Russia Attacks Georgia, 2000 feared killed.
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Sunday, August 10, 2008
Saturday, August 09, 2008
Tuesday, May 13, 2008
Dalai Lama on Catastrophic earthquake that struck China
I am deeply saddened by the loss of many lives and many more who have been injured in the catastrophic earthquake that struck Sichuan province of China. I would like to extend my deep sympathy and heartfelt condolences to those families who have been directly affected by the strong earthquake on 12 May 2008. I offer my prayers for those who have lost their lives and those injured in the quake.
Wednesday, April 23, 2008
Operationalising Public Private Partnerships for Disaster Management
Human suffering and economic losses from vulnerability to natural hazards are high. Munich Re estimated that the year 2005 was the most expensive year on record with an overall loss of US$210 billion with total disaster-related claims at over US$ 94 billion. With these costs rising year-on-year, 168 governments have adopted the Hyogo Framework for Action (HFA) 2005-2015: Building the Resilience of Nations and Communities to Disasters. The HFA strives to build international, regional, national and local activities to galvanize efforts to achieve a reduction of disaster losses in fulfillment of the objectives set for the International Strategy for Disaster Reduction (ISDR). One important part of the Framework is helping governments and businesses to identify opportunities for collaborative actions that can reduce losses from natural hazards.
Overall, the private sector in South Asia sees itself positioned to provide value for minimizing vulnerability and safeguarding communities in their auspices. The collective involvement of the partners of this conference brought a symbiosis of knowledge on the value of the private sector to the emergency needs of government operations.
Following the Ist International Conference on Public Private Partnership for Disaster Management 2007, the IInd International Disaster Management Conference, 2008 was organized the auspices of the National Disaster Management Authority India, (NDMA) by Responsenet An Aidmatrix Initiative. Aptly titled "Operationalising Public Private Partnership for Disaster Management: Towards Resilient & Sustainability Goals", the Conference was held on 16th & 17th April at New Delhi.
In terms of contingency plans - the most widely discussed topic - many still apply to specific disasters which may be perennial or sudden disruptions due to man-made disasters. Examples of pandemics across borders traveling worldwide disrupt many functions of business and governments had not been taken into consideration as did other less frequent hazards.
Effective incident and crisis management mechanism using the model of Incident Command System for a structure in business for command, control, coordination and communications was discussed and debated at length. New challenges such as mapping country telecommunication infrastructure for effective communication contingencies, resilience of the financial sector for minimal disruptions, data communication route maps for contingency planning, and the cascading effects of data outages were also highlighted.
The Conference was supported by a number of international agencies, multi-national organizations and corporate bodies like USAID- IRG, International Federation of Red Cross and Red Crescent Societies (IFRC&RCS), United Nations International Strategy for Disaster Reduction (UN/ISDR), Sphere India, Tata Teleservices, International Association for Emergency Managers (IAEM), Swiss Re, GeoHazards International, Services International, Grant Thornton, Micro Insurance Academy, Motorola, Steria (India) Limited, British Standard Issues (BSI), IFFCO-TOKIO, AMS Acoustics, DURAN Audio and DIGITEXX. Further, the Conference saw the participation of representatives of various State Governments and Departments like Fire Services, the Health Directorate, Police, Non-Governmental Organizations, academicians, societal actors and stakeholders from all parts of the world.
Disaster management is no longer restricted to the domain of "State Responsibilities". Further, moving beyond disaster management the focus is on "Risk Reduction", ensuring that minimum risk, loss or damage is ensued whilst dealing with disasters. Hence, all efforts to deal with issues of disaster, whether natural or man-made and the management of disaster needs to be a concerted effort between the Government (public) and the private sector. Disasters cannot be inverted however the move towards increasing disaster preparedness mechanisms will help mitigate the associated risks. Taking this view, Ms. Angela Nar's welcome address initiated the need to "evolve public-private partnerships in dealing with disaster management".
To facilitate the operationalization of public private partnerships the Conference laid emphasis on four thematic issues:
Corporate Resilience and Preparedness for Disaster Management,
Business Continuity for Disaster Management,
Risk Transfer through Techno Financial strategies, and
Operationalising Public Private Partnership for Disaster Management.
Spread over four sessions, the theme's covered case studies ranging from experiences and practices presently employed by different sectors and organizations like the Mumbai Airport Contingencies Plan for Emergency, the Motorola Mission Critical Solution used by the London Police, GeoHazards Bechtel model, IBM's Risk Analysis Framework, Pawan Hans Air Ambulance, Swiss Re in Latin America and others. Significantly, the wide range of issues cut across the Public sector, through IT and IT enabled services, the developmental sector, financial services, manufacturing and business operations, aviation and the tele-communications industry.
At the inaugural address, J K Sinha, Member, NDMA, invited those from the private sector to evolve strategies for Disaster Management with the NDMA. He went on to highlight how it was found that the losses on account of various disasters used to run into thousands of Crores of Rupees. If only a part of that money were to be spent on prevention, preparedness and awareness, the losses would be reduced phenomenally and the progress of the country would not be hampered on that account. He mentioned that if we join hands on awareness, prevention, preparedness and mitigation, it will greatly reduce the ultimate overall costs and would even prevent and reduce the damages.
Citing the examples of Bhopal Gas Tragedy, the Bhuj Earthquake and the Tsunami to see and analyze how much loss and damage could have been prevented he highlighted the point to identify what the corporate world expects from the Government, so that an effective Public-Private-Partnership can be formed. Whenever the budget is prepared by the Finance Minister he calls industry members and discusses issues. This helps greatly in taking more informed decisions. Similarly this sort of exercise in the field of Disaster Management is also required and invited the private sector to engage in a meaningful manner with the National Disaster Management Authority.
The private sector provides value for minimizing vulnerability and to safeguard communities in their vicinities. The collective involvement of the partners of this conference brings a symbiosis of value to the emergency needs to support the government operations. And there is a need to engage in dialogues for continuity plans concluded his inaugural address.
At the valedictory session, Maj.Gen.J. K. Bansal, NDMA also emphasized upon the need to "create a momentum for management of disaster, for the Government cannot work in isolation" and and invited the participants for initiating dialogue and evolve partnership opportunities with National Disaster Management Authority of India.
N K Goyal, Chairman of Telecom Equipment Manufacturers Association at the inaugural session highlighted the criticality of communications and equipments for disaster preparedness and response.
N.M Prusty - Chief of Party USAID - IRG Chaired the session on Corporate Preparedness for Disaster Management and highlighted the criticality for corporate resilience and the need for a well designed preparedness and continuity plan not only for the command system and work flow but also for the communities as integral stakeholders. Attempting at various questions through the session he further emphasized and elaborated on the guidelines of NDMA that are presently in place and those being developed with a core team of expertise at the helm of activities.
The session on Business Continuity for Disaster Management Was chaired by International Federation of Red Cross & Red Crescent Societies, Regional Delegation for South Asia who highlighted the work in progress on Public Private Partnerships for Business continuity and the need for the synergy between Public Private and other stakeholders of society. She emphasized the need for more investments required within companies with an importance to protection of employees, communities and the environment.
Iddo Dror - Director (Operations) Micro - Insurance Academy (MIA) chaired the session on Risk Transfer through Techno Financial Strategies and emphasized on the critical role and need for integration of People without whom PPP would not be possible.
The standards of BS 25999, the new standard for business continuity was presented by Venkataram Arabolu - Managing Director, British Standards Institution (BSI) which has also launched this standard in India for businesses to take advantage of.
The contingency plans as seen today mostly apply to specific disasters which may be perennial or sudden disruptions due to man made disasters. Examples of pandemics across borders travelling worldwide disrupt many functions of business and governments. Geographical distances for Business continuity planning are not the only contingency plan that will help as these are disasters without borders. Disaster mapping has taken a new meaning with the new challenges faced by uncertainties of multi faceted disaster possibilities.
Andreas Bollmann of Swiss Re, highlighted the effects that natural catastrophes have on GDP Growth Rates citing examples of Earthquakes bringing negative GDP in the region affected. Further highlighting empirical evidence he cited how catastrophic events usually retards economic growth, increases external debt, raises inflation and has an impact on real interest rates decrease. Thus emphasizing that strategies adopted for risk transfer, in turn, determines the post event socio economic conditions.
With countries like India, where the un insured touches 93% of the population this also highlights the impact on this population as victims at times of natural disasters. The focus therefore has shifted from post disaster financing to pre disaster initiatives and formulating strategies for financial mitigation by introducing ex ante financing instruments to absorb the losses like insurance, catastrophe bonds, reserve funds or contingent credit instruments thus a need to design reinsurance programs to reduce economic losses.
The benefit of Globe cat which helps in immediate access to funds in time of disasters with a cover of any type of catastrophe was presented by Andreas. This has an ability to leverage donations using investor funds and donations are leveraged as much as 50 to 1. A $2-3 Million donation can provide $100 MM of relief to a country affected by a disaster.
Further insights on the role of Insurance and Re Insurance were provided by K L Naik CEO, J.B.Boda Reinsurance Brokers and Parag Gupta, Vice President, IFFCO-TOKIO. Risk Management and Corporate Governance was an area covered by , Khushroo B Panthaky - National Head of Audit, Grant Thornton
Disaster risk reduction activities were further emphasized by Madhavi Ariyabandu of UN/ISDR who highlighted the Hyogo Framework of Action in which Public Private Partnerships to engage private sector was elaborated upon. Providing an insight on Global Hotspots she highlighted that 25 million kilometers and 3.4 billion people are at relatively high risk areas across the world. UN/ISDR with a mandate to build disaster resilient communities is working towards reducing human, social, economic and environmental losses due to natural hazards and related technological and environmental disasters. She further highlighted that the cost benefit ratio for disaster mitigation is of 4:1 as per a study quoted and to reduce costs, limit exposures, maintain operating continuity, protect employees, property, reputations and build a competitive market place position.
Jayaraj Puthanveedu of Northern Trust highlighted the Effective incident and crisis management mechanism using the model of Incident Command System for a structure in business for command, control, coordination and communications. Daman Dev Sood - Vice President - Quality & Business Assurance, Steria India Limited provided dos and don'ts that can be integrated into everyday life to minimize the affects of climate change.
New challenges such as mapping the entire countries telecommunication infrastructure for effective communication contingencies, resilience of the financial sector for minimal disruptions, data communication route maps for contingency planning, cascading effects of data outage needs a focused understanding.
Sanjeev Dhinda, highlighted the IBM point of view on preparedness, recovery and response for technology and IT enablement for crisis management. He highlighted case studies of various governments and presented a National Incident Management System model for the Government of India.
A key element to all the services that can be leveraged at times of disasters from the private sector is the importance of the right skills for the right people at the right time.
Nathaniel Forbes of the International Association of Emergency Managers highlighted the aspect of how human resources can converge for focused highly skilled careers and leverage credentials of globally recognized and experienced organizations.
Commander Pradeep Dixit of Mumbai International Airport(MIAL) highlighted the importance of contingency planning at infrastructures and elaborated on the Airport Emergency Response plan of MIAL which is working on a PPP model and being prepared for various disasters ranging from natural to man made.
S.L.Chakravorty,OISD emphasized that the Oil Industry in India is well equipped on Health, Safety & Environment matters including Disaster Management Plan. These are in place - well rehearsed and demonstrated.
Partnerships for structural seismic risk reduction was addressed by Hari Kumar of Geo Hazards who highlighted the partnerships being worked upon for structural and risk reduction areas in partnership with the Delhi Government and this was further taken on by Subodh Vardhan Director Sales and Country head, Government and Public Safety Motrola who presented the Tetra model as one of the solutions being provided for disasters. Sanjay Kumar of Pawan Hans Helicopter presented on the criticality of Air Ambulance services which play a vital role at times of disasters for search and rescue operations.
How Emergency Medical Services play a critical role in responding to disasters and the scope for Public-Private Partnership was presented by Sweta Mangal - CEO & Founder, Ambulance Access for All Foundation who is now entering various states of India and highlighted the training programs being conducted to build capacities for emergency preparedness of communities.
Business can converge the available critical services like telecommunications, ambulance and medical services, air services, air rescue, earth moving equipments and many more services which can be used in normal times as commercial activities and can be immediately activated and put to emergency use in times of disasters
In the concluding remarks of the conference, it was found that the private sector can converge with the public sector for critical services like telecommunications, ambulance and medical services, air services, air rescue, earth moving equipments and many more services which are regularly used for commercial activities and activated during emergencies. In this effort, the chair highlighted the need for corporate resilience and the need for a well-designed preparedness and continuity plans not only for the command system and work flow but also for communities and NGOs as integral stakeholders.
Following the conference, participants were invited to continue discussions through a virtual Public Private Partnership in Disaster Risk Reduction Network on Prevention Web. This network consists of mailing list & workspace inviting global professionals, government, private companies etc working in the area of Public Private Partnerships for Disaster risk reduction, to share experiences and challenges for engagement models, challenges, strengthening PPP and innovative ways to nurture ongoing
partnerships.
To participate, visit,
http://groups.preventionweb.net/scripts/wa-PREVENTIONWEB.exe?INDEX
Recommendations
I. Corporate Preparedness for Disaster Management:
Develop community responsiveness with PPP, to ensure that communities inhabiting surrounding areas are able to cope and react positively in instances of disaster.
Knowledge building and sharing within the Private sector and Authorities is important. This will help develop a model most suitable for implementation.
Increasing use and dissemination of safety solutions dealing with Disaster Management at work and in the community.
The Private sector needs to integrate the business process with social process to ensure successful implementation of programmes or practices.
Necessary to adopt people responsive oriented action.
Need to strengthen the network of communication or telecommunication, both within the organization and for intra-relief rescue purposes.
II. Business Continuity for Disaster Management:
Increasing adoption of the Business Continuity Management model for a holistic and sustainable solution for coping with instances of Disasters.
For successful working, the Incident Command System model should be a two way process, top down and bottom up.
Meaningful interactions within the units of the system are important to ensure that Disaster Management Solutions are workable.
Partnerships must be based upon the commitment to work at all levels of PPP with core integration of People.
III. Risk Transfer through Techno Financial Strategy:
Risk transfer mechanism like insurance is necessary to mitigate the impact of losses suffered during instances of disaster.
Through the strategy of Public Private Insurance, the vulnerable section in the society can be brought under the micro insurance blanket.
The impact of disaster is highest upon the State, even to the extent of questioning the ability of the State to perform. However, insurance can substantially help to reduce the financial burden upon the State.
Further, through risk pooling insurance helps diversify the impact of disasters not only within the region but also worldwide.
IV. Operationalising Public Private Partnership for Disaster Management:
Develop Disaster Management Contingency Plans for both on-site and off-site training of the people and the community.
Disaster Management Training or such Emergency Response Training should be regularly imparted to the community, employees and the vulnerable groups in the society through PPP.
Institute ethics of accountability, sustainability and dignity in dealing with instances of disaster management and mitigation.
International models cannot be duplicated in the country. Focus should be placed upon tailoring practices of disaster mitigation upon the local conditions and the specific requirements of the people and the local situation.
Emerging Trends:
The Hyogo Framework for Action 2005-2015, Mumbai Declaration November 2005 and the Davos Declaration November 2006 are the frameworks designed for Public-Private Partnerships.
At the level of the international humanitarian bodies, increasing shift from Disaster Management to Disaster Prevention and Risk Reduction.
A paradigmatic shift from Disaster Management to Disaster Preparedness/Risk Reduction, at the level of the State and private organizations partnerships.
Increasing awareness on the need for Public-Private Participation to deal with issues of Disaster Management.
Rising concerns:
The greater need for the involvement of the people and the community was advocated thus having a People Practised Programs .
Without people's participation, public private partnership would not be positive in nature
Conclusions:
The National Disaster Management Authority acknowledges the need to work in partnership with the Private sector.
Need to develop a workable model for Public Private Partnership framework satisfactory to both the state and the private sector to work together for Disaster Management
Overall, the private sector in South Asia sees itself positioned to provide value for minimizing vulnerability and safeguarding communities in their auspices. The collective involvement of the partners of this conference brought a symbiosis of knowledge on the value of the private sector to the emergency needs of government operations.
Following the Ist International Conference on Public Private Partnership for Disaster Management 2007, the IInd International Disaster Management Conference, 2008 was organized the auspices of the National Disaster Management Authority India, (NDMA) by Responsenet An Aidmatrix Initiative. Aptly titled "Operationalising Public Private Partnership for Disaster Management: Towards Resilient & Sustainability Goals", the Conference was held on 16th & 17th April at New Delhi.
In terms of contingency plans - the most widely discussed topic - many still apply to specific disasters which may be perennial or sudden disruptions due to man-made disasters. Examples of pandemics across borders traveling worldwide disrupt many functions of business and governments had not been taken into consideration as did other less frequent hazards.
Effective incident and crisis management mechanism using the model of Incident Command System for a structure in business for command, control, coordination and communications was discussed and debated at length. New challenges such as mapping country telecommunication infrastructure for effective communication contingencies, resilience of the financial sector for minimal disruptions, data communication route maps for contingency planning, and the cascading effects of data outages were also highlighted.
The Conference was supported by a number of international agencies, multi-national organizations and corporate bodies like USAID- IRG, International Federation of Red Cross and Red Crescent Societies (IFRC&RCS), United Nations International Strategy for Disaster Reduction (UN/ISDR), Sphere India, Tata Teleservices, International Association for Emergency Managers (IAEM), Swiss Re, GeoHazards International, Services International, Grant Thornton, Micro Insurance Academy, Motorola, Steria (India) Limited, British Standard Issues (BSI), IFFCO-TOKIO, AMS Acoustics, DURAN Audio and DIGITEXX. Further, the Conference saw the participation of representatives of various State Governments and Departments like Fire Services, the Health Directorate, Police, Non-Governmental Organizations, academicians, societal actors and stakeholders from all parts of the world.
Disaster management is no longer restricted to the domain of "State Responsibilities". Further, moving beyond disaster management the focus is on "Risk Reduction", ensuring that minimum risk, loss or damage is ensued whilst dealing with disasters. Hence, all efforts to deal with issues of disaster, whether natural or man-made and the management of disaster needs to be a concerted effort between the Government (public) and the private sector. Disasters cannot be inverted however the move towards increasing disaster preparedness mechanisms will help mitigate the associated risks. Taking this view, Ms. Angela Nar's welcome address initiated the need to "evolve public-private partnerships in dealing with disaster management".
To facilitate the operationalization of public private partnerships the Conference laid emphasis on four thematic issues:
Corporate Resilience and Preparedness for Disaster Management,
Business Continuity for Disaster Management,
Risk Transfer through Techno Financial strategies, and
Operationalising Public Private Partnership for Disaster Management.
Spread over four sessions, the theme's covered case studies ranging from experiences and practices presently employed by different sectors and organizations like the Mumbai Airport Contingencies Plan for Emergency, the Motorola Mission Critical Solution used by the London Police, GeoHazards Bechtel model, IBM's Risk Analysis Framework, Pawan Hans Air Ambulance, Swiss Re in Latin America and others. Significantly, the wide range of issues cut across the Public sector, through IT and IT enabled services, the developmental sector, financial services, manufacturing and business operations, aviation and the tele-communications industry.
At the inaugural address, J K Sinha, Member, NDMA, invited those from the private sector to evolve strategies for Disaster Management with the NDMA. He went on to highlight how it was found that the losses on account of various disasters used to run into thousands of Crores of Rupees. If only a part of that money were to be spent on prevention, preparedness and awareness, the losses would be reduced phenomenally and the progress of the country would not be hampered on that account. He mentioned that if we join hands on awareness, prevention, preparedness and mitigation, it will greatly reduce the ultimate overall costs and would even prevent and reduce the damages.
Citing the examples of Bhopal Gas Tragedy, the Bhuj Earthquake and the Tsunami to see and analyze how much loss and damage could have been prevented he highlighted the point to identify what the corporate world expects from the Government, so that an effective Public-Private-Partnership can be formed. Whenever the budget is prepared by the Finance Minister he calls industry members and discusses issues. This helps greatly in taking more informed decisions. Similarly this sort of exercise in the field of Disaster Management is also required and invited the private sector to engage in a meaningful manner with the National Disaster Management Authority.
The private sector provides value for minimizing vulnerability and to safeguard communities in their vicinities. The collective involvement of the partners of this conference brings a symbiosis of value to the emergency needs to support the government operations. And there is a need to engage in dialogues for continuity plans concluded his inaugural address.
At the valedictory session, Maj.Gen.J. K. Bansal, NDMA also emphasized upon the need to "create a momentum for management of disaster, for the Government cannot work in isolation" and and invited the participants for initiating dialogue and evolve partnership opportunities with National Disaster Management Authority of India.
N K Goyal, Chairman of Telecom Equipment Manufacturers Association at the inaugural session highlighted the criticality of communications and equipments for disaster preparedness and response.
N.M Prusty - Chief of Party USAID - IRG Chaired the session on Corporate Preparedness for Disaster Management and highlighted the criticality for corporate resilience and the need for a well designed preparedness and continuity plan not only for the command system and work flow but also for the communities as integral stakeholders. Attempting at various questions through the session he further emphasized and elaborated on the guidelines of NDMA that are presently in place and those being developed with a core team of expertise at the helm of activities.
The session on Business Continuity for Disaster Management Was chaired by International Federation of Red Cross & Red Crescent Societies, Regional Delegation for South Asia who highlighted the work in progress on Public Private Partnerships for Business continuity and the need for the synergy between Public Private and other stakeholders of society. She emphasized the need for more investments required within companies with an importance to protection of employees, communities and the environment.
Iddo Dror - Director (Operations) Micro - Insurance Academy (MIA) chaired the session on Risk Transfer through Techno Financial Strategies and emphasized on the critical role and need for integration of People without whom PPP would not be possible.
The standards of BS 25999, the new standard for business continuity was presented by Venkataram Arabolu - Managing Director, British Standards Institution (BSI) which has also launched this standard in India for businesses to take advantage of.
The contingency plans as seen today mostly apply to specific disasters which may be perennial or sudden disruptions due to man made disasters. Examples of pandemics across borders travelling worldwide disrupt many functions of business and governments. Geographical distances for Business continuity planning are not the only contingency plan that will help as these are disasters without borders. Disaster mapping has taken a new meaning with the new challenges faced by uncertainties of multi faceted disaster possibilities.
Andreas Bollmann of Swiss Re, highlighted the effects that natural catastrophes have on GDP Growth Rates citing examples of Earthquakes bringing negative GDP in the region affected. Further highlighting empirical evidence he cited how catastrophic events usually retards economic growth, increases external debt, raises inflation and has an impact on real interest rates decrease. Thus emphasizing that strategies adopted for risk transfer, in turn, determines the post event socio economic conditions.
With countries like India, where the un insured touches 93% of the population this also highlights the impact on this population as victims at times of natural disasters. The focus therefore has shifted from post disaster financing to pre disaster initiatives and formulating strategies for financial mitigation by introducing ex ante financing instruments to absorb the losses like insurance, catastrophe bonds, reserve funds or contingent credit instruments thus a need to design reinsurance programs to reduce economic losses.
The benefit of Globe cat which helps in immediate access to funds in time of disasters with a cover of any type of catastrophe was presented by Andreas. This has an ability to leverage donations using investor funds and donations are leveraged as much as 50 to 1. A $2-3 Million donation can provide $100 MM of relief to a country affected by a disaster.
Further insights on the role of Insurance and Re Insurance were provided by K L Naik CEO, J.B.Boda Reinsurance Brokers and Parag Gupta, Vice President, IFFCO-TOKIO. Risk Management and Corporate Governance was an area covered by , Khushroo B Panthaky - National Head of Audit, Grant Thornton
Disaster risk reduction activities were further emphasized by Madhavi Ariyabandu of UN/ISDR who highlighted the Hyogo Framework of Action in which Public Private Partnerships to engage private sector was elaborated upon. Providing an insight on Global Hotspots she highlighted that 25 million kilometers and 3.4 billion people are at relatively high risk areas across the world. UN/ISDR with a mandate to build disaster resilient communities is working towards reducing human, social, economic and environmental losses due to natural hazards and related technological and environmental disasters. She further highlighted that the cost benefit ratio for disaster mitigation is of 4:1 as per a study quoted and to reduce costs, limit exposures, maintain operating continuity, protect employees, property, reputations and build a competitive market place position.
Jayaraj Puthanveedu of Northern Trust highlighted the Effective incident and crisis management mechanism using the model of Incident Command System for a structure in business for command, control, coordination and communications. Daman Dev Sood - Vice President - Quality & Business Assurance, Steria India Limited provided dos and don'ts that can be integrated into everyday life to minimize the affects of climate change.
New challenges such as mapping the entire countries telecommunication infrastructure for effective communication contingencies, resilience of the financial sector for minimal disruptions, data communication route maps for contingency planning, cascading effects of data outage needs a focused understanding.
Sanjeev Dhinda, highlighted the IBM point of view on preparedness, recovery and response for technology and IT enablement for crisis management. He highlighted case studies of various governments and presented a National Incident Management System model for the Government of India.
A key element to all the services that can be leveraged at times of disasters from the private sector is the importance of the right skills for the right people at the right time.
Nathaniel Forbes of the International Association of Emergency Managers highlighted the aspect of how human resources can converge for focused highly skilled careers and leverage credentials of globally recognized and experienced organizations.
Commander Pradeep Dixit of Mumbai International Airport(MIAL) highlighted the importance of contingency planning at infrastructures and elaborated on the Airport Emergency Response plan of MIAL which is working on a PPP model and being prepared for various disasters ranging from natural to man made.
S.L.Chakravorty,OISD emphasized that the Oil Industry in India is well equipped on Health, Safety & Environment matters including Disaster Management Plan. These are in place - well rehearsed and demonstrated.
Partnerships for structural seismic risk reduction was addressed by Hari Kumar of Geo Hazards who highlighted the partnerships being worked upon for structural and risk reduction areas in partnership with the Delhi Government and this was further taken on by Subodh Vardhan Director Sales and Country head, Government and Public Safety Motrola who presented the Tetra model as one of the solutions being provided for disasters. Sanjay Kumar of Pawan Hans Helicopter presented on the criticality of Air Ambulance services which play a vital role at times of disasters for search and rescue operations.
How Emergency Medical Services play a critical role in responding to disasters and the scope for Public-Private Partnership was presented by Sweta Mangal - CEO & Founder, Ambulance Access for All Foundation who is now entering various states of India and highlighted the training programs being conducted to build capacities for emergency preparedness of communities.
Business can converge the available critical services like telecommunications, ambulance and medical services, air services, air rescue, earth moving equipments and many more services which can be used in normal times as commercial activities and can be immediately activated and put to emergency use in times of disasters
In the concluding remarks of the conference, it was found that the private sector can converge with the public sector for critical services like telecommunications, ambulance and medical services, air services, air rescue, earth moving equipments and many more services which are regularly used for commercial activities and activated during emergencies. In this effort, the chair highlighted the need for corporate resilience and the need for a well-designed preparedness and continuity plans not only for the command system and work flow but also for communities and NGOs as integral stakeholders.
Following the conference, participants were invited to continue discussions through a virtual Public Private Partnership in Disaster Risk Reduction Network on Prevention Web. This network consists of mailing list & workspace inviting global professionals, government, private companies etc working in the area of Public Private Partnerships for Disaster risk reduction, to share experiences and challenges for engagement models, challenges, strengthening PPP and innovative ways to nurture ongoing
partnerships.
To participate, visit,
http://groups.preventionweb.net/scripts/wa-PREVENTIONWEB.exe?INDEX
Recommendations
I. Corporate Preparedness for Disaster Management:
Develop community responsiveness with PPP, to ensure that communities inhabiting surrounding areas are able to cope and react positively in instances of disaster.
Knowledge building and sharing within the Private sector and Authorities is important. This will help develop a model most suitable for implementation.
Increasing use and dissemination of safety solutions dealing with Disaster Management at work and in the community.
The Private sector needs to integrate the business process with social process to ensure successful implementation of programmes or practices.
Necessary to adopt people responsive oriented action.
Need to strengthen the network of communication or telecommunication, both within the organization and for intra-relief rescue purposes.
II. Business Continuity for Disaster Management:
Increasing adoption of the Business Continuity Management model for a holistic and sustainable solution for coping with instances of Disasters.
For successful working, the Incident Command System model should be a two way process, top down and bottom up.
Meaningful interactions within the units of the system are important to ensure that Disaster Management Solutions are workable.
Partnerships must be based upon the commitment to work at all levels of PPP with core integration of People.
III. Risk Transfer through Techno Financial Strategy:
Risk transfer mechanism like insurance is necessary to mitigate the impact of losses suffered during instances of disaster.
Through the strategy of Public Private Insurance, the vulnerable section in the society can be brought under the micro insurance blanket.
The impact of disaster is highest upon the State, even to the extent of questioning the ability of the State to perform. However, insurance can substantially help to reduce the financial burden upon the State.
Further, through risk pooling insurance helps diversify the impact of disasters not only within the region but also worldwide.
IV. Operationalising Public Private Partnership for Disaster Management:
Develop Disaster Management Contingency Plans for both on-site and off-site training of the people and the community.
Disaster Management Training or such Emergency Response Training should be regularly imparted to the community, employees and the vulnerable groups in the society through PPP.
Institute ethics of accountability, sustainability and dignity in dealing with instances of disaster management and mitigation.
International models cannot be duplicated in the country. Focus should be placed upon tailoring practices of disaster mitigation upon the local conditions and the specific requirements of the people and the local situation.
Emerging Trends:
The Hyogo Framework for Action 2005-2015, Mumbai Declaration November 2005 and the Davos Declaration November 2006 are the frameworks designed for Public-Private Partnerships.
At the level of the international humanitarian bodies, increasing shift from Disaster Management to Disaster Prevention and Risk Reduction.
A paradigmatic shift from Disaster Management to Disaster Preparedness/Risk Reduction, at the level of the State and private organizations partnerships.
Increasing awareness on the need for Public-Private Participation to deal with issues of Disaster Management.
Rising concerns:
The greater need for the involvement of the people and the community was advocated thus having a People Practised Programs .
Without people's participation, public private partnership would not be positive in nature
Conclusions:
The National Disaster Management Authority acknowledges the need to work in partnership with the Private sector.
Need to develop a workable model for Public Private Partnership framework satisfactory to both the state and the private sector to work together for Disaster Management
Wednesday, April 09, 2008
Tibetian protesters marchers to Delhi
The Freedom March with 100 core marchers started from Dharamshala, Himachal Pradesh on March 10, 2008 will be reaching the capital in the afternoon of April 9, 2008. The March is currently 19 kilometers from Delhi and spending the night at Hargovind Gurudwara. They will be taking the National Highway Road, Haryana to reach Delhi
The March was temporarily curtailed when the marchers were detained in Jwalaji, Kangra District in Himachal Pradesh and kept under judicial custody for 14 days. Three main members of the March: Tenzin Choeying, National Director of Students for Free Tibet, India; Lobsang Yeshi, March coordinator; and Tenzin Tsundue, Core Marcher were released three days later only on March 27.
A second group of marchers continued from March 15 and on March 26, the first and second group of marchers reunited in Chandigarh. There are 200 marchers including 16 western supporters, 9 nuns and 147 monks.
The marchers will join the activities in Jantar Mantar under the umbrella of Tibetan Solidarity Committee- Delhi Chapter.
Tibetan students voicing their protest against Chinese crackdown in Tibet
95 students including 33 girls from Tibetan Children's Village, Upper Dharamsala and Bylakuppe, Karnataka will be marching from Ram Lila Grounds to Jantar Mantar starting at 11 am on April 9, 2008 to show their solidarity with the Tibetan movement. All of them are class 12 students who have just finished their board examinations.
We seek international support on the following concerns:
· Direct dialogue with His Holiness the Dalai Lama without precondition.
· Release His Holiness the Panchen Lama immediately
· Independent and just investigation by UNICEF on the rights of Child in Tibet
· Stop racial discrimination of tibetan children by chinese government
The March was temporarily curtailed when the marchers were detained in Jwalaji, Kangra District in Himachal Pradesh and kept under judicial custody for 14 days. Three main members of the March: Tenzin Choeying, National Director of Students for Free Tibet, India; Lobsang Yeshi, March coordinator; and Tenzin Tsundue, Core Marcher were released three days later only on March 27.
A second group of marchers continued from March 15 and on March 26, the first and second group of marchers reunited in Chandigarh. There are 200 marchers including 16 western supporters, 9 nuns and 147 monks.
The marchers will join the activities in Jantar Mantar under the umbrella of Tibetan Solidarity Committee- Delhi Chapter.
Tibetan students voicing their protest against Chinese crackdown in Tibet
95 students including 33 girls from Tibetan Children's Village, Upper Dharamsala and Bylakuppe, Karnataka will be marching from Ram Lila Grounds to Jantar Mantar starting at 11 am on April 9, 2008 to show their solidarity with the Tibetan movement. All of them are class 12 students who have just finished their board examinations.
We seek international support on the following concerns:
· Direct dialogue with His Holiness the Dalai Lama without precondition.
· Release His Holiness the Panchen Lama immediately
· Independent and just investigation by UNICEF on the rights of Child in Tibet
· Stop racial discrimination of tibetan children by chinese government
Monday, April 07, 2008
Czech Airlines extends lease agreement of the Airbus A310 with Air India for another Year
Czech Airlines has signed an agreement with Air India for the lease of an Airbus A310aircraft and crew for another year. The airplane has operated out of Mumbai Airport since last March, thus far flying on the Hong Kong and Kuala Lumpur routes. From May, it will be newly deployed on flights to Jeddah, Saudi Arabia and Delhi and Hyderabad in India.
The agreement has been concluded for 12 months. For that period, Czech Airlines will provide Air India with the aircraft and a crew, comprising two pilots and a head cabin attendant, including insurance and technical maintenance. Due to technical requirements, the Czech crews will continue to be supplemented with local cabin attendants, who have undergone differences training at Czech Airlines, in line with Czech norms and the knowledge of the particular aircraft.
“Above all, the profitable one-year lease of the airplane will bring Czech Airlines higher long-haul fleet profitability,” said Vice-President for Sales Petr Řehák.
The Czech Airlines aircraft received a coat of paint in the colours of Air India, in connection with the previous one-year lease, which it will retain for the next 12 months.
Air India is the largest international airline carrier in India, flying to over 90 domestic and international destinations. The airline operates 115 aircraft, of which 16 are of the Airbus A310 type.
In 2007, Indian Airlines and Air India merged to form one airline operating under the name of Air India. In the same year, the new Air India became a member of the Star Alliance. Since 2004, Air India has also operated the low-cost subsidiary Air India Express.
The agreement has been concluded for 12 months. For that period, Czech Airlines will provide Air India with the aircraft and a crew, comprising two pilots and a head cabin attendant, including insurance and technical maintenance. Due to technical requirements, the Czech crews will continue to be supplemented with local cabin attendants, who have undergone differences training at Czech Airlines, in line with Czech norms and the knowledge of the particular aircraft.
“Above all, the profitable one-year lease of the airplane will bring Czech Airlines higher long-haul fleet profitability,” said Vice-President for Sales Petr Řehák.
The Czech Airlines aircraft received a coat of paint in the colours of Air India, in connection with the previous one-year lease, which it will retain for the next 12 months.
Air India is the largest international airline carrier in India, flying to over 90 domestic and international destinations. The airline operates 115 aircraft, of which 16 are of the Airbus A310 type.
In 2007, Indian Airlines and Air India merged to form one airline operating under the name of Air India. In the same year, the new Air India became a member of the Star Alliance. Since 2004, Air India has also operated the low-cost subsidiary Air India Express.
MALAY MUKHERJEERETIRES FROM EXECUTIVE ROLE OF ARCELORMITTAL
WILL JOIN THE BOARD OF DIRECTORS form May 13, 2008
ArcelorMittal today announces the retirement of Malay Mukherjee, Member of the Group Management Board with responsibility for Asia, Africa, CIS, Mining, Stainless and Pipes & Tubes.
Mukherjee, 60, will retire from his executive duties on 13thMay, the date of the Company’s Annual General Meeting. The Board of Directors will propose to the Annual General Meeting of Shareholders that he will be appointed a non executive member of the Company's Board of Directors effective from that date Mukherjee joined ArcelorMittal (then Ispat International) on 1stJanuary 1993 as Executive Director of the company’s Mexican operations, where he subsequently became CEO.
Following his tenure in Mexico, he then moved to Kazakhstan in 1996 where he spent three years as the company’s CEO. He left Kazakhstan in 1999 to become President and CEO of Ispat Europe. Then in 2001 he was appointed Chief Operating Officer, first of Ispat International and subsequently of Mittal Steel Company, following the merger between Ispat International, LNM Holdings and International Steel Group to create the world’s largest steel company.
Following the merger in 2006 between Arcelor and Mittal Steel, Mr Mukherjee was appointed as one of the six members of the company’s Group Management Board, with particular responsibility for Asia, Africa, the CIS, Mining, Stainless and Pipes and Tubes. Prior to joining ArcelorMittal, he spent many years with the Steel Authority of India Limited (SAIL), where his last position was as Executive Director (Works) at the Bhilai Steel Plant, the largest integrated steel plant in India. Commenting, Mr Mukherjee said, “It has been a real privilege to have spent the last 15 years of my career working for ArcelorMittal.
When I joined the company it was producing 1.3 million tons of steel. Today it is not only the leading steel company, but the company that has transformed the fortunes of the industry through driving a new approach and business model. When I first met Mr Mittal his drive and commitment was obvious, but I could not have imagined that the impact of this would be so substantial news release
I feel honoured to have enjoyed a ring-side seat in what has been an exhilarating, challenging and enormously rewarding journey, working so closely with such an exceptionally talented and motivated leader. Even though I am now taking a step back from the day-to-day operations of the company, I am delighted to have been asked to become a Member of the Company’s Board of Directors.
I have no doubt that the ArcelorMittal journey has only just begun and that the company will continue to go from strength to strength. Mr Mittal said, “I am very sad to be announcing Malay’s retirement from the executive board of ArcelorMittal. He has been an exceptional colleague over the years, someone with deep operational experience, impeccable judgement and great professional integrity. His counsel has been invaluable and he has played a very considerable role in helping ArcelorMittal become the leading steel company that it is today.
On behalf of all my colleagues who have worked extensively with Malay, we are very sorry to see him go. However I am very pleased that our collaboration will continue on the Board of Directors, where I have no doubt Malay’s views will be invaluable in the company’s next stage of development.” Mr Kinsch, Chairman of the Board of Directors, said, “On behalf of all the Members of the Board of Directors, I would like to thank Mr Mukherjee for his contribution to ArcelorMittal.
As a member of the Group Management Board, he has played a very important role in the development of our company, particularly in the critical post-integration merger phase. I am delighted that, subject to shareholder approval, we will be welcoming Mr Mukherjee to the Board. He is one of the most experienced executives in the steel industry today and his presence will certainly further strengthen our Board.”*Subject to Shareholder Approval at the Annual General Meeting to be held on 13thMay. About ArcelorMittalArcelorMittal is the world's largest and most global steel company, with 310,000 employees in more than 60 countries.
The company brings together the world's number one and number two steel companies, Arcelor and Mittal Steel.ArcelorMittal is the leader in all major global markets, including automotive, construction, household appliances and packaging, with leading R&D and technology, as well as sizeable captive supplies of raw materials and outstanding distribution networks.
An industrial presence in 28 European, Asian, African and American countries exposes the company to all the key steel markets, from emerging to mature, positions it will be looking to develop in the high-growth Chinese and Indian markets.ArcelorMittal key financials for 2007 show revenues of USD 105.2 billion, with a crude steel production of 116 million tonnes, representing around 10 per cent of world steel output.ArcelorMittal is listed on the stock exchanges of New York (MT), Amsterdam (MT), Paris (MTP), Brussels (MTBL), Luxembourg (MT) and on the Spanish stock exchanges of Barcelona, Bilbao, Madrid and Valencia (MTS).
ArcelorMittal today announces the retirement of Malay Mukherjee, Member of the Group Management Board with responsibility for Asia, Africa, CIS, Mining, Stainless and Pipes & Tubes.
Mukherjee, 60, will retire from his executive duties on 13thMay, the date of the Company’s Annual General Meeting. The Board of Directors will propose to the Annual General Meeting of Shareholders that he will be appointed a non executive member of the Company's Board of Directors effective from that date Mukherjee joined ArcelorMittal (then Ispat International) on 1stJanuary 1993 as Executive Director of the company’s Mexican operations, where he subsequently became CEO.
Following his tenure in Mexico, he then moved to Kazakhstan in 1996 where he spent three years as the company’s CEO. He left Kazakhstan in 1999 to become President and CEO of Ispat Europe. Then in 2001 he was appointed Chief Operating Officer, first of Ispat International and subsequently of Mittal Steel Company, following the merger between Ispat International, LNM Holdings and International Steel Group to create the world’s largest steel company.
Following the merger in 2006 between Arcelor and Mittal Steel, Mr Mukherjee was appointed as one of the six members of the company’s Group Management Board, with particular responsibility for Asia, Africa, the CIS, Mining, Stainless and Pipes and Tubes. Prior to joining ArcelorMittal, he spent many years with the Steel Authority of India Limited (SAIL), where his last position was as Executive Director (Works) at the Bhilai Steel Plant, the largest integrated steel plant in India. Commenting, Mr Mukherjee said, “It has been a real privilege to have spent the last 15 years of my career working for ArcelorMittal.
When I joined the company it was producing 1.3 million tons of steel. Today it is not only the leading steel company, but the company that has transformed the fortunes of the industry through driving a new approach and business model. When I first met Mr Mittal his drive and commitment was obvious, but I could not have imagined that the impact of this would be so substantial news release
I feel honoured to have enjoyed a ring-side seat in what has been an exhilarating, challenging and enormously rewarding journey, working so closely with such an exceptionally talented and motivated leader. Even though I am now taking a step back from the day-to-day operations of the company, I am delighted to have been asked to become a Member of the Company’s Board of Directors.
I have no doubt that the ArcelorMittal journey has only just begun and that the company will continue to go from strength to strength. Mr Mittal said, “I am very sad to be announcing Malay’s retirement from the executive board of ArcelorMittal. He has been an exceptional colleague over the years, someone with deep operational experience, impeccable judgement and great professional integrity. His counsel has been invaluable and he has played a very considerable role in helping ArcelorMittal become the leading steel company that it is today.
On behalf of all my colleagues who have worked extensively with Malay, we are very sorry to see him go. However I am very pleased that our collaboration will continue on the Board of Directors, where I have no doubt Malay’s views will be invaluable in the company’s next stage of development.” Mr Kinsch, Chairman of the Board of Directors, said, “On behalf of all the Members of the Board of Directors, I would like to thank Mr Mukherjee for his contribution to ArcelorMittal.
As a member of the Group Management Board, he has played a very important role in the development of our company, particularly in the critical post-integration merger phase. I am delighted that, subject to shareholder approval, we will be welcoming Mr Mukherjee to the Board. He is one of the most experienced executives in the steel industry today and his presence will certainly further strengthen our Board.”*Subject to Shareholder Approval at the Annual General Meeting to be held on 13thMay. About ArcelorMittalArcelorMittal is the world's largest and most global steel company, with 310,000 employees in more than 60 countries.
The company brings together the world's number one and number two steel companies, Arcelor and Mittal Steel.ArcelorMittal is the leader in all major global markets, including automotive, construction, household appliances and packaging, with leading R&D and technology, as well as sizeable captive supplies of raw materials and outstanding distribution networks.
An industrial presence in 28 European, Asian, African and American countries exposes the company to all the key steel markets, from emerging to mature, positions it will be looking to develop in the high-growth Chinese and Indian markets.ArcelorMittal key financials for 2007 show revenues of USD 105.2 billion, with a crude steel production of 116 million tonnes, representing around 10 per cent of world steel output.ArcelorMittal is listed on the stock exchanges of New York (MT), Amsterdam (MT), Paris (MTP), Brussels (MTBL), Luxembourg (MT) and on the Spanish stock exchanges of Barcelona, Bilbao, Madrid and Valencia (MTS).
ArcelorMittal Announces the Results of the Delisting Tender Offer for ArcelorMittal Inox Brasil S.A.
ArcelorMittal is pleased to announce the results of the auction held Friday, April 4, 2008, on the São Paulo Stock Exchange in connection with the delisting offer to acquire all of the remaining outstanding shares of ArcelorMittal Inox Brasil S.A. ("ArcelorMittal Inox Brasil") that are not yet owned by ArcelorMittal or any of its affiliates, as described in the Notice of Public Tender Offer for Acquisition of Common and Preferred Shares issued by ArcelorMittal Inox Brasil S.A. registered with the CVM (“Notice”).
As of the close of the auction, in the aggregate, 1,008,306 common shares and 28,954,035 preferred shares of ArcelorMittal Inox Brasil were tendered, representing 40.32% of the total share capital and 94.77% of the free float of ArcelorMittal Inox Brasil.
Following the auction on April 4, 2008, an additional 97 common shares and 11,459 preferred shares of ArcelorMittal Inox Brasil were acquired by ArcelorMittal. With these additional purchases, the total number of shares acquired represents 40.33% of the total share capital and 94.81% of the free float of ArcelorMittal Inox Brasil.As a result of the acceptance of the Offer by shareholders representing more than two thirds (2/3) of the shares qualified for the auction, and in accordance with the regulations of the Brazilian Securities and Exchange Comission (“CVM”), ArcelorMittal Inox Brasil’s registration as a public company will be cancelled.
As required by Brazilian regulations, from April 7, 2008 to July 4, 2008, any holder of shares willing to sell his/her shares to ArcelorMittal at the Offer price may do so by presenting a request to that news release
The price will be adjusted by the TR – Referential Rate, starting on the settlement date of the Offer to the date of effective payment. The purchase price for shares sold pursuant to this process will be payable within 15 days of the date of the request of the shareholder to sell the shares.Any remaining shareholder of ArcelorMittal Inox Brasil who whishes to sell his/her shares during the period mentioned above, but prior to the confirmation of the cancellation of ArcelorMittal Inox Brasil’s registration as a public company by CVM, must post a selling order in BOVESPA (through any brokerage firm authorized to act in the BOVESPA).
Banco Santander S.A., on behalf of ArcelorMittal, will guarantee the purchase of such shares. After the CVM confirms the cancellation of ArcelorMittal Inox Brasil’s registration as a public company (which confirmation is expected approximately 15 days after the auction and which will be immediately disclosed to the public by ArcelorMittal Inox Brasil), all remaining shareholders of ArcelorMittal Inox Brasil who still wish to sell their shares to ArcelorMittal should complete the form available at the websites of ArcelorMittal Inox Brasil and Banco SantanderS.A. (indicated below) and have it delivered to Banco Itaú S.A., the depositary institution for the shares, at the addresses indicated in the form.
If at any time prior to July 4, 2008 (inclusive), ArcelorMittal receives from the CVM confirmation that ArcelorMittal Inox Brasil’s registration as a public company has been cancelled, and given that the number of shares of ArcelorMittal Inox Brasil not owned by ArcelorMittal or its affiliates represents less than 5% of the total number of ArcelorMittal Inox Brasil’s shares, ArcelorMittal may cause ArcelorMittal Inox Brasil to hold a shareholders’ special meeting in order to approve the redemption of the remaining shares at the same price of the Offer, adjusted by the TR – Referential Rate starting on the settlement date of the Offer to the effective redemption payment date, which payment would be made within 15 days of the date of the meeting approving the redemption.
When ArcelorMittal exercises its right, a further press release will detail the conditions of such redemption and the sell-out proceedings will then be terminated.
The Offer is more fully described in the Notice and related documentation available on the following websites:
www.acesita.com.br
www.superbroker.com.br
www.cvm.gov.br
As of the close of the auction, in the aggregate, 1,008,306 common shares and 28,954,035 preferred shares of ArcelorMittal Inox Brasil were tendered, representing 40.32% of the total share capital and 94.77% of the free float of ArcelorMittal Inox Brasil.
Following the auction on April 4, 2008, an additional 97 common shares and 11,459 preferred shares of ArcelorMittal Inox Brasil were acquired by ArcelorMittal. With these additional purchases, the total number of shares acquired represents 40.33% of the total share capital and 94.81% of the free float of ArcelorMittal Inox Brasil.As a result of the acceptance of the Offer by shareholders representing more than two thirds (2/3) of the shares qualified for the auction, and in accordance with the regulations of the Brazilian Securities and Exchange Comission (“CVM”), ArcelorMittal Inox Brasil’s registration as a public company will be cancelled.
As required by Brazilian regulations, from April 7, 2008 to July 4, 2008, any holder of shares willing to sell his/her shares to ArcelorMittal at the Offer price may do so by presenting a request to that news release
The price will be adjusted by the TR – Referential Rate, starting on the settlement date of the Offer to the date of effective payment. The purchase price for shares sold pursuant to this process will be payable within 15 days of the date of the request of the shareholder to sell the shares.Any remaining shareholder of ArcelorMittal Inox Brasil who whishes to sell his/her shares during the period mentioned above, but prior to the confirmation of the cancellation of ArcelorMittal Inox Brasil’s registration as a public company by CVM, must post a selling order in BOVESPA (through any brokerage firm authorized to act in the BOVESPA).
Banco Santander S.A., on behalf of ArcelorMittal, will guarantee the purchase of such shares. After the CVM confirms the cancellation of ArcelorMittal Inox Brasil’s registration as a public company (which confirmation is expected approximately 15 days after the auction and which will be immediately disclosed to the public by ArcelorMittal Inox Brasil), all remaining shareholders of ArcelorMittal Inox Brasil who still wish to sell their shares to ArcelorMittal should complete the form available at the websites of ArcelorMittal Inox Brasil and Banco SantanderS.A. (indicated below) and have it delivered to Banco Itaú S.A., the depositary institution for the shares, at the addresses indicated in the form.
If at any time prior to July 4, 2008 (inclusive), ArcelorMittal receives from the CVM confirmation that ArcelorMittal Inox Brasil’s registration as a public company has been cancelled, and given that the number of shares of ArcelorMittal Inox Brasil not owned by ArcelorMittal or its affiliates represents less than 5% of the total number of ArcelorMittal Inox Brasil’s shares, ArcelorMittal may cause ArcelorMittal Inox Brasil to hold a shareholders’ special meeting in order to approve the redemption of the remaining shares at the same price of the Offer, adjusted by the TR – Referential Rate starting on the settlement date of the Offer to the effective redemption payment date, which payment would be made within 15 days of the date of the meeting approving the redemption.
When ArcelorMittal exercises its right, a further press release will detail the conditions of such redemption and the sell-out proceedings will then be terminated.
The Offer is more fully described in the Notice and related documentation available on the following websites:
www.acesita.com.br
www.superbroker.com.br
www.cvm.gov.br
The Impact of Climate Change on Human Health
A Statement by the WORLD HEALTH ORGANIZATION Director-General
Last year marked a turning point in the debate on climate change. The scientific evidence continues to mount. The climate is changing, the effects are already being felt, and human activities are a principal cause.
In selecting climate change as the theme for this year’s World Health Day, WHO aims to turn the attention of policy-makers to some compelling evidence from the health sector. While the reality of climate change can no longer be doubted, the magnitude of consequences, and -- most especially for health -- can still be reduced. Consideration of the health impact of climate change can help political leaders move with appropriate urgency.
The core concern is succinctly stated: climate change endangers health in fundamental ways.
The warming of the planet will be gradual, but the effects of extreme weather events – more storms, floods, droughts and heatwaves – will be abrupt and acutely felt. Both trends can affect some of the most fundamental determinants of health: air, water, food, shelter, and freedom from disease.
Although climate change is a global phenomenon, its consequences will not be evenly distributed. Scientists agree that developing countries and small island nations will be the first and hardest hit.
WHO has identified five major health consequences of climate change.
First, the agricultural sector is extremely sensitive to climate variability. Rising temperatures and more frequent droughts and floods can compromise food security. Increases in malnutrition are expected to be especially severe in countries where large populations depend on rain-fed subsistence farming. Malnutrition, much of it caused by periodic droughts, is already responsible for an estimated 3.5 million deaths each year.
Second, more frequent extreme weather events mean more potential deaths and injuries caused by storms and floods. In addition, flooding can be followed by outbreaks of diseases, such as cholera, especially when water and sanitation services are damaged or destroyed. Storms and floods are already among the most frequent and deadly forms of natural disasters.
Third, both scarcities of water, which is essential for hygiene, and excess water due to more frequent and torrential rainfall will increase the burden of diarrhoeal disease, which is spread through contaminated food and water. Diarrhoeal disease is already the second leading infectious cause of childhood mortality and accounts for a total of approximately 1.8 million deaths each year.
Fourth, heatwaves, especially in urban “heat islands”, can directly increase morbidity and mortality, mainly in elderly people with cardiovascular or respiratory disease. Apart from heatwaves, higher temperatures can increase ground-level ozone and hasten the onset of the pollen season, contributing to asthma attacks.
Finally, changing temperatures and patterns of rainfall are expected to alter the geographical distribution of insect vectors that spread infectious diseases. Of these diseases, malaria and dengue are of greatest public health concern.
In short, climate change can affect problems that are already huge, largely concentrated in the developing world, and difficult to combat.
On this World Health Day, I am announcing increased WHO efforts to respond to these challenges. WHO and its partners are devising a research agenda to get better estimates of the scale and nature of health vulnerability and to identify strategies and tools for health protection. WHO recognizes the urgent need to support countries in devising ways to cope. Better systems for surveillance and forecasting, and stronger basic health services, can offer health protection.
Citizens, too, need to be fully informed of the health issues. In the end, it is their concerns that can spur policy-makers to take the right actions, urgently.
Last year marked a turning point in the debate on climate change. The scientific evidence continues to mount. The climate is changing, the effects are already being felt, and human activities are a principal cause.
In selecting climate change as the theme for this year’s World Health Day, WHO aims to turn the attention of policy-makers to some compelling evidence from the health sector. While the reality of climate change can no longer be doubted, the magnitude of consequences, and -- most especially for health -- can still be reduced. Consideration of the health impact of climate change can help political leaders move with appropriate urgency.
The core concern is succinctly stated: climate change endangers health in fundamental ways.
The warming of the planet will be gradual, but the effects of extreme weather events – more storms, floods, droughts and heatwaves – will be abrupt and acutely felt. Both trends can affect some of the most fundamental determinants of health: air, water, food, shelter, and freedom from disease.
Although climate change is a global phenomenon, its consequences will not be evenly distributed. Scientists agree that developing countries and small island nations will be the first and hardest hit.
WHO has identified five major health consequences of climate change.
First, the agricultural sector is extremely sensitive to climate variability. Rising temperatures and more frequent droughts and floods can compromise food security. Increases in malnutrition are expected to be especially severe in countries where large populations depend on rain-fed subsistence farming. Malnutrition, much of it caused by periodic droughts, is already responsible for an estimated 3.5 million deaths each year.
Second, more frequent extreme weather events mean more potential deaths and injuries caused by storms and floods. In addition, flooding can be followed by outbreaks of diseases, such as cholera, especially when water and sanitation services are damaged or destroyed. Storms and floods are already among the most frequent and deadly forms of natural disasters.
Third, both scarcities of water, which is essential for hygiene, and excess water due to more frequent and torrential rainfall will increase the burden of diarrhoeal disease, which is spread through contaminated food and water. Diarrhoeal disease is already the second leading infectious cause of childhood mortality and accounts for a total of approximately 1.8 million deaths each year.
Fourth, heatwaves, especially in urban “heat islands”, can directly increase morbidity and mortality, mainly in elderly people with cardiovascular or respiratory disease. Apart from heatwaves, higher temperatures can increase ground-level ozone and hasten the onset of the pollen season, contributing to asthma attacks.
Finally, changing temperatures and patterns of rainfall are expected to alter the geographical distribution of insect vectors that spread infectious diseases. Of these diseases, malaria and dengue are of greatest public health concern.
In short, climate change can affect problems that are already huge, largely concentrated in the developing world, and difficult to combat.
On this World Health Day, I am announcing increased WHO efforts to respond to these challenges. WHO and its partners are devising a research agenda to get better estimates of the scale and nature of health vulnerability and to identify strategies and tools for health protection. WHO recognizes the urgent need to support countries in devising ways to cope. Better systems for surveillance and forecasting, and stronger basic health services, can offer health protection.
Citizens, too, need to be fully informed of the health issues. In the end, it is their concerns that can spur policy-makers to take the right actions, urgently.
Climate change will erode foundations of health
Scientists tell us that the evidence the Earth is warming is "unequivocal." Increases in global average air and sea temperature, ice melting and rising global sea levels all help us understand and prepare for the coming challenges. In addition to these observed changes, climate-sensitive impacts on human health are occurring today. They are attacking the pillars of public health. And they are providing a glimpse of the challenges public health will have to confront on a large scale, WHO Director-General Dr Margaret Chan warned today on the occasion of World Health Day.
The core concern is succinctly stated: climate change endangers human health," said Dr Chan. "The warming of the planet will be gradual, but the effects of extreme weather events -- more storms, floods, droughts and heat waves -- will be abrupt and acutely felt. Both trends can affect some of the most fundamental determinants of health: air, water, food, shelter and freedom from disease."
Human beings are already exposed to the effects of climate-sensitive diseases and these diseases today kill millions. They include malnutrition, which causes over 3.5 million deaths per year, diarrhoeal diseases, which kill over 1.8 million, and malaria, which kills almost 1 million.
Examples already provide us with images of the future:
European heat wave, 2003: Estimates suggest that approximately 70 000 more people died in that summer than would have been expected.
Rift Valley fever in Africa: Major outbreaks are usually associated with rains, which are expected to become more frequent as the climate changes.
Hurricane Katrina, 2005: More than 1 800 people died and thousands more were displaced. Additionally, health facilities throughout the region were destroyed critically affecting health infrastructure.
Malaria in the East African highlands: In the last 30 years, warmer temperatures have also created more favourable conditions for mosquito populations in the region and therefore for transmission of malaria.
Epidemics of cholera in Bangladesh: They are closely linked to flooding and unsafe water.
These trends and events cannot be attributed solely to climate change but they are the types of challenges we expect to become more frequent and intense with climate changes. They will further strain health resources that, in many regions, are already under severe stress.
"Although climate change is a global phenomenon, its consequences will not be evenly distributed," said Dr Chan. "In short, climate change can affect problems that are already huge, largely concentrated in the developing world, and difficult to control."
To address the health effects of climate change, WHO is coordinating and supporting research and assessment on the most effective measures to protect health from climate change, particularly for vulnerable populations such as women and children in developing countries, and is advising Member States on the necessary adaptive changes to their health systems to protect their populations.
WHO and its partners -- including the UN Environment Programme, the Food and Agriculture Organization, and the UN World Meteorological Organization -- are devising a workplan and research agenda to get better estimates of the scale and nature of health vulnerability and to identify strategies and tools for health protection. WHO recognizes the urgent need to support countries in devising ways to cope. Better systems for surveillance and forecasting, and stronger basic health services, can offer health protection. WHO will be working closely with its Member States in coming years to develop effective means of adapting to a changing climate and reducing its effects on human health.
"Through its own actions and its support to Member States," said Dr Chan, "WHO is committed to do everything it can to ensure all is done to protect human health from climate change."
The core concern is succinctly stated: climate change endangers human health," said Dr Chan. "The warming of the planet will be gradual, but the effects of extreme weather events -- more storms, floods, droughts and heat waves -- will be abrupt and acutely felt. Both trends can affect some of the most fundamental determinants of health: air, water, food, shelter and freedom from disease."
Human beings are already exposed to the effects of climate-sensitive diseases and these diseases today kill millions. They include malnutrition, which causes over 3.5 million deaths per year, diarrhoeal diseases, which kill over 1.8 million, and malaria, which kills almost 1 million.
Examples already provide us with images of the future:
European heat wave, 2003: Estimates suggest that approximately 70 000 more people died in that summer than would have been expected.
Rift Valley fever in Africa: Major outbreaks are usually associated with rains, which are expected to become more frequent as the climate changes.
Hurricane Katrina, 2005: More than 1 800 people died and thousands more were displaced. Additionally, health facilities throughout the region were destroyed critically affecting health infrastructure.
Malaria in the East African highlands: In the last 30 years, warmer temperatures have also created more favourable conditions for mosquito populations in the region and therefore for transmission of malaria.
Epidemics of cholera in Bangladesh: They are closely linked to flooding and unsafe water.
These trends and events cannot be attributed solely to climate change but they are the types of challenges we expect to become more frequent and intense with climate changes. They will further strain health resources that, in many regions, are already under severe stress.
"Although climate change is a global phenomenon, its consequences will not be evenly distributed," said Dr Chan. "In short, climate change can affect problems that are already huge, largely concentrated in the developing world, and difficult to control."
To address the health effects of climate change, WHO is coordinating and supporting research and assessment on the most effective measures to protect health from climate change, particularly for vulnerable populations such as women and children in developing countries, and is advising Member States on the necessary adaptive changes to their health systems to protect their populations.
WHO and its partners -- including the UN Environment Programme, the Food and Agriculture Organization, and the UN World Meteorological Organization -- are devising a workplan and research agenda to get better estimates of the scale and nature of health vulnerability and to identify strategies and tools for health protection. WHO recognizes the urgent need to support countries in devising ways to cope. Better systems for surveillance and forecasting, and stronger basic health services, can offer health protection. WHO will be working closely with its Member States in coming years to develop effective means of adapting to a changing climate and reducing its effects on human health.
"Through its own actions and its support to Member States," said Dr Chan, "WHO is committed to do everything it can to ensure all is done to protect human health from climate change."
Thursday, February 21, 2008
SCRIBES CALL FOR AUTONOMOUS MEDIA COMMISSION AND DIRECT ACTION ON COMMON DEMANDS
The Delhi Union of Journalists (DUJ) at an emergency general body called upon the government to take immediate steps for early announcement of an autonomous media commission along with a press council extended media council with some teeth, to help end the jungle law in the growing 'media bazaar.'
It has further called for immediate announcement of interim relief for the print media as some wage board members were seeking diversions on non-issues it charged and delay was causing unrest.
The meeting noted with concern that even after 31 years there has been no press commission in the lines of the first and second press commission. A media commission is the need of the hour. And an autonomous one at that of experts.
The DUJ meeting noted with concern that the central government was withdrawing step by step, health and other welfare measures available to the press. This would no longer be tolerated; the meeting stressed demanding restoration of all facilities withdrawn
The general body also called upon the Delhi state government to bring out a white paper on complaints of unfair labour practices in the news industry or to take action as required by law. It noted with concern that even as the government announced the wage board, wage board employees were arbitrarily sacked.
The meeting followed up with a get together with press workers from all newspaper establishments in the capital where a press initiative 2008 on a minimum charter of demands was announced. It was unanimously decided that a phased wise action programme would begin in a fortnight.
The body condoled the deaths of veteran journalists Upendra Vajpeyi, P.N. Jalali, Ramesh Arora, Tribhuvan Nath and executive member Kunwarjee Anjum.
It has further called for immediate announcement of interim relief for the print media as some wage board members were seeking diversions on non-issues it charged and delay was causing unrest.
The meeting noted with concern that even after 31 years there has been no press commission in the lines of the first and second press commission. A media commission is the need of the hour. And an autonomous one at that of experts.
The DUJ meeting noted with concern that the central government was withdrawing step by step, health and other welfare measures available to the press. This would no longer be tolerated; the meeting stressed demanding restoration of all facilities withdrawn
The general body also called upon the Delhi state government to bring out a white paper on complaints of unfair labour practices in the news industry or to take action as required by law. It noted with concern that even as the government announced the wage board, wage board employees were arbitrarily sacked.
The meeting followed up with a get together with press workers from all newspaper establishments in the capital where a press initiative 2008 on a minimum charter of demands was announced. It was unanimously decided that a phased wise action programme would begin in a fortnight.
The body condoled the deaths of veteran journalists Upendra Vajpeyi, P.N. Jalali, Ramesh Arora, Tribhuvan Nath and executive member Kunwarjee Anjum.
Tuesday, February 12, 2008
Czech Airlines is judged the best airline
Czech Airlines ranked first for 2007 in the category of Best Airline, in the 2008 TTG Travel Awards. The awards are handed out every year by tourism professionals – the readers of the industry magazine TTG Czech. Czech Airlines took the winner’s cup for this prestigious survey for the eighth time.
In the Best Airline category, the quality of services and the offering of the airlines active in the Czech market were evaluated, by about one hundred industry professionals. The awards ceremony took place on Saturday 9 February, at the Svatá Kateřina resort in Vysočina.
The international magazine TTG is one of the most significant titles for tourism professionals, which has featured current information about the latest trends and events in tourism in dozens of countries for 50 years. It has been published in the Czech Republic for 17 years.
In the Best Airline category, the quality of services and the offering of the airlines active in the Czech market were evaluated, by about one hundred industry professionals. The awards ceremony took place on Saturday 9 February, at the Svatá Kateřina resort in Vysočina.
The international magazine TTG is one of the most significant titles for tourism professionals, which has featured current information about the latest trends and events in tourism in dozens of countries for 50 years. It has been published in the Czech Republic for 17 years.
Friday, February 08, 2008
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WHO REPORT DOCUMENTS STATUS OF GLOBAL EFFORTS AGAINST TOBACCO AND OUTLINES POLICY PACKAGE
New York - The World Health Organization (WHO) today released new data showing that while progress has been made, not a single country fully implements all key tobacco control measures, and outlined an approach that governments can adopt to prevent tens of millions of premature deaths by the middle of this century.
In a new report which presents the first comprehensive analysis of global tobacco use and control efforts, WHO finds that only 5% of the world’s population live in countries that fully protect their population with any one of the key measures that reduce smoking rates. The report also reveals that governments around the world collect 500 times more money in tobacco taxes each year than they spend on anti-tobacco efforts. It finds that tobacco taxes, the single most effective strategy, could be significantly increased in nearly all countries, providing a source of sustainable funding to implement and enforce the recommended approach, a package of six policies called MPOWER (see box).
“While efforts to combat tobacco are gaining momentum, virtually every country needs to do more. These six strategies are within the reach of every country, rich or poor and, when combined as a package, they offer us the best chance of reversing this growing epidemic,” said Dr Margaret Chan, Director-General of WHO. Dr Chan launched the WHO Report of the Global Tobacco Epidemic at a news conference with New York Mayor Michael Bloomberg. Bloomberg Philanthropies helped fund the report.
“The report released today is revolutionary,” Mayor Bloomberg said. “For the first time, we have both a rigorous approach to stop the tobacco epidemic and solid data to hold us all accountable. No country fully implements all of the MPOWER policies and 80% of countries don’t fully implement even one policy. While tobacco control measures are sometimes controversial, they save lives and governments need to step up and do the right thing.”
The six MPOWER strategies are;
Monitor tobacco use and prevention policies
Protect people from tobacco smoke
Offer help to quit tobacco use
Warn about the dangers of tobacco
Enforce bans on tobacco advertising, promotion and sponsorship
Raise taxes on tobacco
The report also documents the epidemic's shift to the developing world, where 80% of the more than eight million annual tobacco-related deaths projected by 2030 are expected to occur.
This shift, the report says, results from a global tobacco industry strategy to target young people and adults in the developing world, ensuring that millions of people become fatally addicted every year. The targeting of young women in particular is highlighted as one of the “most ominous potential developments of the epidemic’s growth.”
The global analysis, compiled by WHO with information provided by 179 Member States, gives governments and other groups a baseline from which to monitor efforts to stop the epidemic in the years ahead. The MPOWER package provides countries with a roadmap to help them meet their commitments to the widely embraced global tobacco treaty known as the WHO Framework Convention on Tobacco Control, which came into force in 2005.
WHO is also working with global partners to scale-up the help that can be offered to countries to implement the strategies.
Dr Douglas Bettcher, Director of WHO’s Tobacco Free Initiative, said the six MPOWER strategies would create a powerful response to the tobacco epidemic. “This package will create an enabling environment to help current tobacco users quit, protect people from second-hand smoke and prevent young people from taking up the habit,” he said.
Other key findings in the report include:
Only 5% of the global population is protected by comprehensive national smoke-free legislation and 40% of countries still allow smoking in hospitals and schools;
Only 5% of the world’s population lives in countries with comprehensive national bans on tobacco advertising and promotion;
Just 15 countries, representing 6% of the global population, mandate pictorial warnings on tobacco packaging;
Services to treat tobacco dependence are fully available in only nine countries, covering 5% of the world’s people;
Tobacco tax revenues are more than 4000 times greater than spending on tobacco control in middle-income countries and more than 9000 times greater in lower-income countries. High- income countries collect about 340 times more money in tobacco taxes than they spend on tobacco control.
In a new report which presents the first comprehensive analysis of global tobacco use and control efforts, WHO finds that only 5% of the world’s population live in countries that fully protect their population with any one of the key measures that reduce smoking rates. The report also reveals that governments around the world collect 500 times more money in tobacco taxes each year than they spend on anti-tobacco efforts. It finds that tobacco taxes, the single most effective strategy, could be significantly increased in nearly all countries, providing a source of sustainable funding to implement and enforce the recommended approach, a package of six policies called MPOWER (see box).
“While efforts to combat tobacco are gaining momentum, virtually every country needs to do more. These six strategies are within the reach of every country, rich or poor and, when combined as a package, they offer us the best chance of reversing this growing epidemic,” said Dr Margaret Chan, Director-General of WHO. Dr Chan launched the WHO Report of the Global Tobacco Epidemic at a news conference with New York Mayor Michael Bloomberg. Bloomberg Philanthropies helped fund the report.
“The report released today is revolutionary,” Mayor Bloomberg said. “For the first time, we have both a rigorous approach to stop the tobacco epidemic and solid data to hold us all accountable. No country fully implements all of the MPOWER policies and 80% of countries don’t fully implement even one policy. While tobacco control measures are sometimes controversial, they save lives and governments need to step up and do the right thing.”
The six MPOWER strategies are;
Monitor tobacco use and prevention policies
Protect people from tobacco smoke
Offer help to quit tobacco use
Warn about the dangers of tobacco
Enforce bans on tobacco advertising, promotion and sponsorship
Raise taxes on tobacco
The report also documents the epidemic's shift to the developing world, where 80% of the more than eight million annual tobacco-related deaths projected by 2030 are expected to occur.
This shift, the report says, results from a global tobacco industry strategy to target young people and adults in the developing world, ensuring that millions of people become fatally addicted every year. The targeting of young women in particular is highlighted as one of the “most ominous potential developments of the epidemic’s growth.”
The global analysis, compiled by WHO with information provided by 179 Member States, gives governments and other groups a baseline from which to monitor efforts to stop the epidemic in the years ahead. The MPOWER package provides countries with a roadmap to help them meet their commitments to the widely embraced global tobacco treaty known as the WHO Framework Convention on Tobacco Control, which came into force in 2005.
WHO is also working with global partners to scale-up the help that can be offered to countries to implement the strategies.
Dr Douglas Bettcher, Director of WHO’s Tobacco Free Initiative, said the six MPOWER strategies would create a powerful response to the tobacco epidemic. “This package will create an enabling environment to help current tobacco users quit, protect people from second-hand smoke and prevent young people from taking up the habit,” he said.
Other key findings in the report include:
Only 5% of the global population is protected by comprehensive national smoke-free legislation and 40% of countries still allow smoking in hospitals and schools;
Only 5% of the world’s population lives in countries with comprehensive national bans on tobacco advertising and promotion;
Just 15 countries, representing 6% of the global population, mandate pictorial warnings on tobacco packaging;
Services to treat tobacco dependence are fully available in only nine countries, covering 5% of the world’s people;
Tobacco tax revenues are more than 4000 times greater than spending on tobacco control in middle-income countries and more than 9000 times greater in lower-income countries. High- income countries collect about 340 times more money in tobacco taxes than they spend on tobacco control.
Thursday, February 07, 2008
Tata Motors to build floor beam of 787 Dreamliner
A Artistic photograph of 787 Dreamliner in the sky
The Tata Motors has got an order from the world biggest aircraft manufacturer, Boeing for manufacturing structural components for Boeing's 787 Dreamliner airplane program.
The Boeing and TAL Manufacturing Solutions, holly owened by TATA's signed an agreement to build floor beams for the 787 using new technology with advanced titanium and composite materials. These floor beams will be used on the 787 Dreamliner and provide for a best-value solution and significant weight savings. Financial terms of the agreement were not disclosed.
Speaking on this development, Carolyn Corvi, vice president and general manager of Airplane Programs for Boeing Commercial Airplanes said, "Boeing is proud to welcome Tata into its family of world-class aerospace suppliers and we are confident that this partnership will help Boeing and Tata leverage mutual best-value capabilities," adding "This partnership between Boeing and Tata will further increase the value of the 787 to our customers, helping make it the world's leading commercial airplane."
The floor beams for the 787 airplane will be produced at TAL's new facility in Nagpur, India, and then transported to Boeing partners in Japan, Italy and the United States for further assembly.
"The production of Boeing's structural components by TAL indicates technical and manufacturing excellence within the Group," said Ravi Kant, chairman, TAL and managing director, Tata Motors Ltd. "We believe that this agreement has the potential to develop into a more broad-based alliance that would enable both organizations to utilize the best and most competitive resources within themselves and thereby offer greater value to customers."
"TAL already has an established reputation in state-of-the-art precision engineering. The agreement with Boeing allows us to open yet another frontier," said Atam P Arya, managing director, TAL. "This would be a turning point for the Indian manufacturing industry to gain a footprint in the global aerospace business."
"The Boeing-Tata partnership is strong and growing, and forms an important part of our ongoing efforts to strengthen both our presence in India and our strategic relationships with Indian industry," said Ian Thomas, president, Boeing India. "We are pursuing a host of growth and productivity initiatives in India and remain deeply committed to the success of India's aerospace sector."
The Boeing 787 Dreamliner, the world's first mostly composite commercial airplane, will use 20 percent less fuel per passenger than similarly sized airplanes, produce fewer carbon emissions, and will have quieter takeoffs and landings. To date, the 787 has logged more than 855 orders from more than 55 customers worldwide since program launch in 2004, making the Dreamliner the most successful commercial airplane launch in history.
Gulf Air orders 24 Dreamliner from Boeing
SEATTLE-- Boeing and Bahrain's national carrier Gulf Air today finalized negotiations for up to 24 Boeing 787 Dreamliners in a deal that could be worth approximately $3.9 billion at list prices if all options are exercised.
The agreement is for 16 787s on direct order with purchase rights for eight additional 787s. Pictured here is an artist?s rendering depicting a 787 in Gulf Air livery flying over Bahrain?s capital city Manama.
Wednesday, February 06, 2008
SkyTeam enhances to presence at London Heathrow
SkyTeam, the global airline alliance, said it looks forward to enhancing its customer offering and increasing its presence at London Heathrow International Airport (LHR) next month as the EU-U.S. open skies agreement takes effect.
As of March 30, 2008, SkyTeam travelers will have access to more route and flight options than ever before. The alliance will offer in total 11 new daily frequencies through eight new nonstop routes – never before available to passengers traveling within the SkyTeam network – between the U.S. and LHR, including:
Daily service to and from Los Angeles (operated by Air France with Delta codesharing);
Twice-daily service to Houston (operated by Continental);
Daily service to Atlanta (operated by Delta with Air France codesharing);
Service to New York (twice-daily service to John F. Kennedy International (JFK) operated by Delta with Air France codesharing and twice-daily service to Newark Liberty International (EWR) operated by Continental); and
Daily service to Detroit, Minneapolis, and Seattle (operated by Northwest with KLM codesharing).
At this time, SkyTeam’s U.S. carriers – Continental Airlines, Delta Air Lines and Northwest Airlines – will begin serving LHR, the first U.S. airlines to gain new entry to the airport for the first time since 1991. SkyTeam members Aeroflot, Air France, Alitalia, Czech Airlines, KLM and Korean Air already serve the UK gateway hub. At the start of their service to LHR, Continental, Delta and Northwest will join KLM and Kenya Airways in Terminal 4.
As of March 30, 2008, SkyTeam travelers will have access to more route and flight options than ever before. The alliance will offer in total 11 new daily frequencies through eight new nonstop routes – never before available to passengers traveling within the SkyTeam network – between the U.S. and LHR, including:
Daily service to and from Los Angeles (operated by Air France with Delta codesharing);
Twice-daily service to Houston (operated by Continental);
Daily service to Atlanta (operated by Delta with Air France codesharing);
Service to New York (twice-daily service to John F. Kennedy International (JFK) operated by Delta with Air France codesharing and twice-daily service to Newark Liberty International (EWR) operated by Continental); and
Daily service to Detroit, Minneapolis, and Seattle (operated by Northwest with KLM codesharing).
At this time, SkyTeam’s U.S. carriers – Continental Airlines, Delta Air Lines and Northwest Airlines – will begin serving LHR, the first U.S. airlines to gain new entry to the airport for the first time since 1991. SkyTeam members Aeroflot, Air France, Alitalia, Czech Airlines, KLM and Korean Air already serve the UK gateway hub. At the start of their service to LHR, Continental, Delta and Northwest will join KLM and Kenya Airways in Terminal 4.
Airbus completes world's first test flight with Gas to Liquid fuel on civil aircraft
An Airbus A380 aircraft has successfully completed the world’s first ever flight by a commercial aircraft using a liquid fuel processed from gas (Gas to Liquids - GTL) in the first stage of a test flight programme to evaluate the environmental impact of alternative fuels in the airline market. The flight from Filton, UK to Toulouse, France, lasted three hours. The flight was piloted by Hugues van-der-Stichel and Frank Chapman, the company said in the release recently
The A380 is siad to be one of the most fuel efficient airline model today, it is powered by Rolls Royce Trent 900 engines. The fuel GTL Jet Fuel was provided by Shell International Petroleum. The tests are running in parallel to the agreement signed in November 2007 with the Qatar GTL consortium partners and the results will be shared.
The A380 was chosen because the aircraft is already the environmental benchmark in air travel. It has four engines including segregated fuel tanks making it ideal for engine shut down and re-light tests under standard evaluation conditions. During the flight, engine number one was fed with a blend of GTL and jet fuel whilst the remaining three were fed with standard jet fuel.
Under Airbus’ overall alternatives fuels research programme, this is the first step of a long-term Airbus testing phase to evaluate viable and sustainable alternative fuels for the future. GTL could be available at certain locations to make it a practical and viable drop-in alternative fuel for commercial aviation in the short term. GTL has attractive characteristics for local air quality, as well as some benefits in terms of aircraft fuel burn relative to existing jet fuel. For instance, it is virtually free of sulphur. Synthetic fuel can be made from a range of hydrocarbon source material including natural gas or organic plant matter made by a process called Fischer-Tropsch.
Testing GTL today will support future second generation bio-fuels, but which are not presently available in sufficient commercial quantities. Airbus will study viable second generation bio-fuels when they become available.
Sjoerd Post, Vice President Shell Aviation said “we are pleased to have successfully completed this flight, which will pave the way for approval of synthetic jet fuel in the future, we are proud to be part of this consortium which is exploring cleaner fuels for the Aviation industry.”
“This has been a great achievement. Fuel and environment are key challenges aviation is facing and for which technology and international research collaboration open up new horizons. Our alternative fuels roadmap requires innovation, diversity of ideas and options that need to be explored, said Airbus President and CEO Tom Enders. “This takes bold cross industry and cross border collaboration and that's what we are showing today with our groundbreaking first test flight with alternative fuels. It is part and parcel of Airbus' commitment to providing leadership as an eco-efficient enterprise”, the release conculded.
The A380 is siad to be one of the most fuel efficient airline model today, it is powered by Rolls Royce Trent 900 engines. The fuel GTL Jet Fuel was provided by Shell International Petroleum. The tests are running in parallel to the agreement signed in November 2007 with the Qatar GTL consortium partners and the results will be shared.
The A380 was chosen because the aircraft is already the environmental benchmark in air travel. It has four engines including segregated fuel tanks making it ideal for engine shut down and re-light tests under standard evaluation conditions. During the flight, engine number one was fed with a blend of GTL and jet fuel whilst the remaining three were fed with standard jet fuel.
Under Airbus’ overall alternatives fuels research programme, this is the first step of a long-term Airbus testing phase to evaluate viable and sustainable alternative fuels for the future. GTL could be available at certain locations to make it a practical and viable drop-in alternative fuel for commercial aviation in the short term. GTL has attractive characteristics for local air quality, as well as some benefits in terms of aircraft fuel burn relative to existing jet fuel. For instance, it is virtually free of sulphur. Synthetic fuel can be made from a range of hydrocarbon source material including natural gas or organic plant matter made by a process called Fischer-Tropsch.
Testing GTL today will support future second generation bio-fuels, but which are not presently available in sufficient commercial quantities. Airbus will study viable second generation bio-fuels when they become available.
Sjoerd Post, Vice President Shell Aviation said “we are pleased to have successfully completed this flight, which will pave the way for approval of synthetic jet fuel in the future, we are proud to be part of this consortium which is exploring cleaner fuels for the Aviation industry.”
“This has been a great achievement. Fuel and environment are key challenges aviation is facing and for which technology and international research collaboration open up new horizons. Our alternative fuels roadmap requires innovation, diversity of ideas and options that need to be explored, said Airbus President and CEO Tom Enders. “This takes bold cross industry and cross border collaboration and that's what we are showing today with our groundbreaking first test flight with alternative fuels. It is part and parcel of Airbus' commitment to providing leadership as an eco-efficient enterprise”, the release conculded.
ArcelorMittal to construct steel plant in Egypt
Luxembourg: ArcelorMittal announced that it has been awarded a license from the Industrial Development Authority (IDA) of Egypt’s Ministry of Trade and Industry to construct a steel plant in Egypt.
ArcelorMittal won the license in a competitive bidding process paid approximately USD 60 million. Under the terms of the license, the plant will produce 1.6 million tons of steel using DRI technology and 1.4 million tons of billets through the Electric Arc Furnace Route.
Construction of the plant, which is located close to the Northern Red Sea Coast, is expected to start in 2009.
Aditya Mittal, CFO and Member of the ArcelorMittal Group Management Board, said: “We are pleased to have been successful in this auction. This forms part of our three-dimensional growth strategy to look for opportunities to expand our business in the three key areas of geography, product and value chain. The Middle East is a growth market for the steel industry and it makes sense for ArcelorMittal to expand its presence in the region."
ArcelorMittal won the license in a competitive bidding process paid approximately USD 60 million. Under the terms of the license, the plant will produce 1.6 million tons of steel using DRI technology and 1.4 million tons of billets through the Electric Arc Furnace Route.
Construction of the plant, which is located close to the Northern Red Sea Coast, is expected to start in 2009.
Aditya Mittal, CFO and Member of the ArcelorMittal Group Management Board, said: “We are pleased to have been successful in this auction. This forms part of our three-dimensional growth strategy to look for opportunities to expand our business in the three key areas of geography, product and value chain. The Middle East is a growth market for the steel industry and it makes sense for ArcelorMittal to expand its presence in the region."
Wednesday, January 30, 2008
India's first public-private aerospace research consortium formed
Boeing, IISc, Wipro and HCL enters into an agreement
Boeing has entered into an agreement with the Indian Institute of Science (IISc) and two leading Indian information technology companies to develop wireless and other network technologies for aerospace-related applications.
The agreement, signed by representatives from Boeing, IISc's Society for Innovation and Development, Wipro Technologies and HCL Technologies, forms the Aerospace Network Research Consortium (ANRC).
Led by Boeing, the ANRC is India's first public-private aerospace research consortium.
"We have a great need for advanced affordable aerospace network R&D," said Naveed Hussain, Engineering and Technology vice president for Boeing in India. "It is part of Boeing's strategy to leverage top research capabilities anywhere in the world and we look forward to working with our Indian partners to benefit from their tremendous capabilities and talents in this area."
"We are pleased to be part of this consortium," said Professor Veni Madhavan, chief executive of IISc's Society for Innovation and Development. "This collaborative approach will help permit research at IISc to be utilized for appropriate and interesting applications in the aerospace industry."
Initially established as a four-year collaborative effort, the agreement can be extended based on mutual interests. Financial terms of the agreement were not disclosed.
Researchers from Boeing Phantom Works, the company's advanced R&D unit, and Commercial Airplanes will represent Boeing.
ICRISAT signs MOU with Crop and Food Research of New Zealand
The International Crops Research Institute for the Semi-Arid Crops (ICRISAT) and Crop and Food Research, a Crown Research Institute of New Zealand, signed a memorandum of understanding (MOU) recently, in Lincoln, New Zealand, which would mutually benefit India and New Zealand in crop science research.
The MOU, which was signed earlier by ICRISAT Director General William Dar and was carried to New Zealand by the joint ICRISAT-Government of Andhra Pradesh delegation, was countersigned by Crop and Food Research CEO Mark Ward.
According to Dr William Dar, the collaboration will strengthen the partnership between ICRISAT and New Zealand's national research institutes and will leverage mutual strengths in agriculture and food science research.
Both organizations will work together to develop the proposed Bio Food Knowledge Center (BFKC) at the Agri-Science Park within ICRISAT. Early discussions have identified many opportunities to leverage New Zealand's world-class agri science for the benefit of progressing ICRISAT's mission and goals and significantly accelerate the commissioning of the BFKC.
The signing of the MOU is one of the key outcomes from a joint ICRISAT and Government of Andhra Pradesh delegation currently visiting New Zealand. The delegation also met with two prominent Cabinet Ministers, Honorable Pete Hodgson, Minister of Research, Science and Technology, Economic Development and Tertiary Education; and Hon Jim Anderton, Minister of Agriculture, Fisheries, Forestry and Biosecurity.
ICRISAT will continue to explore collaboration with other Crown Research Institutes in New Zealand, namely AgResearch and HortResearch.
The MOU, which was signed earlier by ICRISAT Director General William Dar and was carried to New Zealand by the joint ICRISAT-Government of Andhra Pradesh delegation, was countersigned by Crop and Food Research CEO Mark Ward.
According to Dr William Dar, the collaboration will strengthen the partnership between ICRISAT and New Zealand's national research institutes and will leverage mutual strengths in agriculture and food science research.
Both organizations will work together to develop the proposed Bio Food Knowledge Center (BFKC) at the Agri-Science Park within ICRISAT. Early discussions have identified many opportunities to leverage New Zealand's world-class agri science for the benefit of progressing ICRISAT's mission and goals and significantly accelerate the commissioning of the BFKC.
The signing of the MOU is one of the key outcomes from a joint ICRISAT and Government of Andhra Pradesh delegation currently visiting New Zealand. The delegation also met with two prominent Cabinet Ministers, Honorable Pete Hodgson, Minister of Research, Science and Technology, Economic Development and Tertiary Education; and Hon Jim Anderton, Minister of Agriculture, Fisheries, Forestry and Biosecurity.
ICRISAT will continue to explore collaboration with other Crown Research Institutes in New Zealand, namely AgResearch and HortResearch.
Tuesday, January 22, 2008
Wednesday, January 16, 2008
Tuesday, January 08, 2008
ArcelorMittal signs MoU with Mauritania
ArcelorMittal announces that it has signed a Memorandum of
Understanding (Mou) with Societe Nationale Industrielle et Miniere (SNIM), Mauritania, on the December 26, 2007, the company siad in the release.
Under the MoU, ArcelorMittal and SNIM will jointly develop a large iron ore mining project, using the El Agareb Iron ore resource in Mauritania, which is estimated to contain more than 1 billion tonnes rich grade of Magnetite resource.
In the first phase of project development, ArcelorMittal will conduct exploratory works and a feasibility study. Onward project execution will be progressed by a Joint Venture Company to be created between SNIM and ArcelorMittal.
At the exploratory and prospecting stage, ArcelorMittal's share will be 30 per cent with an option to increase the stake to 70 per cent once project execution starts. Subject to the feasibility study, ArcelorMittal intends to develop a 25 Million tonnes per year mine.
Aditya Mittal, CFO and member of ArcelorMittal’s Group Management Board, said:
“Mauritania’s strategic location in West Africa makes it an ideal choice for iron ore supplies to
ArcelorMittal’s European steel mills. This large iron ore project would further strengthen our existing presence in the region and will create substantial employment opportunities for the people of Mauritania while accelerating growth in Mauritanian economy.”
SNIM is one of the oldest Iron ore producing companies in Africa, producing more than 12 million
tonnes per year of iron ore with world class production facilities and infrastructure. ArcelorMittal, the world’s largest steel company, is one of the oldest consumers of SNIM’s iron ore, having been a customer for more than two decades.
Understanding (Mou) with Societe Nationale Industrielle et Miniere (SNIM), Mauritania, on the December 26, 2007, the company siad in the release.
Under the MoU, ArcelorMittal and SNIM will jointly develop a large iron ore mining project, using the El Agareb Iron ore resource in Mauritania, which is estimated to contain more than 1 billion tonnes rich grade of Magnetite resource.
In the first phase of project development, ArcelorMittal will conduct exploratory works and a feasibility study. Onward project execution will be progressed by a Joint Venture Company to be created between SNIM and ArcelorMittal.
At the exploratory and prospecting stage, ArcelorMittal's share will be 30 per cent with an option to increase the stake to 70 per cent once project execution starts. Subject to the feasibility study, ArcelorMittal intends to develop a 25 Million tonnes per year mine.
Aditya Mittal, CFO and member of ArcelorMittal’s Group Management Board, said:
“Mauritania’s strategic location in West Africa makes it an ideal choice for iron ore supplies to
ArcelorMittal’s European steel mills. This large iron ore project would further strengthen our existing presence in the region and will create substantial employment opportunities for the people of Mauritania while accelerating growth in Mauritanian economy.”
SNIM is one of the oldest Iron ore producing companies in Africa, producing more than 12 million
tonnes per year of iron ore with world class production facilities and infrastructure. ArcelorMittal, the world’s largest steel company, is one of the oldest consumers of SNIM’s iron ore, having been a customer for more than two decades.
Sri Lankan Minister For Nation Building killed In Terror Attack
Colombo, Sri Lanka (AHN) - After the death of military intelligence, 'Colonel' Charles, three days back, Liberation Tigers of Tamil Eelam (LTTE) strike back. They killed Sri Lankan Minister D M Dassanayake in a powerful landmine attack near Colombo on January 8.
The minister’s convey was ripped apart by the attack killing him and injuring 11 others. The attack happened as the vehicles crossed the Rukmani Devi junction along the Colombo-Negombo road.
The minister was, with two other were admitted to hospital's intensive care unit, but later succumbed to their injuries, reports rediff.com
Nine others were also injured in the explosion and were receiving treatment.
Violence has increased after the Sri Lankan government pull out of the cease fire agreement with the LTTE vowing to 'demonstrate' its 'military strength'.
The minister’s convey was ripped apart by the attack killing him and injuring 11 others. The attack happened as the vehicles crossed the Rukmani Devi junction along the Colombo-Negombo road.
The minister was, with two other were admitted to hospital's intensive care unit, but later succumbed to their injuries, reports rediff.com
Nine others were also injured in the explosion and were receiving treatment.
Violence has increased after the Sri Lankan government pull out of the cease fire agreement with the LTTE vowing to 'demonstrate' its 'military strength'.
Steve Buchnor Sacked To Keep Sprit Of The Game Alive, Not On BCCI Complain
West Indian umpire Steve Bucknor was sacked from the remaining India-Australia Test series and cleared Harbhajan Singh to play. The ousted of Steve has nothing to do with BCCI complain, but to keep sprit of the game alive, ICC Chief said.
Bucknor will be replaced by Billy Bowden, New Zealander. He will stand alongside Pakistan's Asad Rauf, who had been originally appointed for this game.
International Cricket Council (ICC) has also cleared Harbhajan from the three test ban for allegedly making racial comments on Andrew Symonds.
ICC Chief Executive Malcolm Speed said, “It is accepted that Steve, and his on-field colleague Mark Benson, did not have good games by their very high standards and we feel that given the added pressure and attention Steve's presence would have at the third Test, it is better for the match and for Steve himself if he does not take part," and added the fourth and final Test at Adelaide, which starts on January 24, will be umpired by Bowden and Rauf, as per the original appointments, the rediff.com reported.
However, Mike Procter will continue as match referee as planned, who has banned Harbhajan Singh without any proof, in the five hour hearing.
Removing of Steve Bucknor for the remaining match has noting to do with BCCI complain against Bucknor. The decision was made in the best interests of the game and the series, Speed said.
Bucknor will be replaced by Billy Bowden, New Zealander. He will stand alongside Pakistan's Asad Rauf, who had been originally appointed for this game.
International Cricket Council (ICC) has also cleared Harbhajan from the three test ban for allegedly making racial comments on Andrew Symonds.
ICC Chief Executive Malcolm Speed said, “It is accepted that Steve, and his on-field colleague Mark Benson, did not have good games by their very high standards and we feel that given the added pressure and attention Steve's presence would have at the third Test, it is better for the match and for Steve himself if he does not take part," and added the fourth and final Test at Adelaide, which starts on January 24, will be umpired by Bowden and Rauf, as per the original appointments, the rediff.com reported.
However, Mike Procter will continue as match referee as planned, who has banned Harbhajan Singh without any proof, in the five hour hearing.
Removing of Steve Bucknor for the remaining match has noting to do with BCCI complain against Bucknor. The decision was made in the best interests of the game and the series, Speed said.
Steve Bucknor sacked
Jamican umpire, Steve Bucknor has been sacked for the third test between India and Australia, which is scheduled to be held in Perth.
However, India bowler Harbhajan Singh, who was banned by match refree Mick Poctor can play the third test.
Indian Board members have stick to thier demands that ban on Harbhajan must be suspended, but no decision has been taken so far bi International Cricket Council (ICC).
However, India bowler Harbhajan Singh, who was banned by match refree Mick Poctor can play the third test.
Indian Board members have stick to thier demands that ban on Harbhajan must be suspended, but no decision has been taken so far bi International Cricket Council (ICC).
People Of India Wants Team India To Come Back
After the unfair decision of Match Referee Mike Proctor to ban Harbhajan Singh for three test matches and the blunder in umpiring of Steve Bucknor, people in India wants their team to abandon the Test series in Australia. Many Indian politicians have also voiced their concerned about the behavior of Australian team members.
All eyes are set to the meeting of Board of Control for Cricket in India (BCCI) meeting in New Delhi on January 8. The BCCI is waiting for ICC to suspend the ban on Harbajan.
However, Indian Team has still not left Sydney for Canberra, waiting for BCCI orders. India was play a two day practice match in Canberra before the third test in Perth.
BCCI President Sharad Pawar on evening of January 7 said, "(The team) should not leave Sydney, and they should not go to Canberra. They should stay there. So we expect something from the ICC. We have also called a meeting of BCCI", reported Times Now.
All eyes are set to the meeting of Board of Control for Cricket in India (BCCI) meeting in New Delhi on January 8. The BCCI is waiting for ICC to suspend the ban on Harbajan.
However, Indian Team has still not left Sydney for Canberra, waiting for BCCI orders. India was play a two day practice match in Canberra before the third test in Perth.
BCCI President Sharad Pawar on evening of January 7 said, "(The team) should not leave Sydney, and they should not go to Canberra. They should stay there. So we expect something from the ICC. We have also called a meeting of BCCI", reported Times Now.
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