Category: Education

  • MIL-OSI United Nations: Regional coordinator, Santiago network (Asia-Pacific)

    Source: UNISDR Disaster Risk Reduction

    Background information – job-specific

    Santiago network The Santiago network was established in December 2019 at COP25, as part of the Warsaw International Mechanism, for averting, minimizing and addressing loss and damage associated with the adverse effects of climate change, to catalyze the technical assistance of relevant organizations, bodies, networks and experts, for the implementation of suitable relevant approaches at the local, national and regional level, in developing countries that are particularly vulnerable to the adverse effects of climate change. (decision 2/CMA.2, para 43, noted by 2/CP.25). 

    The Parties to the UN Framework Convention on Climate Change Convention and the Paris Agreement subsequently decided on the functions of the Santiago network at COP26 and on the institutional arrangements to enable its full operationalization. Parties agreed the structure would comprise: 

    A hosted Secretariat that will facilitate its work, to be known as the Santiago network Secretariat; An Advisory Board, to provide guidance and oversight to the Santiago network Secretariat on the effective implementation of the functions of the network; and A network of organizations, bodies, networks and experts (OBNEs) covering a wide range of topics relevant to averting, minimizing and addressing loss and damage. 

    At COP28 in 2023, Parties selected the consortium of UNOPS and the United Nations Office for Disaster Risk Reduction (UNDRR) as co-hosts of the Santiago network Secretariat for an initial term of five years, with five-year renewal periods. 

    While UNOPS provides the necessary administrative and operational support for the effective functioning of the Secretariat, UNDRR provides the Secretariat with technical backstopping and expertise in the domain of averting, minimizing and addressing loss and damage consistent with the guidelines for preventing potential and addressing actual and perceived conflicts of interest in relation to the Santiago network. 

    Relevant COP/CMA decisions on the Santiago network can be consulted here. Documents and reports from meetings of the Santiago network Advisory Board are available here

    The United Nations Office for Project Services (UNOPS) is an operational arm of the United Nations, supporting the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Mandated as a central resource of the United Nations, UNOPS provides sustainable project management, procurement and infrastructure services to a wide range of governments, donors and United Nations organisations. With over 6,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, where they need it. By implementing around 1,000 projects for our partners at any given time, UNOPS makes significant contributions to results on the ground, often in the most challenging environments. 

    Regional Coordinator, Santiago network 

    Under the supervision of the Director of the Santiago network Secretariat, with support by the Senior Programme Manager, the Regional Coordinator drives and supervises provision of catalyzed technical assistance and membership matters in the respective region, as well as provision of related services, ensuring effective and timely support for developing countries that are particularly vulnerable to the adverse effects of climate change. 

    The Regional Coordinator leads the technical work of the Santiago network Secretariat, in the respective region, including programme delivery, and outreach, in consultation with UNDRR designated technical experts, and acts as key focal point for regional and national partners and technical agencies.

    The Regional Coordinator also leads the development and implementation of capacity building strategies and plans of the Santiago network in the respective region, including through strategic and actionable knowledge management.

    Functional responsibilities

    1. Setting up processes and systems
    2. Catalyzing technical assistance/Management of OBNEs
    3. Programme implementation and monitoring
    4. Partner and stakeholder engagement
    5. Knowledge management and innovation
    6. Corporate functions and team building

    1. Setting up processes and systems

    • Lead the implementation of the guidelines for responding to requests for technical assistance, the guidelines for the designation of members to the Santiago network, and relevant operational documents at the regional level.
    • Contribute to the creation of an enabling environment for demand-driven technical assistance, including support in identifying regional needs and in preparing requests for technical assistance.

    2. Catalyzing technical assistance/Management of OBNEs

    • Lead the implementation technical assistance (TA) cycle in the relevant region, in coordination with central functions and with Desk Officers for LDCs and SIDS as applicable, including submission, review, matchmaking, delivery, monitoring and knowledge sharing.
    • Coordinate the effective engagement with developing countries, communities and other stakeholders in relevant region in identifying their capacity gaps and developing requests for TA, where needed, including through regional scoping workshops and consultative processes.
    • Coordinate with the OBNE Engagement Specialist in building and managing a network of suitable OBNEs in the respective region for the provision of TA to support developing countries in averting, minimizing, and addressing loss and damage associated with climate change impacts in response to their needs.
    • Lead on the development and implementation of regionalTA and capacity building strategies and plans in order to support the achievement of the Santiago network strategy.

    3. Programme implementation and monitoring

    • Lead the implementation of regional results-based monitoring and evaluation activities, in coordination with central functions, to assess the timeliness, appropriateness and outcomes of assistance provided under the Santiago network.
    • Oversee the implementation and delivery of results of technical assistance relevant region , under the Monitoring and Evaluation for Learning and Accountability (MEAL) Framework.
    • Identify, assess and manage risks and issues that may impact the effective delivery of technical assistance in the relevant region, in coordination with corporate functions.
    • Provide inputs on regional operations to inform Santiago network regular reporting to the Advisory Board and inputs to the Annual Report to the governing body or bodies.

    4. Partner and stakeholder engagement

    • Develop and implement regional, national, subnational and community-based strategies for the engagement of relevant stakeholders, aiming to facilitate demand-driven technical assistance.
    • Develop strategies for engaging and maintaining partnerships in the region , including collaborative projects, joint events, and resource sharing.
    • Establish communication channels and platforms for effective networking and information exchange among Members in the region, in coordination with central functions.
    • Lead capacity building of partners and stakeholders for strategic regional partnership development and engagement.
    • Contribute to the development of regional advocacy campaigns, policy briefs, and other materials to support the Santiago network’s regional advocacy efforts, in coordination with the Communications Manager.

    5. Knowledge management and innovation

    • Facilitate the development, provision and dissemination of knowledge and information in the relevant region, on a wide range of topics relevant for loss and damage.
    • Champion knowledge on averting, minimizing and addressing loss and damage, relevant for technical assistance delivery in the respective region.
    • Promote and raise awareness of the Santiago network in the relevant region.
    • Foster innovation and best practices in knowledge management, contributing to the development of feedback loops informed by operational experience.

    6. Corporate functions and team building

    • Uphold and model team values, fostering a respectful, inclusive and supportive, work environment, fostering collaboration between regional and global functions.
    • Contribute to the development and implementation of the Santiago network’s strategic, policy, and operational frameworks, ensuring alignment with its mandate and evolving needs.
    • Support the implementation of a resource mobilization strategy for the Santiago network to secure funds for technical assistance for developing countries.
    • Represent the Santiago network in international fora and high-level meetings in the respective, contributing to advance the delivery of its mandate and objectives.
    • Others, as required by the supervisor.

    Education/experience/language requirements

    Education

    • An advanced university degree (Masters or equivalent), preferably in development studies, international relations, political science, environmental sciences and climate change, economics, social sciences, or related areas, is required.
    • A first-level university degree in combination with two (2) additional years of qualifying experience may be accepted in lieu of an advanced university degree.

    Experience

    • A minimum of seven (7) years of relevant experience in the fields of programme development in developing countries, particularly in the areas of loss and damage, disaster risk reduction, climate change adaptation, development, or other related climate change and development areas, is required.
    • Of those seven (7) years, a minimum of at least five (5) years of demonstrated experience in the region in one of the relevant areas as listed above, is required.
    • Strong coordination, communication, and technical skills are desirable.
    • Familiarity with UNFCCC processes and the loss and damage agenda is highly desirable.

    Language

    • Fluency in oral and written English is required.
    • Fluency in oral and written Spanish is required.
    • Knowledge of another UN official language is an advantage.

    Contract type, level and duration

    Contract type: Staff – FTA Contract level: P4 (ICS-11) Contract duration: One year initially, renewable subject to satisfactory performance and funding availability.

    For more details about United Nations staff contracts, please follow this link: https://www.unops.org/english/Opportunities/job-opportunities/what-we-offer/Pages/UN-Staff-Contracts.aspx

    Competencies

    Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization.(for levels IICA-2, IICA-3, LICA Specialist- 10, LICA Specialist-11, NOC, NOD, P3, P4 and above)

    Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

    Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles.

    Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role).

    Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries.

    Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving.

    Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

    Additional information

    • Please note that UNOPS does not accept unsolicited resumes.
    • Applications received after the closing date will not be considered.
    • Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.
    • UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures, languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce.
    • Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.
    • We would like to ensure all candidates perform at their best during the assessment process. If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

    Terms and conditions

    • For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post.
    • For retainer contracts, you must complete a few mandatory courses ( they take around 4 hours to complete) in your own time, before providing services to UNOPS. Refreshers or new mandatory courses may be required during your contract. Please note that you will not receive any compensation for taking courses and refreshers. For more information on a retainer contract here.
    • All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.
    • It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

    MIL OSI United Nations News

  • MIL-OSI United Nations: Regional coordinator, Santiago network (Latin America and the Caribbean)

    Source: UNISDR Disaster Risk Reduction

    Background information – job-specific

    Santiago network The Santiago network was established in December 2019 at COP25, as part of the Warsaw International Mechanism, for averting, minimizing and addressing loss and damage associated with the adverse effects of climate change, to catalyze the technical assistance of relevant organizations, bodies, networks and experts, for the implementation of suitable relevant approaches at the local, national and regional level, in developing countries that are particularly vulnerable to the adverse effects of climate change. (decision 2/CMA.2, para 43, noted by 2/CP.25). 

    The Parties to the UN Framework Convention on Climate Change Convention and the Paris Agreement subsequently decided on the functions of the Santiago network at COP26 and on the institutional arrangements to enable its full operationalization. Parties agreed the structure would comprise: 

    A hosted Secretariat that will facilitate its work, to be known as the Santiago network Secretariat; An Advisory Board, to provide guidance and oversight to the Santiago network Secretariat on the effective implementation of the functions of the network; and A network of organizations, bodies, networks and experts (OBNEs) covering a wide range of topics relevant to averting, minimizing and addressing loss and damage. 

    At COP28 in 2023, Parties selected the consortium of UNOPS and the United Nations Office for Disaster Risk Reduction (UNDRR) as co-hosts of the Santiago network Secretariat for an initial term of five years, with five-year renewal periods. 

    While UNOPS provides the necessary administrative and operational support for the effective functioning of the Secretariat, UNDRR provides the Secretariat with technical backstopping and expertise in the domain of averting, minimizing and addressing loss and damage consistent with the guidelines for preventing potential and addressing actual and perceived conflicts of interest in relation to the Santiago network. 

    Relevant COP/CMA decisions on the Santiago network can be consulted here. Documents and reports from meetings of the Santiago network Advisory Board are available here

    The United Nations Office for Project Services (UNOPS) is an operational arm of the United Nations, supporting the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Mandated as a central resource of the United Nations, UNOPS provides sustainable project management, procurement and infrastructure services to a wide range of governments, donors and United Nations organisations. With over 6,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, where they need it. By implementing around 1,000 projects for our partners at any given time, UNOPS makes significant contributions to results on the ground, often in the most challenging environments. 

    Regional Coordinator, Santiago network 

    Under the supervision of the Director of the Santiago network Secretariat, with support by the Senior Programme Manager, the Regional Coordinator drives and supervises provision of catalyzed technical assistance and membership matters in the respective region, as well as provision of related services, ensuring effective and timely support for developing countries that are particularly vulnerable to the adverse effects of climate change. 

    The Regional Coordinator leads the technical work of the Santiago network Secretariat, in the respective region, including programme delivery, and outreach, in consultation with UNDRR designated technical experts, and acts as key focal point for regional and national partners and technical agencies.

    The Regional Coordinator also leads the development and implementation of capacity building strategies and plans of the Santiago network in the respective region, including through strategic and actionable knowledge management.

    Functional responsibilities

    1. Setting up processes and systems
    2. Catalyzing technical assistance/Management of OBNEs
    3. Programme implementation and monitoring
    4. Partner and stakeholder engagement
    5. Knowledge management and innovation
    6. Corporate functions and team building

    1. Setting up processes and systems

    • Lead the implementation of the guidelines for responding to requests for technical assistance, the guidelines for the designation of members to the Santiago network, and relevant operational documents at the regional level.
    • Contribute to the creation of an enabling environment for demand-driven technical assistance, including support in identifying regional needs and in preparing requests for technical assistance.

    2. Catalyzing technical assistance/Management of OBNEs

    • Lead the implementation technical assistance (TA) cycle in the relevant region, in coordination with central functions and with Desk Officers for LDCs and SIDS as applicable, including submission, review, matchmaking, delivery, monitoring and knowledge sharing.
    • Coordinate the effective engagement with developing countries, communities and other stakeholders in relevant region in identifying their capacity gaps and developing requests for TA, where needed, including through regional scoping workshops and consultative processes.
    • Coordinate with the OBNE Engagement Specialist in building and managing a network of suitable OBNEs in the respective region for the provision of TA to support developing countries in averting, minimizing, and addressing loss and damage associated with climate change impacts in response to their needs.
    • Lead on the development and implementation of regionalTA and capacity building strategies and plans in order to support the achievement of the Santiago network strategy.

    3. Programme implementation and monitoring

    • Lead the implementation of regional results-based monitoring and evaluation activities, in coordination with central functions, to assess the timeliness, appropriateness and outcomes of assistance provided under the Santiago network.
    • Oversee the implementation and delivery of results of technical assistance relevant region , under the Monitoring and Evaluation for Learning and Accountability (MEAL) Framework.
    • Identify, assess and manage risks and issues that may impact the effective delivery of technical assistance in the relevant region, in coordination with corporate functions.
    • Provide inputs on regional operations to inform Santiago network regular reporting to the Advisory Board and inputs to the Annual Report to the governing body or bodies.

    4. Partner and stakeholder engagement

    • Develop and implement regional, national, subnational and community-based strategies for the engagement of relevant stakeholders, aiming to facilitate demand-driven technical assistance.
    • Develop strategies for engaging and maintaining partnerships in the region , including collaborative projects, joint events, and resource sharing.
    • Establish communication channels and platforms for effective networking and information exchange among Members in the region, in coordination with central functions.
    • Lead capacity building of partners and stakeholders for strategic regional partnership development and engagement.
    • Contribute to the development of regional advocacy campaigns, policy briefs, and other materials to support the Santiago network’s regional advocacy efforts, in coordination with the Communications Manager.

    5. Knowledge management and innovation

    • Facilitate the development, provision and dissemination of knowledge and information in the relevant region, on a wide range of topics relevant for loss and damage.
    • Champion knowledge on averting, minimizing and addressing loss and damage, relevant for technical assistance delivery in the respective region.
    • Promote and raise awareness of the Santiago network in the relevant region.
    • Foster innovation and best practices in knowledge management, contributing to the development of feedback loops informed by operational experience.

    6. Corporate functions and team building

    • Uphold and model team values, fostering a respectful, inclusive and supportive, work environment, fostering collaboration between regional and global functions.
    • Contribute to the development and implementation of the Santiago network’s strategic, policy, and operational frameworks, ensuring alignment with its mandate and evolving needs.
    • Support the implementation of a resource mobilization strategy for the Santiago network to secure funds for technical assistance for developing countries.
    • Represent the Santiago network in international fora and high-level meetings in the respective, contributing to advance the delivery of its mandate and objectives.
    • Others, as required by the supervisor.

    Education/experience/language requirements

    Education

    • An advanced university degree (Masters or equivalent), preferably in development studies, international relations, political science, environmental sciences and climate change, economics, social sciences, or related areas, is required.
    • A first-level university degree in combination with two (2) additional years of qualifying experience may be accepted in lieu of an advanced university degree.

    Experience

    • A minimum of seven (7) years of relevant experience in the fields of programme development in developing countries, particularly in the areas of loss and damage, disaster risk reduction, climate change adaptation, development, or other related climate change and development areas, is required.
    • Of those seven (7) years, a minimum of at least five (5) years of demonstrated experience in the region in one of the relevant areas as listed above, is required.
    • Strong coordination, communication, and technical skills are desirable.
    • Familiarity with UNFCCC processes and the loss and damage agenda is highly desirable.

    Language

    • Fluency in oral and written English is required.
    • Fluency in oral and written Spanish is required.
    • Knowledge of another UN official language is an advantage.

    Contract type, level and duration

    Contract type: Staff – FTA Contract level: P4 (ICS-11) Contract duration: One year initially, renewable subject to satisfactory performance and funding availability.

    For more details about United Nations staff contracts, please follow this link: https://www.unops.org/english/Opportunities/job-opportunities/what-we-offer/Pages/UN-Staff-Contracts.aspx

    Competencies

    Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization.(for levels IICA-2, IICA-3, LICA Specialist- 10, LICA Specialist-11, NOC, NOD, P3, P4 and above)

    Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

    Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles.

    Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role).

    Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries.

    Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving.

    Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

    Additional information

    • Please note that UNOPS does not accept unsolicited resumes.
    • Applications received after the closing date will not be considered.
    • Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.
    • UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures, languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce.
    • Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.
    • We would like to ensure all candidates perform at their best during the assessment process. If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

    Terms and conditions

    • For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post.
    • For retainer contracts, you must complete a few mandatory courses ( they take around 4 hours to complete) in your own time, before providing services to UNOPS. Refreshers or new mandatory courses may be required during your contract. Please note that you will not receive any compensation for taking courses and refreshers. For more information on a retainer contract here.
    • All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.
    • It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

    MIL OSI United Nations News

  • MIL-OSI United Nations: Regional coordinator, Santiago network (Asia-Pacific)

    Source: UNISDR Disaster Risk Reduction

    Background information – job-specific

    Santiago network The Santiago network was established in December 2019 at COP25, as part of the Warsaw International Mechanism, for averting, minimizing and addressing loss and damage associated with the adverse effects of climate change, to catalyze the technical assistance of relevant organizations, bodies, networks and experts, for the implementation of suitable relevant approaches at the local, national and regional level, in developing countries that are particularly vulnerable to the adverse effects of climate change. (decision 2/CMA.2, para 43, noted by 2/CP.25). 

    The Parties to the UN Framework Convention on Climate Change Convention and the Paris Agreement subsequently decided on the functions of the Santiago network at COP26 and on the institutional arrangements to enable its full operationalization. Parties agreed the structure would comprise: 

    A hosted Secretariat that will facilitate its work, to be known as the Santiago network Secretariat; An Advisory Board, to provide guidance and oversight to the Santiago network Secretariat on the effective implementation of the functions of the network; and A network of organizations, bodies, networks and experts (OBNEs) covering a wide range of topics relevant to averting, minimizing and addressing loss and damage. 

    At COP28 in 2023, Parties selected the consortium of UNOPS and the United Nations Office for Disaster Risk Reduction (UNDRR) as co-hosts of the Santiago network Secretariat for an initial term of five years, with five-year renewal periods. 

    While UNOPS provides the necessary administrative and operational support for the effective functioning of the Secretariat, UNDRR provides the Secretariat with technical backstopping and expertise in the domain of averting, minimizing and addressing loss and damage consistent with the guidelines for preventing potential and addressing actual and perceived conflicts of interest in relation to the Santiago network. 

    Relevant COP/CMA decisions on the Santiago network can be consulted here. Documents and reports from meetings of the Santiago network Advisory Board are available here

    The United Nations Office for Project Services (UNOPS) is an operational arm of the United Nations, supporting the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Mandated as a central resource of the United Nations, UNOPS provides sustainable project management, procurement and infrastructure services to a wide range of governments, donors and United Nations organisations. With over 6,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, where they need it. By implementing around 1,000 projects for our partners at any given time, UNOPS makes significant contributions to results on the ground, often in the most challenging environments. 

    Regional Coordinator, Santiago network 

    Under the supervision of the Director of the Santiago network Secretariat, with support by the Senior Programme Manager, the Regional Coordinator drives and supervises provision of catalyzed technical assistance and membership matters in the respective region, as well as provision of related services, ensuring effective and timely support for developing countries that are particularly vulnerable to the adverse effects of climate change. 

    The Regional Coordinator leads the technical work of the Santiago network Secretariat, in the respective region, including programme delivery, and outreach, in consultation with UNDRR designated technical experts, and acts as key focal point for regional and national partners and technical agencies.

    The Regional Coordinator also leads the development and implementation of capacity building strategies and plans of the Santiago network in the respective region, including through strategic and actionable knowledge management.

    Functional responsibilities

    1. Setting up processes and systems
    2. Catalyzing technical assistance/Management of OBNEs
    3. Programme implementation and monitoring
    4. Partner and stakeholder engagement
    5. Knowledge management and innovation
    6. Corporate functions and team building

    1. Setting up processes and systems

    • Lead the implementation of the guidelines for responding to requests for technical assistance, the guidelines for the designation of members to the Santiago network, and relevant operational documents at the regional level.
    • Contribute to the creation of an enabling environment for demand-driven technical assistance, including support in identifying regional needs and in preparing requests for technical assistance.

    2. Catalyzing technical assistance/Management of OBNEs

    • Lead the implementation technical assistance (TA) cycle in the relevant region, in coordination with central functions and with Desk Officers for LDCs and SIDS as applicable, including submission, review, matchmaking, delivery, monitoring and knowledge sharing.
    • Coordinate the effective engagement with developing countries, communities and other stakeholders in relevant region in identifying their capacity gaps and developing requests for TA, where needed, including through regional scoping workshops and consultative processes.
    • Coordinate with the OBNE Engagement Specialist in building and managing a network of suitable OBNEs in the respective region for the provision of TA to support developing countries in averting, minimizing, and addressing loss and damage associated with climate change impacts in response to their needs.
    • Lead on the development and implementation of regionalTA and capacity building strategies and plans in order to support the achievement of the Santiago network strategy.

    3. Programme implementation and monitoring

    • Lead the implementation of regional results-based monitoring and evaluation activities, in coordination with central functions, to assess the timeliness, appropriateness and outcomes of assistance provided under the Santiago network.
    • Oversee the implementation and delivery of results of technical assistance relevant region , under the Monitoring and Evaluation for Learning and Accountability (MEAL) Framework.
    • Identify, assess and manage risks and issues that may impact the effective delivery of technical assistance in the relevant region, in coordination with corporate functions.
    • Provide inputs on regional operations to inform Santiago network regular reporting to the Advisory Board and inputs to the Annual Report to the governing body or bodies.

    4. Partner and stakeholder engagement

    • Develop and implement regional, national, subnational and community-based strategies for the engagement of relevant stakeholders, aiming to facilitate demand-driven technical assistance.
    • Develop strategies for engaging and maintaining partnerships in the region , including collaborative projects, joint events, and resource sharing.
    • Establish communication channels and platforms for effective networking and information exchange among Members in the region, in coordination with central functions.
    • Lead capacity building of partners and stakeholders for strategic regional partnership development and engagement.
    • Contribute to the development of regional advocacy campaigns, policy briefs, and other materials to support the Santiago network’s regional advocacy efforts, in coordination with the Communications Manager.

    5. Knowledge management and innovation

    • Facilitate the development, provision and dissemination of knowledge and information in the relevant region, on a wide range of topics relevant for loss and damage.
    • Champion knowledge on averting, minimizing and addressing loss and damage, relevant for technical assistance delivery in the respective region.
    • Promote and raise awareness of the Santiago network in the relevant region.
    • Foster innovation and best practices in knowledge management, contributing to the development of feedback loops informed by operational experience.

    6. Corporate functions and team building

    • Uphold and model team values, fostering a respectful, inclusive and supportive, work environment, fostering collaboration between regional and global functions.
    • Contribute to the development and implementation of the Santiago network’s strategic, policy, and operational frameworks, ensuring alignment with its mandate and evolving needs.
    • Support the implementation of a resource mobilization strategy for the Santiago network to secure funds for technical assistance for developing countries.
    • Represent the Santiago network in international fora and high-level meetings in the respective, contributing to advance the delivery of its mandate and objectives.
    • Others, as required by the supervisor.

    Education/experience/language requirements

    Education

    • An advanced university degree (Masters or equivalent), preferably in development studies, international relations, political science, environmental sciences and climate change, economics, social sciences, or related areas, is required.
    • A first-level university degree in combination with two (2) additional years of qualifying experience may be accepted in lieu of an advanced university degree.

    Experience

    • A minimum of seven (7) years of relevant experience in the fields of programme development in developing countries, particularly in the areas of loss and damage, disaster risk reduction, climate change adaptation, development, or other related climate change and development areas, is required.
    • Of those seven (7) years, a minimum of at least five (5) years of demonstrated experience in the region in one of the relevant areas as listed above, is required.
    • Strong coordination, communication, and technical skills are desirable.
    • Familiarity with UNFCCC processes and the loss and damage agenda is highly desirable.

    Language

    • Fluency in oral and written English is required.
    • Fluency in oral and written Spanish is required.
    • Knowledge of another UN official language is an advantage.

    Contract type, level and duration

    Contract type: Staff – FTA Contract level: P4 (ICS-11) Contract duration: One year initially, renewable subject to satisfactory performance and funding availability.

    For more details about United Nations staff contracts, please follow this link: https://www.unops.org/english/Opportunities/job-opportunities/what-we-offer/Pages/UN-Staff-Contracts.aspx

    Competencies

    Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization.(for levels IICA-2, IICA-3, LICA Specialist- 10, LICA Specialist-11, NOC, NOD, P3, P4 and above)

    Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

    Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles.

    Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role).

    Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries.

    Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving.

    Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

    Additional information

    • Please note that UNOPS does not accept unsolicited resumes.
    • Applications received after the closing date will not be considered.
    • Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.
    • UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures, languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce.
    • Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.
    • We would like to ensure all candidates perform at their best during the assessment process. If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

    Terms and conditions

    • For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post.
    • For retainer contracts, you must complete a few mandatory courses ( they take around 4 hours to complete) in your own time, before providing services to UNOPS. Refreshers or new mandatory courses may be required during your contract. Please note that you will not receive any compensation for taking courses and refreshers. For more information on a retainer contract here.
    • All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.
    • It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

    MIL OSI United Nations News

  • MIL-OSI United Nations: New Permanent Representative of Australia Presents Credentials to the Director-General of the United Nations Office at Geneva

    Source: United Nations – Geneva

    Clare Monica Walsh, the new Permanent Representative of Australia to the United Nations Office at Geneva, today presented her credentials to Tatiana Valovaya, the Director-General of the United Nations Office at Geneva.

    Prior to her appointment to Geneva, Ms. Walsh held the position of Chief Operating Officer and Deputy Secretary, Enabling Services Group, at the Department of Foreign Affairs and Trade of Australia, since 2022.  Earlier in her career, she held multiple other posts at the Department and posted abroad, including as Chief Operating Officer, Finance (2020–2022); Deputy Secretary, Global Cooperation, Development and Partnerships Group (2018–2020); Deputy Head of Mission, Australian Embassy in Japan (2016–2018); and as First Assistant Secretary, International Policy and Partnerships Division (AusAID) and Multilateral Development and Policy Division (2012–2015).  Ms. Walsh also held several positions in the Department of Climate Change and Energy between 2007 and 2012.

    Ms. Walsh holds degrees from three Australian universities, including a Master of Management from the Australian National University (2006); a Graduate Diploma in Environmental Sciences from Murdoch University (1992); and a Bachelor of Arts from Curtin University (1989).

    __________

    Produced by the United Nations Information Service in Geneva for use of the media; 
    not an official record. English and French versions of our releases are different as they are the product of two separate coverage teams that work independently.

    CR.25.024E

    MIL OSI United Nations News

  • MIL-OSI United Nations: Regional coordinator, Santiago network (Latin America and the Caribbean)

    Source: UNISDR Disaster Risk Reduction

    Background information – job-specific

    Santiago network The Santiago network was established in December 2019 at COP25, as part of the Warsaw International Mechanism, for averting, minimizing and addressing loss and damage associated with the adverse effects of climate change, to catalyze the technical assistance of relevant organizations, bodies, networks and experts, for the implementation of suitable relevant approaches at the local, national and regional level, in developing countries that are particularly vulnerable to the adverse effects of climate change. (decision 2/CMA.2, para 43, noted by 2/CP.25). 

    The Parties to the UN Framework Convention on Climate Change Convention and the Paris Agreement subsequently decided on the functions of the Santiago network at COP26 and on the institutional arrangements to enable its full operationalization. Parties agreed the structure would comprise: 

    A hosted Secretariat that will facilitate its work, to be known as the Santiago network Secretariat; An Advisory Board, to provide guidance and oversight to the Santiago network Secretariat on the effective implementation of the functions of the network; and A network of organizations, bodies, networks and experts (OBNEs) covering a wide range of topics relevant to averting, minimizing and addressing loss and damage. 

    At COP28 in 2023, Parties selected the consortium of UNOPS and the United Nations Office for Disaster Risk Reduction (UNDRR) as co-hosts of the Santiago network Secretariat for an initial term of five years, with five-year renewal periods. 

    While UNOPS provides the necessary administrative and operational support for the effective functioning of the Secretariat, UNDRR provides the Secretariat with technical backstopping and expertise in the domain of averting, minimizing and addressing loss and damage consistent with the guidelines for preventing potential and addressing actual and perceived conflicts of interest in relation to the Santiago network. 

    Relevant COP/CMA decisions on the Santiago network can be consulted here. Documents and reports from meetings of the Santiago network Advisory Board are available here

    The United Nations Office for Project Services (UNOPS) is an operational arm of the United Nations, supporting the successful implementation of its partners’ peacebuilding, humanitarian and development projects around the world. Mandated as a central resource of the United Nations, UNOPS provides sustainable project management, procurement and infrastructure services to a wide range of governments, donors and United Nations organisations. With over 6,000 personnel spread across 80 countries, UNOPS offers its partners the logistical, technical and management knowledge they need, where they need it. By implementing around 1,000 projects for our partners at any given time, UNOPS makes significant contributions to results on the ground, often in the most challenging environments. 

    Regional Coordinator, Santiago network 

    Under the supervision of the Director of the Santiago network Secretariat, with support by the Senior Programme Manager, the Regional Coordinator drives and supervises provision of catalyzed technical assistance and membership matters in the respective region, as well as provision of related services, ensuring effective and timely support for developing countries that are particularly vulnerable to the adverse effects of climate change. 

    The Regional Coordinator leads the technical work of the Santiago network Secretariat, in the respective region, including programme delivery, and outreach, in consultation with UNDRR designated technical experts, and acts as key focal point for regional and national partners and technical agencies.

    The Regional Coordinator also leads the development and implementation of capacity building strategies and plans of the Santiago network in the respective region, including through strategic and actionable knowledge management.

    Functional responsibilities

    1. Setting up processes and systems
    2. Catalyzing technical assistance/Management of OBNEs
    3. Programme implementation and monitoring
    4. Partner and stakeholder engagement
    5. Knowledge management and innovation
    6. Corporate functions and team building

    1. Setting up processes and systems

    • Lead the implementation of the guidelines for responding to requests for technical assistance, the guidelines for the designation of members to the Santiago network, and relevant operational documents at the regional level.
    • Contribute to the creation of an enabling environment for demand-driven technical assistance, including support in identifying regional needs and in preparing requests for technical assistance.

    2. Catalyzing technical assistance/Management of OBNEs

    • Lead the implementation technical assistance (TA) cycle in the relevant region, in coordination with central functions and with Desk Officers for LDCs and SIDS as applicable, including submission, review, matchmaking, delivery, monitoring and knowledge sharing.
    • Coordinate the effective engagement with developing countries, communities and other stakeholders in relevant region in identifying their capacity gaps and developing requests for TA, where needed, including through regional scoping workshops and consultative processes.
    • Coordinate with the OBNE Engagement Specialist in building and managing a network of suitable OBNEs in the respective region for the provision of TA to support developing countries in averting, minimizing, and addressing loss and damage associated with climate change impacts in response to their needs.
    • Lead on the development and implementation of regionalTA and capacity building strategies and plans in order to support the achievement of the Santiago network strategy.

    3. Programme implementation and monitoring

    • Lead the implementation of regional results-based monitoring and evaluation activities, in coordination with central functions, to assess the timeliness, appropriateness and outcomes of assistance provided under the Santiago network.
    • Oversee the implementation and delivery of results of technical assistance relevant region , under the Monitoring and Evaluation for Learning and Accountability (MEAL) Framework.
    • Identify, assess and manage risks and issues that may impact the effective delivery of technical assistance in the relevant region, in coordination with corporate functions.
    • Provide inputs on regional operations to inform Santiago network regular reporting to the Advisory Board and inputs to the Annual Report to the governing body or bodies.

    4. Partner and stakeholder engagement

    • Develop and implement regional, national, subnational and community-based strategies for the engagement of relevant stakeholders, aiming to facilitate demand-driven technical assistance.
    • Develop strategies for engaging and maintaining partnerships in the region , including collaborative projects, joint events, and resource sharing.
    • Establish communication channels and platforms for effective networking and information exchange among Members in the region, in coordination with central functions.
    • Lead capacity building of partners and stakeholders for strategic regional partnership development and engagement.
    • Contribute to the development of regional advocacy campaigns, policy briefs, and other materials to support the Santiago network’s regional advocacy efforts, in coordination with the Communications Manager.

    5. Knowledge management and innovation

    • Facilitate the development, provision and dissemination of knowledge and information in the relevant region, on a wide range of topics relevant for loss and damage.
    • Champion knowledge on averting, minimizing and addressing loss and damage, relevant for technical assistance delivery in the respective region.
    • Promote and raise awareness of the Santiago network in the relevant region.
    • Foster innovation and best practices in knowledge management, contributing to the development of feedback loops informed by operational experience.

    6. Corporate functions and team building

    • Uphold and model team values, fostering a respectful, inclusive and supportive, work environment, fostering collaboration between regional and global functions.
    • Contribute to the development and implementation of the Santiago network’s strategic, policy, and operational frameworks, ensuring alignment with its mandate and evolving needs.
    • Support the implementation of a resource mobilization strategy for the Santiago network to secure funds for technical assistance for developing countries.
    • Represent the Santiago network in international fora and high-level meetings in the respective, contributing to advance the delivery of its mandate and objectives.
    • Others, as required by the supervisor.

    Education/experience/language requirements

    Education

    • An advanced university degree (Masters or equivalent), preferably in development studies, international relations, political science, environmental sciences and climate change, economics, social sciences, or related areas, is required.
    • A first-level university degree in combination with two (2) additional years of qualifying experience may be accepted in lieu of an advanced university degree.

    Experience

    • A minimum of seven (7) years of relevant experience in the fields of programme development in developing countries, particularly in the areas of loss and damage, disaster risk reduction, climate change adaptation, development, or other related climate change and development areas, is required.
    • Of those seven (7) years, a minimum of at least five (5) years of demonstrated experience in the region in one of the relevant areas as listed above, is required.
    • Strong coordination, communication, and technical skills are desirable.
    • Familiarity with UNFCCC processes and the loss and damage agenda is highly desirable.

    Language

    • Fluency in oral and written English is required.
    • Fluency in oral and written Spanish is required.
    • Knowledge of another UN official language is an advantage.

    Contract type, level and duration

    Contract type: Staff – FTA Contract level: P4 (ICS-11) Contract duration: One year initially, renewable subject to satisfactory performance and funding availability.

    For more details about United Nations staff contracts, please follow this link: https://www.unops.org/english/Opportunities/job-opportunities/what-we-offer/Pages/UN-Staff-Contracts.aspx

    Competencies

    Develops and implements sustainable business strategies, thinks long term and externally in order to positively shape the organization. Anticipates and perceives the impact and implications of future decisions and activities on other parts of the organization.(for levels IICA-2, IICA-3, LICA Specialist- 10, LICA Specialist-11, NOC, NOD, P3, P4 and above)

    Treats all individuals with respect; responds sensitively to differences and encourages others to do the same. Upholds organizational and ethical norms. Maintains high standards of trustworthiness. Role model for diversity and inclusion.

    Acts as a positive role model contributing to the team spirit. Collaborates and supports the development of others. For people managers only: Acts as positive leadership role model, motivates, directs and inspires others to succeed, utilizing appropriate leadership styles.

    Demonstrates understanding of the impact of own role on all partners and always puts the end beneficiary first. Builds and maintains strong external relationships and is a competent partner for others (if relevant to the role).

    Efficiently establishes an appropriate course of action for self and/or others to accomplish a goal. Actions lead to total task accomplishment through concern for quality in all areas. Sees opportunities and takes the initiative to act on them. Understands that responsible use of resources maximizes our impact on our beneficiaries.

    Evaluates data and courses of action to reach logical, pragmatic decisions. Takes an unbiased, rational approach with calculated risks. Applies innovation and creativity to problem-solving.

    Expresses ideas or facts in a clear, concise and open manner. Communication indicates a consideration for the feelings and needs of others. Actively listens and proactively shares knowledge. Handles conflict effectively, by overcoming differences of opinion and finding common ground.

    Additional information

    • Please note that UNOPS does not accept unsolicited resumes.
    • Applications received after the closing date will not be considered.
    • Please note that only shortlisted candidates will be contacted and advance to the next stage of the selection process, which involves various assessments.
    • UNOPS embraces diversity and is committed to equal employment opportunity. Our workforce consists of many diverse nationalities, cultures, languages, races, gender identities, sexual orientations, and abilities. UNOPS seeks to sustain and strengthen this diversity to ensure equal opportunities as well as an inclusive working environment for its entire workforce.
    • Qualified women and candidates from groups which are underrepresented in the UNOPS workforce are encouraged to apply. These include in particular candidates from racialized and/or indigenous groups, members of minority gender identities and sexual orientations, and people with disabilities.
    • We would like to ensure all candidates perform at their best during the assessment process. If you are shortlisted and require additional assistance to complete any assessment, including reasonable accommodation, please inform our human resources team when you receive an invitation.

    Terms and conditions

    • For staff positions only, UNOPS reserves the right to appoint a candidate at a lower level than the advertised level of the post.
    • For retainer contracts, you must complete a few mandatory courses ( they take around 4 hours to complete) in your own time, before providing services to UNOPS. Refreshers or new mandatory courses may be required during your contract. Please note that you will not receive any compensation for taking courses and refreshers. For more information on a retainer contract here.
    • All UNOPS personnel are responsible for performing their duties in accordance with the UN Charter and UNOPS Policies and Instructions, as well as other relevant accountability frameworks. In addition, all personnel must demonstrate an understanding of the Sustainable Development Goals (SDGs) in a manner consistent with UN core values and the UN Common Agenda.
    • It is the policy of UNOPS to conduct background checks on all potential personnel. Recruitment in UNOPS is contingent on the results of such checks.

    MIL OSI United Nations News

  • MIL-OSI United Nations: New Permanent Representative of Australia Presents Credentials to the Director-General of the United Nations Office at Geneva

    Source: United Nations – Geneva

    Clare Monica Walsh, the new Permanent Representative of Australia to the United Nations Office at Geneva, today presented her credentials to Tatiana Valovaya, the Director-General of the United Nations Office at Geneva.

    Prior to her appointment to Geneva, Ms. Walsh held the position of Chief Operating Officer and Deputy Secretary, Enabling Services Group, at the Department of Foreign Affairs and Trade of Australia, since 2022.  Earlier in her career, she held multiple other posts at the Department and posted abroad, including as Chief Operating Officer, Finance (2020–2022); Deputy Secretary, Global Cooperation, Development and Partnerships Group (2018–2020); Deputy Head of Mission, Australian Embassy in Japan (2016–2018); and as First Assistant Secretary, International Policy and Partnerships Division (AusAID) and Multilateral Development and Policy Division (2012–2015).  Ms. Walsh also held several positions in the Department of Climate Change and Energy between 2007 and 2012.

    Ms. Walsh holds degrees from three Australian universities, including a Master of Management from the Australian National University (2006); a Graduate Diploma in Environmental Sciences from Murdoch University (1992); and a Bachelor of Arts from Curtin University (1989).

    __________

    Produced by the United Nations Information Service in Geneva for use of the media; 
    not an official record. English and French versions of our releases are different as they are the product of two separate coverage teams that work independently.

    CR.25.024E

    MIL OSI United Nations News

  • MIL-Evening Report: AI is driving down the price of knowledge – universities have to rethink what they offer

    Source: The Conversation (Au and NZ) – By Patrick Dodd, Professional Teaching Fellow, Business School, University of Auckland, Waipapa Taumata Rau

    For a long time, universities worked off a simple idea: knowledge was scarce. You paid for tuition, showed up to lectures, completed assignments and eventually earned a credential.

    That process did two things: it gave you access to knowledge that was hard to find elsewhere, and it signalled to employers you had invested time and effort to master that knowledge.

    The model worked because the supply curve for high-quality information sat far to the left, meaning knowledge was scarce and the price – tuition and wage premiums – stayed high.

    Now the curve has shifted right, as the graph below illustrates. When supply moves right – that is, something becomes more accessible – the new intersection with demand sits lower on the price axis. This is why tuition premiums and graduate wage advantages are now under pressure.



    According to global consultancy McKinsey, generative AI could add between US$2.6 trillion and $4.4 trillion in annual global productivity. Why? Because AI drives the marginal cost of producing and organising information toward zero.

    Large language models no longer just retrieve facts; they explain, translate, summarise and draft almost instantly. When supply explodes like that, basic economics says price falls. The “knowledge premium” universities have long sold is deflating as a result.

    Employers have already made their move

    Markets react faster than curriculums. Since ChatGPT launched, entry-level job listings in the United Kingdom have fallen by about a third. In the United States, several states are removing degree requirements from public-sector roles.

    In Maryland, for instance, the share of state-government job ads requiring a degree slid from roughly 68% to 53% between 2022 and 2024.

    In economic terms, employers are repricing labour because AI is now a substitute for many routine, codifiable tasks that graduates once performed. If a chatbot can complete the work at near-zero marginal cost, the wage premium paid to a junior analyst shrinks.

    But the value of knowledge is not falling at the same speed everywhere. Economists such as David Autor and Daron Acemoglu point out that technology substitutes for some tasks while complementing others:

    • codifiable knowledge – structured, rule-based material such as tax codes or contract templates – faces rapid substitution by AI

    • tacit knowledge – contextual skills such as leading a team through conflict – acts as a complement, so its value can even rise.

    Data backs this up. Labour market analytics company Lightcast notes that one-third of the skills employers want have changed between 2021 and 2024. The American Enterprise Institute warns that mid-level knowledge workers, whose jobs depend on repeatable expertise, are most at risk of wage pressure.

    So yes, baseline knowledge still matters. You need it to prompt AI, judge its output and make good decisions. But the equilibrium wage premium – meaning the extra pay employers offer once supply and demand for that knowledge settle – is sliding down the demand curve fast.

    What’s scarce now?

    Herbert Simon, the Nobel Prize–winning economist and cognitive scientist, put it neatly decades ago: “A wealth of information creates a poverty of attention.” When facts become cheap and plentiful, our limited capacity to filter, judge and apply them turns into the real bottleneck.

    That is why scarce resources shift from information itself to what machines still struggle to copy: focused attention, sound judgement, strong ethics, creativity and collaboration.

    I group these human complements under what I call the C.R.E.A.T.E.R. framework:

    • critical thinking – asking smart questions and spotting weak arguments

    • resilience and adaptability – staying steady when everything changes

    • emotional intelligence – understanding people and leading with empathy

    • accountability and ethics – taking responsibility for difficult calls

    • teamwork and collaboration – working well with people who think differently

    • entrepreneurial creativity – seeing gaps and building new solutions

    • reflection and lifelong learning – staying curious and ready to grow.

    These capabilities are the genuine scarcity in today’s market. They are complements to AI, not substitutes, which is why their wage returns hold or climb.

    What universities can do right now

    1. Audit courses: if ChatGPT can already score highly on an exam, the marginal value of teaching that content is near zero. Pivot the assessment toward judgement and synthesis.

    2. Reinvest in the learning experience: push resources into coached projects, messy real-world simulations, and ethical decision labs where AI is a tool, not the performer.

    3. Credential what matters: create micro-credentials for skills such as collaboration, initiative and ethical reasoning. These signal AI complements, not substitutes, and employers notice.

    4. Work with industry but keep it collaborative: invite employers to co-design assessments, not dictate them. A good partnership works like a design studio rather than a boardroom order sheet. Academics bring teaching expertise and rigour, employers supply real-world use cases, and students help test and refine the ideas.

    Universities can no longer rely on scarcity setting the price for the curated and credentialed form of information that used to be hard to obtain.

    The comparative advantage now lies in cultivating human skills that act as complements to AI. If universities do not adapt, the market – students and employers alike – will move on without them.

    The opportunity is clear. Shift the product from content delivery to judgement formation. Teach students how to think with, not against, intelligent machines. Because the old model, the one that priced knowledge as a scarce good, is already slipping below its economic break-even point.

    Patrick Dodd does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. AI is driving down the price of knowledge – universities have to rethink what they offer – https://theconversation.com/ai-is-driving-down-the-price-of-knowledge-universities-have-to-rethink-what-they-offer-260493

    MIL OSI AnalysisEveningReport.nz

  • MIL-OSI Europe: Minister Burke Welcomes Ireland’s Competitiveness Challenge 2025 Report

    Source: Government of Ireland – Department of Jobs Enterprise and Innovation

    The Minister for Enterprise, Tourism and Employment, Peter Burke, welcomes the publication today of Ireland’s Competitiveness Challenge 2025, by the National Competitiveness and Productivity Council.

    Minister Burke said:

    “I welcome the National Competitiveness and Productivity Council’s analysis and recommendations, as set out in Ireland’s Competitiveness Challenge 2025. I also welcome the various positive findings by the Council about Ireland’s competitiveness performance – including an overall ranking of 7th in the IMD World Competitiveness Rankings – and concur with the Council’s assessment that we must not take our strong position for granted, given the highly competitive and uncertain global context in which we find ourselves. It is important for Ireland to retain its core strengths while addressing weaknesses.”

    This year’s Challenge report sets out a range of key issues facing Ireland’s economy over the medium to long-term with a clear emphasis on addressing those matters within our own control. The report’s high-level actions focus on exercising restraint in fiscal policy, addressing the cost of doing business, taking immediate action on infrastructural deficits, preparing the workforce for the future, and investing in digitalisation to improve productivity.

    The Minister added:

    “This work by the Council is highly valuable to Government. This year’s Challenge report has been an important input into the development of the Action Plan on Competitiveness and Productivity which was discussed at the second annual Competitiveness Summit this week. The Government will take the recommendations from the Council into consideration and will issue a formal reply in due course.”

    Ireland’s Competitive Challenge 2025 draws on the best available domestic and international research, and the most recent data available at the time of publication. This report makes 19 targeted and actionable recommendations to Government on the best ways to improve the competitiveness and productivity of the economy. Along with immediate issues facing the Irish economy, five medium- to long-term challenge areas are explored in detail in separate chapters of the report.

    This year, the Council has brought forward the publication of the Challenge report, with a view to making the report an important input to the Action Plan on Competitiveness and Productivity.

    NOTES TO EDITORS

    The National Competitiveness and Productivity Council (NCPC) was established in 1997 (then the National Competitiveness Council) to report to the Taoiseach, through the Minister for Enterprise, Tourism and Employment, on key competitiveness issues facing the Irish economy. In 2019, the NCPC was designated as Ireland’s National Productivity Board. 

    As part of its work, the NCPC makes recommendations on policy actions required to enhance Ireland’s competitive position. The NCPC publishes three main research outputs:

    • The Competitiveness Scorecard benchmarks Ireland against international competitors on areas of competitiveness and productivity. This is published every three years (and was last published in 2024).
    • The Competitiveness Challenge is an annual publication in which the NCPC makes recommendations for Government on key challenges to Ireland’s international competitiveness.
    • NCPC Bulletins are short and focused research notes, examining specific topics within the sphere of competitiveness and productivity. The NCPC releases multiple Bulletins each year. These short pieces often feed into the NCPC’s main Challenges report.

    The members of the Council are:

    Dr. Frances Ruane

    Chair – National Competitiveness and Productivity Council

    Dr. Laura Bambrick

    Head of Social Policy & Employment Affairs, ICTU

    Edel Clancy

    Group Director of Corporate Affairs, Musgrave Group

    Kevin Sherry 

    Interim Chief Executive, Enterprise Ireland

    Ciaran Conlon 

    Director of Public Policy, Microsoft Ireland

    Luiz de Mello

    Director of Country Studies, Economics Department, OECD

    Maeve Dineen

    Chair of Ireland’s Financial Services and Pensions Ombudsman

    Brian McHugh

    Chairperson, Competition and Consumer Protection Commission

    Gary Tobin

    Assistant Secretary, Department of Enterprise, Trade and Employment

    Michael Lohan

    Chief Executive, IDA Ireland

    Liam Madden 

    Independent Consultant, Semiconductor Industry

    Neil McDonnell

    Chief Executive, ISME

    Bernadette McGahon

    Director of Innovation Services, Industry Research & Development Group

    Danny McCoy 

    Chief Executive, IBEC

    Michael Taft 

    Research Officer, SIPTU

    ENDS

    MIL OSI Europe News

  • MIL-OSI United Nations: Srebrenica, 30 years on: UN officials and survivors call for truth, justice and vigilance

    Source: United Nations 2

    “I have survived a genocide,” said Munira Subašić, whose youngest son – her favourite – and 21 other family members were murdered in the July 1995 Srebrenica massacre.

    “And the world and Europe was just watching in silence.”

    Now president of the Mothers of Srebrenica and Žepa, Ms. Subašić spoke at a special commemoration, urging global leaders not to forget the past and to deliver justice for the victims and survivors.

    When you kill a mother’s child, you have killed a part of her,” Ms. Subašic said.

    Europe’s worst atrocity since World War II

    The 1995 genocide, perpetrated by the Bosnian Serb army, led to the killing of at least 8,372 men and boys, the displacement of thousands and destruction of entire communities in Srebrenica – which had been designed a “safe area” by the UN Security Council.

    A small and lightly armed unit of Dutch peacekeepers under the UN flag were unable to resist the large Bosnian Serb force, which overran the town of Srebrenica.

    The massacre has been formally recognized as genocide by both the International Court of Justice (ICJ) and the International Criminal Tribunal for the former Yugoslavia (ICTY).

    Last year, the General Assembly designated 11 July as the International Day of Reflection and Commemoration for the 1995 Genocide in Srebrenica.  

    UN Photo/Loey Felipe

    An exhibition marking the 30-year anniversary of the 1995 genocide in Srebrenica is held at UN headquarters in New York.

    Remember and honour the victims 

    Speaking on behalf of UN Secretary-General António Guterres, Chef de Cabinet Courtenay Rattray paid tribute to those who lost their lives and to the courage of their families. 

    Today we remember and honour the victims. We pay tribute to the strength, dignity and resilience of the survivors,” he said.      

    Mr. Guterres, in his message, said the international community must continue to stand against hatred, division, and denial.

    Only by recognizing the suffering of all victims can we build mutual understanding, trust, and lasting peace,” he said. “We must ensure the voices of Srebrenica survivors continue to be heard – countering denial, distortion and revisionism.”  

    The dangers of forgetting  

    UN officials expressed concern over ongoing efforts to deny the genocide and glorify those convicted of war crimes. They warned that such narratives can fuel division and hinder reconciliation.

    Education remains our strongest defence against the erosion of memory,” said Philémon Yang, President of the General Assembly. “We must not only remember history, but learn from it so that tragedies like Srebrenica are never repeated.”

    Learning from the past is especially important today – the Secretary-General noted that the same “dangerous currents” which led to the genocide in Srebrenica are present again in the world today.  

    After Srebrenica, the world said – once again – ‘Never Again.’ Yet, hate speech is on the rise again, fuelling discrimination, extremism and violence,” Mr. Guterres said.

    A family scattered

    Mirela Osmanović, a young professional at the Srebrenica Memorial Center, was born after the genocide but lives with its impact. Two of her brothers were killed. Some of their remains were found, but parts of their bodies are still missing. Their absence, she said, weighs on her family daily.

    My parents forbade themselves any joy while their sons, my brothers, lay somewhere in the ground, incomplete, scattered across mass graves – as if every smile would be betrayal, as if happiness might mean forgetting.”

    The pain of this loss is always with her family even as the world promised that Srebrenica would never happen again.  

    “We were given words, resolutions, statements, solemn promises of ‘never again,’” she said. “And yet, 30 years later, we are still asking what does ‘never again’ mean?”

    A new generation, still asking questions

    Ms. Osmanović speaks frequently with young people around the world who ask what happens when violence ends.

    “What happens when the headlines fade, when the graves are found and facts are clear? Does justice follow?”

    Her answer is that justice does not follow often enough.  

    Justice if it comes too late or only on paper cannot restore trust. And peace without dignity is not peace at all.”

    In 2015, UN News spoke to Adama Dieng, the Secretary-General’s special advisor on the prevention of genocide, about the importance of remembering the Srebrenica genocide. 

    MIL OSI United Nations News

  • MIL-OSI USA: Senator Collins Announces the Nomination of Joshua Dunlap to the U.S. Court of Appeals for the First Circuit

    US Senate News:

    Source: United States Senator for Maine Susan Collins

    Washington, D.C. — U.S. Senator Susan Collins announced today that Joshua Dunlap, of Scarborough, Maine, has been nominated by President Donald Trump to the U.S. Court of Appeals for the First Circuit. 

    In February, Senator Collins established a Federal Appointments Advisory Committee to evaluate candidates for Senate-confirmed positions in Maine. As the senior Republican member of Maine’s congressional delegation, Senator Collins is advising the Trump Administration as it selects candidates for federal positions in the state, and the Committee’s recommendations are an integral part of that process.

    Mr. Joshua Dunlap was a top candidate recommended by my Federal Appointments Advisory Committee for this important position.  Mr. Dunlap currently serves as a Partner at Pierce Atwood LLP where he co-chairs the firm’s Appellate & Amici team. His wealth of appellate experience, along with his intelligence and temperament, make him an excellent choice to serve on the federal bench, said Senator Collins. A native of Vassalboro, now living in Scarborough, he will serve Maine well in this critical role. I look forward to working with my colleagues in the Senate to swiftly confirm Mr. Dunlap.

    A native of Vassalboro, Maine, Mr. Dunlap is currently a partner in the litigation group of Pierce Atwood LLP, where he co-chairs the firm’s Appellate & Amici team. He has practiced at Pierce Atwood for over fifteen years, handling substantial civil litigation matters in both appellate and trial courts. 

    His practice in federal and state courts has involved a wide range of common law, statutory, and constitutional claims. Mr. Dunlap currently serves as the chair for the Maine Appellate Rules Committee, to which he was appointed by the Maine Supreme Judicial Court. 

    As an associate, Mr. Dunlap assisted multiple special masters, including the Honorable William J. Kayatta, Jr., and Ralph I. Lancaster, Jr., in overseeing original jurisdiction proceedings before the Supreme Court of the United States

    Prior to returning to Pierce Atwood, Mr. Dunlap clerked for the Honorable Paul J. Kelly, Jr., of the United States Court of Appeals for the Tenth Circuit.

    Mr. Dunlap graduated from the Notre Dame Law School, where he was the first in his class. 

    MIL OSI USA News

  • MIL-OSI USA: Senator Collins Announces More Than $4.4 Million for TRIO Student Support Services Grants for Maine

    US Senate News:

    Source: United States Senator for Maine Susan Collins

    Department of Education’s action follows Senator Collins’ urging of the Secretary at an Appropriations Hearing.

    Washington, D.C. — Today, U.S. Senator Susan Collins, the co-chair of the bipartisan Congressional TRIO Caucus, announced that the Department of Education has awarded a total of $4,437,139 in TRIO Student Support Services grants to 11 Maine colleges and universities. These grants are given to colleges and universities to improve the retention and graduation rates of first-generation and low-income college students. The announcement comes after Senator Collins, Chair of the Senate Appropriations Committee, questioned Secretary of Education Linda McMahon on the proposed elimination of TRIO programs at an Appropriations hearing to review the Fiscal Year 2026 budget request for the U.S. Department of Education. 

    I have seen the lives of countless first-generation and low-income students, not only in Maine, but across the country, changed by the TRIO program. I am glad the Secretary of Education followed through on the commitment she made to me at our Appropriations hearing to disburse these grants, and I will continue to urge the Administration to support this critical investment into our students and schools,” said Senator Collins.  

    The following Maine colleges and universities received Student Support Services grants:

    1. University of Maine – $694,807
    2. Central Maine Community College – $620,879
    3. University of Maine at Augusta – $566,531
    4. University of Southern Maine – $544,728
    5. Southern Maine Community College – $544,728 
    6. University of Maine at Presque Isle – $373,084
    7. University of Maine at Fort Kent – $356,773
    8. Kennebec Valley Community College – $352,531
    9. University of Maine at Farmington – $352,530
    10. Washington County Community College – $302,912
    11. Eastern Maine Community College – $272,364

    In June, Senator Collins announced the Department of Education’s release of TRIO Upward Bound Grants for Maine following her urging. 

    MIL OSI USA News

  • MIL-OSI USA: Senator Collins Announces More Than $4.4 Million for TRIO Student Support Services Grants for Maine

    US Senate News:

    Source: United States Senator for Maine Susan Collins

    Department of Education’s action follows Senator Collins’ urging of the Secretary at an Appropriations Hearing.

    Washington, D.C. — Today, U.S. Senator Susan Collins, the co-chair of the bipartisan Congressional TRIO Caucus, announced that the Department of Education has awarded a total of $4,437,139 in TRIO Student Support Services grants to 11 Maine colleges and universities. These grants are given to colleges and universities to improve the retention and graduation rates of first-generation and low-income college students. The announcement comes after Senator Collins, Chair of the Senate Appropriations Committee, questioned Secretary of Education Linda McMahon on the proposed elimination of TRIO programs at an Appropriations hearing to review the Fiscal Year 2026 budget request for the U.S. Department of Education. 

    I have seen the lives of countless first-generation and low-income students, not only in Maine, but across the country, changed by the TRIO program. I am glad the Secretary of Education followed through on the commitment she made to me at our Appropriations hearing to disburse these grants, and I will continue to urge the Administration to support this critical investment into our students and schools,” said Senator Collins.  

    The following Maine colleges and universities received Student Support Services grants:

    1. University of Maine – $694,807
    2. Central Maine Community College – $620,879
    3. University of Maine at Augusta – $566,531
    4. University of Southern Maine – $544,728
    5. Southern Maine Community College – $544,728 
    6. University of Maine at Presque Isle – $373,084
    7. University of Maine at Fort Kent – $356,773
    8. Kennebec Valley Community College – $352,531
    9. University of Maine at Farmington – $352,530
    10. Washington County Community College – $302,912
    11. Eastern Maine Community College – $272,364

    In June, Senator Collins announced the Department of Education’s release of TRIO Upward Bound Grants for Maine following her urging. 

    MIL OSI USA News

  • MIL-OSI USA: Senator Collins Announces More Than $4.4 Million for TRIO Student Support Services Grants for Maine

    US Senate News:

    Source: United States Senator for Maine Susan Collins

    Department of Education’s action follows Senator Collins’ urging of the Secretary at an Appropriations Hearing.

    Washington, D.C. — Today, U.S. Senator Susan Collins, the co-chair of the bipartisan Congressional TRIO Caucus, announced that the Department of Education has awarded a total of $4,437,139 in TRIO Student Support Services grants to 11 Maine colleges and universities. These grants are given to colleges and universities to improve the retention and graduation rates of first-generation and low-income college students. The announcement comes after Senator Collins, Chair of the Senate Appropriations Committee, questioned Secretary of Education Linda McMahon on the proposed elimination of TRIO programs at an Appropriations hearing to review the Fiscal Year 2026 budget request for the U.S. Department of Education. 

    I have seen the lives of countless first-generation and low-income students, not only in Maine, but across the country, changed by the TRIO program. I am glad the Secretary of Education followed through on the commitment she made to me at our Appropriations hearing to disburse these grants, and I will continue to urge the Administration to support this critical investment into our students and schools,” said Senator Collins.  

    The following Maine colleges and universities received Student Support Services grants:

    1. University of Maine – $694,807
    2. Central Maine Community College – $620,879
    3. University of Maine at Augusta – $566,531
    4. University of Southern Maine – $544,728
    5. Southern Maine Community College – $544,728 
    6. University of Maine at Presque Isle – $373,084
    7. University of Maine at Fort Kent – $356,773
    8. Kennebec Valley Community College – $352,531
    9. University of Maine at Farmington – $352,530
    10. Washington County Community College – $302,912
    11. Eastern Maine Community College – $272,364

    In June, Senator Collins announced the Department of Education’s release of TRIO Upward Bound Grants for Maine following her urging. 

    MIL OSI USA News

  • MIL-OSI USA: SPC Severe Thunderstorm Watch 496 Status Reports

    Source: US National Oceanic and Atmospheric Administration

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    MIL OSI USA News

  • MIL-OSI USA: SPC Severe Thunderstorm Watch 496 Status Reports

    Source: US National Oceanic and Atmospheric Administration

    Search by city or zip code. Press enter or select the go button to submit request
    Local forecast by”City, St” or “ZIP” 

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    Watch 496 Status Reports

    Watch 496 Status Message has not been issued yet.

    Top/Watch Issuance Text for Watch 496/All Current Watches/Forecast Products/Home

    Weather Topics:Watches, Mesoscale Discussions, Outlooks, Fire Weather, All Products, Contact Us

    NOAA / National Weather ServiceNational Centers for Environmental PredictionStorm Prediction Center120 David L. Boren Blvd.Norman, OK 73072 U.S.A.spc.feedback@noaa.govPage last modified: July 08, 2025
    DisclaimerInformation QualityHelpGlossary
    Privacy PolicyFreedom of Information Act (FOIA)About UsCareer Opportunities

    MIL OSI USA News

  • MIL-OSI USA: Congress Codifies 28 of President Trump’s Executive Actions in One Big Beautiful Bill

    Source: United States House of Representatives – Representative Mike Johnson (LA-04)

    Congress Codifies 28 of President Trump’s Executive Actions in One Big Beautiful Bill

    Washington, July 8, 2025

    WASHINGTON — Last week, when House Republicans passed President Trump’s signature legislation, the One Big Beautiful Bill, they codified into law 28 executive actions taken by President Trump.

    “President Trump has done more to improve the lives of working Americans in the last six months than almost anyone could have imagined,” said Speaker Johnson. “He has repaired Joe Biden’s damage and kickstarted America’s new Golden Age. To help accomplish the mission, Congress has cemented President Trump’s agenda by passing the Administration’s signature legislation—the One Big Beautiful Bill. In this historic act, Republicans included 28 of President Trump’s top executive actions – now codifying some of the most significant America First priorities.”

    Executive Actions Codified into Law by the One Big Beautiful Bill:

    1. Securing our Borders
    2. Declaring A National Emergency At The Southern Border Of The United States
    3. Protecting the American People Against Invasion
    4. Ending Taxpayer Subsidization of Open Borders
    5. Restricting the Entry of Foreign Nationals to Protect the United States from Foreign Terrorists and other National Security and Public Safety Threats
    6. Implementing the President’s “DOGE” Cost Efficiency Initiative
    7. Protecting America’s Bank Account Against Fraud, Waste, and Abuse
    8. Continuing the Reduction of the Federal Bureaucracy
    9. Stopping Waste, Fraud, and Abuse by Eliminating Information Silos 
    10. Iron Dome for America
    11. Unleashing American Drone Dominance
    12. Restoring America’s Maritime Dominance
    13. Unleashing American Energy
    14. Reinvigorating America’s Beautiful Clean Coal Industry
    15. Unleashing Alaska’s Extraordinary Resource Potential
    16. Declaring a National Energy Emergency
    17. Immediate Measures to Increase American Mineral Production
    18. Immediate Expansion of American Timber Production
    19. Clarifying The Military’s Role In Protecting The Territorial Integrity Of The United States
    20. Keeping Americans Safe in Aviation
    21. Improving Education Outcomes by Empowering Parents, States, and Communities
    22. Reforming Accreditation to Strengthen Higher Education
    23. Establishing the President’s Make America Health Again Commission
    24. Further Amendment to Duties Addressing the Synthetic Opioid Supply Chain in the People’s Republic of China as Applied to Low-Value Imports
    25. The Organization for Economic Co-operations and Development (OECD) Global Tax Deal (Global Tax Deal)
    26. Enforcing the Hyde Amendment
    27. Celebrating America’s 250th Birthday – Garden of Heroes
    28. Making the District of Columbia Safe and Beautiful

    ###

    MIL OSI USA News

  • MIL-OSI USA: Congressman Ruiz introduces the Treat and Reduce Obesity Act to combat obesity epidemic, improve Americans’ health

    Source: United States House of Representatives – Congressman Raul Ruiz (36th District of California)

    Palm Desert, CA – Today, U.S. Representatives Dr. Raul Ruiz (D-CA), Mike Kelly (R-PA), Mariannette Miller-Meeks, M.D. (R-IA), and Gwen Moore (D-WI) introduced the Treat and Reduce Obesity Act (TROA), bipartisan legislation to combat the obesity crisis in the United States by providing regular screenings. 

    The bill would also prevent diseases associated with obesity through expanded coverage of new health care specialists and chronic weight management medications for Medicare recipients.

    “Obesity is a complex, chronic disease and a growing public health crisis that costs our nation billions each year,” said Congressman Dr. Raul Ruiz. “As an emergency physician, I’ve treated countless patients suffering from diabetes, heart disease, and other serious complications linked to obesity. The bipartisan Treat and Reduce Obesity Act would give seniors struggling with obesity access to Medicare coverage for proven medications and behavioral therapies, empowering them to live healthier, longer lives.”

    “The Treat and Reduce Obesity Act takes a critical step toward improving patient costs and patient outcomes,” said Rep. Kelly. “This bipartisan legislation would allow seniors struggling with obesity to take a responsible, proactive approach to improve their health and live longer, more active lives. I look forward to working with the Trump administration and the team at CMS, including my friend Dr. Mehmet Oz, to make America healthy again!”

    “As a physician and former director of the Iowa Department of Public Health, I have seen firsthand how obesity contributes to serious and preventable health conditions. The Treat and Reduce Obesity Act allows Medicare beneficiaries to access life-changing treatments, including behavioral therapy and FDA-approved medications. This bipartisan legislation improves health outcomes, lowers long-term costs, and helps Americans live longer and healthier lives,” said Dr. Miller-Meeks.

    “Obesity poses a growing health risk to millions of Americans, especially older adults. TROA would support critical medical interventions that can help those struggling with obesity, improving the overall health and wellbeing of Medicare beneficiaries,” said Rep. Moore.

    You can find the full bill text here.

    Senator Bill Cassidy leads companion legislation in the U.S. Senate.

    BACKGROUND

    According to the Centers for Disease Control and Prevention, diseases associated with obesity such as heart disease, stroke, type II diabetes, and certain types of cancer are the leading causes of preventable death in the U.S. TROA would work to directly prevent these comorbidities.

    The scientific understanding of obesity has evolved, recognizing it as a complex, chronic, and relapsing disease. Obesity is a public health crisis in the United States. The total economic and societal impact of obesity rose to $1.4 trillion in the United States in 2018, up from $976 billion in 2014.

    A recent study found that Medicare beneficiaries with obesity and at least one other chronic illness could significantly reduce healthcare costs through weight management. Annual savings were estimated at up to 38% or nearly $10,000 in medical cost savings. Additionally, the USC Schaeffer Center found coverage of new obesity treatments could generate approximately $175 billion in cost offsets to Medicare in the first 10 years alone, increasing to $700 billion in 30 years. Coverage of medications to treat obesity will enhance human health and reduce federal healthcare costs by lowering the risks and prevalence of costly obesity-related chronic diseases.

    The following organizations have endorsed TROA this Congress: Academy of Nutrition and Dietetics, American Academy of Pas, American Association of Clinical Endocrinologists, American College of Occupational and Environmental Medicine, American Diabetes Association, American Gastroenterological Association, American Medical Group Association, American Psychological Association, American Society for Metabolic & Bariatric Surgery, American Society for Nutrition, Association of Asian Pacific Community Health Organizations, Association of Diabetes Care and Education Specialists, Black Woman’s Health Imperative, Boehringer-Ingelheim, ConscienHealth, Currax, Diabetes Leadership Council, Diabetes Patient Advocacy Coalition, Eli Lilly and Company, Endocrine Society, Gerontological Society of America, Global Liver Institute, Healthcare Leadership Council, HealthyWomen, Intuitive Surgical, MedTech Coalition for Metabolic Health, National Alliance of Healthcare Purchaser Coalitions, National Consumers League, National Council on Aging, National Hispanic Medical Association, National Kidney Foundation, Novo Nordisk, Obesity Action Coalition, Obesity Medicine Association, Ro, Strategies to Overcome and Prevent (STOP) Obesity Alliance, The Obesity Society, Trust for America’s Health, WW Weight Watchers International, and YMCA of the USA.

    MIL OSI USA News

  • MIL-OSI USA: Collaboration Reveals How Light Unlocks Chemistry of Nickel Catalyst

    Source: US National Renewable Energy Laboratory


    Max Kudisch works in the Ultrafast Spectroscopy of Photoconversion Processes Lab at NREL, where he performed experiments to investigate the role of light in activating the nickel pre-catalyst. Photo by Justin Johnson, NREL

    A team of scientists across several U.S. Department of Energy (DOE) national laboratories has unraveled how light and a previously unknown form of certain nickel-based catalysts together unlock and preserve reactivity.

    This research, described in the journal Nature Communications, could potentially advance the use of abundant nickel in place of more expensive palladium in industrial chemistry.

    The collaborative research effort was spearheaded by NREL and involved scientists from DOE’s SLAC National Accelerator Laboratory, Brookhaven National Laboratory, and Argonne National Laboratory, among other institutions.

    Nickel catalysts have emerged as promising replacements for palladium catalysts in industrial-scale chemical reactions, as nickel is both more readily available and cheaper. Nickel has other advantages: its reactivity can be driven by light instead of the high heat required for palladium, resulting in milder overall reaction conditions, which expands the variety of reactions that can be done. Nickel catalysts can also facilitate reactions that are new and have not been demonstrated with palladium, but key questions regarding how these light-activated nickel catalysts operate have remained unanswered until now.

    The newly published paper explains how light activates the catalyst to enable it to join two fragments of simple molecules to make a more complex molecule. Along the way, the researchers discovered a new intermediate form of the nickel catalyst that keeps the catalyst from degrading.

    “Pharmaceuticals is the only area that has commercialized light-driven nickel catalysis so far, but nickel-based catalysts can also potentially replace palladium catalysts for a variety of other industrial processes, including in the agricultural industry and the manufacture of electronics,” said Max Kudisch, first author of the paper and a postdoctoral researcher at NREL. “There are some very large-volume chemicals that are produced there where these sorts of methods could be applicable.”

    The price difference between the two elements is vast. An ounce of nickel costs approximately 50 cents, while an ounce of palladium approaches $1,000.

    “Nickel has often been used in tandem with an iridium photosensitizer,” said Matthew Bird, a chemist at Brookhaven and a co-author of the paper. “But as we start to understand exactly how it works, we could then see ways of getting rid of the iridium, a rare element like palladium, and just having the nickel. That adds to the potential value.”

    The researchers experimented with nickel dihalides, compounds where nickel is bonded to two halide ions such as chloride, which are the predominant source of nickel used in these types of reactions. Exposure to light causes a bond between the nickel and chloride to break, which lowers the oxidation state of nickel and suddenly makes it reactive. But the freed chloride ion, now a chlorine “radical” due to the broken bond, does not sit idly by. In the reaction the team studied, they first hypothesized and then confirmed that it interacts with the solvent. This creates an activated form of the solvent that in turn can react with the activated nickel.

    That turns out to be a crucial and previously unknown step because it forms a stable nickel intermediate that prevents the activated nickel atoms from interacting directly with one another.

    “Controlling the amount of the nickel in the lower oxidation state in the reaction is essential to prevent the catalyst from getting deactivated,” Kudisch said.

    If the intermediate did not exist, the lower oxidation state form of nickel would build up and bind with itself, forming a nickel compound that can no longer catalyze the reaction.

    Instead, the solvent-bound intermediate can react further to complete the joining of molecules to achieve the desired chemistry.

    Justin D. Earley prepares nickel/iridium solutions for time-resolved X-ray absorption measurements at the Advanced Photon Source, beamline 11ID-D, at Argonne National Laboratory. Photo by Obadiah Reid, NREL

    The researchers used a range of techniques to follow the chemistry step by step, showing how light drives the chemistry.

    One of these tools was the Laser Electron Accelerator Facility (LEAF) within Brookhaven Lab’s Chemistry Division, which combines very short pulses of electrons with various spectroscopic detection methods to produce and examine transient molecular and atomic species with high time resolution. 

    “Pulse radiolysis lets us generate reactive intermediates to recreate a particular step in a proposed reaction mechanism to see if that step does or does not actually happen,” Bird said.

    Lakshmy Kannadi Valloli, a Brookhaven Lab postdoc working with Bird, used LEAF to generate the reactive “radical” form of the solvent. “Then we watched that radical react with the nickel and saw what species it made,” Kannadi Valloli said.

    The spectroscopic signature matched what Kudisch had seen when he shone light on the solution. This helped to confirm the hypothesis of how light activates the catalyst, and how the subsequent reactions generate the protective nickel intermediate.

    Scientists at SLAC further characterized the intermediate using powerful X-rays at the Stanford Synchrotron Radiation Light Source (SSRL), a DOE Office of Science user facility, to understand its atomic-scale structure.

    “Max made it by shining light on it. We made it by pulse radiolysis. And then our colleagues at SLAC looked at it with X-rays,” Bird said.

    “With those techniques all combined, we know the exact molecular structure of this intermediate form of the nickel catalyst and the pathway through which it is formed,” Kudisch concluded.

    This mechanistic understanding could lead to new strategies to prevent catalyst degradation and control the amount of activated nickel catalyst present during the reaction to advance the use of light-driven nickel catalysts.

    In addition to the four national laboratories, researchers who contributed to the project are with Northeastern University and the University of Colorado Boulder. Other NREL personnel listed as co-authors are Justin Earley, Anna Zieleniewska, Rebecca Smaha, Garry Rumbles, and Obadiah Reid.

    The research was funded by DOE’s Bio-Inspired Light-Escalated Chemistry Energy Frontier Research Center via the DOE Office of Science.

    MIL OSI USA News

  • MIL-OSI Africa: Senator Dr. Rasha Kelej congratulates the Winners of Merck Foundation Media Awards- 125 Winners from 36 Countries announced

    Source: APO

    • Merck Foundation CEO announced call for application of 2025 Merck Foundation Media Recognition Awards in partnership with African First Ladies – apply now at submit@merck-foundation.com

    Merck Foundation (www.Merck-Foundation.com), the philanthropic arm of Merck KGaA Germany, in partnership with the First Ladies of Africa, proudly announced the Winners of their Merck Foundation Africa Media Recognition Awards 2024 under the categories “More Than a Mother” and “Diabetes and Hypertension”.

    The Awards Ceremony was conducted virtually to honor and celebrate the outstanding contributions of all the winning media professionals. The winners were warmly acknowledged by Senator Dr. Rasha Kelej, CEO of Merck Foundation and President of the “More Than a Mother” campaign.

    Senator, Dr. Rasha Kelej expressed, “I am truly happy to announce the winners of our Media Awards, together with my dear sisters, The First Ladies of Africa, who are also the Ambassadors of the Merck Foundation ‘More Than a Mother’ Campaign. This year, we are delighted to celebrate 125 outstanding winners from 36 countries. It brings me joy to see such impressive participation not only from across Africa but also from several Asian and Latin American countries. Congratulations to all our incredible winners!

    It is a true pleasure to welcome you all as Merck Foundation Alumni. Let’s continue to work together to raise awareness about critical social and health challenges, be the voice of the voiceless, and create culture shift in our communities.”

    Merck Foundation Media Awards launched in 2017, are announced annually, with over 640 Winners from 52 countries celebrated to date.

    The theme of the “More Than a Mother” Media Awards is to raise awareness about important social issues like: Breaking Infertility Stigma, Supporting Girl Education, Women Empowerment, Ending Child Marriage, Ending Female Genital Mutilation and/or Stopping Gender-Based Violence. The theme of the “Diabetes and Hypertension” Media Awards is to Promote a Healthy Lifestyle and raise awareness about prevention and early detection of Diabetes and Hypertension.

    The Merck Foundation CEO also launched the Call for Applications for the 2025 Media Awards. “I am pleased to invite entries for the Merck Foundation Media Recognition Awards 2025“More Than a Mother” & “Diabetes and Hypertension”, in partnership with the African First Ladies. I look forward to receiving another outstanding round of impactful entries this year as well.” Said Senator Dr. Rasha Kelej.

    Winners of Merck Foundation “More Than a Mother” Media Recognition Awards 2024

    Here are the winners from West African Countries in partnership with The First Lady of the Republic of The Gambia, H.E. Mrs. FATOUMATTA BAH-BARROW; and The First Lady of the Republic of Sierra Leone, H.E. Dr. FATIMA MAADA BIO:

    PRINT CATEGORY WINNER

    • Jennifer Ambolley, The Chronicle, Ghana (First Position)
    • Mackie Muctarr Jalloh, News Times Daily, Sierra Leone (Second position)
    • Alao Abiodun, The Nation, Nigeria (Second position)

    ONLINE CATEGORY WINNERS

    • Dzifa Tetteh Tay, The Spectator, Ghana (First Position)
    • Laudia Sawer, Ghana News Agency, Ghana (First Position)
    • Nyima Sillah, The Voice, The Gambia (Second Position)
    • Isatou Ceesay, The Gambia Point, The Gambia (Third Position)
    • Abigail Arthur, Citi Newsroom, Ghana (Third Position)
    • Odimegwu Onwumere, The Nigerian Voice, Nigeria (Third Position)

    RADIO CATEGORY WINNER

    • Mavis Offei Acheampong, GBC Radio, Ghana (First Position)
    • Joyce Kantam Kolamong, GBC Radio, Ghana(Second Position)
    • Zainab Sunkary Koroma, Star Radio, Sierra Leone (Third Position)

    MULTIMEDIA CATEGORY WINNERS

    • Tolulope Adeleru-Balogun, News Central TV, Nigeria (First Position)
    • Alieu Ceesay, QTV, The Gambia (Second Position)
    • Mona Lisa Frimpong, Joy News, Ghana (Third Position)

    Here are the Winners from Southern African Countries in partnership with The First Lady of the Republic of Malawi, H.E. Mrs. MONICA CHAKWERA; The First Lady of the Republic of Zimbabwe, H.E. Amai Dr. AUXILLIA MNANGAGWA:

    PRINT CATEGORY WINNERS

    • Precious Kumbani, The Nation, Malawi (First Position)
    • Gresham Ngwira, Freelancer, Malawi (Second Position)
    • Simon Muntemba, Daily Nation, Zambia (Second Position)
    • Charlotte Nambadja, The Namibian, Namibia (Third Position)
    • Silence Mugadzaweta, The Standard, Zimbabwe (Third Position)

    ONLINE CATEGORY WINNERS

    • Alain Kabinda, Daily News Agency, Zambia (First Position)
    • Catherine Murombedzi, Freelancer, Zimbabwe (First Position)
    • Alick Ponje, The Times, Malawi (second Position)
    • Wallace Mawire, Pan African Visions, Zimbabwe (Second Position)
    • Hamu Madzedze, 365 Health Diaries, Zimbabwe (Third Position)
    • Kundai Michael Magoronga, Chronicle, Zimbabwe (Third Position)
    • Mlondi Mkhize, Briefly News, South Africa (Third Position)

    RADIO CATEGORY WINNERS

    • Glendah Fadzai Takachicha, Capitalk FM, Zimbabwe (First Position)
    • Tina Nyirenda, Smooth FM, Zambia (Second Position)
    • Sylviah Chisi, Trans World Radio, Malawi (Second Position)
    • Nyasha Mandimutsira, Capitalk FM, Zimbabwe (Third Position)
    • Perina N. Wahara, PL FM, Malawi (Third Position)

    MULTIMEDIA CATEGORY WINNERS

    • Keneilwe Pono, YTV, Botswana (First Position)
    • Taati Niilenge, The Namibian, Namibia (Second Position)
    • Lame Lucas, YTV, Botswana (Third Position)

    Here are the winners from East African Countries:

    PRINT CATEGORY WINNERS

    • Elizabeth Angira, People Daily, Kenya (First Position)
    • Marco Maduhu, Nipashe, Tanzania (Second Position)
    • Margaret Maina, Nation Media, Kenya (Second Position)
    • Beatrice Philemon Mukocho, The Guardian, Tanzania (Third Position)
    • Vitus Audax, The Guardian, Tanzania (Third Position)

    ONLINE CATEGORY WINNERS

    • Kamau Maichuhie, Nation Online, Kenya (First Position)
    • Isabella Maua Chemosit, Freelancer, Kenya (Second Position)
    • Anne Robi, Daily News, Tanzania (Second Position)
    • Nteza Michael, UG Standard, Uganda (Third Position)
    • Benjamin Takpiny, Anadolu Agency, South Sudan (Third Position)
    • Ayele Addis Ambelu, Ethiopian Mass Media Action News, Ethiopia (Third Position)

    RADIO CATEGORY WINNERS

    • Caren Waraba Sisya, Radio Citizen, Kenya (First Position)
    • Mamer Abraham Kuot, Voice of America, South Sudan, (Second Position)
    • Mwanaisha Makumbuli, Highlands FM, Tanzania (Second Position)
    • Fatuma Mustapha Mtemangani, Pambazuko FM, Tanzania (Third Position)
    • Daniel Byiringiro, Flash FM, Rwanda (Third Position)

    MULTIMEDIA CATEGORY WINNER

    • Rose Wangui, NTV Kenya, Kenya (First Position)
    • Andrew Juma, TV47, Kenya (Second Position)
    • Leonard Kigozi  and Isabel Nakirya, CGTN Africa, Uganda (Third Position)
    • Mackriner Siyovelwa, Crown Media, Tanzania (Third Position)

    Here are the winners from French Speaking African Countries in partnership with The First Lady of the Republic of Burundi, H.E. Madam ANGELINE NDAYISHIMIYE; The First Lady of Democratic Republic of the Congo, H.E. Madam DENISE NYAKERU TSHISEKEDI:

    PRINT CATEGORY WINNER

    • Issa Moussa, Niger Times, Niger (First Position)
    • Koami Agbetiafa, Niger Inter Press Group, Niger (Second Position)

    ONLINE CATEGORY WINNERS

    • AZODODASSI Mêmèdé Ambroisine, Savoir News, Togo (First Position)
    • Julio Gada, Global News, Benin (Second Position)
    • Boris Esono Nwenfor, Pan African Visions, Cameroon (Third Position)
    • Bakari Guèye, Initiatives News, Mauritania (Third Position)
    • Frimo Koukou Djipro, Lelus, Côte d’Ivoire (Third Position)

    RADIO CATEGORY WINNERS

    • Remy RUKUNDO, Radio TV Buntu, Burundi (First Position)
    • Magnus MFURANZIMA, ISÔKO FM, Burundi (First Position)
    • Mame Mbagnick DIOUF, Radio Oxyjeunes, Senegal (Second Position)
    • Tanko Worou, Radio SU TII DERA, Benin (Second Position)
    • Moussa KONE, Radio Channel 2, Mali (Third Position)

    MULTIMEDIA CATEGORY WINNERS

    • Matthias KABUYA TSHILUMBA, RTDK, DRC (First Position)

    Here are the winners from Portuguese Speaking African Countries in partnership with The First Lady of the Republic of Cabo Verde, H.E. Dr. DÉBORA KATISA CARVALHO:

    ONLINE CATEGORY WINNERS

    • Edisângela Tavares, Expresso das Ilhas, Cabo Verde (First Position)
    • Sheilla Ribeiro, Sociedade, Cabo Verde (Second Position)

    RADIO CATEGORY WINNERS

    • Teresa Monteiro Pinto, Rádio Televisão de Cabo Verde, Cabo Verde (First Position)

    MULTIMEDIA CATEGORY WINNERS

    • Ângelo Semedo, Deutsche Welle, Cabo Verde (First Position)

    Merck Foundation “Diabetes & Hypertension” Media Recognition Awards 2024

    Here are the winners from West African Countries in partnership with The First Lady of the Republic of The Gambia, H.E. Mrs. FATOUMATTA BAH-BARROW; and The First Lady of the Republic of Sierra Leone, H.E. Dr. FATIMA MAADA BIO:

    PRINT CATEGORY WINNER

    • Agnes Opoku Saprong, Ghanaian Times, Ghana (First Position)
    • Patience Ivie Ihejirika, Leadership Newspaper, Nigeria (Second Position)

    ONLINE CATEGORY WINNERS

    • Muhammed Lamin Touray, Freelancer, The Gambia (First Position)
    • Prince Owusu Asiedu, Adom Online, Ghana (Second Position)
    • Lara Adejoro, The Punch, Nigeria (Third Position)

    RADIO CATEGORY WINNERS

    • Godwin Awuni Anafo, Odadee Radio, Ghana (First Position)

    MULTIMEDIA CATEGORY WINNER

    • Emmanuel Dzivenu Seyram Abla De-Souza, Joy TV, Ghana (First Position)
    • Ezedimbu Karen Ogomegbunem, Africa Independent Television, Nigeria, (Second Position)
    • Lois Abba Sambo, Abuja Broadcasting Corporation, Nigeria (Third Position)
    • Akua Oforiwa Darko, TV3, Ghana (Third Position)

    Here are the Winners from Southern African Countries in partnership with The First Lady of the Republic of Malawi, H.E. Mrs. MONICA CHAKWERA; The First Lady of the Republic of Zambia, H.E. Mrs. MUTINTA HICHILEMA; The First Lady of the Republic of Zimbabwe, H.E. Amai Dr. AUXILLIA MNANGAGWA:

    PRINT CATEGORY WINNER

    • Nancy Kefilwe Ramokhua, The Patriot, Botswana (First Position)
    • Matilda Chimwaza Majawa, Times Group, Malawi (Second Position)

    ONLINE CATEGORY WINNERS

    • June Shimuoshili, Unwrap Online, Namibia (First Position)
    • Tendai Chisiri, Sport Way News Net, Zimbabwe (Second Position)
    • Shireen van Wyk, Shay Blogger, Namibia (Third Position)
    • Prince Kurupati, Pan African Visions, Zimbabwe (Third Position)

    RADIO CATEGORY WINNERS

    • Elvis Howahowa, Times Radio, Malawi (First Position)
    • Stella Mlotha, Trans World Radio, Malawi (Second Position)

    Here are the winners from East African Countries:

    PRINT CATEGORY WINNER

    • Lucy Johnbosco, Mwananchi, Tanzania (First Position)
    • Christina Mwakangale, Nipashe, Tanzania (Second Position)

    ONLINE CATEGORY WINNERS

    • Joan Mbabazi, The New Times, Rwanda (First Position)
    • Leon Lidigu, Nation Online, Kenya (Second Position)
    • Namwalo Daniel Absalom, Kenya News Agency, Kenya (Third Position)
    • Angela Kezengwa, Citizen Digital, Kenya (Third Position)
    • Veronica Mrema, M24 Tanzania, Tanzania (Third Position)

    RADIO CATEGORY WINNERS

    • Kintu Khalid, Radio Simba, Uganda (First Position)
    • Asha Bekidusa, Bahari FM, Kenya (Second Position)

    MULTIMEDIA CATEGORY WINNER

    • Walter Mwesigye, NTV, Uganda (First Position)
    • Edvesta Tarimo, Tumaini Media, Tanzania (Second Position)

    Here are the winners from French Speaking African Countries in partnership with The First Lady of the Republic of Burundi, H.E. Madam ANGELINE NDAYISHIMIYE; and The First Lady of Democratic Republic of the Congo, H.E. Madam DENISE NYAKERU TSHISEKEDI:

    PRINT CATEGORY WINNERS

    • Konan N’Guessan Attoumgbre Joseph, La Retraite Active, Côte d’Ivoire (First Position)
    • Nkurunziza Moise, Le Renouveau, Burundi (Second Position)

    ONLINE CATEGORY WINNERS

    • Bahwa Ferdinand, Le Journal Africa, Burundi (First Position)
    • Abdoulaye Ouédraogo, Queen Mafa, Burkina Faso (Second Position)
    • Richard Manirakiza, l’Agence Burundaise de Presse, Burundi (Second Position)
    • Mapote Gaye, Infomedia27, Senegal (Second Position)
    • Atha Menssan Woffa Assan, Focus Infos, Togo (Third Position)
    • Catherine Aimée Biloa, Échos Santé, Cameroon (Third Position)
    • Nadège Omoladé SANNY, SRTB Online, Benin (Third Position)

    RADIO CATEGORY WINNERS

    • MVUYEKURE Jean Claude, Radio TV Buntu, Burundi (First Position)
    • Abdoul Razak Sani Oumarou, Radio Saraounia Maradi, Niger (Second Position)
    • Kabamba Ngalamulume Fabrice, Radio Télévision de l’éducation (RTEDUC), DRC (Third Position)

    MULTIMEDIA CATEGORY WINNER

    • Chris IRAMBONA, Radio Television Buntu, Burundi (First Position)

    Here are the winners from ASIAN Countries:

    PRINT CATEGORY WINNER

    • Parikshit Nirbhay, Amar Ujala, India (First Position)
    • Revathi Murugappan, Star Health, Malaysia (Second Position)
    • Pooja Biraia, The Week, India (Third Position)

    ONLINE CATEGORY WINNERS

    • Rashe Zoe Sophia B Piquero, Cebu Daily News, Philippines (First Position)
    • Roshan Bhandari, Medicoliterature, Nepal (Second Position)
    • Crystal Chow, Undark Magazine, China (Third Position)

    Here are the winners from LATIN AMERICA Countries:

    ONLINE CATEGORY WINNERS

    • Adriana Becerra, Agencia Brunch, Mexico (First Position)
    • Rafaela Polo, UOL, Brazil (Second Position)

    MULTIMEDIA CATEGORY WINNER

    • Roxana Fabiola Lopresti, Channel 9 Televida, Argentina (First Position)
    • Ana Paula Pedrosa, R7, Brazil (Second Position)

    Details of Merck Foundation Media Awards 2025:

    1. Merck Foundation Africa Media Recognition “More Than a Mother” Awards 2025

    Theme for the awards: Breaking Infertility Stigma, Supporting Girl Education, Women Empowerment, Ending Child Marriage, Ending FGM, and/or Stopping GBV at all levels.

    Who can apply: Journalists from Print, Radio, Online, and Multimedia platforms from the following groups:

    1. Southern African Countries
    2. West African Countries
    3. East African Countries
    4. French Speaking African Countries
    5. Portuguese Speaking African Countries

    Submission deadline: 30th September 2025.

    2. Merck Foundation Media Recognition “Diabetes & Hypertension” Awards 2025

    Theme for the awards: Promoting a healthy lifestyle and raising awareness about prevention and early detection of Diabetes and Hypertension.

    Who can apply: Journalists from Print, Radio, Online, and Multimedia platforms from the following groups:

    1. Southern African Countries
    2. West African Countries
    3. East African Countries
    4. French Speaking African Countries
    5. Portuguese Speaking African Countries
    6. Latin American Countries
    7. Asian Countries

    Submission deadline: 30th October 2025.

    All entries are to be submitted to submit@merck-foundation.com.

    Distributed by APO Group on behalf of Merck Foundation.

    Contact:
    Mehak Handa
    Community Awareness Program Manager 
    Phone: +91 9310087613/ +91 9319606669
    Email: mehak.handa@external.merckgroup.com

    Join the conversation on our social media platforms below and let your voice be heard:
    Facebook: https://apo-opa.co/4lh6O9Q
    X: https://apo-opa.co/4nUxlf9
    YouTube: https://apo-opa.co/460DFew
    Instagram: https://apo-opa.co/3Ge6Ikj
    Threads: https://apo-opa.co/3U0B8JS
    Flickr: https://apo-opa.co/40uz8xp
    Website: www.Merck-Foundation.com
    Download Merck Foundation App: https://apo-opa.co/3U1RIZQ

    About Merck Foundation:
    The Merck Foundation, established in 2017, is the philanthropic arm of Merck KGaA Germany, aims to improve the health and wellbeing of people and advance their lives through science and technology. Our efforts are primarily focused on improving access to quality & equitable healthcare solutions in underserved communities, building healthcare & scientific research capacity, empowering girls in education and empowering people in STEM (Science, Technology, Engineering, and Mathematics) with a special focus on women and youth. All Merck Foundation press releases are distributed by e-mail at the same time they become available on the Merck Foundation Website. Please visit www.Merck-Foundation.com to read more. Follow the social media of Merck Foundation: Facebook (https://apo-opa.co/4lh6O9Q), X (https://apo-opa.co/4nUxlf9), Instagram (https://apo-opa.co/3Ge6Ikj), YouTube (https://apo-opa.co/460DFew), Threads (https://apo-opa.co/3U0B8JS) and Flickr (https://apo-opa.co/40uz8xp).

    The Merck Foundation is dedicated to improving social and health outcomes for communities in need. While it collaborates with various partners, including governments to achieve its humanitarian goals, the foundation remains strictly neutral in political matters. It does not engage in or support any political activities, elections, or regimes, focusing solely on its mission to elevate humanity and enhance well-being while maintaining a strict non-political stance in all of its endeavors.

    Media files

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    MIL OSI Africa

  • MIL-OSI Africa: Senator Dr. Rasha Kelej, Chief Executive Officer (CEO) of Merck Foundation, Featured by Vogue India on transforming creativity into a force for social change

    Source: APO

    Senator, Dr. Rasha Kelej, CEO of Merck Foundation (www.Merck-Foundation.com), has been featured by a leading lifestyle media organization, Vogue India (https://apo-opa.co/3Tw023X). The article, titled “Leading with Courage and Conviction: Senator Dr. Rasha Kelej on empowering women, advancing healthcare, and transforming media in Africa,” highlights the unique approach she adapted by engaging the art, fashion, and media communities to address critical social issues such as Infertility Stigma, Supporting Girl Education, Ending Gender-Based Violence (GBV) & Female Genital Mutilation (FGM), Child marriage and also health issues like Diabetes & Hypertension Awareness. 

    On being featured by Vogue India, Dr Kelej shared, “I have been a long-time Vogue reader, and I am truly delighted to be featured by Vogue India for my creative approach to driving social change. Africa is a continent full of vibrant culture, colour, and creativity, and I’ve always believed that fashion, art, and media can be powerful instruments to inspire positive change—beyond just entertainment. 

    This belief led me to develop innovative initiatives such as Our Africa TV program, Songs, Children’s storybooks, Animation Films, and Awards for the best Media, Song, Film and Fashion Designs. These initiatives are aimed at raising awareness about critical and sensitive social and health issues, in a relatable and impactful way. 

    I’m proud that this work is being recognized and shared as a meaningful case study with Vogue readers around the world.” 

    Senator, Dr. Rasha Kelej has been recognized as One of 100 Most Influential Africans for six consecutive years from 2019 till 2024. Under her leadership, Merck Foundation has been recognized as the NGO of the Year in 2022 & 2024, the Most Influential NGO Shaping Africa’s Future and also received the ‘Best Health Sector Philanthropy’ Award 2023.  

    The Vogue article also highlights Dr. Rasha Kelej’s efforts to establish impactful partnership between Merck Foundation and over 28 African First Ladies, showcasing their collective efforts to transform healthcare across Africa and beyond. Merck Foundation has provided over 2,250 scholarships for young doctors from 52 countries in more than 44 critical and underserved medical specialties. The feature also sheds light on the Educating Linda program, which is supporting the education through providing 800 scholarships for high performance and underprivileged African schoolgirls, empowering them to complete their studies and reach their full potential. 

    Click here to read the full Vogue India article, which offers deeper insights into Dr. Rasha Kelej’s impactful initiatives and the far-reaching work of Merck Foundation across Africa and beyond: https://apo-opa.co/3Tw023X

    Distributed by APO Group on behalf of Merck Foundation.

    Media files

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    MIL OSI Africa

  • MIL-OSI Analysis: The Edwardians: Age of Elegance – a glimpse into royal patronage of the arts in the early 20th century

    Source: The Conversation – UK – By Jane Hamlett, Professor of Modern British History, Royal Holloway University of London

    King Edward VII, the son of Queen Victoria, ascended the throne upon her death in 1901, but unlike his mother, he ruled for a very short period and died in 1910. His reign, along with the years immediately before the outbreak of the first world war in 1914, are known as the Edwardian period.

    Taking in this particular era, The Edwardians: Age of Elegance at the King’s Gallery in Buckingham Palace, focuses on the artistic patronage of Edward VII and his wife Alexandra of Denmark, and their son George V and his wife Mary of Teck.


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    Edward and Alexandra were married in 1863, and as Prince and Princess of Wales the pair were leading tastemakers in Victorian upper-class society in the years before Edward came to the throne at the beginning of the 20th century.

    This is often regarded as a golden age before the carnage and disruption of the great war saw the world indelibly change. However, the exhibition is not confined to these years and also reaches back into the Victorian period (1837-1901).

    Those hoping to experience some of the glamour of the royal family won’t be disappointed. The first room takes visitors into the heady atmosphere of the Marlborough House set which centred around Edward and Alexandra’s residence in St James’s. One case commemorates the 1871 Waverley Ball which marked the centenary of popular Scottish novelist Sir Walter Scott. Alexandra’s elaborate Mary Queen of Scots costume – a silk dress with gold lacings – is on display.

    The pageantry of the court is communicated through a series of stunning narrative paintings including the Danish artist Laurits Tuxen’s The Garden Party at Buckingham Palace (1897-1900) and The Family of Queen Victoria in 1887 (1887) painted for her golden jubilee in 1887.

    This theme is picked up in the second large room, which focuses on the lavish world of the court. Here, the opulent 1911 coronation robes of George and Mary and a case of necklaces and jewellery take centre stage. This exhibit is the star of the show with plenty of visitors posing for photographs in front of it.

    Royals as art collectors

    But beneath all the glitz and glamour there’s a subtler story about how the royal family worked as collectors and their wider role in Britain and beyond. One of the most interesting things about the exhibition is that it reveals the personal taste of the royals, through what they chose to collect.

    Horses, dogs and yachts are prominent. Edward’s dog Caesar, the wire-haired fox terrier who famously followed his funeral procession in 1910, appears in several images, and his race horse Persimmon is also represented.

    Edward and Alexandra were patrons of leading artists of the day – he owned a number of works by the popular Victorian painter Frederic Leighton, while she collected art by the Pre-Raphaelite artist Edward Burne Jones. Alexandra also supported Minton’s pottery studio in the 1870s, which employed many women artists.

    The exhibition also reveals Alexandra’s personal artistic activities. Like many upper-class Victorian women, she was a keen photographer and creator of photo albums. In the second half of the 19th century, album-making offered women an outlet for creativity and emotional expression. An album of designs made by Alexandra in the 1860s features photos arranged in a spiders web, with family and friends transformed into butterflies and insects.

    Royal patronage was often about international connections. Alexandra’s Danish heritage is expressed through pieces from the Royal Copenhagen porcelain manufacturing company, including a massive porcelain cabinet, featuring an ornamental roof topped by a group of dancing monkeys surrounding a large swan.

    A larger room is devoted to objects amassed on visits and through diplomatic exchange with the colonies which at the time included India, part of Africa, Australia, Canada and New Zealand. Increasingly speedy travel networks brought the world closer in the late 19th century and the royal family were able to travel further and more frequently than ever before. These visits played an important role in Britain’s imperial identity, and underlined the nation’s global power.

    Between 1875 and 1876 Edward toured India. This trip produced a dazzling array of diplomatic gifts, such as a case filled with ornately decorated Indian weapons. After the visit Edward created a special Indian room for them at Marlborough House. Today, they sparkle in their cabinet for the exhibition’s visitors.

    The exhibition does a good job of revealing the importance of imperial connections to the royal collections and the role of the royals in the larger colonial project, but in places I would have liked to know more about the stories behind these objects.

    There’s a tension between the precise attribution of the work of British and European artists and the objects that have been gifted from the colonies – almost all labelled “unidentified maker”.

    The absence of such information is the product of longstanding curatorial habits that shaped these collections in the past and continue to determine what we know about them today. This does mean that there are some absences about the origins and makers of these things, which could have been acknowledged more in some of the exhibition text.

    This was particularly evident when looking at a large portrait of the Maori dancer Terewai Horomona by Gottfried Lindauer. The image has an elaborate frame with a plaque declaring it was presented to the Prince of Wales by the New Zealand commissioner for the Colonial and India Exhibition, 1886.

    The commentary states that Edward was “enchanted” with the portrait which was “promptly gifted” to him. But this might have been better used as an opportunity to give some thought to the woman whose image was framed, presented and exchanged.

    Overall, though, this is an enjoyable exhibition that reveals the royal social world, patronage and imperial connections, and tells a fascinating story about the artistic taste and activities of the lesser-known monarchs of the early 20th century.

    Jane Hamlett does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. The Edwardians: Age of Elegance – a glimpse into royal patronage of the arts in the early 20th century – https://theconversation.com/the-edwardians-age-of-elegance-a-glimpse-into-royal-patronage-of-the-arts-in-the-early-20th-century-259909

    MIL OSI Analysis

  • MIL-OSI Analysis: Golden eagles were reintroduced to Ireland, but without prey they’re now struggling to thrive

    Source: The Conversation – UK – By Fiona McAuliffe, Lecturer of Ecology, Scotland’s Rural College

    Dennis Jacobsen/Shutterstock

    In the early 2000s, golden eagles soared once again over the hills of Donegal in northwest Ireland, for the first time in nearly a century. Their return was celebrated as a landmark in Irish conservation, a hopeful sign that one of the island’s most iconic predators was back.

    But two decades on, the reality is sobering. The population remains small with just five territorial pairs and an estimated total population of just 20-25 birds. Breeding success is poor, and the golden eagle’s future in Ireland is uncertain. So what went wrong?

    Our research published in the Irish Naturalists’ Journal suggests the problem isn’t with the eagles themselves – it’s with the landscape they were released into. On paper, Donegal’s uplands looked ideal: open terrain, low human disturbance and ample wild prey. But over time, key parts of that ecosystem have quietly unravelled.

    Golden eagles rely on a steady supply of prey to thrive and raise chicks – notably red grouse and Irish hares. Yet, during our recent surveys along transects (predetermined lines through an area) and footage from camera traps in and around Glenveagh national park, the uplands seemed eerily quiet. Not just quiet of eagles, but of the smaller animals they prey on for food. The landscape looked wild, but had lost some of its vital living components.

    When comparing the available prey biomass, that’s the combined weight of grouse and hares per unit area, Donegal had 74-83% less prey than equivalent areas in the Scottish Highlands where golden eagles are thriving. That’s an enormous shortfall. Without enough food, adult eagles must travel further to hunt and spend more energy – and so are less likely to raise chicks successfully. A few lean years can tip a small population like this into crisis.

    Why is prey so scarce? One of the main culprits is overgrazing. Red deer numbers have exploded across Ireland in recent decades. In places such as Donegal, their constant browsing and grazing has severely degraded upland habitats. This damages the heather moorlands that grouse and hares depend on, leaving them with less cover and fewer food sources.

    Red deer were the most common species recorded during camera trap surveys.
    Queen’s University Belfast

    Add to this the growing pressure from medium-sized predators, including foxes and badgers. Without apex predators such as wolves or lynx to keep them in check, these “mesopredators” flourish. This well-documented phenomenon is known as mesopredator release where populations of mid-sized predators increase after the loss of top predators, often leading to greater pressure on prey species, such as ground-nesting birds and young hares, compounding the challenges for these struggling prey species.

    And while Ireland’s conservation laws look strong on paper, implementation often lags behind. Some protected areas remain heavily grazed, burned or unmanaged. Management plans are either missing, unenforced or outdated. This weakens the very protections meant to sustain wildlife.

    A lesson for rewilding

    The reintroduction of golden eagles was based on the best available knowledge at the time. But ecosystems aren’t static. What may have been viable habitat in the 1990s no longer meets the needs of a breeding eagle population today.

    Reintroducing a species isn’t enough. The systems that sustain it also need to be restored. The clichéd paradigm that nature-is-good and humans-are-bad isn’t helpful. Instead modern landscapes are often so degraded that they can’t recover if left alone.

    Upland areas within Glenveagh national park are overgrazed, leading to exposed peat and erosion.
    Fiona McAuliffe

    Conservation can facilitate active recovery. Real rewilding is about more than simply “putting animals back” and “letting nature take its course”. It is about putting systems back: predators, prey, plants and the processes that connect them.

    Despite the challenges, the golden eagle population has not failed in Ireland – not yet at least. To turn the tide, conservation efforts must go beyond charismatic species and focus on landscape restoration. That means reducing overgrazing, supporting prey recovery, rebalancing predator dynamics and making sure protected areas are actually protected.

    Encouragingly, Glenveagh national park has begun some of this work, by reducing deer overgrazing and regenerating native woodlands. If this landscape restoration is sustained and expanded, golden eagles could still thrive in a more balanced, functioning upland ecosystem.

    These birds are more than just a symbol of wildness. They are a litmus test of ecosystem health. Right now, they’re telling us something important. Something those calling for the reintroduction of other top predators, including wolves, would do well to consider.


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    The authors do not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and have disclosed no relevant affiliations beyond their academic appointment.

    ref. Golden eagles were reintroduced to Ireland, but without prey they’re now struggling to thrive – https://theconversation.com/golden-eagles-were-reintroduced-to-ireland-but-without-prey-theyre-now-struggling-to-thrive-258832

    MIL OSI Analysis

  • MIL-OSI Analysis: The Shrouds: new Cronenberg film is an elusive meditation on death, grief and environmental ethics

    Source: The Conversation – UK – By Laura O’Flanagan, PhD Candidate, School of English, Dublin City University

    American filmmaker David Cronenberg is a leading figure in body horror, a film genre that explores disturbing and often grotesque aspects of the human body. Films such as The Fly (1986), eXistenZ (1999) and Crimes of the Future (2022) depict scenes of physical mutilation, illness and technological invasion to represent deeper fears about identity, society and the human condition.

    Through intense bodily imagery, Cronenberg’s films raise powerful questions about human relationships with technology and nature. As our relationship with technology rapidly evolves alongside escalating environmental catastrophe, there is a timely significance in these ideas.

    His latest film, The Shrouds, evokes the writing of Stacy Alaimo, a scholar known for her work exploring the connections between the human body, the environment, and the social forces that shape both. Alaimo’s work combines feminist and materialist ideas and examines how our bodies are physically connected to the world around us – not separate from nature or society, but shaped by both ecological systems and social structures.

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    Like Cronenberg, Alaimo is interested in the entanglement of human flesh with more-than-human worlds, alongside the interplay between bodies and objects.

    In The Shrouds, the body, specifically that of Becca (Diane Kruger) is placed firmly at the centre of the story. Appearing both as a decaying corpse and naked in dream sequences, her body bears fresh surgical scars which are unbandaged and exposed.

    Becca’s body is shown as intensely vulnerable, a gendered depiction of femaleness which is controlled literally by the male gaze through the “shroud”, a piece of sci-fi wearable tech. It comprises a suit of MRI and X-ray cameras which encases a corpse, allowing decomposition to be monitored through a live video link with an app.

    This conceit embeds Becca both in the Earth and in technology, creating deeply memorable imagery which challenges viewers to think about death, grief and the environmental ethics surrounding human burial.

    The presentation of Becca’s body evokes Alaimo’s concept of transcorporeality. In her 2010 book Bodily Natures, Alaimo describes transcorporeality as the idea that “the human is ultimately inseparable from ‘the environment’” – continually transformed through interactions with the landscape, chemicals, technology and non-human forces. Becca’s corpse, decaying in real-time on a live link, highlights this connection.

    Grief: the fictional and the personal

    The film opens with Karsh (Vincent Kassel), Becca’s bereaved husband, in a dentist’s chair being told, “Grief is rotting your teeth”. The film as a whole can be read as a meditation on how grief seeps into and changes the body.

    Written following the death of David Cronenberg’s wife (and initially conceived of as a Netflix series), Cronenberg has rejected the idea that it is fully autobiographical. It is, however, difficult to fully separate the director from the story.

    Cassel as Karsh physically resembles Cronenberg in the film, blurring the boundary between fiction and the personal. Physical duplication is a disorienting motif of the film. Kruger reappears as Becca’s sister Terri and as an animated AI assistant named Honey.

    Alongside the grotesque images of her decaying body, these versions of Kruger are especially striking. Cassel’s performance as the controlling and obsessive Karsh is nuanced and understated. His desire to monitor Becca’s decomposition is presented as a logical step to regain possession of her from her illness, and is deeply disturbing.

    It also has ominous and timely resonance in our modern world, where controversial technology exists that permits artificial intelligence to create avatars of the dead to comfort the bereaved.

    The film becomes a mimetic piece on grief, where boundaries between imagination and reality dissolve. Cronenberg’s frequent collaborator Howard Shore provides an ambient score that reinforces this dissolution. Ethereal and bass-rich, it features spacious, slowly evolving melodies wrapped in velvety synth textures which evoke a dream-like soundscape.

    As the plot progresses into a tangle of conspiracy theories, lines blur between Karsh’s dreams and reality. Background plots drift unresolved, characters are vaguely sketched. Themes of environmental activism versus capitalist enterprise, the exploitation of technology, illegal surveillance and government corruption are all threaded through the story, but none are fully realised. This is not a film which offers a straightforward narrative or closure. Like grief, it remains raw, fluid and difficult to contain.

    Throughout, the film returns to Becca’s decaying body, encased in a shroud that is described as both toxic and radioactive, an object of controversy for eco-activists. “She’s dead, remember, she can’t do anything,” Karsh’s companion reminds him.

    But this is not true for Becca. In death, her body is watched and consumed by systems of surveillance and ecological anxiety. Symbolising Alaimo’s concept of transcorporeality, Becca’s decaying corpse, wrapped in technology, but buried in the Earth, is deeply connected to the environment and cannot be separated from it. Her body is influenced by both its natural surroundings and social factors such as the shroud’s technology, outside interference and Karsh’s control.

    Karsh asserts that burial is a complex matter, converging politics, religion and economics. The Shrouds raises questions that touch on all of these, but provides no tangible answers. Some viewers will be frustrated by the film’s lack of logical structure and resolution. But it is also fair to say that this is how it mirrors the pathways of grief itself: unwieldy, unpredictable and consuming.

    Laura O’Flanagan does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. The Shrouds: new Cronenberg film is an elusive meditation on death, grief and environmental ethics – https://theconversation.com/the-shrouds-new-cronenberg-film-is-an-elusive-meditation-on-death-grief-and-environmental-ethics-260009

    MIL OSI Analysis

  • MIL-OSI Analysis: Norman Tebbit, Conservative minister known as Thatcher’s enforcer, dies at 94

    Source: The Conversation – UK – By Martin Farr, Senior Lecturer in Contemporary British History, Newcastle University

    No man more embodied Thatcherism in the eyes of the public in the 1980s than Norman Tebbit, who died on July 7, aged 94.

    Though certainly no yuppie, Lord Tebbit entitled his memoirs Upwardly Mobile. Margaret’s Thatcher’s triumph was also his. She saw in the Essex MP just the uncompromising approach to transforming Britain to which she too was committed.

    Both had been disgusted by the Conservative government of Edward Heath blinking when it sought to face down trade unions in the early 1970s. The experience was elemental to their plan for government.

    Others were more important to the New Right/neoliberal project elected in 1979: Conservative minister Keith Joseph, and Thatcher’s two chancellors, Geoffrey Howe and Nigel Lawson.

    But Tebbit provided something no one else in Thatcher’s cabinet could: an innate connection with white, working-class voters, who may once have been Labour – Tebbit lauded Clement Attlee and Ernest Bevin – but whose values were held to have been washed away in the postwar tide of union militancy, social permissiveness, European integration, and mass immigration.


    Get your news from actual experts, straight to your inbox. Sign up to our daily newsletter to receive all The Conversation UK’s latest coverage of news and research, from politics and business to the arts and sciences.


    He became a Conservative almost because, rather than in spite, of his background. “Essex man” was a presiding personification of the period.

    Unlike almost all of Thatcher’s ministers, Tebbit did not go to university, but left school at 16 to encounter the “closed shop”: that one had to be a member of a particular union to work in a particular workplace. He became determined at that moment to end this practice, and with it so much else of postwar social democracy.

    Thirty years later he did, as Thatcher’s secretary of state for employment. Tebbit’s 1982 Employment Act avenged the unions’ defeat of Heath. Union rights were weakened, never to be restored, and those of employers emboldened. It was a significant contribution to Thatcherism’s ledger.

    As secretary of state for trade and industry, Tebbit pursued privatisation – the return (as its proponents, simply, put it) of nationalised industries to the private sector – with passion. The postwar settlement in Britain was being upended.

    Public image

    In an age before the televising of parliament (much less 24-hour news and social media), Tebbit cut through in a way few politicians did.

    At at a time of inner-city violence, the public knew Tebbit’s unemployed father, decades earlier, didn’t riot but “got on his bike and looked for work”. No one else could have been called – in the words of Labour’s Michael Foot – a “semi-house-trained polecat”. TV’s puppet satire Spitting Image portrayed him as the “Chingford Strangler”, dressed in biker leathers.

    Tebbit felt no need for his contempt for socialism to be leavened by charm or humour. There was invariably a slight sense of menace. He had no interest in ingratiating or propitiating. And so he was as loved by Conservative party members as he was hated by the left. He welcomed their hatred.

    Tebbit in particular despised the swinging 60s – fittingly, he entered parliament in the election in which Harold Wilson’s government was unexpectedly ejected – and its legacy of “insufferable, smug, sanctimonious, naive, guilt-ridden, wet, pink orthodoxy”. Thus his trenchancy on immigration, overseas aid (a “sink of iniquity, corruption and violence”), sexuality (he was one of the few still to use the word “sodomite”) and Europe (he was a Eurosceptic before Euroscepticism).

    In 1990 Tebbit asked of British-born people of Asian heritage: “Which side do they cheer for? Are you still harking back to where you came from or where you are?”. Tebbit’s “cricket test” is second only to Enoch Powell’s “rivers of blood” speech in the annals of inflammatory – they and their supporters would say candid – rhetoric relating to immigration. Neither would mind the association.




    Read more:
    Tory humiliation down to campaign length and cult of May – Norman Tebbit Q&A


    What silenced most – if not quite all – of his critics, was Tebbit at his most vulnerable. Following the IRA bombing of the Grand Hotel Brighton in 1984, live television footage of him, only partially clad in his pyjamas, covered in dust, being stretchered out of the rubble, became the defining image of the atrocity.

    The following year Thatcher moved him from trade and industry to, less happily, chairman of the Conservative party. It was a job that required a lighter touch than Tebbit’s.

    Nevertheless, as chairman, he delivered the Conservatives’ third election victory, of 1987 – ensuring the permanence of the transformation – only to immediately retire to the backbenches. Margaret, his wife, had been paralysed by the bomb, and he devoted himself to her care for more than 30 years until her death.

    As warranted as his departure from government may have been, Thatcher “bitterly regretted” losing him, a feeling she felt for few. Her defenestration in November 1990 is much harder to imagine had Tebbit still been in the cabinet.

    Norman Tebbit’s conservatism and nationalism harked back to an earlier age, yet presaged the populism of the 2020s. In his remarks following the news of Tebbit’s death, Nigel Farage said he thought him “a great man”.

    Tebbit’s values endure in public discourse, in more ways than he might have expected even a few years ago. But in his last months he was either unable, or unwilling, to say whether those values were those of the Conservatives, the traditional party of the right, or of another project. That may be a final Tebbit “test”.

    Martin Farr does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. Norman Tebbit, Conservative minister known as Thatcher’s enforcer, dies at 94 – https://theconversation.com/norman-tebbit-conservative-minister-known-as-thatchers-enforcer-dies-at-94-260716

    MIL OSI Analysis

  • MIL-OSI Analysis: Norman Tebbit, Conservative minister known as Thatcher’s enforcer, dies at 94

    Source: The Conversation – UK – By Martin Farr, Senior Lecturer in Contemporary British History, Newcastle University

    No man more embodied Thatcherism in the eyes of the public in the 1980s than Norman Tebbit, who died on July 7, aged 94.

    Though certainly no yuppie, Lord Tebbit entitled his memoirs Upwardly Mobile. Margaret’s Thatcher’s triumph was also his. She saw in the Essex MP just the uncompromising approach to transforming Britain to which she too was committed.

    Both had been disgusted by the Conservative government of Edward Heath blinking when it sought to face down trade unions in the early 1970s. The experience was elemental to their plan for government.

    Others were more important to the New Right/neoliberal project elected in 1979: Conservative minister Keith Joseph, and Thatcher’s two chancellors, Geoffrey Howe and Nigel Lawson.

    But Tebbit provided something no one else in Thatcher’s cabinet could: an innate connection with white, working-class voters, who may once have been Labour – Tebbit lauded Clement Attlee and Ernest Bevin – but whose values were held to have been washed away in the postwar tide of union militancy, social permissiveness, European integration, and mass immigration.


    Get your news from actual experts, straight to your inbox. Sign up to our daily newsletter to receive all The Conversation UK’s latest coverage of news and research, from politics and business to the arts and sciences.


    He became a Conservative almost because, rather than in spite, of his background. “Essex man” was a presiding personification of the period.

    Unlike almost all of Thatcher’s ministers, Tebbit did not go to university, but left school at 16 to encounter the “closed shop”: that one had to be a member of a particular union to work in a particular workplace. He became determined at that moment to end this practice, and with it so much else of postwar social democracy.

    Thirty years later he did, as Thatcher’s secretary of state for employment. Tebbit’s 1982 Employment Act avenged the unions’ defeat of Heath. Union rights were weakened, never to be restored, and those of employers emboldened. It was a significant contribution to Thatcherism’s ledger.

    As secretary of state for trade and industry, Tebbit pursued privatisation – the return (as its proponents, simply, put it) of nationalised industries to the private sector – with passion. The postwar settlement in Britain was being upended.

    Public image

    In an age before the televising of parliament (much less 24-hour news and social media), Tebbit cut through in a way few politicians did.

    At at a time of inner-city violence, the public knew Tebbit’s unemployed father, decades earlier, didn’t riot but “got on his bike and looked for work”. No one else could have been called – in the words of Labour’s Michael Foot – a “semi-house-trained polecat”. TV’s puppet satire Spitting Image portrayed him as the “Chingford Strangler”, dressed in biker leathers.

    Tebbit felt no need for his contempt for socialism to be leavened by charm or humour. There was invariably a slight sense of menace. He had no interest in ingratiating or propitiating. And so he was as loved by Conservative party members as he was hated by the left. He welcomed their hatred.

    Tebbit in particular despised the swinging 60s – fittingly, he entered parliament in the election in which Harold Wilson’s government was unexpectedly ejected – and its legacy of “insufferable, smug, sanctimonious, naive, guilt-ridden, wet, pink orthodoxy”. Thus his trenchancy on immigration, overseas aid (a “sink of iniquity, corruption and violence”), sexuality (he was one of the few still to use the word “sodomite”) and Europe (he was a Eurosceptic before Euroscepticism).

    In 1990 Tebbit asked of British-born people of Asian heritage: “Which side do they cheer for? Are you still harking back to where you came from or where you are?”. Tebbit’s “cricket test” is second only to Enoch Powell’s “rivers of blood” speech in the annals of inflammatory – they and their supporters would say candid – rhetoric relating to immigration. Neither would mind the association.




    Read more:
    Tory humiliation down to campaign length and cult of May – Norman Tebbit Q&A


    What silenced most – if not quite all – of his critics, was Tebbit at his most vulnerable. Following the IRA bombing of the Grand Hotel Brighton in 1984, live television footage of him, only partially clad in his pyjamas, covered in dust, being stretchered out of the rubble, became the defining image of the atrocity.

    The following year Thatcher moved him from trade and industry to, less happily, chairman of the Conservative party. It was a job that required a lighter touch than Tebbit’s.

    Nevertheless, as chairman, he delivered the Conservatives’ third election victory, of 1987 – ensuring the permanence of the transformation – only to immediately retire to the backbenches. Margaret, his wife, had been paralysed by the bomb, and he devoted himself to her care for more than 30 years until her death.

    As warranted as his departure from government may have been, Thatcher “bitterly regretted” losing him, a feeling she felt for few. Her defenestration in November 1990 is much harder to imagine had Tebbit still been in the cabinet.

    Norman Tebbit’s conservatism and nationalism harked back to an earlier age, yet presaged the populism of the 2020s. In his remarks following the news of Tebbit’s death, Nigel Farage said he thought him “a great man”.

    Tebbit’s values endure in public discourse, in more ways than he might have expected even a few years ago. But in his last months he was either unable, or unwilling, to say whether those values were those of the Conservatives, the traditional party of the right, or of another project. That may be a final Tebbit “test”.

    Martin Farr does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. Norman Tebbit, Conservative minister known as Thatcher’s enforcer, dies at 94 – https://theconversation.com/norman-tebbit-conservative-minister-known-as-thatchers-enforcer-dies-at-94-260716

    MIL OSI Analysis

  • MIL-OSI Analysis: Why many kidney patients are still choosing hospital dialysis – and how the NHS can help more people access care at home

    Source: The Conversation – UK – By Leah McLaughlin, Research Fellow in Health Services, Bangor University

    PeopleImages.com – Yuri A/Shutterstock

    Every week, thousands of people with kidney disease in the UK spend long hours in hospital receiving life-saving dialysis. For many, this means travelling to a kidney unit three times a week and sitting through sessions that last four hours or more. It’s a huge commitment that affects people’s ability to work, travel and maintain a normal social life.

    But for many with kidney failure, there’s another option: dialysis at home. It’s more flexible, often less disruptive and, in the long run, more cost-effective for the NHS. So why do most people still choose hospital dialysis?

    A parliamentary summit in May reflected on how to make dialysis more accessible to patients at home. My colleagues and I published research on this topic in 2019. Working in partnership with people who have kidney disease, their families, NHS staff, dialysis providers and kidney charities, we explored the barriers to home dialysis, and how to overcome them.

    People with kidney failure need either a transplant or regular dialysis to filter waste from their blood. Despite NHS guidance that at least 20% of people on dialysis should be supported to have this treatment at home, this target isn’t being met in many parts of the UK.

    A kidney dialysis machine.
    ali.can0707/Shutterstock

    Our research team, which included people who had experienced dialysis, held discussions with 50 people from across Wales. Many told us that hospital dialysis was presented by healthcare staff as the default option. For those who had not yet come to terms with needing dialysis, or who had delayed planning due to the unpredictable nature of kidney disease, hospital treatment felt like the path of least resistance.

    Some were concerned about the disruption home dialysis might bring. This included changes to their living space or worries that partners or family members might become their carers. Others valued the routine and regular social contact of hospital dialysis.

    Healthcare professionals may unintentionally reinforce this choice. Some feel more comfortable monitoring patients in clinical settings or are unsure about how to support home dialysis effectively. In some cases, home dialysis isn’t an option because local services don’t have the infrastructure to support it.

    Rather than simply identifying problems, we worked together to develop practical solutions. In 2021, working with patients, healthcare professionals, charities, commissioners and industry, we devised a new service plan that outlines how kidney services could be redesigned to support more people to choose home dialysis.

    One important finding was the power of talking to others already doing it. It’s not just about practical advice, but reassurance that it can work.

    We also identified the need for better training for both professionals and patients. People told us they wanted to understand their options earlier, ideally a year before dialysis starts. That means tackling difficult topics, such as advance care planning, sooner and with the right support.

    Social care also has an important role to play. People with complex needs – like living alone, having mobility challenges, or experiencing financial hardship – may need home support, welfare advice or help navigating the system.

    The cost of choice

    In a linked study, published in 2022, we analysed the costs of different dialysis options. Home dialysis was found to cost between £16,000 and £23,000 per person per year.

    Hospital dialysis costs more, between £20,000 and £24,000, rising to over £30,000 when ambulance transport is needed. This suggests that encouraging more people to have dialysis at home could deliver savings for the NHS.

    In Wales, where all kidney services are coordinated through a single clinical network, home dialysis is more widely available. But in England, services are more fragmented, so access can depend on where you live.

    Even if these changes were implemented, fundamental issues may still prevent progress. Beneath the surface of patient satisfaction lies a deeper problem – the NHS dialysis service is no longer working as intended.

    Transport is one of the most frequently cited concerns among people receiving hospital dialysis, and no one seems satisfied with current arrangements. But satisfaction surveys fail to capture the complexity of the situation.

    People often begin dialysis in a unit that isn’t closest to home due to availability. Later, when given the option to move closer or switch to home dialysis, they may decline. These dialysis units begin to function as surrogate families, offering comfort, routine and social interaction, especially for people who live alone or are isolated.

    This emotional connection can obscure the bigger picture. Patients may focus on transport as the issue, rather than recognising that their own decisions – shaped by understandable human needs and system design – are part of the wider challenge.

    shutterstock.
    ali.can0707/Shutterstock

    Staff are caught in the same dynamic. They worry about losing patients they’ve built relationships with or fear someone may not cope alone. But as a result, the service ends up operating not to help people live well for longer but to preserve a sense of satisfaction with a suboptimal status quo.

    By focusing too heavily on keeping people content with the status quo, we risk obscuring what’s truly working, or not. Worse, we may end up wasting already limited resources trying to fix problems that are byproducts of a system shaped more by sentiment than strategy.

    Meanwhile, staff are caught in the middle, trying to deliver care under mounting pressure, with increasingly blurred expectations.

    What needs to change

    To break out of this cycle, different questions should be asked, and not just whether people are satisfied, but whether they are living well, maintaining independence and receiving care that truly reflects their needs and values.

    Our research shows that people already on home dialysis are a valuable and underused resource. They can offer support and insight to others who are starting their treatment.

    The collaborative approach we used could be a model for other parts of the NHS. By designing services with people, not just for them, we can move closer to a future where more people live comfortably with kidney disease, and care that truly fits around their lives and not the other way round.

    Leah McLaughlin receives funding from Health and Care Research Wales. She is affiliated with the Wales Kidney Research Unit.

    We would like to acknowledge Dr Gareth Roberts Chief Investigator of the Dialysis Options and Choices study. Dr Gareth Roberts is a Consultant Nephrologist and Associate Medical Director at Aneurin Bevan University Health Board and is clinical lead of the Welsh Renal Clinical Network.

    ref. Why many kidney patients are still choosing hospital dialysis – and how the NHS can help more people access care at home – https://theconversation.com/why-many-kidney-patients-are-still-choosing-hospital-dialysis-and-how-the-nhs-can-help-more-people-access-care-at-home-254747

    MIL OSI Analysis

  • MIL-OSI Submissions: The Shrouds: new Cronenberg film is an elusive meditation on death, grief and environmental ethics

    Source: The Conversation – UK – By Laura O’Flanagan, PhD Candidate, School of English, Dublin City University

    American filmmaker David Cronenberg is a leading figure in body horror, a film genre that explores disturbing and often grotesque aspects of the human body. Films such as The Fly (1986), eXistenZ (1999) and Crimes of the Future (2022) depict scenes of physical mutilation, illness and technological invasion to represent deeper fears about identity, society and the human condition.

    Through intense bodily imagery, Cronenberg’s films raise powerful questions about human relationships with technology and nature. As our relationship with technology rapidly evolves alongside escalating environmental catastrophe, there is a timely significance in these ideas.

    His latest film, The Shrouds, evokes the writing of Stacy Alaimo, a scholar known for her work exploring the connections between the human body, the environment, and the social forces that shape both. Alaimo’s work combines feminist and materialist ideas and examines how our bodies are physically connected to the world around us – not separate from nature or society, but shaped by both ecological systems and social structures.

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    Like Cronenberg, Alaimo is interested in the entanglement of human flesh with more-than-human worlds, alongside the interplay between bodies and objects.

    In The Shrouds, the body, specifically that of Becca (Diane Kruger) is placed firmly at the centre of the story. Appearing both as a decaying corpse and naked in dream sequences, her body bears fresh surgical scars which are unbandaged and exposed.

    Becca’s body is shown as intensely vulnerable, a gendered depiction of femaleness which is controlled literally by the male gaze through the “shroud”, a piece of sci-fi wearable tech. It comprises a suit of MRI and X-ray cameras which encases a corpse, allowing decomposition to be monitored through a live video link with an app.

    This conceit embeds Becca both in the Earth and in technology, creating deeply memorable imagery which challenges viewers to think about death, grief and the environmental ethics surrounding human burial.

    The presentation of Becca’s body evokes Alaimo’s concept of transcorporeality. In her 2010 book Bodily Natures, Alaimo describes transcorporeality as the idea that “the human is ultimately inseparable from ‘the environment’” – continually transformed through interactions with the landscape, chemicals, technology and non-human forces. Becca’s corpse, decaying in real-time on a live link, highlights this connection.

    Grief: the fictional and the personal

    The film opens with Karsh (Vincent Kassel), Becca’s bereaved husband, in a dentist’s chair being told, “Grief is rotting your teeth”. The film as a whole can be read as a meditation on how grief seeps into and changes the body.

    Written following the death of David Cronenberg’s wife (and initially conceived of as a Netflix series), Cronenberg has rejected the idea that it is fully autobiographical. It is, however, difficult to fully separate the director from the story.

    Cassel as Karsh physically resembles Cronenberg in the film, blurring the boundary between fiction and the personal. Physical duplication is a disorienting motif of the film. Kruger reappears as Becca’s sister Terri and as an animated AI assistant named Honey.

    Alongside the grotesque images of her decaying body, these versions of Kruger are especially striking. Cassel’s performance as the controlling and obsessive Karsh is nuanced and understated. His desire to monitor Becca’s decomposition is presented as a logical step to regain possession of her from her illness, and is deeply disturbing.

    It also has ominous and timely resonance in our modern world, where controversial technology exists that permits artificial intelligence to create avatars of the dead to comfort the bereaved.

    The film becomes a mimetic piece on grief, where boundaries between imagination and reality dissolve. Cronenberg’s frequent collaborator Howard Shore provides an ambient score that reinforces this dissolution. Ethereal and bass-rich, it features spacious, slowly evolving melodies wrapped in velvety synth textures which evoke a dream-like soundscape.

    As the plot progresses into a tangle of conspiracy theories, lines blur between Karsh’s dreams and reality. Background plots drift unresolved, characters are vaguely sketched. Themes of environmental activism versus capitalist enterprise, the exploitation of technology, illegal surveillance and government corruption are all threaded through the story, but none are fully realised. This is not a film which offers a straightforward narrative or closure. Like grief, it remains raw, fluid and difficult to contain.

    Throughout, the film returns to Becca’s decaying body, encased in a shroud that is described as both toxic and radioactive, an object of controversy for eco-activists. “She’s dead, remember, she can’t do anything,” Karsh’s companion reminds him.

    But this is not true for Becca. In death, her body is watched and consumed by systems of surveillance and ecological anxiety. Symbolising Alaimo’s concept of transcorporeality, Becca’s decaying corpse, wrapped in technology, but buried in the Earth, is deeply connected to the environment and cannot be separated from it. Her body is influenced by both its natural surroundings and social factors such as the shroud’s technology, outside interference and Karsh’s control.

    Karsh asserts that burial is a complex matter, converging politics, religion and economics. The Shrouds raises questions that touch on all of these, but provides no tangible answers. Some viewers will be frustrated by the film’s lack of logical structure and resolution. But it is also fair to say that this is how it mirrors the pathways of grief itself: unwieldy, unpredictable and consuming.

    Laura O’Flanagan does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. The Shrouds: new Cronenberg film is an elusive meditation on death, grief and environmental ethics – https://theconversation.com/the-shrouds-new-cronenberg-film-is-an-elusive-meditation-on-death-grief-and-environmental-ethics-260009

    MIL OSI

  • MIL-OSI Analysis: I rode the Tour de France to study its impact on the human body – here’s what I learned

    Source: The Conversation – UK – By Steve Faulkner, Senior Lecturer in Exercise Physiology, Nottingham Trent University

    The Tour de France is often called the world’s biggest annual sporting event. Each July up to 12 million people line the roadside, while the cumulative TV audience tops 3 billion viewers across 190 countries.

    In 2025, 184 riders will compete in teams of eight, racing a punishing 3,500 km route with nearly 50,000 metres of climbing – roughly the height of Mount Everest six times over. Across 21 stages riders tackle time trials, flat sprints and brutal mountain passes through the Alps, Pyrenees and Massif Central.

    Professional cyclists possess extraordinary endurance and are capable of generating high power outputs day after day. Yet, despite having far less training and support, in recent years a number of amateur cyclists have begun riding the Tour route just days before the pros. The Tour 21 is one such effort and offers cyclists a chance to follow in the tyre tracks of the elite while raising money for a good cause.

    In 2021 I joined 19 others to ride the full route in support of Cure Leukaemia, with a shared goal of raising £1 million for blood cancer research. As a blood cancer survivor diagnosed at 16, this challenge combined my love of cycling, my background in science and my deep desire to give back to the community that helped save my life. It was also a unique opportunity to study how amateur cyclists cope with one of the most demanding endurance events in the world.

    The research findings were published in the Journal of Science and Cycling, to coincide with 2025’s Grand Départ (the official start of the race) in Lille.

    Training for the impossible

    Originally, the study planned to include lab-based physiological assessments of the amateur cyclists undertaking the Tour de France route, but the COVID-19 pandemic forced us to adapt and rely instead on data from training diaries. These gave us insight into how much (or little) training had been done leading up to the ride, and how riders managed the physical and mental strain during the event itself.

    While professional cyclists typically train 20–25 hours a week – often at altitude, with tailored coaching and racing schedules – our group of amateurs had full-time jobs, were typically 15–20 years older than the pros and trained around seven to ten hours a week.

    Our preparation was far from ideal, averaging just 47km per ride and 350 metres of climbing; a fraction of what the Tour demands. In fact, this amounted to less than 10% of the required climbing during the mountain stages.

    Once the ride began, the contrast between training and reality was stark. The group averaged nearly seven hours of riding a day, a 300% increase from their usual routine. Within four days signs of overtraining began to emerge: riders were no longer able to elevate their heart rates, a classic marker of central nervous system fatigue and excessive physical stress.

    As the days progressed, performance metrics continued to decline: heart rates dropped, power outputs fell and mood scores deteriorated. The cumulative fatigue was undeniable.

    Surprisingly, when we compared our amateur data to metrics from professional riders, we found that although pros ride at much higher power outputs, amateurs were subject to greater relative stress. On some days they spent almost double the time in the saddle, which meant they operated closer to their physical limits, with far less time for recovery – and often suboptimal sleep and nutrition.

    By the final week many of the riders could no longer produce the same power they had in the first few days. In some cases, heart rates wouldn’t rise above 100 beats per minute – a clear sign of accumulated fatigue and physiological overload.

    How to prepare for an ultra-endurance challenge

    If you’re planning to take on a major endurance event – whether it’s cycling, running, or hiking – here are some lessons from the road:

    1. Train specifically for the event

    Your training should mirror the challenge ahead. For the Tour, this meant preparing for long, back-to-back days with significant climbing. Mimic the intensity, volume and terrain as closely as possible.

    2. Understand how quickly fatigue builds

    Over multiple days, fatigue doesn’t just accumulate – it compounds. Listen to your body, adapt your plan and include plenty of recovery time.

    3. Prioritise nutrition and recovery

    These two factors can make or break your performance. You’ll need to consume enough energy to fuel the effort, but avoid excessive intake that leads to unnecessary weight gain. Recovery – through sleep, rest and refuelling – is equally vital.

    4. Work with an experienced coach

    More than fancy bikes or high-tech gear, a good coach is your best investment. They can help tailor your training plan, track your progress and adapt strategies as needed. Don’t underestimate this support.

    A ride to remember

    Completing the Tour de France route is a monumental achievement for any cyclist — amateur or pro. In 2021, our team not only rode the full route, but also raised over £1 million for Cure Leukaemia. For me, it marked a deeply personal milestone in my cancer journey.

    Throughout those 21 days, I thought often of the physical and emotional battles I faced during treatment; moments when I didn’t know if I’d survive, let alone ride across France. That experience gave me the resilience to keep going, even when my body was screaming to stop.

    Riding the Tour taught me that we’re capable of far more than we realise, especially when we ride with purpose.

    Steve Faulkner does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. I rode the Tour de France to study its impact on the human body – here’s what I learned – https://theconversation.com/i-rode-the-tour-de-france-to-study-its-impact-on-the-human-body-heres-what-i-learned-260524

    MIL OSI Analysis

  • MIL-OSI Analysis: Four reasons why many of us feel the global economy is not on our side

    Source: The Conversation – UK – By Cahal Moran, Visiting Fellow in the Department of Psychological and Behavioural Science, London School of Economics and Political Science

    During my adult life, I have never experienced what it’s like to live in a “good” economy. Starting with the global financial crash in 2008, which hit just as I began studying economics, the world seems to have lurched from crisis to crisis and the UK economy even more so.

    Some of those crises, like the crash and COVID, are sudden shocks. Others have been more gradual, such as increasingly unaffordable housing or the rising dominance of the world’s ultra rich.

    As I explore in my new book, Why We’re Getting Poorer, the result of these crises is an economic system which works for some much more than it does for others. Here are four reasons why you may be feeling let down.

    1. Grasping for growth

    Like many of his fellow leaders across the world, the British prime minister, Keir Starmer, is aiming to make economic growth the primary mission of his government. And understandably so.

    A growing economy puts more money in people’s pockets and brings other benefits such as low unemployment. But economic growth is not easy (in the UK it has been poor for a long time).

    That’s because there’s no GDP dial that a prime minister or president can simply turn up. Research shows that economic growth is an amorphous and difficult goal which depends on many factors – geopolitical, demographic, technological – outside any single country’s control.

    One option is to focus on achievable goals around investment, like the public investments of £113 billion on homes, transport and energy planned in the UK. But big projects can take a long time to build and develop, so even if they do boost growth, it can take a while for households to feel the benefits.

    2. Inherent inequality

    Against the backdrop of low growth in the UK has been high inequality, under Conservative and Labour governments. And again, inequality is an international issue.

    The wealth of the richest people in the world skyrocketed over COVID, buoyed in many cases by the increased importance of the tech sector during lockdowns. Even before the pandemic, wealth inequality was a problem across the globe.

    This imbalance has given the very richest opportunities to buy up commercial competitors, indulge in space travel and control large parts of the media, exerting extreme economic, social and political power. Needless to say, their economic priorities are not the same as everyone else’s.

    Meanwhile, communities and regions may be left behind, with declining physical and social infrastructure. People living in hollowed out areas where incomes and opportunities are limited are unlikely to feel that the economic system is working for them.

    3. Globalisation

    Globalisation has made a lot of people – in places like China, India and Brazil – better off. But it is not a system which ensures economic benefits for everyone.

    With global competition, big businesses are often under pressure to reduce costs. Free trade deals have often failed to enforce labour standards or redistribute gains to poorly paid workers, and in many cases simply made the rich richer.

    Such a distorted form of economic governance, where large sections of society end up feeling left behind was bound to provoke a response. Some would link it to recent political events like Brexit and the presidencies of Donald Trump, whose international tariffs are a clear attempt to reverse the rise of globalisation.

    Sporadic supply chains.
    Corona Borealis Studio/Shutterstock

    Since the pandemic, more fault-lines have been exposed. The global economy has become too dependent on certain regions, epitomised by Taiwanese dominance in the manufacturing of semiconductors, or European reliance on Russia for gas and oil.

    Recent years have also seen supply chain bottlenecks, leading to shortages of goods including cars, phones and even salad ingredients. Inflexible global systems have been ineffective, and internationally agreed fixes are hard to achieve.

    4. Climate change

    World news at the start of 2020 was dominated by the massive wildfires raging across Australia. At the start of 2025, Los Angeles burned.

    As the global climate shifts and lurches, extreme weather events are becoming more common. Floods, hurricanes and extreme temperatures look to be the likely outcome.

    When sea levels rise, countless coastal cities will experience flooding, and many Pacific islands may disappear altogether. The UN’s climate science advisory group, the Intergovernmental Panel on Climate Change (IPCC) suggests that humanity will struggle with food production, disease and massive migration.

    This will all result in huge economic costs, impeding growth and disrupting livelihoods across the world. According to the IPCC, the impacts could range from extreme weather events disrupting infrastructure to changing weather reducing yields in agriculture, forestry and fishing.

    Yet many countries appear to be backtracking on their commitment to reducing emissions. It seems they would prefer to deal with the fallout of climate change rather than invest in potential solutions like carbon taxes, walkable cities or alternative fuels. But such acts of self-harm are not a sound basis for a prosperous economy, society or planet.

    Cahal Moran does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. Four reasons why many of us feel the global economy is not on our side – https://theconversation.com/four-reasons-why-many-of-us-feel-the-global-economy-is-not-on-our-side-252220

    MIL OSI Analysis

  • MIL-OSI Submissions: Norman Tebbit, Conservative minister known as Thatcher’s enforcer, dies at 94

    Source: The Conversation – UK – By Martin Farr, Senior Lecturer in Contemporary British History, Newcastle University

    No man more embodied Thatcherism in the eyes of the public in the 1980s than Norman Tebbit, who died on July 7, aged 94.

    Though certainly no yuppie, Lord Tebbit entitled his memoirs Upwardly Mobile. Margaret’s Thatcher’s triumph was also his. She saw in the Essex MP just the uncompromising approach to transforming Britain to which she too was committed.

    Both had been disgusted by the Conservative government of Edward Heath blinking when it sought to face down trade unions in the early 1970s. The experience was elemental to their plan for government.

    Others were more important to the New Right/neoliberal project elected in 1979: Conservative minister Keith Joseph, and Thatcher’s two chancellors, Geoffrey Howe and Nigel Lawson.

    But Tebbit provided something no one else in Thatcher’s cabinet could: an innate connection with white, working-class voters, who may once have been Labour – Tebbit lauded Clement Attlee and Ernest Bevin – but whose values were held to have been washed away in the postwar tide of union militancy, social permissiveness, European integration, and mass immigration.


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    He became a Conservative almost because, rather than in spite, of his background. “Essex man” was a presiding personification of the period.

    Unlike almost all of Thatcher’s ministers, Tebbit did not go to university, but left school at 16 to encounter the “closed shop”: that one had to be a member of a particular union to work in a particular workplace. He became determined at that moment to end this practice, and with it so much else of postwar social democracy.

    Thirty years later he did, as Thatcher’s secretary of state for employment. Tebbit’s 1982 Employment Act avenged the unions’ defeat of Heath. Union rights were weakened, never to be restored, and those of employers emboldened. It was a significant contribution to Thatcherism’s ledger.

    As secretary of state for trade and industry, Tebbit pursued privatisation – the return (as its proponents, simply, put it) of nationalised industries to the private sector – with passion. The postwar settlement in Britain was being upended.

    Public image

    In an age before the televising of parliament (much less 24-hour news and social media), Tebbit cut through in a way few politicians did.

    At at a time of inner-city violence, the public knew Tebbit’s unemployed father, decades earlier, didn’t riot but “got on his bike and looked for work”. No one else could have been called – in the words of Labour’s Michael Foot – a “semi-house-trained polecat”. TV’s puppet satire Spitting Image portrayed him as the “Chingford Strangler”, dressed in biker leathers.

    Tebbit felt no need for his contempt for socialism to be leavened by charm or humour. There was invariably a slight sense of menace. He had no interest in ingratiating or propitiating. And so he was as loved by Conservative party members as he was hated by the left. He welcomed their hatred.

    Tebbit in particular despised the swinging 60s – fittingly, he entered parliament in the election in which Harold Wilson’s government was unexpectedly ejected – and its legacy of “insufferable, smug, sanctimonious, naive, guilt-ridden, wet, pink orthodoxy”. Thus his trenchancy on immigration, overseas aid (a “sink of iniquity, corruption and violence”), sexuality (he was one of the few still to use the word “sodomite”) and Europe (he was a Eurosceptic before Euroscepticism).

    In 1990 Tebbit asked of British-born people of Asian heritage: “Which side do they cheer for? Are you still harking back to where you came from or where you are?”. Tebbit’s “cricket test” is second only to Enoch Powell’s “rivers of blood” speech in the annals of inflammatory – they and their supporters would say candid – rhetoric relating to immigration. Neither would mind the association.




    Read more:
    Tory humiliation down to campaign length and cult of May – Norman Tebbit Q&A


    What silenced most – if not quite all – of his critics, was Tebbit at his most vulnerable. Following the IRA bombing of the Grand Hotel Brighton in 1984, live television footage of him, only partially clad in his pyjamas, covered in dust, being stretchered out of the rubble, became the defining image of the atrocity.

    The following year Thatcher moved him from trade and industry to, less happily, chairman of the Conservative party. It was a job that required a lighter touch than Tebbit’s.

    Nevertheless, as chairman, he delivered the Conservatives’ third election victory, of 1987 – ensuring the permanence of the transformation – only to immediately retire to the backbenches. Margaret, his wife, had been paralysed by the bomb, and he devoted himself to her care for more than 30 years until her death.

    As warranted as his departure from government may have been, Thatcher “bitterly regretted” losing him, a feeling she felt for few. Her defenestration in November 1990 is much harder to imagine had Tebbit still been in the cabinet.

    Norman Tebbit’s conservatism and nationalism harked back to an earlier age, yet presaged the populism of the 2020s. In his remarks following the news of Tebbit’s death, Nigel Farage said he thought him “a great man”.

    Tebbit’s values endure in public discourse, in more ways than he might have expected even a few years ago. But in his last months he was either unable, or unwilling, to say whether those values were those of the Conservatives, the traditional party of the right, or of another project. That may be a final Tebbit “test”.

    Martin Farr does not work for, consult, own shares in or receive funding from any company or organisation that would benefit from this article, and has disclosed no relevant affiliations beyond their academic appointment.

    ref. Norman Tebbit, Conservative minister known as Thatcher’s enforcer, dies at 94 – https://theconversation.com/norman-tebbit-conservative-minister-known-as-thatchers-enforcer-dies-at-94-260716

    MIL OSI