, and the nation.
The SVP will be goal-driven, demonstrate strong commitment to achieving UA’s broad goals, and will be adept at working with leading researchers, senior executives, boards of major organizations, and investors. He/she must have the capacity to understand the complexities of an AAU research university with an affiliated health system and the ability to anticipate and articulate the critical issues, opportunities, and threats in the foreseeable future.
Significant experience working with or in private industry, strategy development, business development, investing, corporate partnerships, alliance management and university research is required.
Strong ethics and high integrity.
University of Arizona Established in 1885, the University of Arizona, the state’s land-grant university produces graduates who are real- world ready through its 100% Engagement Initiative. UA is advancing the frontiers of interdisciplinary scholarship and entrepreneurial partnerships and is a member of the Association of American Universities, the nation’s 62 leading public and private research universities. UA’s annual budget is $2.2 billion, and it enrolls 45,000 students each year; recognized as a global leader, the UA is also a leader in research, bringing more than $622 million in research investment each year, and ranking 22nd among all public universities. UA benefits the state with an estimated economic impact of $8.3 billion annually. The University’s Research Enterprise The University of Arizona is classified as a Carnegie Foundation “RU/VH: Research Universities (very high research activity)” university (formerly “Research 1” university). UA has more than $622 million in research investment each year and ranks 22nd nationally among all public universities. The pillars of Arizona’s new strategic plan research initiatives are (i) Space Technology, Development and Defense for the Fourth Industrial Revolution; (ii) Future Earth; Shaping a Resilient Natural and Built Environment, (iii) Healthier Communities, Aging and the Brain, and Resilient Humans; (iv) Humans, Society, and Intelligent Systems; and College of Data, Computing, and Network Science. The Research Office provides services to the University for proposal development, compliance and integrity, and core facilities. The Vice President for Research will report to this SVP position. T he University’s Areas of Excellence – Opportunities for Signature Deals Significant partnerships, commercialization, and social impact will likely come in the areas where UA has demonstrated excellence and plans for future investment and development. The SVP and staff will have/develop keen understandings of research in these domains and work with the Provost, Senior Vice President Research, deans, and faculty to develop joint research and funding streams with commercial and not for profit partners. The “deal team” will focus on partnerships that bridge academic units and multiple faculty and build on current corporate engagement programs which will move under the SVP’s office ( https://research.arizona.edu/corporate-engagement ). The university’s goal is to create ten new, significant alliances, many of which will occur in UA’s areas of excellence. Partnering agreements will be achieved with both established organizations and new companies. Areas of excellence include the following foci: In space technology and exploration, UA ranks #1 in the country in research and development. Future possibilities for research and development include (i) humans and robots, (ii) expanding understanding of the origins of life in space, (iii) developing monitoring technologies and (iv) business models for space development. Commercial ventures in these areas are accelerating and UA should be a prime partner for joint research and development endeavors. A focus on future earth research will include planning such as predictive modeling and linking this modeling to built environment models, building resilience to extreme climates, and creating solutions to create a sustainable built environment. Here too joint endeavors with external organizations will accelerate commercial application of discoveries and advancements by UA faculty and researchers. UA’s two medical schools and basic science departments across the university are developing approaches and new therapies for personalized medicine through work on precision health and the brain and the immune system. Major alliances with other research intense institutions and biopharma firms will be effective for advancing science through multi investigator and multi institutional efforts. Fostering permeable boundaries across science, engineering, and human health will support UA’s efforts to integrate research in human, society, and intelligent systems. This work will include advancing technology of intelligent systems and human engagement with these systems, defining law, privacy, and security in an increasingly digital world, and applying visual literacy, design thinking, and creative expression to solve critical human problems. Delivering Discoveries to the Market Tech Launch Arizona ( TLA ) is the university principal pathway for commercializing discoveries, inventions, and new knowledge. Commercialization is the process of turning discoveries into inventions, first by patenting intellectual property, then licensing those patents to established companies or to new UA startups. TLA’s 25 staff (including mentors/executives in residence) are responsible for working with faculty to increase invention disclosure and then patent discoveries, license proprietary technology to commercial firms, and work with entrepreneurs and investors to create start up companies. This work includes working with the angel funding groups in southern Arizona, venture firms from across the country, and entrepreneurs to launch start-up companies. The university’s goals in the next few years are to increase invention disclosures to over 400 and launch 50+ start ups based on UA discoveries. The start ups are likely to cluster in the areas of excellence described above. Building an Innovation Ecosystem Ecosystem development combines outreach and advocacy to create a regional business environment where inventors, entrepreneurs and established businesses have the resources they need to thrive, backed by sound policy and a culture of innovation. The SVP will have several tools to expand the current environment. The first two tools are the Corporate Engagement programs and TLA. Additionally, under the direction of the SVP, UA’s research parks – Tech Parks Arizona - will be places for university related research as well as the Corporate Engagement and TLA staff. Tech Parks Arizona creates the place, environment, and interactive ground that generates, attracts and retains technology companies and talent in alignment with the research, mission and goals of the university. Tech Parks Arizona is the umbrella organization for the UA Tech Park at Rita Road, UA Tech Park at The Bridges, and the Arizona Center for Innovation with the highest priority of recruiting companies with connections to the UA to locate at these facilities. UA Tech Park at Rita Road includes 2,000,000 square feet of research, development, and manufacturing space occupied by well established companies such as Raytheon and IBM. The Arizona Center for Innovation – located at Rita Road – provides mentoring, support services, and facilities for faculty wishing to advance research to a pre-commercial stage and early stage companies. UA Tech Park at the Bridges, which is initially planned to add an additional 2,000,000 square feet of space, will be developed with a UA partner – it is close to campus and will house incubator/accelerator facilities, maker space for use by faculty and students, both the Corporate Engagement and TLA staff, offices and labs for startup companies, and event space for regional meetings of investors, faculty/researchers, and entrepreneurs. The Bridges will be adjacent to a large scale development of retail, offices, restaurants, and living units; the overarching goal of the full development is creating a live, work, and play innovation district.
University of Arizona is accepting resumes and actively recruiting for this Senior Vice President Research and Innovation position in Tucson, Arizona. Be sure to send your resume using the "Apply Now" button or by following the application instructions provided by the employer.
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Description: University of Arizona seeks a Senior Vice President Research and Innovation. | https://www.avjobs.com/jobs/public.asp?Company=Odgers+Berndtson&g=85488A1C-1B95-482E-83C6-5562ABA5BC3C&t=Senior+Vice+President+Research+and+Innovation&l=Tucson%2C+AZ |
As the Minister of Innovation, Science and Economic Development Canada, I am pleased to present Canada's Space Strategy. Canada has a long and proud history of leadership in space science and technology. We were among the first to enter the space age and have maintained a global reputation for scientific and technological excellence and ingenuity.
Nearly every aspect of our daily lives is touched and made better by space innovation. Canadian scientists and firms are reshaping the way space is being explored and utilized. It has been estimated that the global space economy will triple in size over the next 20 years. This growth will be driven by a radical shift in the sector, whereby commercial firms are investing heavily in and benefitting significantly from their own space activities. They are launching mega-constellations of telecommunications satellites, finding new innovative applications for space-based technologies, and even carrying out their own exploration missions. This shift means that space will play a central role in the new digital economy, and in developing and supporting emerging technologies.
Through the Innovation and Skills Plan, Canada has committed to growing the economy through good, well-paying jobs for the middle class and ensuring that the benefits of a more innovative society are shared among all Canadians. By investing in this exceptionally innovative sector, we are improving quality of life across our country, and creating the jobs of the future here at home.
We are also focused on using space to improve the lives of Canadians by leading and collaborating on science activities, including on the International Space Station (ISS). In fact, since the inception of the ISS program, Canada has contributed to 60 science and health-related experiments. This research continues to advance our understanding of the aging process, improve chronic care and rehabilitation approaches, and advance radiation technology for precision cancer therapy.
The Government of Canada recognizes the importance of space as a strategic national asset, and since has committed to new investments worth over $2.6 billion to ensure the vitality of Canada's space sector and that Canadians can benefit from advances in space-based technology. All this has helped grow our space sector and enabled our scientists to take part in missions of discovery about Earth, our solar system and the universe. We are showcasing Canadian innovation and know-how and creating well-paying middle-class jobs.
Today, the challenges we face on Earth, alongside the opportunities that the rapidly evolving space industry and advances in space science provide, demand that Canada again make strategic and visionary commitments to leverage space to maximize benefit for Canadians. Building on our proud history, we are now planning a bright future for Canada's space program.
The Government is committed to helping unlock the full potential of the space sector and respond to the realities of the new and evolving space environment. We will double down on our commitment to equip our youth to excel in the jobs of the future; to support scientific research, technology development and commercialization; and to enable firms to access investment and scale up.
The Honourable Navdeep Singh Bains
Minister of Innovation, Science and Economic Development
- Date modified: | https://www.asc-csa.gc.ca/eng/publications/space-strategy-for-canada/02-message-from-the-minister.asp |
Abu Dhabi, UAE, March 13, 2017: The Global Manufacturing and Industrialisation Summit (GMIS) has signed a Memorandum of Understanding (MoU) with the General Confederation of Moroccan Enterprises (La Confédération Générale des Entreprises du Maroc – CGEM), to further strengthen communications between the public and private sector in Morocco and beyond, leading to a favourable environment for business and the economy to thrive.
Established in 1947, the CGEM is committed to representing private companies in Morocco before public institutions and institutional actors. The Confederation represents 88,000 direct and affiliated members, with the main goal of facilitating conversation that leads to the development of an optimal business environment. CGEM is a strong advocate of the private sector’s contribution to economic and social development, and works on an international level, through 43 business councils, to encourage and promote policies that foster enterprise development.
At the inaugural Global Manufacturing and Industrialisation Summit, which will be held in Abu Dhabi from March 27-30 and co-hosted by the United Nations Industrial Development Organisation (UNIDO) and the United Arab Emirates (UAE) Government, 1,200 of the world’s leaders from government, industry, and civil society will convene to discuss the most pressing issues faced by manufacturing today. From low- to high-tech industries, developed to emerging economies, the Summit will encourage the values pursued by the CGEM, in addition to focusing on developing manufacturing capabilities, promoting global value chains, ways in which to foster sustainable practices and job creation, and the necessity of implementing standards that will govern the technological progression of the next industrial revolution.
“Collaboration between the public and private sectors is a driving force in economic development,” said XXXX, XXXX, CGEM. “The CGEM was established to act as a middleman for businesses to have an open line of communication with the government and public authorities. This ensures that decisions made are in the best interests of the companies that contribute to the growth of the economy, by supporting the specific needs and requirements they may have. By signing an MoU with GMIS, we are reaffirming our commitment to promoting the development of lucrative economic conditions for businesses in Morocco and beyond.”
Li Yong, Director General of the United Nations Industrial Development Organization (UNIDO), said: “Collaborative efforts between the public and private sector are the key to ensuring sustainable, inclusive economic growth. The work that the General Confederation of Moroccan Enterprises does is critical to developing a framework within Morocco that enables all industry players, whether they are established or fledgling businesses, to fully benefit from legislation that is in their favour. The importance of public-private partnerships is something that should not be overlooked, and we look forward to discussions on the matter at the GMIS between members of international governments and representatives of the world’s manufacturing and industrial businesses.”
Badr Al-Olama, Associate Director, Mubadala Aerospace & Defense Services, Chief Executive Officer, Strata Manufacturing, and Head of the Global Manufacturing and Industrialisation Summit Organising Committee, said: “Successful economies cannot be built by the public or private sector alone; it requires collaboration in order to lay a solid foundation that will be conducive to the sustainable growth of businesses and, in turn, gross domestic product. The manufacturing sector in particular will benefit from increased communication between governments and companies, given that we are in an age of disruption as Industry 4.0 technologies revolutionise processes. Collaboration is the way forward to ensure a regulated, supportive environment for all to benefit from.”
Co-hosted by the United Nations Industrial Development Organisation (UNIDO) and the UAE Government,
the Global Manufacturing and Industrialisation Summit will be held at the Paris-Sorbonne Abu Dhabi from March 27-30, 2017. The Global Manufacturing and Industrialisation Summit aims to build strategic alliances that can leverage opportunities surfaced by industrial development, especially digital transformation, to restore global prosperity.
About The Global Manufacturing and Industrialisation Summit
As the world’s first cross-industry forum, the Global Manufacturing and Industrialisation Summit is a global gathering for manufacturing minds. It is a voice and a venue for global manufacturing transformation. More than 1,200 delegates will attend, including world leaders, industry CEOs, policy-makers, specialist researchers and academics. The Global Manufacturing and Industrialisation Summit will deliver (i) a voice for transformational ideas, (ii) a venue for the generation of new networks and cross-industry partnerships, (iii) a showcase for pilot projects arising from cross-industry research, and (iv) a post-event report with recommendations for action to be submitted to global stakeholders. It is planned that the Summit will be held in leading global cities every other year, with the inaugural Global Manufacturing and Industrialisation Summit in Abu Dhabi in March 2017. See www.gmisummit.com.
Global Agenda on the Future of Manufacturing
The conference will focus on the role of manufacturing in reconstructing the global economy and restoring global prosperity. Leaders from the public and private sectors, along with civil society representatives, will gather together to discuss global challenges facing the manufacturing sector. The discussions will focus around six themes: technology and innovation; global value chains; skills, employment and education; sustainability and environment; infrastructure; standards and stakeholder alignment. The participants will form working groups to identify concrete action plans and recommendations that outline potential solutions to global issues, as well as showcase best practices and case studies from across the world. To highlight an example of global issues, the inaugural conference will focus on the issue of economic migration with the aim of establishing a manufacturing platform that will bring together countries facing emigration or immigration challenges, with regional countries that seek to support economic reconstruction. These countries will work together with manufacturers and the wider United Nations network on restoring global prosperity.
The Manufacturing Expo
Capitalising on the huge presence of the global manufacturing community under a single meeting venue, the Manufacturing Exhibition will offer space to corporations looking to showcase their products, services and latest innovations or technologies that can further contribute to promoting global economic development. The Manufacturing Expo consists of four components: an exhibition showcasing the manufacturing capabilities of the host country; international pavilions showcasing the manufacturing capabilities and economic incentives of each participating country; an innovation exhibition that demonstrates the latest fourth industrial revolution technologies; and an event for SMEs to present their products and solutions to potential customers.
The Global Value Chain Market:
The Global Value Chain Market (GVCM) is a business matchmaking platform dedicated to increasing regional and international partnerships and opportunities. The platform will provide networking and sourcing opportunities both online and onsite via pre-scheduled meetings with the vision of forging investment opportunities, commercial partnerships, and encouraging technological transfer and knowhow. The platform will enable countries to identify and meet global manufacturers to promote industrial development, and familiarise global manufacturers with targeted industrial activities in various countries. The GVCM will become a source of valuable information for global investments, providing insights on legislation and regulations, sovereign risk, political stability, and physical and logistical infrastructure. | https://www.gmisummit.com/gmis-media/news/gmis-signs-mou-with-general-confederation-of-moroccan-enterprises-to-boost-public-private-sector-conversation/ |
As 2013 wound down, the seemingly impossible happened – Congress and President Obama agreed to a budget deal. The deal provides short-term relief in fiscal years 2014 and 2015 from sequestration budget cuts required under the Budget Control Act of 2011 (BCA) and gives industry some certainty regarding the topline budget – at least through 2015. However, the temporary budget agreement should be the beginning, not the end, of a broader national discussion of how to balance keeping our fiscal house in order with providing for the nation’s defense and investing in our economy’s technological future.
From the standpoint of national defense, we believe long-term investments are required to modernize our armed forces to assure continued U.S. superiority in the sea, air, space and cyberspace. Unfortunately, those necessary investments are the easiest to slash in an era of budget austerity, leading Defense Secretary Hagel to warn of a potential “decade-long modernization holiday” caused by BCA budget caps. Industry’s ability to deliver the products that make our military the best-equipped, advanced and effective in the world is being jeopardized. We need a long-term national security strategy that takes the capabilities of the aerospace and defense industrial base into account so we don’t lose the unique and perishable skills America’s best scientists, engineers, skilled craftsmen and business experts put to work at thousands of companies in the supply chain.
The Aerospace Industries Association (AIA) has been at the forefront of the effort to inform the public and our leaders of the importance of maintaining our investments in advanced research and development and innovation. Our nation faces a growing “innovation deficit” as a result of cuts to federal research budgets. Federally funded research fuels U.S. leadership in areas like unmanned aircraft systems and advanced satellite-based air traffic control. In fact, cuts to FAA’s funding may result in lengthy delays in the implementation and deployment of the Next Generation Air Transportation System, or NextGen. NextGen is projected to save billions of dollars in fuel and environmental costs and allow system capacity to grow with demand. Moreover, deployment of NextGen is a necessary precursor to full integration of unmanned aircraft systems (UAS) into the national airspace system. Unmanned or remotely piloted systems constitute an enormous growth opportunity for our industry and the economy, potentially totaling more than $89 billion over the next decade.
Substantial research needs to be done to develop the technologies that will allow UAS to successfully and safely share our airspace with manned airplanes. There will be substantial private investment in the communities in Alaska, Nevada, New York, North Dakota, Texas and Virginia where FAA’s recently announced UAS test sites are located, but FAA currently has no budget to administer and conduct research at these facilities. This is a prime example of how the lack of federal investment is contributing to the growing innovation deficit. Other nations are moving ahead with investments in UAS research, potentially passing the United States in leadership in this important growth market.
A related area of concern for our industry is in the export arena. As federal budgets come under increasing pressure, our member companies are looking to expand export opportunities in both the commercial and defense sectors. A recent study found that Israel is the leading UAS exporter in the world over the last eight years. If the United States is to regain its leadership role in this expanding market, reform efforts of our burdensome export control system need to be accelerated. The Obama Administration deserves substantial credit for beginning and sustaining the work to transfer commercial technologies from the U.S. Munitions List to the more appropriate Commerce Control List – notably including commercial communications satellites – but a great deal more work remains to be done to address treatment of both current and future technologies like UAS.
Additionally, the Export-Import Bank (Ex-Im) is due for reauthorization by the end of the fiscal year. Ex-Im reauthorization faces strong headwinds despite its important role in creating and supporting U.S. jobs. In fiscal year 2013, Ex-Im credit guarantees helped facilitate nearly $37.4 billion in U.S. exports and are particularly critical to the aerospace industry, one of the few U.S. industrial sectors with a positive balance of trade (more than $70 billion in 2013). Ex-Im directly or indirectly supports 30,000 aerospace industry suppliers, including tens of thousands of small companies that supply parts and services to large exporters. It also levels the playing field for U.S. exporters, as there are 59 export credit agencies in other countries that help foreign competitors export their products. Losing Ex-Im support would undermine our global competitiveness in a field where we lead the world today. Finally, in an era of austerity, it beggars the imagination that we would abandon a program that is self-sustaining and routinely returns money to the U.S. Treasury – $1.1 billion in both fiscal years 2012 and 2013.
Another area where federal investment dollars make a huge difference is in our space enterprise. When the Space Shuttle landed for the final time in 2011, a misconception seemed to take hold that human spaceflight was over for the United States. Yet take a look at the manufacturing and assembly facilities at America’s space industry and a different reality emerges. Across the government and private sector, more vehicles are now being built for human spaceflight than at any other point in history. Today’s NASA human spaceflight program is an ecosystem of diverse activity – developing both exploration systems and commercial transportation services. Both of these elements are strategically linked to one another, and vital to the success of the overall human spaceflight program.
In the field of suborbital spaceflight, private companies are developing spacecraft to take hundreds of paying customers briefly into space. If current trends continue, the suborbital market is predicted to have baseline revenue of $600 million over the first 10 years of operations.
In low earth orbit, three companies have won the most recent round of NASA funding to develop new space transportation systems to the International Space Station, open potential new markets for space transportation and end our dependency on the Russians for transportation.
For deep space exploration, the space industry is building vehicles to extend our reach further into the solar system than we have ever gone before. Just as the Space Shuttle was a vehicle with many uses – from scientific experimentation, satellite servicing and space station construction – NASA’s next-generation exploration vehicles will be equipped to take on multiple mission types.
The human spaceflight programs established in the NASA Authorization Act of 2010 and agreed upon by the White House and Congress have made incredible progress. With steady and consistent support for these programs, exploration programs and commercial space transportation services will extend our reach farther than we’ve ever gone before — all for the benefit of life on earth.
Our industry is poised to make strategic investments in our workforce and advanced research and development, but we need support and funding from our federal government partners to make the best choices and yield the greatest returns in innovative and groundbreaking technologies. Especially in an era of increasing austerity, it’s critical that we make smart decisions and ensure we do not eat the seed corn of our future economic growth. | https://www.tradeandindustrydev.com/industry/aerospace-defense/aerospace-and-defense-innovation-key-securing-our-9164 |
The hunt for extraterrestrial life is one of NASA's main objectives.
NASA has yet to discover any convincing evidence of alien life, but it has long been investigating the solar system and beyond to help us answer basic issues such as whether we are alone in the cosmos.
The astrobiology program of the agency studies the origins, development, and dispersion of life beyond Earth.
NASA's scientific missions are working together to discover unambiguous evidence of life beyond Earth, from investigating water on Mars to exploring potential "oceans worlds" like Titan and Europa, to searching for biosignatures in the atmospheres of our cosmic neighborhood and planets beyond our solar system.
Is there a chance that life exists anywhere else than Earth?
There is a chance, if not a certainty, that life exists somewhere other than Earth. Science is motivated by a desire to learn more about the unknown - yet science is ultimately based on evidence, and alien life has yet to be discovered. We will, however, continue our search.
Do intelligent extraterrestrials exist?
There is no known evidence for sentient life elsewhere, intelligent or otherwise, based on study at the SETI Institute, examination of Martian meteorites, new discoveries of methane inside the Mars atmosphere, and other similar investigations.
The hunt for life in the cosmos, on the other hand, is one of NASA's main objectives.
NASA is in charge of the US government's hunt for alien life, whether it's here on Earth, on the planets and moons of our solar system, or farther out in space.
How does NASA go about looking for life?
The hunt for life at NASA is complex. The research approach for NASA's astrobiology program focuses on three fundamental questions:
- What is the origin of life and how does it progress?
- Is there life somewhere else in the universe?
- What methods do we use to look for life in the universe?
- Astrobiologists have discovered a plethora of hints to these major issues during the last 50 years. In addition to utilizing missions like the Transiting Exoplanet Survey Satellite (TESS) and the Hubble Space Telescope to look for habitable exoplanets, NASA's hunt for life involves using the Transiting Exoplanet Survey Satellite (TESS) and the Hubble Space Telescope.
- Missions such as the forthcoming James Webb Space Telescope will look for biosignatures in the atmospheres of other planets - finding oxygen and carbon dioxide in other planets' atmospheres, for example, may indicate that an exoplanet supports plants and animals in the same way as ours does.
Is NASA on the lookout for technosignatures?
Technosignatures are a kind of biosignature that is defined as any observable indication of living or dead organisms.
- Technosignatures are technological indicators that may be used to infer the presence of intelligent life elsewhere in the cosmos, such as narrow-band radio transmissions or pulsed laser searches for alien intelligence.
The terms SETI (Search for Extraterrestrial Intelligence) and technosignatures are often used interchangeably.
- NASA funds technosignatures research, but not ground-based radio-telescope searches, owing to NASA's policy of supporting astrophysical research using space-based assets.
- NASA also sponsored a Topical Workshops, Symposia, and Conference to create a research agenda to prioritize and direct future theoretical and observational investigations of non-radio technosignatures, as well as to produce a publishable report that can be used to start creating a technosignatures library.
Given that a planet may support life for billions of years before intelligent life evolves to create technology that can be detected from other solar systems – our own planet, for example, has only been creating detectable technosignatures for a little over a century – we have a much better chance of finding life if we look for other biosignatures instead of just technosignatures.
Is NASA looking for or studying UAPs (Unidentified Aerial Phenomena)?
NASA does not go out of its way to look for UAPs. NASA, on the other hand, gathers significant data about Earth's atmosphere via our Earth-observing satellites, frequently in cooperation with other international space organizations.
- While these data are not intentionally gathered to detect UAPs or extraterrestrial technosignatures, they are publicly accessible and anybody may scan the atmosphere with them.
- While NASA does not actively look for UAPs, if they are discovered, it will offer up new scientific topics to investigate.
- Scientists from the atmosphere, aerospace, and other fields may all contribute to a better understanding of the phenomena.
Exploring the unknown in space is fundamental to our identity.
Courtesy: NASA.gov
~ Jai Krishna Ponnappan
You may also want to read more about Space Missions and Systems here. | https://www.technologistsinsync.com/2021/06/is-nasa-on-lookout-for-aliens.html |
Space Astronomy Missions (SAM) Encompasses the definition, design, technology development, implementation and use of complete Canadian space telescope systems and the provision of Canadian instruments, sensors and subsystems to international space telescope or probe missions. It generates scientific data about the universe through the observation of the solar system and deep space.
Planetary Missions (PM) Encompasses the definition, design, technology development, implementation and use of Canadian exploration signature technologies and scientific instruments made available to international exploration missions. It supports the robotic exploration of remote bodies (planets, asteroids, etc.) to conduct detailed observations and science.
About the evaluation
Evaluation covers the period from to during which the total disbursements amounted to over $100 M.
Conducted in in response to the Treasury Board of Canada Secretariat's Policy on results ().
The evaluation's purpose is to systematically collect and analyze evidence on the relevance, effectiveness and efficiency of these programs, as well as unintended outcomes for the reporting period
It is the first evaluation of the SAM & PM programs.
The evaluation used a mixed-methods approach that combined qualitative and quantitative analyses which included:
- Documentation review
- Key informant interviews (with the CSA, industry, academia and international partners)
- E-surveys
- Two case studies
What we have learned?
- The programs are highly relevant and well aligned with the government's innovation agenda and the CSA's mandate.
- These programs are essential to maintaining a world-class cadre of astronomers and planetary scientists in Canada dedicated to advancing the knowledge of space through scientific discovery.
- The CSA is the only federal organization that provides the scientific community with access to space astronomy opportunities and data.
- Canadian instruments on space astronomy and planetary missions have transmitted a constant stream of observations and images of various types and quality over the years.
- The programs are highly cost-effective which have contributed to Canada's reputation in the international space exploration community.
How can we improve the programs?
- The evaluation found that the engagement of the science teams was delayed due to a lack of grant funding at start-up and fragmented funding for scientific research during and after missions.
- The principle of end-to-end funding for science team participation in space missions is generally accepted as a standard best practice.
- Recommendation: The program should develop clear guidelines that clarify the definition and scope of science support to missions in order to allow for the continuity of science support funding throughout all phases of a mission from pre-definition phase to post-operation activities.
Canada's influential position among the leaders in space exploration research is a source of pride and inspiration to attract and retain highly qualified personnel in the science, technology, engineering and mathematics disciplines that are essential to an innovative and productive Canadian economy.
Creation of a specialized research institute
Continued growth in scientific production by SAM & PM funded researchers
Number of publications:
- SAM: From 82 to 149
- PM: From to 15 to 20
Benefits to the scientific community
- Opportunities to influence the development of space research
- Design & deliver their own scientific instruments
- Guaranteed observation time
- Priority access to research data for 6 months
With relatively modest investments, the programs were successful in obtaining access to space mission infrastructure that Canada on its own could never afford, such with James Webb Space Telescope and the Mars Science Lab. In exchange for investments, there were scientific, cultural and economic benefits for Canadians.
- Date modified: | https://www.asc-csa.gc.ca/eng/publications/er-1617-0202-summary.asp |
1.1 NEAME is a dynamic cluster working to revolutionise electronics beyond silicon in North East England. They are a group of leading-edge companies using advanced electronic materials technologies at the core of what they do. They embrace compound semiconductors, 2D materials such as graphene, diamond, metal oxide, polymer and organic materials, and even hybrids.
1.2 Next generation electronics, using advanced materials, are opening vast new horizons that impact on every facet of society. The North East region is at the vanguard of many of these and home to over 30 companies and organisations driving multiple revolutions. Collectively, these companies employ over 1800 people in this sector with combined growth forecasts expected to generate a further 2700 jobs by 2027.
1.3 NEAME is a business-led forum created in 2020, led by CEOs, C-Suite Executives and Directors with diverse interests but common challenges to driving world-leading growth and innovation needed to create successful companies that lead their fields. Some members design, develop, and make microchip-scale electronic devices. Others integrate them as a critical component of their products that are only possible by going beyond silicon.
About the sector in the region
2.1 18 companies in the North East have been identified as designing, manufacturing, or assembling compound semiconductors or compound semiconductor devices forming a core part of their business. Of these, 8 companies were either solely or primarily associated with the compound semiconductor industry, while 10 companies also identified as operating within the resilient communications industry. Some have UK sovereign capability.
2.2 These comprise a mix of micro- (22%), small- (28%), and medium-sized (44%) companies, in addition to one large company. These range from start-ups with turnover of £100,000 or less to more than £15 million for medium-sized companies and more than £50 million for large sized companies.
2.3Average turnover per employee is calculated to be approximately £154,000.
Importantly, there is significant growth potential for North East compound semiconductor companies with 46% of survey respondents projecting job growth of 100% or more over the next five years and 23% projecting growth in excess of 200%. Growth projections for turnover is even more bullish with 46% of survey respondents projecting turnover growth of 100% or more over the next five years and 31% projecting growth of more than 200% [regional report in 2021].
2.4 There is significant expertise and activity in the design of chips and devices and
component and sub-system level manufacturing and assembly in the North East, as well as compound semiconductor manufacturing capability, for example, Newton Aycliffe hosts a 310,000 ft2 6-inch wafer fab which includes a state of the art 100,000 ft2 clean room designed for high volume manufacturing of compound semiconductor devices based on GaAs, SiC and InP materials.
2.5 Key semiconductor technologies being developed and used across the North East include RF, microwave, RADAR and communications, electronic devices using diamond, high temperature devices, RFID, radiation detection, lighting solutions, photonic healthcare, optical communication, advanced sensors, flexible displays and electronics.
Addressing the inquiry’s questions relevant to NEAME
What is the UK’s semiconductor supply chain and is this secure? If not, how can this be improved? What specific strengths does the UK have to contribute to regional or global semiconductor supply chains? How competitive is the UK within the global context of the semiconductor industry?
3.1 The UK, while having real strengths in systems integration (i.e. designing and using semiconductors in products), has historically been weak at consumer level semiconductor production.
3.2 The Siemens/Atmel story in North Tyneside in the late 1990s is a good example of how very large inward investment can be vulnerable to the UK’s position especially in a post-Brexit environment. The UK supply chain environment will take years, if ever, to compete with other nations in this space.
3.3 There is, however, an opportunity for the UK to develop global leadership in next
generation electronics utilising advanced materials, which embraces compound semiconductors such as SiC, GaN, GaAS and InP and 2D materials such as graphene, diamond, metal oxide, polymer and organic materials. There are significant emerging markets being driven by global automotive sector changes, advanced telecommunications and the Internet of Things meeting the needs of ageing society, climate change and better healthcare. In these areas and more, opportunities exist to create ultra-high value, knowledge intensive manufacturing centres capable of leading on a global stage.
3.4 In the North East, there are wafer fabrication capabilities such as the II-VI facility in
Newton Aycliffe and INEX Microtechnology on the Newcastle University campus which is the only GaN facility for high frequency devices for UK defence and security.
3.5 Recent major investments in the region:
– Their Sedgefield 200mm line is the first semiconductor fab to be built on a new site in the UK since 1996 – that being the aforementioned Siemens plant in North Tyneside.
– Their new Durham 300mm line is the first 300mm wafer fab ever in the UK, bringing the UK semiconductor industry into the 21st Century.
Are there opportunities for strengthening different parts of the current UK semiconductor industry? What are the potential weaknesses and strengths of the UK semiconductor industry to meet future requirements of electronic device manufacturing?
4.1 The UK punches above its weight in power electronics and high frequency at systems integration level but not at semiconductor level. All countries that benchmark higher than the UK in electronics all benefit from far stronger supply chains.
4.2 There is a nucleus of businesses in the UK that are next generation global leaders in their fields. Just within NEAME alone, there are a number of companies that use new materials such as diamond, graphene and other 2d materials, metal oxide, organic and polymer materials: all of which bring or require new processes and fabrication capability. PragmatIC in County Durham is a prime example of this. Other companies include Evince, Kromek, Smartkem and PowerRoll.
4.3 We are at an inflection point where the UK has a unique opportunity to establish a supply chain in order to ensure that current technological advantage gained by companies such as these is translated into commercial leadership. UK has historically been poor at turning technology leadership into commercial leadership. Multiple industrial white papers published over the last 20 years have evidenced that the UK has an unenviable track record of fostering major enabling innovation that is subsequently lost to the rest of world.
4.4 Better access to finance - both private and public funds - is critical, as this will in turn drive job creation and skills development. Policies and fiscal incentives to stimulate and grow the availability of capital (CAPEX and growth) to encourage levelling up would be very welcome.
Specific areas:
i. Regional re-balance in attracting investors from the golden triangle. Deal flow for SMEs headquartered in the North East represents 3 percent of all deals and 1 percent of venture capital investment flow in the UK. Incumbent VCs are small and have generally had to rely on public/private backed EIB loans ill-suited to patient capital needs. To be clear, NEAME is not advocating major investment in ‘centres of excellence’ but instead a policy of support that facilitates companies and organisations in the region collaborating through government leveraged enablement in much the same way that Regional Development Agencies and development corporations were able to. It is worth noting that the North East stood out as the most successful area in the country to benefit from this type of intervention.
ii. Investing and nurturing innovation in a sovereign semiconductor supply chain is important. The economic multiplier effect that the technology can have on the supply chains is considerable. In our region, we can demonstrate how it can create jobs, drive innovation, and secure independence from Asian and US suppliers who might otherwise limit the development of vertical markets critical to the future prosperity of the UK.
iii. Significant sources of private investment are generally not from within the North East, and not even from within the UK for a number of high growth disruptive technology businesses. There is very little support for early-stage industrialisation and scale-up which requires larger amounts to be meaningful. This is exacerbated in English regions by the lack of leveraged funding enjoyed by devolved nations. The National Security and Investment Act 2021 also adds to this challenge on two fronts:
iv. Innovate UK continues to have a role to play, but is becoming more conservative and bureaucratic preferring to back perceived safer, closer to market, incremental innovation. While grant interventions for SMEs are typically 60–70 percent, actual out-turn levels are closer to 35-40 percent. Because this information is no longer captured, SMEs’ contribution to innovation continues to be consistently undervalued. These levels are significantly below equivalent intervention mechanisms in most of the developed European nations.
In which industries does the UK not have an end-to-end semiconductor supply chain? Are there any opportunities for these supply chain gaps to be filled within the UK?
5.1 Semiconductors facilitate and enable downstream businesses to deliver innovative applications and services using state of the art semiconductors. There is an opportunity to pull through technologies where the UK can be global leaders. Emphasis on investing downstream innovation that will pull through disruptive new semiconductors.
5.2 There are both industrial and consumer application markets that can be developed such as quantum sensors for biomedical monitoring. At present, there are few ‘top end’ integrators in the UK supply chain, but the region is good at developing enabling components such as RF amplifier chips or circuits or low energy displays. The opportunity is there to develop verticals around these domains.
5.3 Automotive is a major economic contributor in the North East. The region has gained substantial investments in vehicle electrification businesses such as Turntide and Hitachi as elsewhere in the UK. This has the potential to be a significant market for SiC and GaN.
5.4 Defence, security, medtech, space, energy and telecommunications are also sectors that are growing within the region with the potential to collaborate on developing and utilising these new semiconductor technologies.
5.5 There is a role of government procurement and regulatory frameworks to accelerate adoption of innovation. This will help British innovations to have early adopters in the home market and enable scale up by being successful exporters. The issue of government procurement is also linked to developing and retaining sovereign capabilities which is particularly important in today’s world where the fragility of supply chain is a major risk during scale up phase of businesses.
How can the Government strengthen semiconductor research and innovation? Are there any current areas of weakness in the present Government strategy to semiconductor innovation? Is there effective communication between the various stakeholders within the UK’s semiconductor ecosystem?
6.1 There has been an improvement in the way Universities have tried to align with industry needs but the way their ranking works is still at odds to industry. There is still an overemphasis on publication of research versus impact.
6.2 Initiatives such as ARIA, currently in hiatus, offer the potential catalyst to an exciting stream of high risk and high reward innovative businesses in the semiconductor space. It is rumoured that UKRI is seeking to absorb the remit of ARIA. We see this as a retrograde step to driving innovation in the UK as the support must be step change innovation and not incremental change.
6.3 On average, there is a 15-20 year gestation period for hard-tech businesses, as is reflected by a number of the ‘early stage’ businesses in the NEAME community that were founded in the 2000s that are only now coming to fruition as the emerging next generation electronics businesses. UK venture capital investors typically look to have a 5-10 year horizon exit, and do not have the funds to drive companies into Series C and above rounds instead going for exits or passing over to foreign investment that sees technology going offshore.
6.4 Many ‘deeptech’ investment sectors have become highly commoditised in the deal process, such as fintech/AI where they have a model from which pitches are benchmarked against. Hard-tech does not sit comfortably with this requiring extensive expertise to undertake due diligence. In UK VC, only 20 percent of staff have direct start-up experience which contrasts greatly with 80 percent in the US. When these factors are combined, UK investment culture and environment does not support and enable hard-tech start-ups to flourish in this country.
Does the UK have the required skills, talent and diversity to be able to boost its current semiconductor industry and to respond to future disruption?
7.1 To sustain growth, we need to develop and train talent locally at a rate of hundreds per annum. Regional HE and FE colleges are not currently equipped to provide the intervention required in terms of both curriculums on offer and infrastructure to deliver some of the training required – in particular, practical hands-on semiconductor manufacturing and advanced programming skills. NEAME has been working with Business Durham and the Institute of Technology in Durham to develop a roadmap for how this could be addressed, and this is one area where direct government intervention would be beneficial.
7.2 For SMEs, training of graduates and apprentices is recognised but retention is a major issue driven by the scarcity of skilled people. The current six-month incentive does not go far enough in mitigating the risk that SMEs take when recruiting and equipping people with those initial skills valued in the wider job market. For defence and security applications, there are also associated issues if there is not sufficient UK talent available to provide the workforce.
7.3 Visa applications for talent has also been a challenge, particularly in relation to receiving responses and speed for processing applications. There is a considerable cost for SMEs recruiting through this route.
What are the potential national security concerns or vulnerabilities in our semiconductor industry? How should the UK collaborate with the United States and European Union? What are the ramifications on other industries and the wider economy within the UK?
8.1 For space and defence sectors, over 60 percent of electronics include semiconductor parts and are subject to ITAR restrictions. This is not a sustainable position for the UK to maintain but the solution is going to take one to two decades to resolve and needs a governmental level plan that is capable of extending to this horizon.
Is the Government currently providing the clarity and direction required to enable growth and security in the semiconductor industry? Are the right governmental organisations involved with ensuring effective development of our current semiconductor industry to thrive in the future?
9.1 Most NEAME businesses are unclear which department is leading. General consensus is that BEIS is the natural home to lead on the strategy. | https://committees.parliament.uk/writtenevidence/109233/html/ |
Ladies and gentlemen, good morning. At today's press conference, we'll brief you on the main contents of the white paper regarding China's space activities in 2016 and the latest developments in China's space industry.
Today, we have with us here Mr. Wu Yanhua, vice head of China National Space Administration (CNSA), and Mr. Li Guoping, director of Department of System and Engineering, CNSA.
Now, please allow me to make a brief introduction of the white paper.
China has released one white paper on its space activities every five years since 2000. Today's version is the fourth one of its kind. It covers the main tasks and policies of China's space industry. It showcases the progress of China's major projects, including manned spaceflight, lunar exploration, the BeiDou Navigation System and high-resolution earth observation system. It displays our achievements in space science, space technology and space applications. It also explains the country's principles regarding space activities.
The white paper contains about 11,000 words. It's available in multiple languages, including Chinese, English, French, Russian, German, Spanish, Arabian and Japanese.
Now, let's give the floor to Mr. Wu.
It's a great pleasure to meet you, friends from the press. Thank you for your care and support for China's space industry.
The white paper, China's Space Activities in 2016, reiterates that the fundamental purpose of China's space industry is to explore, develop and utilize outer space for peaceful purposes. It summarizes the major progress China has achieved since 2011 and lays out the development priorities and policy measures for the next five years.
Since 2011, our space industry has witnessed rapid development and played a positive part in promoting scientific and technological progress, economic and social development, comprehensive national strength and human wellbeing.
First, we have achieved substantial results in space science and technology innovation. The country has made significant breakthroughs and mastered the core technologies needed for manned space missions. The Shenzhou 9 and Shenzhou 10 spaceships carried out a successful rendezvous and docking with the already-orbiting Tiangong-1 space lab, while Shenzhou 11 docked with Tiangong 2. Chang'e 3 achieved China's first soft- landing on an extra terrestrial body and carried out roving exploration on the moon, elevating China to a new level in space science and technology. The third phase of the Lunar Exploration Program achieved successful re-entry and landing. The BeiDou-2 Navigation Satellite System (BDS) is now fully developed and is providing users in the Asia-Pacific region with positioning navigation and accurate time services. Construction of the BDS global system has been fueled. Six high resolution Earth observation satellites were launched successfully and are now in use, filling a number of domestic technological gaps. We also successfully launched a number of scientific satellites, including Dark Matter Particle Explorer (DAMPE) and Quantum Experiments at Space Scale (QUESS), achieving a series of important scientific research results.
Second, China has greatly enhanced its capabilities in entering space. Between 2011 and November 2016, the Long March rockets accomplished 86 launches, with a success rate of 97.7 percent. The brand-new, large carrier rocket, Long March 5, which uses a non-toxic and pollution-free propellant, was successfully launched in November 2016 after 10 years of research and development. It represents the highest level achieved by China in scientific and technological innovation regarding carrier rockets. China has also successfully launched the newly developed small-load carrier rocket Long March 6 that also uses non-toxic, non-polluting fuel, a new-generation medium-lift Long March 7 and solid-fueled small-load Long March 11, thus laying a sound foundation for developing a whole series of next-generation carrier rockets.
Third, China has substantially improved its capabilities in space utilization. It has released a medium and long-term development plan for civil space infrastructure, initially shaping a key system based on remote sensing, communications and navigation. So far, China has more than 170 operating satellites in orbit and the nation has significantly improved its service capabilities. We are heavily engaged in building a satellite application system with an increasingly enhanced application level and expanded industrial scale. Space technology is playing an ever-increasing important role in the country's national economic and social development.
Fourth, China has greatly expanded international cooperation. Up to now, it has signed more than 100 cooperative agreements with over 30 countries, space institutes and international organizations. The China-Brazil Earth Resource Satellite-04 (CBERS-04) has gone into orbit, and research and development on the Sino-French SVOM (Space-based multi-band astronomical Variable Objects Monitor), the Sino-French Oceanography Satellite (CFOSAT) and the CSES (China Seismo-Electromagnetic Satellite) mission involving Chinese-Italian collaboration are going smoothly. China has completed five whole satellite export and in-orbit deliveries. It is taking the initiative to participate in the activities organized by 16 international organizations, including the United Nations Office of Outer Space Affairs (OOSA), International Charter on Space and Major Disasters (CHARTER) and Inter-Agency Space Debris Coordination Committee (IADC), and is playing an important role in multilateral cooperation. The guiding opinions on the construction and application of the "Belt and Road" Space Information Corridor have been issued. Broad consensus has been reached on the country's ideas for building a remote satellite constellation together with the BRICS countries and developing a multi-task, mini-satellite constellation with Asia-Pacific Space Cooperation Organization member countries.
This year marks the 60th anniversary of the start of China's space industry and the government has set April 24 as China Space Day.
In order to build China into a space power, we hope to accomplish the following goals: making independent and controllable innovation, researching cutting-edge scientific applications, providing strong and continuous service for economic and social development, providing efficient and reliable guarantee for national security, managing scientific development efficiently, conducting mutual beneficial and win-win international communication and cooperation, building advanced and open aerospace science and technology industrial system, constructing stable and reliable space infrastructure, cultivating innovative talent team, and holding broad and profound spaceflight spirit.
First, implement major space engineering and promote capabilities in independent innovation. We will accomplish several national scientific major special projects, including manned space flight, lunar exploration, BeiDou navigation, and high resolution Earth observation, and start several major aerospace engineering programs, including deep space exploration represented by Mars exploration, space-Earth integration information network, spacecraft on orbit service and maintenance system, and heavy lift lunch vehicle.
Second, construct space infrastructure and boost space technology application. We will implement mid- and long-term development plan of national space infrastructure, and strengthen space-based, ground-based and application systems. We will strongly promote satellite remote sensing, satellite communication, satellite navigation industrialization and scale development, strengthen satellite and application strategic emerging industries, accelerate new industry cultivation of "internet + satellite application," and create new economic growth point, so as to make more significant contribution to domestic economic construction and social development.
Third, enhance the study of space science and make original achievements. Targeting major frontier areas of space science and technology, we will implement a series of new space science satellite programs, establish a series of space science satellites featuring sustainable development, and reinforce basic application research. Major discoveries and breakthroughs are expected in the frontier areas of space science to further mankind's knowledge of the universe.
Fourth, comprehensively deepen the reform and foster a favorable environment for development. We will establish a diversified investment and funding system. The government will continue to make investments and encourage other kinds of investments to participate in space activities. We will accelerate the legislation to promote an orderly development of the industry. We will also promote reform in relevant enterprises and public institutions.
Fifth, intensify international exchange and bring benefits to mankind. We will actively participated in activities organized by the United Nations and other international organizations. We will promote the construction of the Belt and Road Initiative Space Information Corridor. We will accelerate the construction of BRICS remote-sensing satellite constellation and APSCO joint small multi-mission satellite constellation. We will also deepen the communication and cooperation in such fields as manned spaceflight, deep space exploration, space science, satellite communication, satellite remote-sensing, satellite navigation and monitoring and control of launching process. We will actively help Chinese enterprises to participate in international space activities and help Chinese space products "go global."
China is willing to carry out international space exchanges and cooperation, so that achievements in space activities will serve and improve the well-being of mankind in a wider scope, at a deeper level and with higher standards.
Mr. Wu Yanhua, thank you for your introduction. Now, we can take questions.
May I ask Mr. Wu Yanhua, compared with the last one, what features and highlights does this white paper have? Thank you.
Compared with the previous three white papers, the new one has changes and continuations. The continuations were reflected by: first, this white paper reiterates the missions for China to develop aerospace industry; second, the frame and structure of the text of the white paper remain the same with the previous three; third, the aerospace policies and international cooperation policies also keep a certain continuity.
First, we propose the goal of becoming a strong aerospace power for the first time. This year the Chinese government approved the establishment of April 24 as China's Aerospace Day. President Xi Jinping gave significant instructions and pointed the way clearly for the future development of China's aerospace industry. This fourth white paper came up with the vision of being strong aerospace power and depicted the vision in ten aspects regarding science and technology innovation abilities, scientific exploration, and science talents and teams.
Second, it tells the key missions for the next five years and a certain period of time in the future for aerospace development. Regarding major projects, the paper stated that China will continue implementing four existing significant programs, including manned space flight, moon expeditions, Beidou navigation system and high resolution earth observation systems. In addition, there will be new and influential projects to be launched in order to lead the development of China's aerospace causes. This white paper also indicates the transformation and upgrading in the aerospace domain. In the past, space technologies were used to drive the science research and promotion of utilization; in the new era, the space science and space application will exploit their full potentials to lead and promote innovative development in space technologies.
Third, the white paper further perfects the relevant policies and approaches. Regarding weakness and disadvantages, the paper proposes implementing the project to strengthen infrastructure and improve the basic capabilities of the aerospace technologies industry. It also proposes rapidly pushing forward the construction of a legal system and rules of aerospace area, which will make Chinese aerospace develop orderly and in a standardized way while following international space rules and performing international obligations.
Fourth, it identifies the key areas and key projects of international cooperation in the new era. In the aspect of key areas, first, China will support various activities to peacefully exploit outerspace within the United Nation's framework, and it will engage in several relevant activities; second, China has joined a dozen of intergovernmental and inter-non-governmental multilateral international organizations and initiated an Asia-Pacific space cooperation organization while working extensively with the European Space Agency; third, we will deepen bilateral cooperation. Regarding key projects, first we will start comprehensive cooperation with international organizations, enterprises and scientific research institutions in the areas of space science, space technologies and space applications; second, we will attach importance to building a "Belt and Road" space information corridor, pushing forward cooperation in remote sensing satellite constellation in certain relevant areas and perfecting the construction of space information corridor, especially for the implementation of the principles of wide consultation, joint contribution and shared benefits with relevant countries; third, in the aspects of technology innovation, talent training and laws and regulations, China will vigorously push forward cooperation in relevant products, technical services and relevant standards, and will support China's enterprises and institutions to go international.
Just now the speaker mentioned the goal of becoming one of the world's leaders in the space industry. Does China have any specific plan for achieving the vision? And what new space projects will be launched in the future? Moreover, the Long March 5 carrier rocket was launched successfully this year. Could you give us a brief introduction to the general arrangement of the heavy-lift carrier rocket and its development? Thanks.
Just now I have introduced the vision for development.
Generally, we hope we can finish important space projects and tasks under the framework of the 13th Five-Year Plan. Through the strengthening of the infrastructure project, we wish to fix the weaknesses which may hamper the development of our space industry. We wish to build relatively sound space infrastructure within ten years. We hope to become one of the leading space countries by 2030.
There are more details about the important projects and highlights for future space development in the white paper.
In January 2016, the Chinese government officially approved our first Mars probe mission, which indicates that the Chinese space probe will extend from the moon to the deeper universe. This is the common responsibility and obligation of people all over the world.
Next, I will give a brief introduction to the plans of our deeper space probe in the coming 10 and 15 years.
Firstly, we will probe planets like Mars, Jupiter etc. We will orbit Mars, land and deploy a rover on it, and we will collect samples of the surface of the Mars and bring them back to Earth for study.
Secondly, we are developing the Long March 9 – a new type of heavy-lift carrier rocket. We are in the phase of project feasibility study and key technology research.
Thirdly, we will build a space-ground integrated information network. Once it's established, there will be no obstacle for communication and transmission on Earth, and it is in accordance with the development of the 5G technology of the telecom industry.
Fourthly, we need to improve the on-orbit service and maintenance ability for the spacecrafts. Valuable geostationary satellites should be fixed when they are out of service.
I'd like to ask if you could elaborate on the specific areas that the private sector will be encouraged to take part in. And my second question is: Will the government tap capital markets in order to fund these space programs? Thank you.
Since the beginning of this year, commercial aerospace has been unprecedentedly fueled as a new momentum for the development of world's space programs. The Chinese government has always advocated that space industry should be part of the national economy and contribute to undertakings concerning scientific advancement, economic progresses, social well-being and growths of comprehensive national strength.
First of all, let's start with the pertinent policies. In 2014, the State Council officially issued a circular to encourage diverse sources to fund the launches and applications of satellites.
Second, the Chinese government recently issued a negative list containing a few prohibited items to stipulate the rules for foreign investors to enter the Chinese market. There are very few items concerning the aerospace industry on the list. The national and international capital sources are encouraged to cover a variety of aerospace programs, such as the research, design and production of satellites and other supporting products.
Third, the white paper has elaborated on the policies related to commercial aerospace developments, showing the country's supportive views of the diverse capital sources, such as the private sector or the overseas investment. There are at least three enterprises with multiple stakeholders dedicated to the research and development of rockets for commercial use. Meanwhile, we also encourage the design and exploration of satellites as well as the development of key materials and single components. We'll make full use of cutting-edge space technologies and intellectual property rights, transforming them into products or programs conducive to people's wellbeing. We are still deliberating on the feasibility of opening the sectors such as commercial launches, testing and monitoring.
Can you tell us what kind of measures will be taken to build up the talent pool for the country's space industry? Thank you.
We attribute the development of China's space industry to the strenuous efforts of generations of professional personnel, with Qian Xuesen, one of the most prominent founders of the country's space cause, as a role model. The development of the space industry is rooted in its talents. To disseminate space knowledge and attract more people to join the space industry, the government established an annual "China Space Day" from this year.
Firstly, we will take great efforts to promote the "Spirit of the Manned Space Program" and overall space culture among elementary and secondary school students, inspiring their enthusiasm for science and motivating them to explore the unknown.
Secondly, the space industry plays a leading role in advancing science and technology and applying cutting-edge research fruits covering various fields such as physics, chemistry, electronics, etc. Many domestic universities are working to establish an astronautics department. The growing space industry is also driving basic science and theoretical study further.
Thirdly, the space industry itself is a high-level talent entity. We need world-class scientists, leading engineers and technicians, senior business managers and high-caliber entrepreneurs, as well as experts in international cooperation. Everyone needs to sharpen themselves in the rapidly growing industry and related areas.
What contribution can China's space development make to the Belt and Road Initiative? Thank you.
We are mainly promoting the construction and application of the Belt and Road Initiative Space Information Corridor.
First, we will jointly build the space information corridor to promote interconnectivity. Based on the already-orbiting satellites and those in the planning stage, China will work together with countries along the Belt and Road to complement and improve the space-based and ground system. In simple terms, the improvement of space infrastructure mainly focuses on the three satellite series, primarily remote sensing satellites, communication satellites and BeiDou navigation satellites, which will provide space information services and better information connectivity for countries in the region. The space-ground integrated information network I introduced just now can cover the countries involved in the Belt and Road Initiative. The BRICS remote-sensing satellite constellation proposed by the China National Space Administration has also been warmly welcomed by our counterparts in the other four countries. When one country contributes a satellite, and shares it with other countries, then everyone can get data from the five satellites, producing what we like to call win-win cooperation.
Second, we will improve information-sharing. In satellite application, China will continue to exchange and cooperate with countries along the Belt and Road in terms of disaster prevention and reduction, ecological and environmental protection, climate change, sustainable development, and other major problems that might emerge. We will work together to build a space information service platform to tackle major socioeconomic challenges.
Third, we will deepen cooperation in the space industry and boost unimpeded trade. Space technology can do much to promote cutting-the-edge industries and scale production. Based on the characteristics of countries in the region, we will develop relevant space technology with appropriate industrial applications. With ever-intensifying technological applications, countries along the Belt and Road can get closely involved in promoting the Space Information Corridor and enable the space industry become a new growth point for national economic development.
For more information, you can check out the Guiding Opinion of Advancing the Construction and Application of the Belt and Road Initiative Space Information Corridor. Thank you.
Thank you for taking my question. I'm from Reuters. You've previously spoken about putting a man on the moon. Is there still a plan for this, and if so, what's the deadline?
The world is closely watching the exploration of the moon. There are three phases of lunar exploration in human history. The first was carried out by the United States and the Soviet Union, which culminated with the landing of American astronaut Neil Armstrong on the moon in 1969.
The second phase consisted of explorations conducted mainly by the U.S., Russia (the Soviet Union) and Europe with the aim of studying space science. China and India also carried similar missions.
Currently, lunar exploration work is in the emerging and developing stage of the third phase. Russia, Europe, China, Japan and India are all carrying out related research. The United States announced it would focus on Mars exploration, but moon-related technologies are still needed in order to go to the Mars, including the possible construction of a pit stop on the moon.
China National Space Administration has formulated plans for future lunar exploration. The last phase of the Chinese Lunar Exploration Program will be completed in 2017, namely, launching Chang'e 5, realizing soft landing on the moon, collecting lunar samples and returning them to the Earth. Currently, everything is well under way. We will also research and launch Chang'e 4, which will be the world's first probe on the far side of the moon. A relay satellite will also be launched at the Earth-moon L2 point, which will be used in relaying signals and providing service for explorations of the moon and even deep space. Additionally, we will also carry out robotic exploration of the south and north poles of the moon twice in the next five and ten years.
As to sending man to the moon, we are studying the feasibility of the related plans. Thanks for your question.
Thank you all. This is the end of the press conference. | http://www.china.org.cn/china/2016-12/27/content_39993615.htm |
Africa has an enormous potential to provide insights into planetary and space sciences, but it has remained largely untapped. Fostering a new generation of scientists promises far-reaching benefits.
The scientific and societal value of exploring our solar system and studying the meteorites that fall to Earth is widely accepted in today’s scientific community. However, not all regions of the world have been able to assert themselves in this endeavor. Africa in particular is underrepresented in planetary and space sciences.
Planetary and space science (PSS) research groups are now emerging in Africa, but they remain scattered and underfunded. Here we review PSS programs in Africa and pinpoint ways to further elevate PSS.
Exploration beyond Earth—and the technologies involved—has, in part, been responsible for jump-starting innovation and economic growth in many countries [International Space Exploration Coordination Group, 2013]. For example, PSS has led to technical breakthroughs in the study of rocks and minerals, including the portable handheld hyperspectral and geophysical sensors useful in mineral exploration. The technology developed for hyperspectral and geophysical imaging of Earth and other planets is now being used for farming, including for precision agriculture of high-value wine grapes [Mustard, 2017]. Much large-scale farming, such as corn in the U.S. Midwest, is mechanized with remote-controlled harvesters and other instruments that use GPS to navigate.
Public attention to PSS discoveries in North America, Europe, or Asia also serves as a major driver in inspiring interest in scientific and engineering careers. Thus, PSS is a key factor in promoting and retaining a country’s intellectual and economic prowess.
PSS can also help us understand our past. Recent archeological findings reveal that our ancestors, including the ancient Egyptians, learned how to process metal from meteoritic iron before metallurgic techniques to extract iron from crustal rocks became available [Rehren et al., 2013; Comelli et al., 2016]. Thus, PSS contributed to the discovery that meteorites may have played a role in transitioning humanity into the Iron Age.
What is more, PSS teams often involve physicists, chemists, geologists, biologists, and engineers working on a common problem. This multidisciplinary aspect serves as a template for tackling pressing issues in our modern world. In particular, because climate change and food are of critical relevance in Africa [Ngcofe and Gottschalk, 2013], government agencies’ development of high-level skills in fields such as PSS can empower communities to better and directly address their specific problems.
PSS is a vast domain of research. Here we focus on the exploration of the solar system, the study of planetary material (meteorites), and geological processes affecting planets (e.g., impact cratering).
A preliminary scan of articles published between 2000 and 2015 in four representative PSS journals—Icarus, Journal of Geophysical Research: Planets, Journal of Geophysical Research: Space Physics, and Meteoritics and Planetary Science—reveals that Africa produces less than 1% of the world output of scientific publications in PSS, despite having more than 15% of the world’s population (Figure 1). What factors cause this low rate, and how can production be increased?
Discussions at the 35th International Geological Congress (IGC) last year in Cape Town, South Africa, revealed a widespread misperception in modest- and low-income African countries that funding fundamental science costs society a lot but has little or only long-term societal impact. This misperception remains an obstacle for developing PSS, representatives at IGC discussed.
However, solutions exist. For example, the recent emergence of PSS in North Africa illustrates the key role played by a few dedicated individuals, particularly when they are supported by political will favoring the training and academic recruitment of a knowledgeable young generation. For an overview of emerging PSS activities across Africa, see Figure 1.
Southern Africa has a strong PSS presence and the most advanced facilities on the continent, including the South African National Space Agency and the South African Astronomical Observatory (founded in 1820). The world’s largest radio telescope project, the iconic Square Kilometre Array (SKA), is currently being built in the deserts of Australia and South Africa.
The SKA has strong government support, and degree programs in astronomy are growing to meet the demand for scientists, but the planetary sciences have no dedicated academic or research programs in southern Africa. Isolated groups work on specific projects, such as meteorite and impact cratering studies, stellar occultations, asteroid detection and characterization, and lunar laser ranging.
In North Africa, Morocco has gained visibility in meteoritics and impact studies [e.g., Chennaoui Aoudjehane et al., 2016] with the organization of international conferences, outreach (Space Bus Morocco), and frequent radio and TV appearances. The Ibn Battuta Center in Marrakesh is testing instruments and subsystems related to Martian exploration. In parallel, a group of astronomers at Cadi Ayyad University (Marrakesh) has established the first astronomical observatory in the Atlas Mountains of Morocco [Benkhaldoun et al., 2005].
The Algerian state has also endeavored to promote PSS through higher education reforms and development of its research infrastructure. Ongoing research is focused mainly on meteorites and impact craters and involves international collaboration [e.g., Lamali et al., 2016; Sahoui et al., 2016]. Professional-amateur collaborations are common in Algeria [Mimouni, 2011]: Events to foster such collaborations include, among other things, preparatory training courses and astronomical observations of recent asteroid occultations.
In addition, the Arabian Geosciences Union launched a section on planetary science and astrobiology in 2015 for PSS scientists across northern Africa and the Middle East.
In East Africa, Egypt, Kenya, and, more recently, Ethiopia have launched national space programs.
Remote sensing techniques are the cornerstone of planetary and space sciences; knowledge of these techniques allows researchers to develop skills that are widely applicable.
Remote sensing techniques are the cornerstone of PSS; knowledge of these techniques allows researchers to develop skills that are widely applicable in Earth, environmental, and atmospheric sciences. Recognizing this, Egypt has established a National Authority for Remote Sensing and Space Sciences (NARSS), which focuses on acquiring technical knowledge and capabilities to build small research and remote sensing satellites. NARSS also addresses environmental management and resource exploration, and it has recently launched a geoportal to facilitate access to Earth remote sensing data for research and education purposes.
Currently, the Egyptian government is establishing the Egyptian Space Agency in collaboration with China. Leading astronomical research centers in eastern Africa include the National Research Institute of Astronomy and Geophysics in Egypt, which operates the Katameya Observatory, the largest telescope in the Arab world. The institute also is planning to build an observatory on top of Mount Sinai.
The Egyptian Geological Museum in Cairo houses a small meteorite collection, including a specimen of the Nakhla Martian meteorite, which fell to Egypt in 1911. The exhibition is open to the public. In addition, Egypt has started a program for promoting science, technology, engineering, and mathematics (STEM) by establishing 11 STEM schools distributed across the country.
Ethiopia’s vision is to focus its priorities toward serving local needs such as communication and agriculture. Ethiopia is home to the privately funded Entoto Observatory and Research Center, which is located on top of 3200-meter-high Mount Entoto, near Addis Ababa.
Kenya is taking advantage of its equatorial position to efficiently launch satellites. Its capital also hosts a regional SERVIR facility for eastern and southern Africa; SERVIR is a joint venture by NASA and the U.S. Agency for International Development that supports satellite-based Earth monitoring and modeling in developing nations around the world.
In West Africa, Nigeria has a space program that focuses on environmental management, resource exploration, communication, and defense projects.
The Ghana Space Science and Technology Centre, with current projects in radio astronomy, was established in 2012. The University of Ghana in Accra offers courses in geochemistry, including one that focuses on cosmochemistry. A network of international collaborations among Ghana, Europe, and North America was established around the time of the International Continental Scientific Drilling Program project at the Bosumtwi impact crater in Ghana in 2004. This collaboration resulted in several local scientists receiving advanced degrees overseas before returning to Ghana, and the program stimulated Ghanaian ecotourism [e.g., Boamah and Koeberl, 2007].
The Senegalese Association for the Promotion of Astronomy is very active in public outreach and has its own Space Bus program. PSS is virtually nonexistent in central Africa, but basic planetary sciences may be taught locally at the undergraduate level.
On a fundamental level, Africa needs more experts in STEM subjects, including PSS. This need is well documented in the declaration and action plan created by participants at the 2015 African Higher Education Summit.
To foster PSS in Africa, a group of researchers is proposing a 20-year continent-wide push to strengthen academics, research, and innovation surrounding PSS. This push would build on and enhance local efforts.
Key aspects of this program, dubbed the Africa Initiative for Planetary and Space Sciences, involve prioritizing M.Sc. and Ph.D. scholarships, temporary study-abroad fellowships for M.Sc. and Ph.D. candidates, and visits of junior (volunteering Ph.D. students) and senior researchers from outside the continent to Africa for transfer of knowledge. In addition, PSS experts and advocates in Africa would encourage existing research groups to take advantage of opportunities within NASA, the European Space Agency, and other space agencies to contribute to missions.
The Africa Initiative also fosters greater use of open access data and publications and leverages Africa’s geological record to offer fertile ground for understanding processes on other planets. Africa hosts 20 confirmed bolide impact structures and contains several planetary analogs (such as the Great Rift Valley’s Afar region and the Kaapvaal Craton in South Africa), and some of its arid lands offer prime locations to search for meteorites.
In Africa, as in the rest of the world, government investment in research and education is motivated by projected social and economic benefits. Expanding PSS may help to address several of the United Nations’ Sustainable Development Goals that have already captured the interest of African governments: quality education, economic growth, reducing inequalities, climate, and peace.
Planetary and space sciences inspire people to think of the world as a single planet, not as a collection of countries.
PSS focuses on universal questions, such as the origin of life and the evolution and habitability of planets, and they inspire people to think of the world as a single planet, not as a collection of countries. This favors international and intra-African cultural exchanges, which may contribute to peace and economic and social development.
Wider sharing of knowledge may have positive impacts on the private sector: Facilitated access to space-based geostrategic data may attract investment in mineral resources as well as infrastructure development. Increasing innovation and patents with economic spin-offs requires an increasing number of professionals with engineering skills. The wider use of satellite data can assist in finding solutions to environmental, agriculture, and health issues (e.g., desertification, deforestation, artisanal mining, farming by satellite, and identification of factors controlling the spread of disease).
The knowledge gained and resources developed by current PSS efforts in Africa are only the beginning. As PSS grows in Africa, so too will its capacity to address the multiple challenges that this continent is facing for sustainable and inclusive economic growth. The pioneers of PSS in Africa that we highlight here have shown us that this is possible, and the Africa Initiative for Planetary and Space Sciences will hopefully build on this to help us reach our common goals.
Editor’s note: For more details on the Africa Initiative for Planetary and Space Sciences, read the Eos.org opinion piece. A Reddit Science “Ask Me Anything (AMA)” focused on planetary sciences and featuring a couple authors of this piece will occur 16 June 2017. Mark your calendars!
Ait Moulay Larbi, M., et al. (2015), First lunar flashes observed from Morocco (ILIAD Network): Implications for lunar seismology, Earth Moon Planets, 115, 1–21, https://doi.org/10.1007/s11038-015-9462-1.
Benkhaldoun, Z., et al. (2005), Optical seeing monitoring at the Oukaïmeden in the Moroccan high Atlas Mountains: First statistics, Astron. Astrophys., 441(2), 839–843, https://doi.org/10.1051/0004-6361:20042515.
Boamah, D., and C. Koeberl (2007), The Lake Bosumtwi impact structure in Ghana: A brief environmental assessment and discussion of ecotourism potential, Meteorit. Planet. Sci., 42, 561–567, https://doi.org/10.1111/j.1945-5100.2007.tb01061.x.
Chennaoui Aoudjehane, H., et al. (2016), The Agoudal (High Atlas Mountains, Morocco) shatter cone conundrum: A recent meteorite fall onto the remnant of an impact site, Meteorit. Planet. Sci., 8, 1497–1518, https://doi.org/10.1111/maps.12661.
Comelli, D., et al. (2016), The meteoritic origin of Tutankhamoun’s iron dagger blade, Meteorit. Planet. Sci., 51, 1301–1309, https://doi.org/10.1111/maps.12664.
Gillon, M., et al. (2017), Seven temperate terrestrial planets around the nearby ultracool dwarf star TRAPPIST-1, Nature, 542, 456–460, https://doi.org/10.1038/nature21360.
International Space Exploration Coordination Group (2013), Benefits stemming from space exploration, https://www.nasa.gov/sites/default/files/files/Benefits-Stemming-from-Space-Exploration-2013-TAGGED.pdf.
Lamali, A., et al. (2016), Geophysical and magneto-structural study of the Maâdna structure (Talemzane, Algeria): Insights on its age and origin, Meteorit. Planet. Sci., 51, 2249–2273, https://doi.org/10.1111/maps.12715.
Mimouni, J. (2011), Popularising science through astronomy, an Algerian experience in grassroot activism and its academic spin-off, in The Role of Astronomy in Society and Culture: Proceedings of the 260th Symposium of the International Astronomical Union, IAU Symp. Colloquium Proc. Ser., vol. 260, edited by D. Valls-Gabaud and A. Boksenberg, pp. 741–747, Cambridge Univ. Press, Cambridge, U.K.
Mustard, J. F. (2017), From planets to crops and back: Remote sensing makes sense, J. Geophys. Res. Planets, 122, 794–797, https://doi.org/10.1002/2017JE005315.
Ngcofe, L., and K. Gottschalk (2013), The growth of space science in African countries for Earth observation in the 21st century, South Afr. J. Sci., 109, https://doi.org/10.1590/sajs.2013/a001.
Rehren, T., et al. (2013), 5,000 years old Egyptian iron beads made from hammered meteoritic iron, J. Archaeol. Sci., 40, 4785–4792, https://doi.org/10.1016/j.jas.2013.06.002.
Sahoui, R., D. Belhai, and A. Jambon (2016), Impact-generated carbonate melts in the Talemzane impact structure (Laghouat, Algeria), Arabian J. Geosci., 9, 641, https://doi.org/10.1007/s12517-016-2665-6.
Citation: Baratoux, D., et al. (2017), The state of planetary and space sciences in Africa, Eos, 98, https://doi.org/10.1029/2017EO075833. Published on 13 June 2017. | https://eos.org/features/the-state-of-planetary-and-space-sciences-in-africa |
Development of various applications of ENC cellulation nano alloys through theoretical construction and applied research.
Message from team leader to viewer.
|Name||Toru Noguchi|
|Belonging||Distinguished Professor, Research Center for Exotic Nanocarbons, Shinshu University|
In the field of CNT rubber/elastomer composites, good results could not be obtained due to the difficulty in obtaining uniform dispersion of CNTs. Recently, our group put aside the notion of uniform dispersion and first introduced the notion of defibrating（解繊）, for which success was obtained using elastic kneading（弾性混練法）. In the composite (nanoalloy) we obtained here, the interfacial phase between the CNT and the matrix formed a three-dimensional continuous space (nanospace). We discovered that various properties improved and from observations of the visible structural changes, we named this phenomenon cellulation. We are working on the theoretical aspects of this nanospace and applications of this technology.
Rubber related matrices are used as sealants in the oil, automotive and valve industries. We especially have achieved success in the oil industry at over 15 oil fields around the world and are starting mass production. We are also doing research on applications in the fields of semiconductors, tires/caterpillars and seismic isolation rubber, where high strength, durability and resistance to chemicals are required.
Also, cellulation has been observed in the matrices of resins, aluminum and ceramics. We are currently doing basic research and creating samples.
This technology has resulted in over 200 domestic patent applications (over 50 have been approved) and we are also actively making international patent applications, which have resulted in many patents.
As for our theoretical research, we have published papers in major international journals, such as Advanced Functional Materials, ChemSusChem and ACS Nano. This has made "cellulation" an internationally used term in the field of nanospace research.
We are doing research with the goal of creating completely new materials from combinations of new polymers and ENCs such as CNT and graphene with atoms of different elements inserted.
Our goal does not stop with research, but extends to the application and implementation of materials, parts and systems using metal and ceramics as well as polymers.
Discovered and proposed theories for cellulation phenomena with Prof. Morinobu Endo. Succeeded in applying CNT/cellulation technology based on Shinshu University's CNT technology. Created innovative materials with greatly improved durability and resistance to heat and chemicals and applied them to oil development technology with success in oil fields all over the world. Also applied this technology to rubber, resins and metals.
2008/10/01 - present: Visiting Professor, Institute of Carbon Science and Technology, Shinshu University
2010/4/1 - present: Distinguished Professor, Research Center for Exotic Nanocarbons, Shinshu University
1986/5 - The Society of Rubber Industry Japan, 33rd Best Paper Award
2004/5 - The Society of Rubber Industry Japan, 51st Best Paper Award
- M.Endo, T.Noguchi, M.Ito, K.Takeuchi, T.Hayashi, Y.A.Kim, T.Wanibuchi, H.Jinnai, M.Terrones, and M.S.Dresselhaus, “Extreme-Performance Rubber Nanocomposites for probing and Excavating Deep Oil Resources Using Multi-Walled Carbon Nanotubes”, Advanced Functional Materials 18, 3403(2008)
- M. Endo; K.Takeuchi; T.Noguchi; Y. Asano; Y. A.Kim; T. Hayashi; H. Ueki; S.Iinou. "High Performance Rubber Sealant for Preventing Water Leaks" ACS, Ind. Eng. Chem. Res., 2010, 49 (20), 9798.
- S.INUKAI, Ken-ishi. Niihara, Hiroyuki. UEKI, A. MAGARIO, Toru. NOGUCHI, Eisuke. YAMADA, S. INAGAKI, M. ENDO, “Preparation and Properties of Multiwall Carbon Nanotubes / Polystyrene-block- poly- butadiene-block-polystyrene composites”, ACS,Ind.Eng.Chem.Res, DOI: 10.1021/ie102380t
- Masaei Ito, Toru Noguchi, Hiroyuki Ueki,Kenji Takeuchi,and Morinobu Endo, “Carbon Nanotube enables quantum leap in the oil recovery”, Materials Research Bulletin, accepted
- Fei Deng, Masaei Ito, Toru Noguchi, L.F.Wang, Hiroyuki Ueki, Ken-ichi Niihara, Y.A.Kim, Morinobu Endo, Q.S.Zheng, “Elucidation of Reinforcing Mechanism in Carbon Nanotube /Rubber Nanocomposite”, ACS nano, 5(2011)3858-3866, (10.1021/nn200201u)
- Takahide KUMAGAI, Wataru SUZUKI, Eisuke YAMADA, Toru NOGUCHI, Satoshi IINOU and Morinobu ENDO, “Effect of Introduction of Terminal Functions on Properties of Multi-walled Carbon Nanotube／Polystyrene-block-poly(ethylene-co-butylene)-block-polystyrene Composites”, Journal of the Adhesion Society of Japan,(accepted)
- T.Sugiura1, T.Noguchi, H.Ueki, K.Takeuchi, C-M.Yang, Y.A.Kim, T.Hayashi, M.Endo, “Thermostable Natural Rubber with Cellular Structure Using Thin Multi-Walled Carbon Nanotubes”, ChemSusChem, 24 NOV 2010, DOI: 10.1002/ cssc.201000309
- 野口徹、植木宏之、犬飼茂樹、新原健一、伊藤正栄、竹内健司、遠藤守信、”カーボンナノチューブ充てんゴムの卓越した特性とその応用”、日本ゴム協会誌,10月2日受理(2010)
- C.Li, Y.Liu, X.Yao, M.Ito, T.Noguchi and Q.Zheng, “Interfacial shear strength between carbon nanotubes”, Nanotechnology, 21, 115704 (2010)
- Noguchi,T., Inukai,S., Ueki,H.,Magario,A, Endo,M.: SAE Tech. Pap. Ser. (Soc. Automot. Eng), Page.5P(2009)
- T.Noguchi, A.Magario, H.ueki, J.Beppu, M.Seki, H.Iwabuki, K.Nagata, M.Endo, “Viscoelasticity and Cellulation for Carbon Nanotube/Elastomer Composites”, Polymer Preprints, Japan, 55, 3404-3405(2006)
- T.Noguchi, A.Magario,S.Fukazawa,S.Shimizu, J.Beppu, M.Seki, “CarbonNanotube/Aluminum Composites with Uniform Dispersion”, Materials Transactions, 45 , p.602-604 (2004)
Member's
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Hiroyuki UekiDistinguished Researcher
Research Field：Polymers, Structure and Properties of Composites
I am working hard on research and development every day to bring as many products to market as possible.
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Ken-ichi NiiharaDistinguished Researcher
Research Field：Polymers, Structure and Properties of Composites
I am doing research in an environment that allows research and development from a wide range of viewpoints ranging from basic research to implementation.
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Ken-ichi KoyamaResearcher
Research Field：Ceramics, Composite Materials
I am the oldest, but also a newcomer. I am looking for new challenges by applying my specialization to a different field. | http://www.shinshu-u.ac.jp/project/encs/english/team/noguti/ |
Fullerene was discovered in 1985, and ever since then, there are various types of fullerenes that were discovered based on structural variations. The allotrope of carbon C60 was named after Richard Buckminster Fuller who was popular for his geodesic dome. The shape has a similarity with the molecular structure of C60. These allotropes of carbon can be in the form of a sphere, ellipsoid, as well as tube shape. It is important to know the types of fullerenes available before you buy fullerenes from popular producers and suppliers like Mstnano.
Types of Fullerenes –
Buckyball Clusters – The most common Buckyball is C60, and the smallest member in the lot is C20. C70 is another common fullerene, and the carbon number can go up to 100. There is something called heterofullerene where carbons are substituted with heteroatoms like boron, nitrogen, oxygen, and even phosphorous. Another type is trimetasphere, and it belongs to the C80 family. These fullerenes can encapsulate metals and therefore, sometimes, referred to as metallofullerenes.
Nanotubes – These are very small in size, and there are mostly hollow from inside just like a tube. In fact, there are called the cylindrical fullerenes. There can be single or multiple boundaries. The wide can be a few nanometers, but the length can be in millimeters. They have very valuable macroscopic properties like high tensile strength, heat conductivity, electrical conductivity, ductility, and even chemical inactivity. Nanotubes are mostly used in the electronics industry. There are considerations of using it in the space elevator due to its high tensile strength. There is something called carbon nanobuds that are formed using nanotubes and buckyballs.
Megatubes – Megatubes are not extremely large, but in comparison to nanotubes, they are larger. They have walls of various dimensions and thickness. They are mostly used in the transportation for different sizes of molecules. In fact, they are the ones responsible for drug delivery as well as gene delivery.
Polymers – These are formed when there are high pressure and high temperature. They come in various different structures such as one-dimensional chain, two-dimensional chain, three-dimensional shapes and likewise. The single strand polymers are formed using the ATRAP route.
Nano-onions – These are spherical in shape, and they have multiple carbon structure with one buckyball in the core. These are widely used in the lubricant industry.
Apart from these, there are linked dimers where two buckyballs are linked by a carbon chain, and there are fullerene rings that are also a type of fullerene. Before you buy Fullerenes from any of these types, you need to know the exact applications of them for perfect use. Apart from these, there are fullerites which are solid state of fullerenes. There is another type which is referred to as ultrahardfullerite they fullerites are converted into a nanocrystalline form of diamond. | http://www.suzukibaru.com/what-are-the-types-of-fullerenes-available.html |
Scientists at Japan’s Kyushu University say polymer-wrapped carbon nanotubes hold much promise in biotechnology and energy applications. The paper was recently published in Science and Technology of Advanced Materials.
Scientists first reported carbon nanotubes in the early 1990s. Since then, these tiny cylinders have been part of the quest to reduce the size of technological devices and their components. Carbon nanotubes (CNTs) have very desirable properties.
They are 100 times stronger than steel and one-sixth its weight. They have several times the electrical and thermal conductivity of copper. And they have almost none of the environmental or physical degradation issues common to most metals, such as thermal contraction and expansion or erosion.
CNTs have a tendency to aggregate, forming “clumps” of tubes. To utilize their outstanding properties in applications, they need to be dispersed. But they are insoluble in many liquids, making their even dispersion difficult.
Scientists at Japan’s Kyushu University developed a technique that “exfoliates” aggregated clumps of CNTs and disperses them in solvents. It involves wrapping the tubes in a polymer using a bond that does not involve the sharing of electrons. The technique is called non-covalent polymer wrapping.
Whereas sharing electrons through covalent polymer wrapping leads to a more stable bond, it also changes the intrinsic desirable properties of the carbon nanotubes. Non-covalent wrapping is thus considered superior in most cases because it causes minimum damage to the tubes.
The scientists, Dr. Tsuyohiko Fujigaya and Dr. Naotoshi Nakashima, conducted a research review to analyze the various approaches of polymer wrapping and to summarize the applications in which polymer-wrapped carbon nanotubes can be used. Their review has been published in Science and Technology of Advanced Materials (16-2 p24802, 2015).
They found that a wide variety of polymers can be used for the non-covalent wrapping of carbon nanotubes. Recently, many polymer dispersants have indeed been developed that not only disperse the CNTs but also add new functions to them. These polymer dispersants are now widely recognized and utilized in many fields, including biotechnology and energy applications.
CNTs that are stably wrapped with biocompatible materials are very attractive in biomedicine, for example, due to their incredible ability to pass biological barriers without generating an immune response. There is thus high potential for polymer-wrapped CNTs in the area of drug delivery.
Also, wrapping carbon nanotubes in polymers improves their photovoltaic functions in solar cells, for example, when the polymers function like a light-receiving pigment.
Because the designs of polymers can be readily tailored, it is expected that the functionality of polymer-wrapped CNTs will be further expanded and that novel applications using them will be developed.
For more information, contact
Tsuyohiko Fujigaya
The World Premier International Research Center Initiative
International Institute for Carbon-Neutral Energy Research (WPI-I2CNER)
Kyushu University
E-mail: [email protected]
More information about the research paper:
Sci. Technol. Adv. Mater. Vol. 16 (2015) 024802
http://iopscience.iop.org/1468-6996/16/2/024802/article
doi:10.1088/1468-6996/16/2/ 024802
Non-covalent polymer wrapping of carbon nanotubes and the role of wrapped polymers as functional dispersants
Tsuyohiko Fujigaya and Naotoshi Nakashima
Journal Information
Science and Technology of Advanced Materials (STAM) is the leading open access, international journal for outstanding research articles across all aspects of materials science. Our audience is the international materials community across the disciplines of materials science, physics, chemistry, biology as well as engineering.
The journal covers a broad spectrum of materials science research including functional materials, synthesis and processing, theoretical analyses, characterization and properties of materials. Emphasis is placed on the interdisciplinary nature of materials science and issues at the forefront of the field, such as energy and environmental issues, as well as medical and bioengineering applications
http://iopscience.iop.org/1468-6996
For more information about the journal Science and Technology of Advanced Materials, contact
Mikiko Tanifuji
Publishing Director
Science and Technology of Advanced Materials
Email: [email protected]
Associated links
Read the paper "Non-covalent polymer wrapping of carbon nanotubes and the role of wrapped polymers as functional dispersants"
Journal information
Sci. Technol. Adv. Mater. Vol. 16 (2015) 024802
http://iopscience.iop.org/1468-6996/16/2/024802/article
doi:10.1088/1468-6996/16/2/ 024802
Non-covalent polymer wrapping of carbon nanotubes and the role of wrapped polymers as functional dispersants
Tsuyohiko Fujigaya and Naotoshi Nakashima
Mikiko Tanifuji | ResearchSEA
Further information:
http://www.nims.go.jp/eng/
http://www.researchsea.com
Further reports about: > Advanced Materials > CNTs > Electrons > Energy Research > Materials Science > biocompatible materials > carbon nanotubes > clumps > environmental issues > functional materials > immune response > materials > materials synthesis > solar cells > technique > thermal conductivity > tubes
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High-precision measurement of the g-factor eleven times more precise than before / Results indicate a strong similarity between protons and antiprotons
The magnetic moment of an individual proton is inconceivably small, but can still be quantified. The basis for undertaking this measurement was laid over ten...
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The WHO reports an estimated 429,000 malaria deaths each year. The disease mostly affects tropical and subtropical regions and in particular the African continent. The Fraunhofer Institute for Silicate Research ISC teamed up with the Fraunhofer Institute for Molecular Biology and Applied Ecology IME and the Institute of Tropical Medicine at the University of Tübingen for a new test method to detect malaria parasites in blood. The idea of the research project “NanoFRET” is to develop a highly sensitive and reliable rapid diagnostic test so that patient treatment can begin as early as possible.
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The formation of stars in distant galaxies is still largely unexplored. For the first time, astron-omers at the University of Geneva have now been able to closely observe a star system six billion light-years away. In doing so, they are confirming earlier simulations made by the University of Zurich. One special effect is made possible by the multiple reflections of images that run through the cosmos like a snake.
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National Research Irkutsk State Technical University (Irkutsk Technical University) began to build a pilot plant, which will recycle waste aluminum and silicon industry to produce carbon nanotubes and silica microbeads, allowing to increase the strength of metals, alloys and polymers, told RIA Novosti on Wednesday, Director of Physical Technical Institute IrGTU Nikolai Ivanov.
Earlier, a group of scientists of the Institute of Physics and Technology received a patent for a method of processing waste aluminum and silicon production and the allocation of these carbon nanoparticles, fluorides and nano-silica particles ("Nanosilica"). Carbon nanoparticles and "Nanosilica", in fact, are modifiers of materials and allow 1.5-2 times increase the strength of metals, alloys, building materials, plastics. In comparison with existing additives and modifiers IrGTU even cheaper: for example, the cost of carbon nanoparticles is about 7,000 rubles per kilogram, which is almost ten times smaller than existing counterparts.
"We have started to build a pilot plant, which will process up to one ton of metallurgical waste a day. At the output will be — nanomodifiers. Plan to complete the assembly of the installation in the near future", — Ivanov said.
Directly involved in the project of JSC "Nanotehtsentr" venture on Irkutsk Technical University. According to estimates Ivanov, break-even operation of the enterprise is necessary that it handles up to 10 tons of waste per day. The organization of industrial production to $ 3 million.
"The interest in this project is. We intend to present heavy-duty metals and alloys based on nanomodifikatorov Russian Venture Fair, which will be held in Irkutsk, September 20 — 21, where we hope to find an investor", — Ivanov said.
As the press service of the Irkutsk Technical University, scientists have developed a technology nanomodifikatorov uniform distribution in the amount of metal.
Irkutsk Technical University also intends to develop technical specifications for nanomodifiers, which contributes to its early introduction into production.
Earlier this: | https://survincity.com/2013/10/irkutsk-technical-university-started-to-build-a-2/ |
What it’s about:
In this major, you study the structure, properties, and performance of metals ad alloys. Metallurgical engineering is a distinct discipline, although it is closely related to the more inclusive fields of materials science and materials engineering, which address similar relationships in all classes of materials (such as metals, ceramics, polymers, and fabrics).
What the study of this major is like:
Although metallurgical engineering builds on a tradition of metalworking, that is thousands of years old, it is sufficiently complex that materials and processes are continuously being discovered. Until fairly recently, high-temperature superconductivity, amorphous metals, buckyballs, and carbon nanotubes were unknown. Yet, it you consider the many elements on the periodic table, the ways in which they can be combined, and the possibilities for processing them to achieve novel structures, you will realize that the universe of achievable materials has barely been explored.
As an undergraduate in a program approved by ABET (Accreditation Board for Engineering and Technology), you must complete two years of math (including calculus and differential equations) and at least a year of both chemistry and physics. Majors typically take at least 48 semester credits of engineering-related courses, divided between general engineering courses (such as statics, design, and programming) and metallurgical core courses.
The core courses stress the relationships among the structure, properties, processing, and performance of metals and alloys. You study the structure of a metal of scales ranging from the bonding between individual atoms to the interaction of macroscopically visible components in engineered composites (such as fibers and particles). You use advanced techniques including optical and electron microscopy; X-ray diffraction; mechanical testing; thermal analysis; and electrical, magnetic, and optical characterization of materials.
Other courses cover the mechanical, chemical, and physical properties of alloys. Typically, you are required to take at least one course on mechanical properties and one course o physical properties (electrical, magnetic, optical). Often courses on electrochemical behaviour or material (such as corrosion) are also required.
You study processing in courses that range from the thermodynamics of materials and the kinetic processes that govern movement of atoms and molecules, to the applied aspects of materials processing, such as sintering, casting, or vapour deposition of metals and deposition of metals and alloys.
The desired performance of metals and alloys is governed by their properties, as well as factors such as cost, availability, and recyclability. Performance is usually incorporated into a number of courses and then emphasized in a major design project-which you probably undertake during your last year-that integrates knowledge and skills form earlier courses.
Most departments are relatively small and informal. Depending on the college, classes have from 10 to 50 students. Because metallurgical engineering depends on the application of advanced experimental techniques, you may take more lab classes than students in other engineering majors. Most majors get to know faculty members and fellow students, and many programs have student societies that help you become integrated into the profession before you graduate.
There are significant differences in emphasis among various departments across the United States. Some programs focus exclusively on metals; some include other classes of materials (ceramics, composites, and so on.). While some program emphasize extractive processing of commodity metals, others concentrate on physical metallurgy and the application of engineering alloys. A careful examination of third- and fourth-year core and elective courses give you a good indication of a program’s emphasis.
Career options and trends:
Industrial metallurgist*; industrial researcher; research scientist at a university; quality control specialist; production engineer; production supervisor.
Because metallurgical and materials engineers work in all segments of the manufacturing economy, employment prospects for graduates tend to be less affected by downturns in a single industry than are some other engineering disciplines. Demand for metallurgical and materials engineers will likely be sustained by the need for fuel-efficient transportation; by advance in biomaterials, computers, and information technology; and by continued spending on national defense. | https://karangupta.com/career-guidance/learn/metallurgical-engineering |
An efficient approach to prepare ether and amide-based self-catalyzed phthalonitrile resins (Polymer Chemistry, 2013)Phthalonitrile polymers with amide and ortho-, meta-, and para-substituted ether linkages in the backbone were synthesized successfully and their thermal properties were investigated. The monomer building blocks for these ...
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Anionic waterborne polyurethane dispersion from a bio-based ionic segment (RSC Advances, 2014)Anionic waterborne polyurethane dispersions were prepared from ring-opening epoxidized linseed oil with glycol and hydrochloric acid followed by saponification, step-growth polymerization, and ionomerization. When the ...
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Anisotropic buckypaper through shear-induced mechanical alignment of carbon nanotubes in water (Carbon, 2014)A simple method for aligning nanotubes in buckypaper with a modified Taylor–Couette system is reported. Using shear forces produced by a rotating cylinder to orient multi-walled carbon nanotubes in a surfactant-assisted ...
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Asphaltene: structural characterization, molecular functionalization, and application as a low-cost filler in epoxy composites (RSC Advances, 2015)Asphaltene obtained by extraction from asphalt was investigated by different analytical techniques in order to characterize its composition, molecular structure and morphology. Then, the asphaltene molecules were successfully ...
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Bio-inspired green surface functionalization of PMMA for multifunctional capacitors (RSC Advances, 2014)Poly(methyl methacrylate) (PMMA)-based dielectric materials are of prime interest for many electronic and power devices. However, the low dielectric constant and hydrophobic nature of PMMA limit its success in many ...
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Bio-renewable precursor fibers from lignin/polylactide blends for conversion to carbon fibers (Carbon, 2014)Lignin, a highly aromatic biopolymer extracted as a coproduct of wood pulping, was investigated as a suitable precursor for carbon fibers. Lignin was chemically modified and blended with poly(lactic acid) (PLA) biopolymer ...
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Biodegradation behavior of bacterial-based polyhydroxyalkanoate (PHA) and DDGS composites (Green Chemistry, 2014)The extensive use of plastics in agriculture has increased the need for development and implementation of polymer materials that can degrade in soils under natural conditions. The biodegradation behavior in soil of ...
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Biorenewable polymer composites from tall oil-based polyamide and lignin-cellulose fiber (Journal of Applied Polymer Science, 2015)Tall oil-based polyamide (PA) was blended with lignin-cellulose fiber (LCF), an inexpensive, highly abundant byproduct of the pulp and paper industries, to produce environmental-friendly thermoplastic biocomposites. The ...
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Biorenewable ROMP-based thermosetting copolymers from functionalized castor oil derivative with various cross-linking agents (Polymer, 2014)A new norbornenyl-functionalized castor oil alcohol (NCA) was synthesized and ring-opening metathesis copolymerized separately with two norbornene-based cross-linking agents: dicyclopentadiene (DCPD) and a bifunctional ...
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Biorenewable thermosetting copolymer based on soybean oil and eugenol (European Polymer Journal, 2015)A novel biorenewable thermoset based on acrylated epoxidized soybean oil (AESO) and methacrylated eugenol (ME) was prepared via free radical polymerization. The chemical compositions of the monomers were investigated using ...
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Bisphenol E cyanate ester as a novel resin for repairing BMI/carbon fiber composites: Influence of cure temperature on adhesive bond strength (Polymer, 2013)The increasing use of polymer matrix composites (PMCs) in structural applications created demand for advanced repair techniques to fix internal delaminations in PMCs. One of a variety of repair techniques is injection ...
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Characterization and biodegradation behavior of bio-based poly(lactic acid) and soy protein blends for sustainable horticultural applications (Green Chemistry, 2015)Adipic anhydride-plasticized soy protein (SP.A) was blended with poly(lactic acid) (PLA) at two concentrations (50/50 and 33/67) and was evaluated for use as a sustainable replacement for petroleum plastic in horticulture ...
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Composition-dependent fracture toughness of ROMP-based Dilulin/dicyclopentadiene copolymers (Journal of Materials Science, 2014)The fracture toughness of a series of ring-opening metathesis polymerization-based Dilulin/dicyclopentadiene (DCPD) copolymers was evaluated by utilizing the essential work of fracture method and the structure-fracture ...
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Creep-resistant behavior of self-reinforcing liquid crystalline epoxy resins (Polymer, 2014)The creep behavior of a liquid crystalline epoxy resin (LCER) was investigated and compared with that of a non-LCER prepared from the same epoxy monomer. The experimental data was evaluated using Burgers' model to explain ...
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Cure kinetics characterization and monitoring of an epoxy resin using DSC, Raman spectroscopy, and DEA (Composites Part A: Applied Science and Manufacturing, 2013-06)The use of thick sections of fiber-reinforced polymers (FRPs) is increasing for numerous industrial applications such as wind turbine blades. In situ cure monitoring is very important to directly observe the cure process ...
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Cure kinetics of liquid crystalline epoxy resins based on biphenyl mesogen (Journal of Thermal Analysis and Calorimetry, 2014)The cure kinetics of a biphenyl-based liquid crystalline (LC) epoxy resin (LCER) was studied using differential scanning calorimetry (DSC) and polarized optical microscopy. The effects of LC phase formation on the cure ...
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Degradation of ROMP-based bio-renewable polymers by UV radiation (Polymer Degradation and Stability, 2013)The degradation of a bio-renewable polymer under UV exposure was studied using various methods. Degradation of the bio-renewable polymer increased with increasing exposure time. Enhanced cross-link density in the early ...
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Durability of Carbon/Epoxy Composites for Train Carbody under Salt Water Environment (Journal of the Korean Society for Railway, 2008)This study investigates the durability of carbon/epoxy composites for use on train car bodies under a salt water spray environment. Salt water solution with 5% NaCl, similar to natural salt water, was used for the salt ...
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Dynamics of poly(methyl methacrylate)–montmorillonite nanocomposites: A dielectric study (Journal of Non-Crystalline Solids, 2015)The effect of varying amounts of montmorillonite (MMT) filler (in weight ratios of 100/0, 100/5, and 100/10) on the molecular dynamics and polarization of atactic poly(methyl methacrylate) (PMMA) is investigated using ...
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Effect of PEGDE addition on rheological and mechanical properties of bisphenol E cyanate ester (Journal of Applied Polymer Science, 2013)Cyanate esters are a group of resins with exceptional thermal and mechanical properties and are often blended with lower cost epoxy resins. These blends are often brittle, and a toughening method, such as the addition of ... | https://research.wsulibs.wsu.edu/xmlui/handle/2376/5541/browse?rpp=20&sort_by=1&type=title&offset=0&etal=-1&order=ASC |
Acrylate based hydrogels are one of the most promising soft biocompatible material platforms that significantly contribute to the delivery of therapeutics, contact lenses, corneal prosthesis, bone cements and wound dressing, and are being explored widely for potential applications in the field of regenerative medicine. A significant number of these materials, which possess excellent water sorption properties, have been supported by the Food and Drug Administration (FDA) of the United States for different applications. Nonetheless, many of their physical and biological properties required for certain biomedical and bioengineering applications are often poor when they are in the hydrated state at the body temperature: tensile/compression performance, water diffusion, antimicrobial activity, antifouling capacity, biological response, porosity for the fabrication of supports or scaffolds for tissue engineering, electrical and/or thermal properties, among other properties. Consequently, new acrylic-based hydrogels have been designed as multicomponent systems such as interpenetrated polymer networks, composites and nanocomposite materials, which have exhibited superior properties able to substantially enhance potential uses of these materials in the biomedical and bioengineering industry.
Keywords
- acrylic-based hydrogels
- polymers
- composites
- nanocomposites
- biomedicine
- bioengineering
1. Introduction
Hydrogels are hydrophilic polymer networks that are capable of absorbing large amounts of water and retaining them, which make them a versatile class of materials especially for biomedical applications. The physical and biological properties largely depend on composition, polymerisation methods and crosslinking but in general are mechanically weak materials. Acrylic-based hydrogels are utilised in numerous fields of biomedicine and examples include therapeutic delivery , intraocular lenses, contact lenses and corneal prosthesis in ophthalmology , bone cements for orthopaedics , wound dressing , and tissue
2. Mechanical properties of hydrogels
Hydrogels form a versatile platform for a large number of biomedical applications; however, they are in general mechanically weak and improvement of these properties is one of the most desirable aims in the field of hydrogel engineering. Current research is focussing in this complex scientific field especially as the mechanical integrity drops rapidly in the hydrated state. Thus, hydrogels have been reinforced through many established kinds of methods and techniques: forming block copolymers, in which hydrophobic and hydrophilic domains alternate , increasing crosslinking density , using binary systems composed of two or more mixed polymers as interpenetrating polymer networks , plasma grafting of a hydrogel onto a hydrophobic substrate [12, 13, 14], self-reinforced composite materials composed of fibres embedded in a matrix and by reinforcement through sol-gel reactions . Nevertheless, new procedures to enhance the mechanical performance of acrylics have been performed by incorporating 2D materials such as graphene (2010 Nobel Prize in Physics) and other outstanding carbon-based materials such as carbon nanotubes (CNT) . Graphene derivatives, such as graphene oxide (GO) [19, 20, 21] or reduced GO (rGO) , have also shown excellent reinforcement for acrylics, especially in the hydrated state, and for the enhancement of many other physical and biological properties.
2.1 Interpenetrating polymer networks
Interpenetrating polymer networks (IPNs) lead to reinforced polymer networks that enhance the mechanical properties of hydrogels. In 2003, the first double-network (DN) hydrogel with enhanced mechanical properties was reported . This type of DN interwoven hydrogel architecture consisted of an interpenetrating polymer network (IPN) of a soft neutral polymer network within a more highly cross-linked network prepared by a two-step sequential free-radical polymerisation. This two-step chemical procedure consisted of synthesising a highly cross-linked polymer network, and subsequent swelling of this network in a water soluble monomer that was then polymerised inside. The second polymerisation step was conducted with or without the incorporation of a cross-linking agent. Therefore, an IPN is an advanced polymeric system that is often utilised in polymer engineering to enhance physical and biological properties by combination of functional properties. These multicomponent polymeric networks are composed of cross-linked polymers without covalent bonds between polymer networks. However, at least one of these networks is synthesised and/or cross-linked within the presence of the second network. In this field, six basic multicomponent polymeric morphologies can be distinguished: mechanic blends, graft copolymers, block copolymers, AB-cross-linked copolymers, semi-IPNs and full-IPNs . Both polymer networks are cross-linked in a full-IPN , while an IPN having a polymer network embedded within the first cross-linked network produces a semi- or pseudo-IPN [26, 27]. IPNs can be produced while the two networks are synthesised at the same time as simultaneous interpenetrating polymer networks (SINs), or by swelling of the first polymer network into a solution containing the mixture of monomer, initiator and activator, usually with a cross-linker, as sequential IPNs. Thus, reinforced SINs and semi-SINs of hydrophilic poly(2-hydroxyethyl methacrylate) (PHEMA) networks have been synthesised with hydrophobic poly(ethylene glycol) polymer chains . The sequential mode of synthesis has been employed to produce reinforced hydrogels as full IPNs and semi-IPNs of weak gelatin with polyacrylic acid (PAA) for studies of biological response in rats . The mechanical properties of triple-network (TN) hydrogels synthesised from pseudo-SIPNs and pseudo-IPNs have exhibited that the presence of a loosely cross-linked third network modifies the mechanical performance of pseudo-SIPNs and pseudo-IPNs . Many types of IPN hydrogels have been also developed with the goal of improving the mechanical behaviour and swelling/deswelling response . For instance, IPN hydrogels of chitosan/poly(acrylic acid) (PAA) synthesised by UV radiation showed significant enhancement of mechanical properties, even in the hydrated state . ‘Smart’ hydrogels possess the special property of being able to modify their volume/shape in response to small alterations of certain parameters of the surrounding ambient. These responsive hydrogels find application in numerous biomedical and bioengineering fields such as biological and therapeutic demands [33, 34] and sensing applications . Encapsulation of cells for cartilage tissue engineering was reported using two biocompatible materials-agarose and poly(ethylene glycol) (PEG) diacrylate to form an IPN with superior mechanical integrity . Under unconfined compression, these hydrogel networks were found to be fourfold higher in their shear modulus relative to a pure PEG-diacrylate network (39.9 vs. 9.9 kPa) and a 4.9-fold increase relative to a pure agarose network (8.2 kPa). In the field of hydrogel materials, advanced stimuli-responsive materials based on interpenetrating liquid crystal-hydrogel polymer networks have been engineered by combination of cholesteric liquid crystalline network that reflects colour and an interwoven poly(acrylic acid) network that provides humidity and pH response .
2.2 Acrylic-based composite hydrogels
Fibre reinforcement is known to enhance mechanical properties and the incorporation of fabrics produces significant mechanical improvement to polymer hydrogels. Thus, hydrogels consisting of a polymer matrix embedded with high-strength fibres, such as glass, aramid and carbon, have exhibited significant reinforcement . In these kinds of materials, the mechanical properties are significantly enhanced and the biocompatibility of the acrylic polymer phase should remain unmodified. Thus, PHEMA hydrogels, which are one of the most studied hydrogel biomaterials, have been synthesised by incorporating various types of weaved and knitted fabrics and fibres, in order to enhance overall qualities in advanced biomedical wound dressing usage . Nevertheless, in the last decades, natural fibres have attracted much interest as reinforcement agents for polymer-based composites due to their advantages over other type of conventional fibres such as those made from glass or carbon . Thus, natural fibres such as flax, hemp, sisal, kenaf, jute, coir, kapok and banana, among many others, have shown many advantages over man-made glass and carbon fibres: lower cost, lower density, comparable specific tensile behaviour, less energy cost, non-abrasive, not irritating, lower health risk and sustainable properties such as renewability, biodegradability and recyclability . Thus, natural ultra-long chitin natural fibres obtained from marine-river crab shell wastes have been added into PMMA resins to produce nanocomposites with outstanding properties for biomedical and bioengineering applications .
2.3 Acrylic-based nanocomposite hydrogels
Nanoparticles have generated significant interest and are a promising strategy of reinforcing hydrogels. Nanocomposites made with nanomaterials such as silica, graphene and its derivatives, nanofibres and various other nanoparticles have been reported for biomedical applications. Silica is a biocompatible material which has been reported to possess bioactive properties . Silica possesses high biocompatibility and bioactive properties and can also enhance the mechanical performance of hydrogels through filling or by the sol-gel process . Thus, for example, biphasic matrices of hybrid acrylic-based nanocomposite hydrogels consisting of an organic phase of poly(2-hydroxyethyl acrylate) and an inorganic phase of silica network obtained by the sol-gel process of tetraethoxysilane (TEOS) showed improved physical properties . Another reinforcement approach consists of combining IPNs with nanosilica filling. Thus, for instance, poly(acrylic acid) and alginate in the form of IPNs with the incorporation of nanosilica have shown improved compressive strength of the pure components . On the other hand, the development of graphene-based nanocomposite hydrogels has exponentially increased during the last decade. Thus, graphene (GN) is a two-dimensional monolayer of sp2-bonded carbon atoms , which has attracted increasing interest owing to its excellent electrical and thermal conductivity [48, 49] and superior mechanical performance . In addition, in the field of biomedicine, graphene is able to promote adherence of human osteoblasts and mesenchymal stromal cells . The addition of small amounts of the oxidised form of GN, graphene oxide (GO), can significantly improve the mechanical strength of poly(2-hydroxyethyl acrylate) (PHEA) hydrogels . Polyacrylamide (PAM) is generally a weak and brittle material; however, when reinforced with GO, it was reported to exhibit improved of mechanical properties . GO is also a 2D nanomaterial with excellent physical properties like graphene, usually produced from natural graphite that can be easily exfoliated into monolayer sheets. Nevertheless, GO is more utilised than GN in the synthesis of composite materials because it possesses hydrophilic oxygenated functional groups, such as hydroxyl (-OH), epoxy (-C-O-C-), carbonyl (-C=O) and carboxyl (-COOH), which render easier its dispersion in water [54, 55, 56, 57]. Thus, the incorporation of GO nanosheets into poly(acrylic acid)/gelatin composite hydrogels significantly increased their Young’s modulus and maximum stress. In addition, the hydrogel with GO (0.2% w/w)/PAA (20% w/w) showed the highest Young’s modulus, whereas GO (0.2% w/w)/PAA (40% w/w) composites exhibited the highest maximum stress. These results suggest that GO nanosheets can be successfully used as reinforcing agents to improve the mechanical properties of hydrogel materials, which are often required for certain applications in tissue regeneration . Multifunctional hydrogels with high mechanical performance, environmental stability, and dye-loading capacity has also been proposed as innovative synthetic approach for the 3D self-assembly of GO nanosheets and DNA . Furthermore, the available oxygen-containing functional groups of GO have led to the synthesis of 3D cross-linked GO networks by coordination chemistry, as reinforcement micro-meter size carbon nanomaterials (CNMs) are able to enhance the mechanical performance of hydrogels, such as alginate, even more than single GO nanosheets . Other CNMs such as carbon nanotubes (CNTs), discovered by Iijima , in the form of single wall carbon nanotubes (SWCNTs) and multi-wall carbon nanotubes (MWCNTs), as well as carbon nanofibres (CNFs) are being explored for the enhancement of mechanical and other physical and biological properties of hydrogels [61, 62, 63, 64, 65, 66, 67, 68]. Plant fibre-based nanofibres are used as reinforcement agents to produce transparent hydrogels . Novel PAM-based nanocomposite hydrogels produced with natural chitosan nanofibres via in situ free-radical polymerisation exhibited that this type of nanofibres can act simultaneously as a multifunctional cross-linker and as a reinforcing agent achieving higher compression strengths and storage modulus than those of the pure hydrogel . Popular hydrogels such as polyvinyl alcohol (PVA) has been reinforced with nanoparticles of clay (usually 10 wt.% or less) for wound healing applications . These polymer-clay nanocomposite hydrogels with uniformly dispersed inorganic particles with at least one dimension in the nanometre scale exhibited superior mechanical and thermal properties when compared to pure polymers or conventional composites .
3. Electrical properties
Stimulus responsive biomaterials are highly desirable in biomedicine and bioengineering. Electrical stimulation can regulate physiological activities such as cell division , migration , differentiation and death . It has been reported that electrical stimulation helps both in spinal cord repair and cancer therapy. The ability to use electrically conducting polymers endogenously enables spatial control of stimulation [76, 77, 78]; hence, there is much focus on developing new conductive hydrogels for biomedical applications. Graphene is well-known for its excellent electrical conductivity . However, its current cost is still very high. Therefore, more new composite materials are expected to be developed using reduced graphene oxide (rGO), which is produced from GO. GO cannot be utilised for the design of conductive composite hydrogels because it possesses very low electrical conductivity due to the oxygen-containing functional groups located at the basal planes and edges. A recent paper reported a single-step procedure starting from a homogeneous water dispersion of GO, to form rGO during photopolymerisation of a resin induced by UV radiation . Grafting of poly(acryl amide)/poly(acrylic acid) onto the surface of GO followed by a reduction to rGO nanosheets by a two-step chemical reduction with increased conductivity has been performed in order to fabricate transparent conductive films . Advanced conductive DN hydrogels composed of rGO and poly(acrylic acid) have been synthesised by a two-step procedure with a reduction-induced in situ self-assembly . A nacre-inspired nanocomposite of rGO and PAA prepared via a vacuum-assisted filtration self-assembly process exhibited abundant hydrogen bonding between GO and PAA that resulted in both high strength and toughness, which are higher than that of pure reduced GO. Moreover, this composite also displayed high electrical conductivity with potential in many biomedical applications such as flexible electrodes and artificial muscles. Carbon nanotubes (CNTs), on the other hand, are being exploited for biosensing units because of their excellent electrical properties with a superb conductivity and remarkable mechanical properties . Ultrasensitive electrochemical biosensors have been developed with CNTs because of their unique electrical properties. Glucose biosensors for diabetics have been developed with nanofibrous membranes filled with multiwalled carbon nanotubes (MWCNTs) electrospun from mixtures of poly(acrylonitrile-co-acrylic acid) (PANCAA) and MWCNT . Dielectrophoretically aligned carbon nanotubes were proposed to control the electrical and mechanical properties of gelatin methacrylate (GelMA) hydrogels . In addition, in the field of biomedicine, these GelMA-based hydrogels exhibited excellent maturation of contractile muscle cells.
4. Thermal properties
Hydrogels placed in the human body do not need to endure temperatures higher than that of body temperature; however, it is of importance to have an understanding of the thermal properties and improvements can enhance its long-term performance. For instance, semi-IPNs of polyurethane incorporated into a polyacrylamide network showed improved thermal properties . Differential scanning calorimetry of PHEMA/SiO2 hybrids exhibited two glass transition temperatures (
5. Water sorption/diffusion
The behaviour of water in hydrogels is also very important for any biomedical applications because properties such as water sorption and water diffusion play a very important role in cell survival, especially relevant in tissue regeneration . Thus, acrylic hydrogels such as PHEMA or PHEA are important due to their unique properties of hydrophilicity, swelling and deswelling [90, 91, 92]. Their excellent water sorption behaviour has rendered this type of hydrophilic materials very promising for a wide range of biomedical and bioengineering applications such as wound healing, controlled drug delivery, regenerative medicine, etc. [6, 93]. Their hydrophilic functional groups attached to the polymeric backbone provide the ability to absorb water, while their resistance to dissolution arises from cross-linking of polymer chains . Nevertheless, these single-network hydrogels possess very weak mechanical properties and slow swelling response. Therefore, reinforcement of hydrogels is deemed necessary to exponentially increase their potential applications in biomedicine and bioengineering. However, the enhancement of mechanical properties can significantly affect the water sorption and diffusion of polymer hydrogels. Thus, reinforcement approaches combining hydrophilic and hydrophobic functional groups as multicomponent polymeric systems can yield to a decrease of water sorption. The enhancement of mechanical properties of hydrogels through the addition of GO nanosheets can also modify their water sorption performance. Thus, for instance, the swelling rates of graphene oxide/poly(acrylic acid-co-acrylamide) nanocomposite hydrogels increased with increasing GO content to about 0.30%
6. Antimicrobial and antifouling capacity
Microbial infections are becoming more and more serious because they often lead to implant failure, which may cause major economic losses and suffering among patients in spite of using antibiotics and aseptic conditions. Therefore, novel antimicrobial approaches are becoming more and more necessary in biomedicine in this antibiotics resistant era . Thus, much effort is being made on the development of new advanced biomaterial hydrogels with high antimicrobial activity and non-toxic for human beings. Thus, antibacterial hydrogels of polydextran aldehyde and branched polyethylenimine have been prepared in the form of syringe-injectable bioadhesive . These hydrogels have shown effective antibacterial activity against both Gram-negative and Gram-positive bacteria. Conductive injectable self-healed hydrogels based on quaternized chitosan-g-polyaniline (QCSP) and benzaldehyde group functionalized poly(ethylene glycol)-co-poly(glycerol sebacate) (PEGS-FA) have also shown antibacterial, antioxidant and electroactive action for cutaneous wound healing . Hydrogels based on chitosan and its derivatives have been broadly utilised as implant coatings because of their intrinsic non-toxic, osteoconductive properties, pH response, antimicrobial activity, biocompatibility and cell adhesive capacity [107, 108]. Novel hydrogel coatings produced by electrophoretic co-deposition of chitosan/alkynyl chitosan exhibited high antibacterial activity against
In the field of implanted biomedical devices, it is important to modify the hydrogel surface to achieve antifouling properties that make it resistant to protein adsorption and cell adhesion. Thus, for example, the antifouling activity of poly(2-hydroxyethyl methacrylate-co-methyl methacrylate) hydrogels was enhanced by surface grafting of a brush of poly(oligoethylene glycol methyl ether acrylate) [poly(OEGA)] . Copolymerisation of non-fouling zwitterionic carboxybetaine methacrylamide (CBMAA-3) and 2-hydroxyethyl methacrylate (HEMA) in the presence of uniformly dispersed clay nanoparticles (Laponite XLG) in water by UV radiation has produced novel antifouling highly wettable hydrogels with superior mechanical performance and self-healing capacity . In this field, it is highly desirable to produce hydrogels bearing antifouling properties and biocompatibility in order to prolong the lifetime of implanted materials, switchable antimicrobial property to eliminate infection and inflammation and outstanding mechanical performance to avoid the failure of the implanted material. To address these points, derivatives of zwitterionic carboxybetaine were developed with hydroxyl group(s), which can switch between the lactone form (antimicrobial) and the zwitterionic form (anti-fouling) . Besides, the intramolecular hydrogen bonds enhance the mechanical property of the zwitterionic hydrogel, making it a viable material for coatings. However, the current increasing rates reported by the World Health Organisation of antibiotic resistance in pathogenic microbes are becoming a global health threat. Therefore, more resources and efforts must be done worldwide in order to develop new antimicrobial approaches such as antimicrobial hydrogels, because they have shown to be very effective in preventing and treating clinically relevant multidrug-resistant pathogens.
7. Porosity
The development of new advanced porous polymers has received much interest due to their potential to combine the properties of porous materials and polymers . Many industrial fields such as gas storage and separation materials [129, 130], control drug delivery , catalysts , supports for electrochemical sensing , low-dielectric constant materials , packing materials for chromatography , and engineered three-dimensional porous matrices (
8. Applications and future trends
Acrylate-based hydrogels are being widely investigated for their use in biomedical applications such as tissue engineering and systems for controlled delivery of biologically active agents. Hydrogels have been derivatized to enable crosslinking and photo-polymerisation, form electro-conducting networks and confer degradability to suit different biomedical applications. The pioneering work by Hubbel et al. on bioerodible hydrogels based on copolymers of polylactic acid (PLA), copolymers of alpha hydroxyacids and polyethylene glycol (PEG) with acrylate end groups facilitated new tools for controlled release formulations and delivery platforms. These systems could be tuned to vary the degradation times from very short to long periods by changing composition of the hydrophobic ester block. Rational design using pH and thermoresponsive polymers have also been reported for drug delivery applications. A novel pH-responsive hydrogel based on carboxymethyl cellulose/2-hydroxyethyl acrylate was synthesised as a transdermal delivery system for naringenin. The polymer exhibited different swelling ratio at different pH with Fickian diffusion characteristics, while mechanical properties could be controlled by varying cross-linking density and grafting. Photo-cross-linked hydrogels have also been used for the controlled release of various hydrophobic and hydrophilic drugs, including hydrogels based on methacrylate-terminated PEG and PEG-poly(ε-caprolactone) multiblock copolymers . Another family of hydrogels that is being explored for possible applications is thiol-acrylate hydrogels that were tailored to vary degradation rates and enhance cell viability particularly for cranial defects [161, 162]. A study of the multiscale modelling of the reaction kinetics of these thiol-acrylates with the mechanical properties revealed that the stiffness was related to light intensity, concentration of thiol groups and pH, thereby making it possible to tune the hydrogel properties. More recently, the synthesis and characterisation of novel acrylate-terminated amide-linked PEG-PDLA and PEG-PLLA star block copolymers were reported by Buwalda et al. . Using PEG-PLA star block copolymer hydrogels through physical cross-linking and combining with photopolymerization, in situ gelation was achieved. Selected copolymers were initially physically cross-linked by stereocomplexation that on subsequent photopolymerization generated robust and stable hydrogels. This system was injectable and the hydrogels that were formed in situ were stable over periods of time that would be appropriate for long-term drug delivery.
9. Conclusions
Due to their versatile properties, acrylic-based hydrogels are currently used or proposed for a wide range of biomedical and bioengineering fields such as tissue engineering, orthopaedics, ophthalmology and dental materials. However, the number of applications of this type of biomaterials could be significantly increased if their properties would be improved, such as their mechanical strength in the hydrated state at the body temperature. In this regard, acrylic-based biomaterials have been developed as interpenetrating polymer networks, composites with incorporated particles such as fibres and/or advanced nanomaterials such as graphene, graphene oxide and carbon nanofibers, among many others, in order to improve their mechanical performance, electricity, thermal behaviour/degradation, water sorption/diffusion, biological interaction, antimicrobial activity and porosity values, required for certain applications. Furthermore, acrylic-based hydrogel scaffolds have been produced with the suitable morphology of pores and porosity for tissue regeneration by following developed protocols and sophisticated techniques. Nevertheless, in spite of the impressive advancements achieved so far, which are presented in this book chapter, many challenges still remain to design acrylate hydrogels with specific polymers for advanced applications in biomaterial science.
Acknowledgments
This work was supported by the 2019-231-003UCV grant from the Universidad Católica de Valencia San Vicente Mártir. | https://www.intechopen.com/books/acrylate-polymers-for-advanced-applications/acrylic-based-hydrogels-as-advanced-biomaterials |
I just returned from a 7-day silent Chan meditation retreat at Dharma Drum Mountain in Taiwan, focused on the Silent Illumination technique, and this video covers five of the many things I enjoyed and learned on the retreat.
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The top 10 things you need to start meditating: | https://www.markfreeman.ca/tag/meditation/ |
What inspired you to explore mindful leadership in the workplace?
As I have been working in the field of Organisational Psychology for 20 years, and in particular undertaken a vast amount of work in the field of leadership and executive development, I have regularly observed the challenges leaders experience in improving their leadership behaviour. While leaders develop some abilities through coaching, participating in leadership development programs and seeking feedback from a range of sources, they often feel consistently challenged to grow and cultivate more effective behaviour, particularly those associated with emotional intelligence and their cognitive capacity regarding the pre-frontal lobe executive functioning (eg., decision making, attention, focus, creativity).
Mindfulness is an extremely powerful way for leaders to develop their emotional intelligence (EQ) skills while sharpening their cognitive capacity. Daniel Goleman, for instance, discusses how crucial emotional intelligence (EQ) is to leadership roles which make up the majority of the capability set required of effective leaders. Yet leaders often continue to struggle to display high levels of EQ particularly in times of high demands, ambiguity and stressful situations common to our modern workplaces.
There is a strong connection between the mind and body, which through the passage of time, leaders lose touch with during their daily ‘grind’. As such, leaders become less effective over time – working relationships deteriorate, decision-making becomes less effective, ethical beliefs get compromised, and ultimately, work performance suffers.
Mindfulness is my passion. Its broad application can pave the way for our organisations to become more innovative, creative, productive and fulfilling workplaces to work. Mindfulness enables us to build stronger, more resilient and highly effective workplaces in the long run. Ultimately, workplaces where people thrive rather than shrink! The flow on effects of healthy workplaces to our society and community are numerous!
What has been some really interesting insights or outcomes of your research or practice in the field of mindfulness?
There are many great researchers in the field of mindfulness, particularly in the area of neuroscience. Some of these include Ian Gawler and Paul Bedson, Jon Kabat- Zinn, Michael Chaskalson, Russ Harris, Dan Seigel and Craig Hassad to name a few. There are also a number of prominent universities conducting fabulous and ground breaking research in this field such as, Monash, Harvard, UCLA Berkeley, Stanford, University of Massachusetts and Oxford Universities.
What I find extremely interesting is the way technical and highly evidence-based, scientific people have embraced the practice. Based on my extensive training and study in the field as well as my evaluation research on the Mindful Leadership program I have conducted at UQ, I found that a sustained and consistent mindful practice transforms lives. Those who previously struggled to develop their EQ skills and improve the psychological flexibility required to enhance the executive functions of the neuro-cortex have been able to grow and flourish as a consequence!
Our brains are a muscle and mindfulness is the mental exercise we need to change our unhelpful habitual response and routines that lead to poor behaviours and outcomes.
The beauty is that mindful practice applications are far reaching and include behavioural improvements in at-risk populations including children, prisoners, people with mental illness, the elderly and those in lower socio-economic groups. I have also recently been studying the impact of the Global Maharisi Effect where scientists have identified that surrounding cities and populations are positively impacted by groups undertaking mindful meditation. This means the practice may have the potential to transform our businesses beyond just formally engaging in the practice. For instance, Professor David Edwards at the University of Texas in Austin has been investigating this concept with statistical evidence in the field of conflict resolution. It may sound like pseudoscience but I am seeing more and more scientific research to indicate the contrary.
The possibilities seem endless!
What techniques would you advise to our Left Fielders to try or consider?
I would consider starting with 10 minutes of daily mindful meditation and allocating a consistent time for the routine so the practice becomes sustainable. Creating such a routine will help individuals commit to the practice required to reap beneficial shifts in behaviour and support potential enhancements to the neuro-cortex.Setting realistic goals are essential for a sustainable practice. Creating a practice that is too greater a leap means we are less likely to maintain consistency in our practice. From time to time, individuals may consider a longer period of practice once they become more familiar with mindful meditation.
Research shows that we need to engage in sitting concentrated mindful practice in order to see changes in our brain structure over time. For beginners, I would also suggest downloading some guided mindful meditation apps. There are a number of free or low cost apps available on-line, and these are often very valuable in starting a mindful meditation practice.I also suggest engaging with credible experts in the fields as there are a number of myths and misconceptions regarding mindful meditation floating around cyber space. Like any form of practice, it is essential we consult the experts to gain quality learning.
What message would you like to impart to Left Fielders from your personal experience and research regarding Mindful Leadership in the workplace?
It is important to learn to be gentle with ourselves and also to foster patience through our practice. Practicing self-compassion is imperative as this is a key underlying principle in mindful meditation – being non-judgemental of self will help to strengthen our practice.
It is also important that people have expertise supporting them in cultivating their practice. The fear is that people with limited knowledge and practice in this field will lead people astray such that they will be unlikely to achieve the benefits associated with mindful practice – the saying a ‘little bit of information can be dangerous‘ rings true here!
The application of mindful practice in organisations needs to be conducted over time and not isolated to one-off events. Organisations obtaining the benefits of mindfulness have created sustainable programs that become part of individual’s daily practice and routines.
What is next for you in the world of Mindful Leadership?
Practice, practice, practice and hopefully grow, grow, grow! I have committed to continuing my professional and personal learning in the field. This includes my own personal practice as well as learning from prominent practitioners and researchers in the field.
I also intend to add to the growing body of research into the field to identify the key personal and workplace benefits achieved through practical mindfulness applications across a range of populations and contexts. I will also be conducting more programs due to the great demand from teams and leaders across a broad range of disciplines. I intend to impart as much of my knowledge and skills in this area to as many people as possible so that we see our workplaces, society and community reap the benefits and ultimately, grow and thrive! | http://leftfieldco.com.au/guest-blog-jodee-allanson-uq/ |
In the stressed-out age we live in it’s no wonder that the number of people practicing meditation has more than tripled between 2012 and 2018, according to a report from the Centers for Disease Control. Meditation offers several benefits including improved mood, increased focus, reduced stress and anxiety, and improved immune function. And you don’t have to meditate for an hour every day to experience benefits.
For some, the benefits of meditation can be felt after one session. Research shows that you don’t have to meditate every single day, but that benefits are tied to consistent practice. Suggesting that 10-20 minutes of meditation done at least three times a week will reap real benefits. But the key is consistency.
“While it’s true that any time you’re paying attention to the present moment experience you are engaging in mindful practice, no single mindfulness practice makes as much of a difference in your day as meditation.”
Getting started is easier than you think, and the payoff is worth the time and effort. If you’ve never meditated before, or if it’s been a long time, starting with even five or ten minutes can help set the stage for a sustainable practice. Even if you think you can’t sit still for one minute let alone ten, this is a practice that everyone can do. Here are some simple tips to get started with a sustainable practice of your own:
Create A Space
Set up a “sanctuary.” Make sure it’s a calm and comfortable environment that supports your practice and a sense of well-being. Add some flowers. Or candles. Or both!
Get Comfortable
You don’t need to sit on the floor with legs crossed in the lotus position. Sit in a chair with your feet on the floor. Or, if you’re more flexible, you can sit on a meditation cushion or bolster with your legs crossed. For people who’ve had hip or knee replacements, it may be more comfortable to lie down.
Posture
Posture is important. You want to be comfortable yet alert. Or as Cory Muscara, leading mindfulness meditation expert says, “Sit upright, not uptight.” Meaning, your head and neck are in line with your spine. Shoulders are relaxed. The throat and chest are open to allow the breath to flow freely.
Make It A Ritual
Again, have a designated spot where you can meditate. Practice at the same time every day. Mornings and before bed are great times but pick a time that works best for your schedule and stick to it. Remember that consistency is key.
Start Small and Practice, Practice, Practice
If meditating ten minutes seems overwhelming, begin with five or even three minutes. Start where you are, even if it’s one minute of focused breathing a few times a day. Every time the mind wanders, bring your attention back to the breath. Think of it as a form of mental fitness – a bicep curl for your mind. Each time you sit down to practice you are training your brain to focus and to be at peace.
See if after a week you can build upon your practice by adding a minute each week. Ultimately building up to a ten or twenty-minute practice, at least three times per week.
Be Kind To Yourself
There is no right or wrong way to practice. Remember that it’s a process, one that takes time, effort, and dedication to begin experiencing the many benefits. Simply sitting down to practice meditation is a radical act of self-love.
If you’re struggling in your practice, don’t give up! Remember that mindfulness is simple, not easy. We’ve been conditioned into a state of doing and being productive all of the time. So we must relearn how to be still. How to trust in simply being. So again, start where you are and be kind to yourself in those moments of struggle. I promise that if you commit to a consistent practice, you’ll soon begin to experience more peace and clarity in your life!
Practice With A Friend or Group
Find a friend who’s interested in meditating, or join a local or online meditation community. Accountability can help quell our excuses and help us stay committed to our meditation goals when we’re tempted to give up. A bonus to meditating in a group is that it helps reinforce our sense of connectedness.
Breathe
Our minds are always thinking. A new study from psychologists at Queen’s University in Kingston, Ontario reports that, according to fMRI brain scans, the average human has 6,200 new thoughts per day. That’s a lot of thoughts! It’s easy to see how easily we can become detached from the present moment when we’re bombarded by thoughts of the past and worries of the future.
However, by focusing on your breath, you are anchored into the present moment. The breath is only in the here and now. Whether you are sitting down in formal meditation, or you only have a few moments while standing in line at the store, resting your focus on your breath can help negative thoughts from gaining momentum and reconnect you with the present moment.
Get started today with this five-minute meditation for focused attention on the breath!
May it serve you well. | https://www.paulanaputano.com/easy-tips-to-start-and-maintain-a-meditation-practice/ |
Founded July 27, 2012 by Johnathan Woodside. Mindfulness Outreach Initiative is a 501(c)3 nonprofit organization working to promote skillful living and make meditation instruction accessible to all. MOI leadership consists of individuals who share in the commitment to equip individuals with the skills needed to bring about positive changes through the cultivation of kindness, compassion, and wisdom.
Johnathan Woodside is an Insight Meditation teacher engaged in bringing mindfulness and self-inquiry into the mainstream of wellness programs and daily life. He is the Guiding Teacher of Mindfulness Outreach Initiative and a consultant at various locations in Omaha Nebraska where he encourages greater self-awareness through stillness and dynamic meditation practices. He leads classes and retreats on mindfulness meditation for the promotion of greater health and wellness in the Omaha community.
Mark Wiesman is a mindfulness teacher with 35 years of experience and practice in Insight Meditation and Tai Chi Chuan. His education as a veterinarian and his interest in science is also evident in his practice and teaching. He wishes to serve by giving the tools he has used in his life to others so they may be happier, more content, and more present in their lives.
Anne Savery’s mindfulness practice began when she started practicing yoga over twenty years ago. But it wasn’t until 2012 with the birth of MOI that the introduction to Insight Meditation deepened her interest and practice. Her educational background as a public school teacher and leader has furthered her interest in developing compassionate communities. She is currently pursuing a national certification for teaching mindfulness through Mindful Schools. Her interests in self inquiry, nature and social justice have a role in shaping her thoughts on mindfulness and her teaching is guided by encouraging awareness and compassion through a consistent meditation practice.
Katie Hupp came to Insight Meditation in 2012 as a student in a Basic Mindfulness course. She immediately recognized the far-reaching personal benefits and sought to introduce mindfulness into her work life. In 2014 and 2018, she facilitated staff workshops and follow-up exercises aimed at creating a culture of mindfulness in the Writing Centers at Metropolitan Community College. She has also attended various meditation classes and the 2017 Wisdom 2.0 conference, completed two courses in the online Mindful Schools curriculum, and spent a sabbatical studying mindfulness and deepening her own practice. She recently attended “Sitting in the Fire: Training to Teach Mindfulness in Prisons” at the San Quentin State Prison and begins the year-long Mindful Schools Certification program in June. The teachings of Jack Kornfield and Sharon Salzberg, especially, resonate with and inspire her. She feels grateful for the local mindfulness community and all that she continues to learn from them.
Carlos Figueroa has been practicing Insight Meditation since 2015 and has discovered a commitment and dedication to daily meditation practice that is marked by kindness and compassion. With a personal interest in providing support, understanding, and care to those who’ve experienced great emotional and physical difficulty, Carlos emphasizes that through consistent practice peace of mind can be realized. Carlos currently supports MOI by working with students who are just beginning their practice.
Dan Boster began his Insight Meditation practice in 2012 while working on a Ph.D. in English at the University of Nebraska. His dissertation project focused on how writing teachers can cultivate their own mindfulness practice and bring this awareness into their pedagogy and interactions with students. This work continues in Dan’s leading M.O.I’s Teaching and Writing group, a mindfulness-centered support group for local writers and writing teachers. Dan works as instructional coach and English teacher at Ralston High School and teaches education and writing courses at Omaha area universities. In developing his practice, Dan has turned most often to the thinking of Thich Nhat Hahn, Pema Chodron, Jon Kabat-Zinn, Joan Halifax, and, of course, his local mindfulness community.
Kyle Sorys started practicing mindfulness meditation in 2008. Inspired by the fruits of the practice, Kyle then moved to Boulder, CO to study Buddhism at Naropa University in 2011, receiving both a Bachelors in Contemplative Psychology and a Masters of Divinity. In 2016 Kyle returned to Omaha where he currently works as an interfaith chaplain, providing spiritual care to those who are distressed, sick, dying, grieving, in pain, and suffering. Understanding the importance of a spiritual community, Kyle came to MOI with the intention of strengthening and supporting his own practice alongside other meditators in the Insight tradition. Kyle is passionate about mindfulness meditation, especially within the container of a structured retreat setting. Kyle has participated in numerous silent retreats over the years and knows firsthand the importance of periodically unplugging from the chaos of daily life. It was in these settings — in silence, stillness, solitude, and seclusion — that Kyle truly discovered his own innate capability of cultivating compassion, peace, and understanding. It is Kyle’s hope to share the wisdom and the teachings of the Insight tradition with all who are interested, helping others to cultivate their own sense of peace, joy, and happiness. | http://mindfulnessoutreachinitiative.org/moi-teachers/ |
The retreat provides an opportunity to deepen our personal engagement with the meditation practices taught on an eight-week mindfulness based course. We will look at the four ways of establishing mindfulness from Buddhist psychology. We will also explore four qualities (friendliness, compassion, joy and equanimity) and reflect on how these qualities are cultivated in mindfulness practices.
The situation with COVID-19 has led to us finding alternative ways of supporting our practice. An online retreat offers the powerful opportunity to explore the integration of mindfulness practice into everyday life. We will be connecting online each day as a supportive retreat community. The retreat will be structured to include a programme of live teachings and guided practices throughout. There will be opportunities to meet with the teachers in small groups at planned times during the five days.
Participants will be encouraged to continue to practice outside of the formal sessions and to cultivate the silence and simplicity of a retreat as much as their own home situation allows. Guidance will be given as to the interweaving of mindfulness practices into our environment as daily life unfolds.
This retreat is suitable for people who have attended an 8 week mindfulness based cognitive therapy course, or similar. It is also relevant for those training to be mindfulness teachers, as well as more experienced teachers.
Download the guidelines for the online retreat for additional information.
Course Facilitators
Jake Dartington
Jake began practising meditation in 1995. He completed a three-year meditation teacher training with Christina Feldman. Since 2007, Jake has led retreats at Gaia House and other centres around the UK and elsewhere in Europe. He has also trained as a teacher of mindfulness-based approaches at Bangor University and has led eight-week mindfulness courses since 2012. He now teaches with a range of organisations including Bodhi College, London Insight Meditation, the Mindfulness Network, Brussels Mindfulness, and the European network of Associations of Mindfulness Based Approaches. A former college teacher, he has Master’s Degrees in Buddhist Studies and Philosophy.
Dr Tim Sweeney
Tim is a mental health nurse and CBT therapist employed in Nottinghamshire Healthcare Trust as the clinical lead for MBCT. This post involves coordinating and delivering training and supervision of MBCT to IAPT and Secondary Care staff, who work with people experiencing a diverse range of health problems. He has run MBCT groups in primary care and specialist mental health services since 2008 for people with depression and other mental health problems. In addition to running clinical groups he delivers MBCT for staff in the workplace in the local Health Trust and University. Tim recently completed a PhD exploring the role of mindfulness in depression and is involved in several research projects with the University of Nottingham. He is also an associate teacher, trainer and supervisor with the Oxford Mindfulness Centre. In this role he delivers training in the UK and internationally and provides supervision for MBCT Masters students.
Sonia Moratto
Sonia is an Occupational Therapist with extensive mental health experience. She has a Master’s degree in Teaching Mindfulness based Approaches via Bangor University. She continues to maintain contact with the Centre for Mindfulness Research and Practice, Bangor. Sonia works within Nottinghamshire NHS Trust as a Mindfulness based Advanced Practitioner. She has taught MBCT in secondary mental healthcare, since 2007. She is a trainer within the Trust’s MBCT Supervised Pathway and a mindfulness based supervisor. Sonia is interested in the breadth of mindfulness based teachings and how they can be applied both therapeutically and in a wider social context.
Pricing
Retreat cost: £250
The course will run online via Microsoft Teams.
Contact
For further information or to apply, please contact Joanne Lee Tel: 0115 844 0535, Mobile: 07929 854 676. Alternatively, email [email protected] or [email protected].
Silent days
Nottingham Centre for mindfulness offers Retreat Days throughout the year. These are an opportunity to connect and spend time with other mindfulness practitioners and teachers both within and outside of the Trust.
Retreat days offer an invaluable way of deepening your own personal practice. Through standing back from your everyday routine you have an opportunity to experience more fully the potential for mindfulness practice. Time spent in silent practice has the potential to lead to a greater awareness of yourself in all sorts of ways and enable you to see more closely what is essential in your life.
Running from 9.30 am to 3.30pm the day begins with an introduction and an opportunity to ask questions followed by a series of guided mediation practices including sitting, gentle movement and walking practices. There is time to share experiences at the end of the day. | https://www.nottinghamshirehealthcare.nhs.uk/mindfulness-retreats |
Learning With All
In our process of working together we will increase awareness of areas where you feel uncertain and tense about your life. We explore your meditation practice and areas of incongruence with your environment at home, in relationships and with your work.
This is not easy work, but if you want to know compassion and joy, then it helps to learn about yourself in loving company. I work with you to listen and dialogue about your life issues and concerns. My focus is on helping you to feel empowered for accepting change with dignity and integrity along with deepening your faith in spiritual practice which includes wisdom in your body.
Healing With Compassion
Becoming more present with each breath and using inquiry, you will come to see your inherent freedom. By knowing your feelings and the beliefs that are operating in your life with gentle compassion, the grasping patterns that prevent you from knowing your true nature begin to fade.
Cultivating kindness and being honest with yourself to the best of your ability is part of any spiritual practice. I always found that when someone was truly present with me, I would go deeper into my healing process. I have been meditating deeply for over 40 years. This has brought about an abiding awakening in consciousness and the unity of all beings.
Background
- Masters of Divinity from Naropa University. Endorsed by teachers at Naropa University in the lineage of Chöyam Trungpa Rinpoche to teach Mindfulness Meditation Instruction.
- Graduate of Spirit Rock Community Dharma Leader Program IV. Endorsed by Jack Kornfield, Trudy Goodman, Gil Fronsdall and other teachers to teach Mindfulness Meditation and provide spiritual guidance.
- Invited to teach vipassana meditation by Sayadaw U Thuzanza in the lineage of the Theravada Burmese Elders.
- Private practice in intuitive spiritual guidance with a focus on addiction and recovery since 1990 along with a counseling degree in chemical dependency counseling.
- Living In Process® Facilitation and support for deep process and somatic body awareness practice.
- Practice experience in Soto Zen Buddhism.
- Raised Catholic and have had a life time of of practicing Christian contemplative prayer.
- A friend of Earth-centered spirituality and Native American traditions.
- Experience giving birth and raising two sons which continues with conscious parenting.
- My focus is on empowerment and insight. In this way I guide you to see your own inherent strengths and wisdom with creativity in the process of your discovery.
- Experience in qigong practices and Jin Shin Jyutsu® self help practices.
- Deep understanding of the dark night of the soul, how to navigate through difficult states and stages of awareness with sensate perception and loving kindness.
- Aware of the benefits in 12-Step recovery and the shadow aspects of groups. There are ways to train within the functional and insightful aspects of the 12-Step Recovery model. And, the 12-Step model may not be the best fit. I am flexible for supporting other forms of spiritual practice that are foundational for those that make progress in insight.
- This is an incomplete list. There are many modalities and traditions that I have had experience with. I am committed to quality training and have worked with many highly enlightened teachers and shamans throughout the world. I can tune into your attitude and way of working with compassion and support. Feel free to inquire.
References
Recently mentioned in an article for The Phoenix Spirit by Pat Samples: Go Away to Find Yourself. From the article:
“I love retreats,” says Constance. “I’ve been on hundreds of them.” Provided with healthy meals and the safety and comfort of a nurturing setting, she finds that she can take a deep internal dive to sort through important matters in her life. It’s a time for “clearing and clarifying,” she says. | https://www.constancecasey.com/about-me/ |
I am a mindfulness practitioner and teacher. I am not a therapist, although mindfulness can be used therapeutically to help manage a range of conditions. I do not teach from a specifically Buddhist perspective, although obviously much of what I have learned and teach to others is grounded in Buddhist teachings. I thoroughly believe that mindfulness and meditation can be a very positive and life-changing activity that leads to greater peace and happiness. It is always a privilege to share its benefits with others.
email: [email protected]
tel: 07921 860626
What’s it all about?
Mindfulness/meditation is a process of coming to know ourselves. We learn in the process what we are not: our thoughts, our bodies, our jobs, our possessions, our feelings, our beliefs or our past. There is a part of us that exists untouched by any of these things, a place of calm-abiding. We are learning to be OK with whatever is going on, and especially that it’s OK to be not-OK.
Lodro Rinzler puts it like this in his book “Sit Like a Buddha”: “fear, ignorance, pride, and many more harmful states that we perpetuate are not innate to who we are. They are things we pick up along the way. The core of who we are, according to Buddha’s experience, is awake. It is good. That means we are innately wise, worthy, strong, and (believe it or not) gentle beings. That is our birthright. The meditation practice is simply discovering that for yourself, cultivating those qualities and acting from them.”
Additionally, when we realise that our jobs, belongings, beliefs, feelings, etc. are not fundamental to who we are, we become less attached to them, they are less important to us and therefore they become less burdensome to us. In this way we begin to feel far less stressed by life and, as we become less fearful of losing what we have, our anxiety is relieved. Contentment and clarity gradually become a more habitual state.
Formal meditation
The following meditations can be done sitting or lying:
- - breath
- - body
- - thoughts/feelings
- - no method
- - visualization (eg. mountain or lake)
Formal meditation can also take the form of mindful walking.
Informal Practices
There are many day to day activities that can be used as informal objects of mindfulness. Commonly used activities are:
- - taking tea
- - washing up (a very traditional Buddhist practice)
- - brushing teeth
- - eating
Intention
Your goals in beginning meditation may include the following:
- - reducing stress
- - managing pain
- - reducing anxiety
- - managing anger
- - enlightenment
- - treating depression
It may be that you are simply curious to find out what meditation is and what its effect is. There is no “correct” answer to this one; but being clear on your intentions can to help keep you motivated when you find you are struggling with the practice.
Integration
It is important when beginning meditation to find ways to integrate practices into your daily life so that it becomes an habitual and normal part of your life.
This means you need to decide on a time of day that you can regularly put aside for your meditation and find a suitable environment too. Choosing the style of meditation and mindfulness practices that will best fit into your life will also help you to create the habit.
It is important to integrate practices into your life in a consistent way. The effects of mindfulness are cumulative so a regular, disciplined practice is vital.
Attitude
To practice mindfulness and meditation, particular attitudes are helpful. These are:
- - curiosity
- - gentleness
- - non-judgment
Equipment
Mindfulness can be practised almost anywhere, anytime and no special equipment is necessary. However, a few things may assist you: | http://karenboddey.com/ |
Taking place over a ten-month study period, you’ll be part of a like-minded group, which will set you on a healing and transformative journey. A sangha is a necessary part of any spiritual path.
The study will require your full commitment in and out of the classroom, but rest assured the process will be further enhanced through the friendships you make on this course.
We believe that any training should have stages of evolution in terms of your yoga development, so we have staged this course into the following sections: Foundation, Immersion and Apprenticeship.
Foundation: This module is about bringing it back to basics. Starting from a clean slate. Approaching the practice and the wealth that it contains with a beginners mind. So we will be looking at starting and maintaining a home practice. Looking at the foundations of the yoga poses on our syllabus. Starting to learn the basics of adjusting. Beginning with the foundations of A&P, pranayama, meditation and mantra. The basics of learning how to teach. But the over-all focus will be on building a solid foundation in your own practice., showing that you have a true understanding of the yoga poses on the syllabus. And this is not connected to being the most flexible or strong person in the room. It is about a knowledge and connection to the practice. Because if the foundation is not solid, all else will be weak.
Immersion: Once we have the solid foundation in place, we can start with the true deep work of this practice. So we will be going into more detail of practice and teaching. The a & p will be more detailed, and the pranayama and meditation will be intensive.
Apprenticeship: This is about learning to be a yoga teacher. There will be adjustment clinics, lots of teaching practice with feedback from Kathryn and Nikki. Even if you are not planning on teaching after the course, this is a chance to get to the depths of the practice.
WHAT DOES THE COURSE COVER?
TEACHING AND ASSISTING
Learn how to master sequencing, delivery, and hands-on assisting to create inspirational classes for your students. Gain teaching experience from the get-go, receiving feedback and coaching throughout the course.
YOGA HISTORY
Discover the roots and origins of this ancient practice, and how it has evolved into the practice that we know today. Looking at some off the most important figures in yogic history, and the influence they have had. We will be discussing cultural appropriation as it relates to yoga, and the importance of respecting and acknowledging its origins.
MEDITATION
Discover the practice of meditation and what it truly means to be mindful in one’s life. Learn techniques in how to observe and calm the mind. You could say it's a form of personal development for the mind. We will cover topics such as shamanta meditation, introduction to the Four Foundations Of Mindfulness, loving kindness and compassion.
ANATOMY AND PHYSIOLOGY
Learn the science of anatomy and physiology through the practice of yoga. We will go through the main body systems, organs, bones and muscle groups. By using your eye learn how to spot the mechanics of the human body through posture, alignment, common ailments and injuries.
PRANAYAMA
The breath is one of the cornerstones of yoga practice and indeed of life itself. During the training we will look at the subtle yogic practice called pranayama by learning specific breath techniques. There will be pranayama practice sessions each weekend, and we will study specific pranayama practices.
DEEPENING YOUR PRACTICE
At the very heart of any teacher training is the practice of asana, meditation and pranayama. We will be teaching these on each weekend, to deepen your understanding and awareness. You will also be expected to start and maintain a home practice, so that there is a natural progression during the training. The emphasis is on integration of these practices into your life, not just flexibility whilst on the mat.
COURSE STRUCTURE
Here are some of the other key topics we will explore:
Meditation practice and an introduction to the four foundations of mindfulness
Pranayama and Bandhas
Yogic physiology: Study of the subtle body, gunas and Chakras
Ancient practice of Ayurveda, Diet and the yoga practice
Ashtanga – the eight limbs of yoga.
Sanskrit
The Basics of Ayurveda
Anatomy and physiology
Philosophy: Yoga Darshan: Ethics, Patanjali’s Yoga sutras, Bhagavad Gita, the Upanishads
Inversions in yoga practice
The art of back bending
Mantras and Chanting
The practice of Kriyas
Guided Loving Kindness & Compassion Practices
Assisting and adjustment techniques
Teaching principles and practices: sequencing, student teacher relationship, | https://www.yogaloftcork.com/about-the-training |
Are you intrigued by meditation and mindfulness practices but don’t know how to get started?
Mindfulness is available to all of us. Everyone deserves mindfulness, but because our lives are so hectic and full of distractions, many of us are living in a state of mindlessness.
Mindfulness can begin in the form of seated meditation and then expanded to include our other daily activities.
Because meditation and mindfulness have become so mainstream, there are many misleading myths around these subjects.
I’ll do my best to dispel seven of the most common ones:
1. In meditation, the goal is a clear and empty mind.
Mental fullness is our natural state. Our minds tend to overflow with thoughts, ideas, worries, emotions, plans, hopes and dreams. Complete absence of thoughts is never going to happen.
As the wise Buddhist teacher and author, Pema Chodron, writes in How to Meditate: “You don’t need to struggle not to have thoughts because that’s impossible.” I define mindfulness as the ability to pay attention to what is right here, right now—without getting hooked on any certain idea, belief, opinion, feeling or memory. It is a practice of watching the way we think without identifying ourselves as our thoughts.
2. You need to be a calm and patient person to meditate.
Meditation practice often results in making us more calm and patient in our daily lives. However, being calm, quiet and patient are not prerequisites. Intense and difficult emotions are part of life and therefore part of meditation. We must sit with whatever we are experiencing… otherwise we’ll never sit!
3. Stick to one technique in order to get the best results.
There are widely varying opinions on this topic, but in my view, you don’t need to commit to just one style of meditation in order to benefit from meditating.
Maybe you will find a teacher and a single technique that resonates. If not, it’s okay to try a variety of techniques. The key is consistent, daily practice. It is helpful and recommended to seek out a meditation teacher or more experienced spiritual friend to guide you on your new path.
4. Meditation makes us feel good.
Meditation is simple—sitting still, breathing, paying attention to each moment. However, it’s not always easy and can sometimes make us feel downright bad. Especially at first, we become more aware of our rampant thoughts and crazy emotional swings. Old, stored emotions and long-forgotten memories can arise. This heightened self-awareness may feel like a step back, but it’s actually a key part of becoming a more mindful person.
5. Meditation is difficult and time-consuming.
Meditation is not complicated and does not require any special equipment or accessories. We don’t have to meditate for hours to feel the benefits of this powerful practice. Even just a few minutes of quiet, mindful breathing can transform us.
We tend to make things feel more difficult than they are through procrastination. When it comes to household chores, writing assignments, tax returns and meditation, we’d often rather do anything but the task at hand. However, once we sit down with intention, we discover it’s not so hard after all.
6. Meditation is for adults.
Actually, kids and teenagers need and benefit greatly from meditation, too.
7. Meditation must be done in a proper seated position and in a quiet, secluded place.
Mindfulness meditation can be done in the traditional seated position—as well as through mindful action such as walking, eating and talking. Ultimately, mindfulness becomes a natural part of our being. The key is presence. Letting go of the past and the future; focusing on the present moment at hand, even if that moment is loud and in public.
Like pretty much everything in life, mindfulness takes practice. How do we get started? How do we develop dedication and discipline? Here are a few suggested practices for beginners.
I recommend beginning with at least five minutes of formal seated meditation each day. Early in the morning works best for me, but it could just as well be in the afternoon or evening. Find the time that best suits you. There are plenty of free resources out there on beginning a meditation practice.
Mindful eating
This practice can be done anytime you sit down to eat a meal. (Yes, even during the holidays.)
Hover you palms over the plate or bowl of food. Think about where it came from. How it was planted, cultivated, transported, purchased, prepared and served onto your plate. Feel gratitude for the fact that you have something so delicious and nutritious to eat.
Place your palms together and take a breath, smelling the delicious aroma of what you are about to eat. Take small bites, taking the time to chew mindfully. Eat in super slow motion.
Mindful eating gets easier with time. Try to start with one meal a day and work your way up.
Mindful walking
Turn off your phone, unplug your headphones and walk deliberately, focusing on the soles of your feet. Look around at the scenery. Pay close attention to your surroundings.
Use your breath as an anchor; whenever your mind wanders to the past or future, bring it back to the present by feeling the sensation of breathing. You can also do this practice while driving, biking, running or any other form of transportation.
Notice what you are saying. What words are you using? What is the tone of your voice? Why are you saying what you are saying? Is it necessary? Is it helpful? Is it mean-spirited? Could it go unsaid?
Bringing greater awareness to our voice and verbal communication is essential. Try going one full day without saying anything—good or bad—about anyone who is not in your physical presence. It’s hard. You might not be able to do it on the first try. This practice makes us much more aware of our tendency to talk about others behind their backs.
The beauty of mindfulness is that it can be with us in every moment. The potential to be present and fully experiencing what we are experiencing—life—is always here.
May this article be of benefit to both brand-new beginners and those renewing an interest in this practice of simple presence and openness.
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Editor: Bryonie Wise
Photo: Flickr/Ryan Oelke
Relephant bonus: a famous meditation practitioner and writer: | https://www.elephantjournal.com/2013/11/mindfulness-for-beginners-dispelling-7-myths-of-meditation/ |
A lot of my Yoga Therapy clients get down on themselves for not having a "regular yoga practice", and they blame internal and external circumstances on having that idealized vision of a mindful life in place. Whatever it is, from a daily meditation practice, to getting on the mat more than once or twice a week, it's just not good enough and they share that information with me with more than a little bit of shame in the delivery.
Most of my clients intuitively understand that mindfulness and Yoga will help them, otherwise they wouldn't have given Yoga Therapy a try in the first place. The rewards are hard to pin down, tangible and intangible. I've had clients voice that they felt they could get a better perspective on life and stressors when they had a regular mindfulness or Yoga practice. Sometimes the rewards listed were more vague, such as, "I just feel better", or "I can see the bigger picture".
When we look at the end results of a Yoga or mindfulness practice, rather than the vehicle we use to get there, we can learn to be a little more flexible and self-compassionate, rather than setting goals that might be out of reach, just due to where we are in our lives.
It could be circumstantial (just too busy) or emotional (hard to have the energy to sit quietly for a few minutes). We start with where we are, with what we have. And we take smaller, patient baby steps towards larger life changes.
One could argue that if one just employed "more self-discipline", one could achieve a more rigorous Yoga practice. And that's true, if that is your goal. You can establish a regular daily or weekly Yoga or mindfulness routine with more diligence. But often that's not all that holds us back from making great change. That's why gentle, incremental change is the way to create a lifestyle shift that stands the test of time.
Lately though, I've been feeling like a bit of a fraud myself because if I were to be entirely candid. My current Yoga practice hasn't been on mat or a meditation cushion, lately.
It's being practiced in my relationships with my family.
So what do I mean by this? How can I practice Yoga in this way?
It means that I show up in my relationships and in the way I communicate in the same way that I show up on the mat or the meditation cushion: with mindful awareness around what is occurring both internally for myself, and externally in the environment I'm engaged with.
As we are mindful and aware of our movements or breathing when we practice Yoga poses or settle in for a sit, so I strive for mindfulness when my stepson is feeling angsty and agitated, when my stepdaughter is struggling with her homework, or when my wife is grumpy about the dishes. I strive for stillness in the body of my immediate family.
I breathe through my initial reactions to their emotional sensations and behavior and witness what is arising. I try to cradle my emotions, judgments, and reactions in one hand, and help hold space (if necessary) for those I love. If it's not necessary to hold space for them, I strive to just allow what is occurring with my family without taking it personally or assuming responsibility for affecting change, unless it's necessary.
My children are wise, strong, responsible, emotionally intelligent beings who (usually) intuitively understand right from wrong. Usually, when they encounter a frustration or an obstacle, they only need my attention, affection, and faith in them to overcome something on their own. And if they can't do it on their own, I do my best to model best practices for overcoming it.
My wife is a grown-ass adult who is also smart, strong, wise, responsible, and spiritually aware. She doesn't need me to "fix" anything, generally. Just mindful awareness, affection, trust, and faith in her when she's faltering, afraid, angry, or unsure.
For the last 3.5 years, I have been practicing the Yoga of Relationship with my family because I've had to navigate a total dissolution of my expectations, desires, and fantasies around what having a wife and children actually meant, and what occupying the roles of husband and father meant. I won't even pretend that I'm finished with this particular practice. On the contrary, as I've alternately run (kicking and screaming) from and returned to mindfully abide with my life with them, the personal and spiritual rewards have only become more deep and rich.
I've become exponentially more mindful of my overall communication with others outside of my family unit.
I've become more patient with people overall, from strangers in traffic to my clients, and also close friends.
My faith in humanity as a whole has been renewed.
My compassion for myself and my awareness of my needs for self-care has deepened.
This is by no means a comprehensive account, it's just one of the main ways I've engaged with my Yoga and mindfulness practice in the last few years.
And all of this is to say that if I hadn't had some kind of rigorous, regular practice in the past, I don't think it would have occurred to me to approach my relationships in this way. However, that's what was right for me at the time. And due to my difficulty with compartmentalizing separate aspects of my life, I chose to focus solely on my yoga studies for two years while remaining single and working a low-stress part time job.
So, your mileage may vary.
My point is, start where you are. Right now. If you want to become more mindful, dedicate five minutes to be completely absorbed in the physical experience of something, whether it's filing something, typing code, writing notes, taking a walk, drinking a cup of coffee, whatever.
Notice the sounds, sensations, tastes, smells, and physical experience of being embodied, moving, and breathing. Notice your posture. Stretch. If thoughts, judgments, worries, or emotions occur, simply notice that they're occurring, and let go of the attachment of following them down the rabbit hole. Don't worry, if it's important enough, these things will resurface in your mind and emotional state again.
Keep going back to the moment, and consciously choose when to start and stop your mindfulness practice.
Lasting change doesn't have to happen all at once. It happens one day at a time, or one hour at a time.
One moment at time.
Further reading: | http://www.spectrumyogatherapyaustin.com/blog/2016/12/14/the-yoga-of-relationship |
Trust me, Cultivating mindfulness is one of the best decisions of your life.
Maybe, you don’t know its value for now, but once you reach a certain level of mindfulness, then you will realize that it was worth making.
I have been practicing meditation and mindfulness for the last 5 years and have tried every single technique. So, believe me, it has the power to transform your life.
However, researchers have also proved the benefits of mindfulness, such as improving our mental health, emotional well-being, and functioning.
Although mindfulness has become famous practice to treat psychological problems, many people use mindfulness to overcome mental stress, anxiety, depression, and insomnia.
Related Article: How Can Consistent Mindfulness Help A Person?
But, unfortunately, many people start mindfulness and accept defeat in the ongoing race and can’t maintain their mindfulness practice. The biggest reason behind giving up is they can’t be able to cultivate mindfulness into their habit or routine.
So,
How To Cultivate Mindfulness?
Mindfulness can be developed by being aware of what you are doing or what is happening around you. Also, it could be cultivated through meditation and the observation of your thoughts, emotions, and sensations without making any judgments.
Now, Imagine if you have structured your day and develop a routine in such a way that in every activity, you can practice mindfulness. If this could happen, then there is no way of giving up.
So, In this article, you will know 9 practical ways to cultivate mindfulness in your daily routine.
9 Ways to Cultivate Mindfulness
1) Vipassana Meditation
Vipassana means to see things as they really are. It’s an ancient mindfulness practice rediscovered by Gautama The Buddha, and he used it to attain self-realization or Nirvana.
Also, It can be used as a tool for self-transformation through self-observation.
I have been practicing vipassana meditation for the last 3 years, which has helped me to develop self-awareness and mindfulness.
With the improved self-awareness, I can distance myself from the thoughts and emotions that come and go. Also, it helps me to cultivate mindfulness.
Vipassana meditation suggests observing deep interconnection between your body and mind. It suggests witnessing the impermanent nature of sensations, thoughts, and feelings that rise and fall in our consciousness.
According to my experience, Vipassana meditation the most effective way to develop mindfulness.
If you want to learn this meditation technique, you can join 10 days Vipassana meditation course at your near Dhamma center.
2) Mindful Breathing
Breathing is a continuous life process, and you can access it any time at anywhere. But unfortunately, we barely pay any attention to it, so it becomes an unconscious process for us.
To develop mindfulness, breath is a perfect tool to use. You can bring some awareness to breathing by noticing the depth of the breath, the touch of the air at nostril, belly movement, or inhalation and exhalation process.
Mindful breathing helps to declutter your mind from mental turmoil and gives some headspace.
You can practice mindful breathing during the meditation session and anytime when you remember.
3) Look inside the Mind
This means observing your mind objectively, notice the pattern of thoughts and how they come and go. See how thought affects your mood and behavior.
Once you are mindful of your mind, your mind becomes calm or produces fewer thoughts.
Just like mindful breathing, you can be aware of your mind anytime when you remember.
When you practice this regularly, you will become familiar with your mind and know its mechanics. Thus, you could train it for mindfulness and may get some control over it.
4) Be aware of Surrounding
This is a mindful practice of observing what is around us or what is happening around us.
When you go somewhere consciously, pay attention to the things (small and big) and people around you without making any judgments or interpretations.
For instance, When you are in the garden and wandering in imagination. And suddenly, you remember to practice mindfulness. Then you can start paying attention to tresses, benches, playing kids, people, birds, or anything under your vision. You can focus on one thing or consciously move attention from one thing to another.
5) Be with yourself
Whenever you have no work, don’t just make yourself busy listening to songs or surfing on the internet or social media. Instead, use this time to cultivate mindfulness by being with yourself.
Being with yourself means, observe your body, thoughts, feelings, breath, or sensations. Spare some time in knowing who you are? What makes you alive? What keeps your heart pumping? What keeps your breathing on? What is the real purpose of your life? From where did you come, and where are you going?
Most people find pleasers and happiness in someone or something and completely ignore themself. They have time for their friends, family, kids, and pets, but they don’t have at least a second for themselves. So, make sure you don’t make this same mistake too.
You should spend some time loving yourself and expressing gratitude for what you have.
When you do this, you naturally feel stimulated with positivity, and your mind becomes cleansed. Thus, mindfulness will grow within you.
6) Be inclusive
We often take the virus of anger, hatred, resentment, or envy and expect someone else to die.
So, when it comes to alleviating poison from the mind for good, the attitude of being inclusive helps you most. Also, it cultivates a positive mindset and healthy behavior too.
The idea here is to accept any situation and person as they really are, not expect them to behave in a certain way that you want.
It also includes an emotion of forgiveness and letting the past go into the trash.
You may ask, what’s the concern of all of these with mindfulness?
Well, you must understand that mindfulness could be easily cultivated when you have a low burden of negative thoughts and feelings. Isn’t it?
So, when you are told to be all-inclusive and accept a person with whom you are not comfortable means you are asked to declutter your mind from energy-sucking vampires and perpetuate it in a constructive direction.
Thus, this trick makes you free from compulsion and provides a mindful way to direct your life.
7) Mindful Walking
From now we will try to expand our awareness (mindfulness) by integrating it with different activities. So here, the first action is mindful walking.
When we walk, we are either in the mess of the past or in the planning of the future. Actually, we are used to walking without the awareness of walking, and this has become our compulsive behavior. Isn’t it?
We all walk from morning to evening to night all day long. So, why don’t we make it as a tool to cultivate mindfulness.
Now you ask, How?
Well, it’s very simple. When you walk, pay attention to the movement of your feet, legs, and hands. Notice the sensations produced due to contact of feet and shoes, the friction of shoes and surface, and notice the systematic movement of your hands and legs. Also, you can just be aware of your walking.
Try to rest your attention on any one of these activities or consciously move your attention to these one by one.
Isn’t it simple? If yes, then flex it.
8) Mindful Eating
Have you noticed that when you are eating, your mind rumble everywhere except staying on the meal, It either in the past or in the future or in a talk with a person seated with you, but not with eating.
So, you take a change from now and pay attention as much as possible in eating by avoiding talking, chatting on the phone, and watching a Tv.
When you eat, bring some awareness in eating, count the number of chews, smell and taste your food with full involvement. Also, you can observe the chewing process and your jaw or tongue movement.
Thus, you can develop mindfulness with a simple act of eating.
9) Speak less
It could be offensive advice, but trust me, when you flex it, it will help you for sure.
However, It’s ok to speak when it needs to or on some occasions. But, the idea here is to stay quiet whenever possible and not vainly make communicate with others.
When you apply this practice, you will feel an easiness, deep peace within, and will enjoy a company of yourself. You may fall in love with yourself, and you no longer need to depend on fragile things to make you happy.
Thus, the feelings of calmness, satisfaction, and joyfulness will build mindfulness in you.
Related Article: Tips to Build Meditation Habit
When you start practicing these methods of mindfulness, you face the challenge of mind wandering. This happens when you try to hold your mind into practice, and it just wanders away in a fraction of a second.
So in this condition, don’t get frustrated or anxious. Instead, accept the monkey nature of your mind and keep doing your practices. No matter how many times it is carried away in thoughts, you will be gentle with your monkey mind. Right!!
Also Read: 9 Attitudes Of Mindfulness
Conclusion
Mindfulness is the practice of bringing awareness to what you are doing or what is happening around you without making any judgments.
It’s not a separate act from what you do; instead, it’s an act of doing things with more awareness and involvement.
However, there are many external practices and disciplines (as described earlier) to cultivate mindfulness.
Meditation, breathing practice, observation of thoughts and emotions, being with yourself and surrounding, etc. are those practices and disciplines which arise mindfulness within you.
Related Article: 8 Mindfulness Exercise
So, If you want to cultivate mindfulness, then start putting these techniques into action one by one, keep patience, and keep practicing; thus, you will succeed.
Finally, the best of luck, my Mindful friend. | https://meditationpsyche.com/practical-ways-to-cultivate-mindfulness/ |
Beginner Meditation Series Week 1
Each week for the next six weeks I will be posting new meditation podcasts to help anyone looking to get a strong and steady daily meditation practice. The series will present techniques to use during "silent" meditation. Learning to do this, as challenging as it can be will give you freedom. The freedom to know you can meditate in any environment without the assistance of music or guidance of any kind.
Anyone interested in beginning a daily practice should start off by looking at a typical week's schedule and identify a consistent time that they will be able to give 30-45 minutes to every day. Perhaps it is first thing in the morning before you wake up, or during a lunch break, or in the evening before dinner. It doesn't really matter what time of day you choose. It matters that you choose a time you can stick to and that you keep trying no matter what.
I recommend that this time be consistent across each day of the week because it will be an easier habit to maintain in the long run. I do not recommend your daily meditation sessions being after dinner time or just before bed because there is a tendency to drift off to sleep at those hours. Meditating before bedtime or listening to yoga nidra or sleep meditations can be a helpful way to deal with insomnia or difficulty sleeping, however this should be in addition to a regular daily practice. I also recommend reviewing the post and video on How to Sit for Meditation to ensure you get the most out of each experience.
Over the course of this series we will explore various techniques or tools that you can use on your own to help you remain in the clarity of the witness and to stay off of the train of thought. The ideal is that by the end of these sessions you will be able to pick and choose your tools as you find what works best for you and for the distractions at hand. Each meditation, with the exception of one, begins with a little guidance to help you use a specific technique and then leaves you to practice it in silence for the allotted time. If at any point in time one technique isn't working for you, simply choose another to continue working with, the most important aspect is the intent, the trying. It is there that longer and deeper meditations spring from.
This week we start off with a simple 5 minute breathing practice. After a few minutes of intro and guiding you into the practice you will be left to practice in silence until the bowl rings at the end.
Use this practice for one week, ideally at the same time each day. Enjoy.
For more info on getting started with meditation check out Meditation Practices for Beginners and How to Sit for Meditation
namaste,
-rp
RELATED POSTS: | https://www.radiantmindyoga.com/blog/beginner-meditation-series-week-1 |
“Meditation is not a way of making your mind quiet. It is a way to enter into the quiet that is already there – buried under the 50,000 thoughts the average person has every day.” – Deepak Chopra
I tend to complicate things when first trying to learn them. I used to actually get stressed out because I believed I wasn’t meditating correctly. That was counterproductive to say the least. At some point I realized that it wasn’t about how I was doing it, just that I kept on doing it. It’s like strength training. It doesn’t matter so much how hard you train, which gym you go to or how much weight you lift. Yes, those things could change how long it takes to build a certain amount of muscle, but what matters most is that you have a consistent practice. That’s what builds the muscle and that’s what gives you strength.
I was seeing results from meditating. It has helped me fall back to sleep at night avoiding the spiraling down the rabbit hole of thought that often comes. It’s helped me be kind even as someone is being mean. I was getting less frustrated with people who pushed my buttons. I was feeling less stressed. So whatever I was doing in my 15-minute-a-day meditation practice – it was working, something in me was changing, softening.
Would that be helpful to you?
Stanford University meditation expert Leah Weiss, who was taught by the Dalai Lama says, “Meditation is a type of mental training that can increase your focus and compassion for others, among a wide range of other benefits. It calms you by slowing down your heart rate, your breathing and your metabolism, while decreasing cortisol levels, oxygen utilization and carbon dioxide emission.”
Mindfulness is a way of being. It’s an awareness. It’s an attitude. Meditation is one way to practice mindfulness and get better at it. That calmness I was feeling while meditating was showing up in other areas of my life. I was becoming more mindful. So I wanted to know more about how all this works. In studying Dr. Jon Kabat-Zinn’s Mindfulness MSBR Training, I incorporated what he calls the 9 attributes or attitudes of mindfulness.
The first is Non-judging. I began to practice observing my thoughts more and refraining from passing judgment on them. Instead of always labeling thoughts as either good or bad or anything in between, I got better at seeing them for what they were. Just thoughts. Wow, did that free me up to be less angry, frustrated, or fearful of so many things! Someone changes lanes too quickly in front of me on the freeway, I take a moment to send them love and imagine they are on their way to see a sick parent.
The second is Patience. Patience is a form of wisdom. When I can slow down and observe what’s happening, almost as if I am a witness, not actually involved, I make time to not judge and consequently have less of a reaction to it. It’s like the time-out we give our children. Even just a second or two can help me diffuse the anger, frustration or fear and help me see the situation for what it is. Just a situation that will pass.
The third attitude is Beginner’s Mind. Have you ever started a class on something you’ve never done before? I’ve begun to sing in a new choir – and I have only a few years’ singing experience. My mindfulness practice has helped me tremendously to see myself as a little girl trying to ride a bike for the first time. Had I judged her, been impatient with her, yelled at her, she most likely would have stopped trying to learn how to ride. But when I see myself as I am, a beginner who wants to learn, do my best and be a part of something bigger, then I can relax, enjoy the process, make mistakes, learn from those mistakes, and have fun.
The fourth attribute of mindfulness is Trust. Kabit-Zinn says, “Developing a basic trust in yourself and your feelings is an integral part of meditation training. It is far better to trust in your intuition and your own authority, even if you make some “mistakes” along the way, than always to look outside of yourself for guidance.
Stay tuned for more about the last 5 attributes in Part 3. | https://fuzzyredsocks.com/mindfulness-meditation-more-oh-my-part-2/ |
by Michael W. Taft
It happened to me, and it’s happened to many people I know. You have learned to sit still and follow your breath. You can directly contact the reality of the present moment. You can go deep. The power of meditation practice has made itself manifest, you’ve experienced real benefit, and it’s given you a significant edge on life. But year after year, you’re practice is not developing any further. You’re not gaining new insights and it’s not engendering new and positive behaviors anymore. The wind has gone out of your sails, and you’re in the doldrums.
This is the definition of being “stuck in a good place.” Don’t get me wrong: it’s much better than not having a meditation practice at all, but now you’re treading water. If you don’t change something at this point, you’ll probably remain trapped on this plateau for a very long time, even the rest of your life. I’ve seen it happen to lots of people.
I’ve taught meditation to thousands of people, and in my experience there are five big reasons they end up in this situation, and several corresponding ways to get yourself back on track again. As your meditation trail guide, I’ll take this opportunity to point you in the right direction here. These are surefire ways to give yourself and your practice a mindfulness reboot.
1. You Don’t Know How to Go Deeper
Most meditation teaching—especially in the mindfulness field—will give you competent instruction in the basics, and leave it at that. That’s not a bad thing. Even the basics of mindfulness are very powerful and can take you a long way. But at some point it’s necessary to go beyond the basics, and if you don’t have any clue about how to do that, you’ll just be doing the meditative equivalent of wheelies in the parking lot forever. I have met many people who have practiced for twenty years or more, and who are convinced that you don’t need to know anything beyond the basics. They’re metaphorically stuck in grade school, and long ago realized that they’re not going any deeper in their practice.
[x_blockquote type=”center”]If you don’t change something at this point, you’ll probably remain trapped on this plateau for a very long time, even the rest of your life. I’ve seen it happen to lots of people.[/x_blockquote]
The cure for this state is to graduate to metaphorical middle school. Challenge yourself to begin working with more sophisticated mindfulness techniques that require higher concentration and deeper equanimity to master—you’ve probably built up more than enough skill at the foundations by this point. What specific techniques am I talking about? Here are some suggestions: focusing on details of impermanence in a sensation, meditating on thought as an object, learning to deconstruct the sensations of meditative calm. There are many, many more, of course. If it’s not clear to you what I mean by these techniques, then it’s time for you to find out.
The Internet can be very helpful with this. There are a huge number of online courses that can teach you all sorts of new techniques, different understandings and viewpoints, and other ways to go further and deeper in your work. Besides teaching you new ways to practice, these have the added advantage of getting your out of your comfort zone. One sure way to get yourself out of the metaphoric weeds is to just do something completely different with your practice. How about trying something totally verboten in the mindfulness world, like chanting songs or doing mantra practice? Some people get a lot out of going to advaita satsangs. Check out some old-school Vajrayana (i.e Tibetan Buddhism), or go sit at a Zen sesshin.
Whether it’s going further in your own tradition or trying something completely new, the important thing is to start engaging again and get back into the swing of fruitful practice.
2. You’ve Lost the Point
Meditation is not an easy practice. It requires effort, commitment, and real discipline to get anywhere. It’s worth if, of course, but as with anything similar, if you forget why you’re doing it, it becomes a meaningless chore. I remember times when I had been sitting so regularly for so long that I had lost all sense of what meditation was and why I was doing it. What I needed was a good dose of inspiration, a really fiery hit of awe, wonder, and possibility to rekindle the fire under my ass. By practicing in retreat with my teacher Shinzen, I remembered why I was doing it in the first place. I got re-energized and began making progress again.
People will tell you that there’s nowhere to go and nothing to gain. And in one sense that is true. Practicing with an eye to “gaining something” can sometimes be counterproductive. But in another way of looking at it, your mindfulness practice has the power to utterly change your life. You can improve almost any behavior, and begin to see yourself growing week by week. You can even begin to contact levels of real awakening. Yes, enlightenment.
For some people, enlightenment sounds like nothing but the ridiculous fantasy of religious dupes; for others it’s a state of such purity and perfection that it’s almost godlike. Both of these ideas just get in the way.
Awakening is actually much more specific and tangible than the way it is often presented. Awakening means to see that there is no “person” inside yourself that is the real, authentic “you.” Instead there are simply rising and falling activities of thinking and feeling, activities which by their nature are always and forever changing. This sort of awakening comes about by deep mindfulness meditation (and other practices).
When you make awakening either nonexistent or too fabulous, it becomes unattainable. With proper understanding and instruction, however, real enlightenment is available to almost anyone willing to put in the time and effort.
An even worse misunderstanding of awakening, common in American Vipassana traditions, that practicing with the goal of enlightenment is negative because it’s “goal-oriented.” These traditions strongly discourage talking about or practicing towards awakening because, supposedly, doing so will make it harder to attain. Instead, they contend, you should maintain an attitude of practicing without trying to get anything.
While there is some merit to this viewpoint, it is taking things too far. Yes, it’s possible to get so obsessed with trying to “get somewhere” that you miss the point and even get in your own way. But to discourage practicing towards awakening altogether is a terrible misstep. It leads to people doing years and decades of practice and—surprise, surprise—never getting anywhere.
As the traditional wisdom has it, meditation is like “using a thorn to remove a thorn.” That is to say, yes, practicing with a goal orientation can be a block, but it’s a block that removes all the other blocks. That’s what the Buddha meant when he said that meditation was like a boat that you use to cross a river. When you get to the other side, you don’t need the boat any more.
So never forget that you always have the capacity to grow more awakened, to learn more, to understand more deeply, to love more completely. Remembering it will reignite your practice again.
3. You’re All Alone
Being a serious meditator can be lonely sometimes. Your friends and family may not understand what you’re doing, or may even be unsupportive or critical of it. Human beings evolved as social animals; in some ways, our community is everything. Having people who you can connect with and talk to about your meditation is crucial.
Our technological and social media society can really come to the rescue here. There may be few serious practitioners in the world out there, but most of them are available online somewhere.
Podcasts – There are some amazingly helpful meditation podcasts out there. They exist for every level of experience and meditative tradition. The Deconstructing Yourself website is also a podcast, and furthermore recommend others like Buddhist Geeks. The conversation is one way in any podcast, it can work wonders for helping you to feel that there are others like you out there in the world. (List your favorite in the comments.)
Twitter – Twitter is one of my favorite venues for connecting with meditation teachers of note. While they are often talking about topics other than meditation, it’s surprisingly easy to engage them in a serious conversation about practice. It’s also interesting and instructive, on some level, to see how they talk about other topics. My friend Kenneth Folk (who is a highly qualified mindfulness instructor) has a Twitter feed worthy of connecting with, especially if you don’t mind a lot of side commentary about Bitcoin. (List your favorite meditation teacher’s Twitter feed in the comments.)
Facebook Groups – (Note: FB is a malicious site, however…) If you’re already spending time on Facebook, getting involved in a serious meditation group can be extremely helpful and even fun. An active group can have hundreds or thousands of members, and if it’s well moderated, the level of conversation can be very deep. Unlike podcasts or even Twitter to some extent, in a Facebook group, the conversation can be more two-way, so it’s much more likely that you’ll develop some genuine and heartfelt connections in this way. In a good group, you can cultivate a cyber-sangha of people who are actually supporting each other’s practice. It’s good to be picky, however. Many groups mainly function as an advertising vehicle for a teacher or meditation center and those don’t typically work as well for connecting with others about the details of your life and practice and theirs. One that I recommend is The Eastside Mindfulness Collective (full disclosure which is run by friends of mine, including Jessica Graham of Deconstructing Yourself). You’ll find people actually talking about their practice, as well as meditation in general here. Other excellent groups are hidden/secret, and I suggest you search around until you find something you like. If you don’t know where to begin, however, you are always welcome in my Mindful Geek Group, which is public. (List your favorite FB mindfulness group in the comments.)
Reddit – Believe it or not, Reddit hosts a couple of very active and interactive groups, which are relatively free from trolls, griefers, and marketers. They are /r/mindfulness and /r/meditation. Even better, these days can be /r/streamentry and /r/themindilluminated. You can find a lot of very good information here, and talk to people who you can actually get to know. These are both groups buzzing with energy. One of the best things about them is they are not dedicated to any one teacher or tradition, especially /r/mindfulness. Like any forum, you have to be on the lookout for bad information in there, but the bad is greatly outweighed by the good. Getting out of the box of whatever tradition you’re in and at least reading about another form of meditation which is quite different is always challenging and refreshing.
Buddy System – Even if you live in a sparsely populated backwoods area, or perhaps on an island off the coast of Canada somewhere (lucky you!), I encourage you to make use of the buddy system. Find at least one human being somewhere who is also doing mindfulness practice and meet with them one a week to discuss both of your practices. It works! If you can’t find a friend in meatspace, find one online!
Go to Retreats – Tabla (a type of drum) virtuoso Zakir Hussain was born into a family of tabla players. His father began Zakir’s daily lessons when he was just three years old. Zakir continued the lessons throughout his childhood, and became very good at drumming. Daily practice had it’s effect. And yet there was something more he could do. When he was 17 years old, Zakir went on a special drumming retreat. He played the tabla every minute he was awake for 45 days solid—that’s almost seven weeks of continuous drumming! This experience changed the way he played his instrument fundamentally. As Zakir himself said, “I saw things in the music that I had never seen before, new combinations, new patterns.” This retreat took Zakir from being merely a very good tabla player to being a true virtuoso of the instrument.
Something similar is possible with meditation practice. Daily sitting is both necessary and highly effective and yet, if you’re willing to put in some dedicated retreat time you can take your practice further than you ever imagined. Retreat practice can be just the thing for digging you out of your stuckness and getting yourself back into the flow of curiosity, exploration, and engagement again.
Spending 45 days in a row meditating would be nice. I’ve done meditation retreats as long as 92 days. There are people who do even longer retreats than that regularly. But you don’t have to check out of daily life for months at a time to get the benefits of retreat practice. Even a day or two of dedicated sitting, usually in the company of other committed practitioners, can be tremendously beneficial.
Most retreats of more than one day are residential—i.e. you sleep at the retreat facility. By staying in the atmosphere of the meditation practice, you can dive ever-deeper into the profounder elements of your sitting. If doing a residential retreat is too much, there are even retreats which you can do in your own home via the phone. No matter how you do it, getting into retreat practice is virtually guaranteed to help you to overcome stagnation.
Practice in Life – Meditation is not just something you do to get better at meditation. The real intention is to improve your life and the lives of those around you. It’s crucially important, then, that you take your meditation off the cushion and begin to do it during your everyday life—or what is called “practice in life.” Because mindfulness meditation is about contacting present-moment awareness, it’s particularly well suited for practice in life (PIL).
PIL is a fabulous thing to take up, because it forces you to bring mindfulness into all sorts of difficult, unusual, or “non-meditative” situations. Think about it. It’s one thing to be able to shoot baskets all alone on an empty court, and quite another to do it while the other team is trying to stop you, people in the stands are yelling, and you’re moving really fast.
PIL is not hard to do. Simply take whatever favorite practice you have and try to do it out in the world. Breath sensation meditation is an easy one. You can walk around all day feeling your breath. Another common one is walking meditation, where you stay in contact with the feeling in the soles of your feet as you move about.
My favorite by far is to meditation on emotional sensations in the body. Staying in continuous contact with emotional sensations is a truly life-changing practice. Each situation all day long provides its own mini-banquet of tiny (and sometimes large) emotional sensations to track. Doing so increases intuition, and the ability to connect with others. Try it out!
4. Spiritual Bypassing
Human beings can sometimes be their own worst enemies. In meditators it often takes the form of what is known as “spiritual bypassing.” Spiritual bypassing means to use your meditation practice as an excuse for never digging into the difficult or uncomfortable issues in life. It is a form of escapism or checking out. Here are some examples of spiritual bypassing:
- Trying to walk about with an air of being chill, unaffected, and cool about everything.
- Feeling that any negative emotion is a problem or something to get rid of.
- Retreating from life to live in a world of spiritual ideas and books, rather than people and situations.
- Saying that bad or difficult things (especially your own behaviors and actions) aren’t a problem because they’re “just an illusion” anyway.
- Saying that anything isn’t a problem because it’s “just an illusion.”
The common element is the mistaken idea that spirituality will somehow make everything OK and if you are a spiritual person you will never have a problem or feel bad. Not only is this literally the opposite of Buddhist philosophy—the Buddha constantly noted that life is filled with suffering, and that this suffering was an important focus of practice. Real spirituality embraces the fact that life includes pain, suffering, difficulties, death, disease, old age, poverty, and myriad other tragedies. Pretending that these things don’t exist, or that they don’t bother you, is not spiritual or deep. It’s also a stance that will keep you from going any deeper in your practice. Why? Because if your meditation is really doing the work, it will sometimes be upsetting, disturbing, release very difficult emotions, and also make you sensitive (not chill or cool) to the suffering of others.
[x_blockquote type=”center”]I remember times when I had been sitting so regularly for so long that I had lost all sense of what meditation was and why I was doing it. [/x_blockquote]
In mindfulness practice, the best way to deal with the arising of a difficult emotion is not to run from it or pretend it isn’t happening. The idea is to sit with it skillfully, which means to accept it non-judgmentally. You don’t advance by learning to ignore, deny, or refuse difficult feelings, but by seeing them clearly and working with them directly. That’s just good advice for life in general, and meditation practice is no exception.
They say that “sunlight is the best disinfectant,” and this is especially true in spiritual practice. We’re not trying to run from our problems, but instead to face them directly and deal with them more effectively. Luckily, a thriving meditation practice is an excellent way to do just that.
5. No Expert Guidance
A paradox of the current mindfulness landscape is the plethora of teachers who have just a few years of teaching experience. On the one hand, we need more teachers and having a lot of them is a good thing—they are essential to provide support for beginners. If you’re somebody who has been meditating for five or ten years, however, such teachers may not have the level of experience required to help you to go deeper.
If you find yourself stalled out in your practice, it can be a lifesaver to enlist the help of a personal meditation teacher—something like a life coach—who has the knowledge and experience to help you find your way to the deeper and more satisfying levels of meditation practice. (Full disclosure: I am a professional mindfulness coach.)
A meditation coach can sensitize you to windows of opportunity, help you to avoid subtle pitfalls, and radically shorten your time on the plateau. Just like a good yoga teacher needs to actually adjust your posture personally, you can’t get this level of feedback and guidance from a book, video, or even a big classroom setting. You need someone who will spend the time with you one-on-one. That’s why in so many historical traditions the teachers passed along their deepest teachings only to a few students. It requires personalized, individual, ongoing input.
Outro
Meditation is really one of the most powerful techniques for human growth ever devised. If you’re happy where you’re at in your life, that’s great. If you’re practicing, however, and you feel you’re not getting the results that you want, use a few or even all of these hints to get yourself back on track, and experience a mindfulness reboot. I’m positive you’ll find it one of the most rewarding things you ever do. | https://deconstructingyourself.com/mindfulness-reboot.html |
As we continue to practice on the spiritual path, we discover that mindfulness ‘becomes wiser’ as it matures, inviting an ever-deepening access to wisdom and the release of reactive patterns and emotions which don’t serve living an awakened life. This retreat offers a map of teachings and practices, strongly influenced by the Thai forest tradition, exploring how this process works.
This silent Vipassana (Insight Meditation) retreat will consist of alternating periods of sitting and walking meditation, plus teachings and optional daily Qi Gong practice. Instructions for the development of Insight and some of the Brahma Viharas (lovingkindness/compassion/joy/equanimity) will be offered.
The heart of the map in theory and direct experience is called MahaSati in the Pali, which is translated as:
* Great mindfulness (Wise View is increasing)
* Continuous mindfulness (supported by concentration)
* Pure knowing (at the 6 Sense Doors)
* Pure awareness (clearing out of the Defilements of Greed, Aversion, Delusion)
* Mindfulness of emptiness (emptiness of self and objects)
In order to support access to MahaSati (pure awareness) to develop and stabilize in meditation and daily life, we will explore the following areas:
– Embodiment: A calm settled inhabited body is conducive for seeing clearly & letting go. First Foundation of Mindfulness & energy practices will be offered.
– Concentration: The development of concentration is imperative for the stabilization of access to MahaSati. Several techniques will be offered to support and increase concentration of mind.
– MahaSati Access Doorways: A number of techniques will be offered, inviting access to ‘doorways into deepening awareness.’
– Taming the Defilements: Learn how to investigate more fully where we get caught in deeply rooted reactive habit patterns, such as Greed, Aversion & Delusion.
– The Three Characteristics: Re-orienting the mind to see and respond from the lens of the truths of Impermanence, Unsatisfactoriness, and Not Self.
– Letting Go & Release: Developing familiarity with the different expressions in direct experience of letting go of reactivity at all levels, both as a development and a result of deepening practice.
– Reflections of Pure Awareness: As we integrate and stabilize the deepening access to awareness and insight, we become ever-more familiar with the many of the beautiful qualities of pure awareness, such as spaciousness, emptiness and equanimity.
To support deepening practice, participants will check in individually with the teacher every three days, as well as at optional small group check-ins.
* Please note the MahaSati teachings & practices offered at this retreat are not the same as those prominently listed on the web.
2021 CURRENT COVID-19 PROTOCOLS:
A vaccination requirement is in place for all participants on this retreat. Follow this link for more information about the vaccine requirement, including an avenue for medical exemption.
All participants will be housed in single sleeping rooms.
We will continue to require all retreatants, staff and teachers to remain masked throughout the retreat.
The retreat container will be constructed in accordance with the current covid-19 conditions at the time to maximize individual and group health. All participants will be required to follow all covid-19 health and safety guidelines in place at Cloud Mountain. We reserve the right to adjust expectations of acceptable behaviors within the retreat environment to respond most appropriately to covid-19 conditions. PLEASE FOLLOW THIS LINK FOR UPDATED INFORMATION ABOUT OUR COVID-19 HEALTH AND SAFETY PROTOCOLS.
SCHOLARSHIP INFO
Scholarship funds are available on all retreats to assist those with financial challenges. For more information, read the Scholarship section of our overview information.
SPECIAL NOTES
This retreat is intended for experienced students.
PREREQUISITE: This is an Intermediate Level retreat. You need to have sat a total of 14 days or more in silent vipassana retreats in order to attend.
Please consider attending this retreat only if your current life circumstances allow you to engage in an important modern renunciation practice of staying 100% offline & off phone/text during the entire course of the retreat.
RETREAT COST
Subsidized fee : $490 plus dana offerings to teacher(s) and staff
Sustaining fee : $545 plus dana offerings to teacher(s) and staff
Supporting fee : $580 plus dana offerings to teacher(s) and staff
TEACHERS
To learn more about a teacher, please click on their photo. | https://cloudmountain.org/retreat/deepening-into-awareness-wisdom-for-intermediate-advanced-students/ |
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