e& UAE unveils multifaceted blueprint for AI strategic application in telco sector and beyond

  • Whitepaper outlines e& UAE’s strategic journey in transforming telecommunications with AI
  • In–depth paper offers a unique behind–the–scenes look at e& UAE’s AI and data–driven vision

ABU DHABI, United Arab Emirates, April 26, 2024 (GLOBE NEWSWIRE) — e& UAE released a new whitepaper, offering a blueprint for navigating the future of telecommunications with artificial intelligence (AI). Titled “Unleashing the Power of AI: How e& UAE is Shaping the Future of AI in Telecommunications and Beyond” it offers an in–depth exploration of e& UAE’s journey towards becoming an AI–driven organisation, significantly contributing to the nation’s digital future. The whitepaper explores e& UAE’s strategic integration of more than 400 AI use cases and 160 machine learning (ML) models across its operations.

Dena Almansoori, Group Chief AI and Data Officer, e&, said: “This whitepaper demonstrates the thoughtful approach, guiding principles, and remarkable AI achievements within e& UAE over the years. Whether adopting AI to improve customer experiences, optimise operations, scale productivity, or reduce costs, we cannot underscore enough the significant impact AI has on the telecommunications sector and beyond.”

The comprehensive document provides a meticulous overview of how AI is ushering in a new era in which telecom players like e& UAE transcend their traditional role as connectivity providers to become architects of complete digital experiences. It offers a unique behind–the–scenes look at e& UAE’s proactive AI and data–driven adoption, including key enablers, use cases, and ethics. It also provides practical guidance and best practices for businesses initiating their AI journeys.

Khalid Murshed, Chief Technology and Information Officer, e& UAE, said: “We’re well–versed in the advantages AI can bring to telcos, and our whitepaper leaves no stone unturned in showcasing how we leverage it to deliver more sustainable, efficient, and innovative operations.”

AI in action

As of 2024, e& UAE has accelerated its AI deployment to drive sustainability in resource allocation and energy efficiency and has developed AI processes for network optimisation.

The company’s strategic AI implementations provided the telco with insights to identify improvement areas, significantly lowering operational costs. By creating a dedicated Robotic Process Automation (RPA) team and establishing a Robotics Centre of Excellence (CoE), the company successfully implemented RPA solutions across departments, streamlining tasks and reducing manual work.

e& UAE also revamped its approach to sales and marketing by leveraging AI. Whether launching the first AI–powered telecom store in the world or deploying AI–driven recommendations, e& UAE ensures every customer enjoys a seamless and personalised experience.

With more than 160 machine learning models deployed in various functions, the telco addressed challenges such as fraud. By seamlessly integrating AI and ML solutions into its Customer Value Management (CVM) models and adopting innovations such as facial recognition, voice biometrics, and Optical Character Recognition (OCR), e& UAE ensured customer convenience and protection.

e&'s application of AI and ML extends far beyond its telco vertical, permeating all business pillars, including its enterprise arm, which offers AI–as–a–Service solutions.

The company has also implemented pioneering programmes to upskill its workforce and launched initiatives such as the AI Graduate Programme in 2021, underscoring its holistic approach to AI progress and commitment to ensuring its employees are equipped with the skills needed for the digital future.

Responsible AI transformation

e& UAE's whitepaper showcases the company’s commitment to responsible AI deployment and supporting the UAE's visionary goal of becoming a global AI leader by 2031.

Prioritising ethical AI deployment and focusing on fairness and transparency, e& UAE has implemented responsible practices to mitigate potential risks and ensure the group’s position as a trusted leader in the AI revolution.

“While this whitepaper marks a pivotal chapter in our journey with AI so far, continuing to build and deploy AI responsibly will be paramount as we navigate the ever–evolving digital landscape,” said Almansoori.

Download the complete whitepaper, Unleashing the Power of AI: How e& UAE is Shaping the Future of AI in Telecommunications and Beyond

About e& UAE

e& UAE embodies the telecom arm of e& in the UAE, with a mission to maximise stakeholder value, deliver an unparalleled customer experience and optimise business performance for sustainable growth and success.

Leveraging the latest world–class technologies, e& UAE will grow core and digital services, enriching consumer value propositions with digital services catering to new consumer lifestyles and emerging demands beyond core telecom services, including health, insurance and gaming. e& UAE will continue to act as a trusted partner to enterprises in meeting their connectivity needs and beyond.

Bolstering its leadership position as a digital telco that champions customers in a hyper–connected digital world, e& UAE will pivot the new sustainable demand into future spaces such as private networks, autonomous vehicles, and AI.

To learn more about e& UAE, please visit: https://www.etisalat.ae.

Contact:
Nancy Sudheer
nsudheer@eand.com

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“إي آند الإمارات” تطلق تقريراً حول تطبيقات الذكاء الاصطناعي في قطاع الاتصالات

  • ·يعرض التقرير رحلة “إي آند الإمارات” الاستراتيجية في تحويل قطاع الاتصالات باستخدام الذكاء الاصطناعي ورؤيتها القائمة على البيانات

ابوظبي، الامارات العربية المتحدة, April 26, 2024 (GLOBE NEWSWIRE) — أطلقت “إي آند الإمارات” تقريراً جديداً تستعرض فيه مستقبل قطاع الاتصالات القائم على الذكاء الاصطناعي. ويعرض التقرير، رحلة الشركة في اعتماد تطبيقات الذكاء الاصطناعي ورسم المستقبل الرقمي لدولة الإمارات العربية المتحدة، ويسلط الضوء كذلك على تبني “إي آند الإمارات” لأكثر من 400 حالة استخدام للذكاء الاصطناعي و160 نموذجاً للتعلم الآلي في مختلف عملياتها.   

وقالت دينا المنصوري، الرئيس التنفيذي للذكاء الاصطناعي والبيانات في مجموعة “إي آند”: «يبين هذا التقرير نهج “إي آند الإمارات” المدروس والمبادئ التوجيهية والإنجازات المميزة التي حققتها في مجال الذكاء الاصطناعي داخل دولة الإمارات. كما أن التأثير الذي تحدثه تطبيقات الذكاء الاصطناعي خلال السنوات الماضية على قطاع الاتصالات والقطاعات الأخرى هو بالغ الأهمية ولا يمكن حصره. ولذا تحرص “إي آند” على مواكبة هذه التقنية وتحقيق الريادة فيها عبر تبني تطبيقات الذكاء الاصطناعي بهدف تحسين تجارب العملاء وكفاءة العمليات وتوسيع نطاق الإنتاجية وخفض التكاليف».

وأضافت المنصوري: «يعد هذا التقرير فصلاً أساسياً في رحلتنا مع الذكاء الاصطناعي حتى الآن، كما أن استمرارنا في بناء ونشر تطبيقات الذكاء الاصطناعي بشكل مسؤول سيكون له أهمية قصوى لمواكبة التطور السريع والدائم في عالمنا الرقمي».

ويقدم التقرير الشامل رؤية عامة ودقيقة حول دخول الذكاء الاصطناعي في عصرٍ جديدٍ، تتجاوز فيه شركات الاتصالات مثل “إي آند الإمارات” دورها التقليدي في تزويد خدمات الاتصال ويمتد إلى تقديم التجارب الرقمية بالكامل. ويقدم التقرير أيضاً نظرة على تفاصيل اعتماد “إي آند الإمارات” على تطبيقات الذكاء الاصطناعي والبيانات بشكل استباقي، بما في ذلك عوامل التمكين الرئيسية وحالات الاستخدام والمعايير الأخلاقية. كما يوفر أيضاً مجموعة من الإرشادات العملية وأفضل الممارسات للشركات التي تستعد لبدء رحلتها في مجال الذكاء الاصطناعي.

وقال خالد مرشد، الرئيس التنفيذي للتكنولوجيا وتقنية المعلومات في “إي آند الإمارات”: «تدرك “إي آند الإمارات” جيداً المزايا التي يوفرها الذكاء الاصطناعي لشركات الاتصالات ومختلف القطاعات، ولذا انصب تركيزنا في هذا التقرير على عرض كيفية الاستفادة من هذه التقنية الواعدة في تحسين كفاءة الأداء للحلول والخدمات وتنفيذ العمليات بنحو أكثر استدامةً وابتكاراً، استمراراً للدور الريادي لـ”إي آند الإمارات” في تبني التقنيات الحديثة طوال العقود الماضية».

الذكاء الاصطناعي في طور التنفيذ
سرّعت “إي آند الإمارات” منذ بداية العام 2024 جهودها في دمج الذكاء الاصطناعي لتعزيز الاستدامة من حيث تخصيص الموارد وتوفير الطاقة، كما طورت الشركة أيضاً عمليات الذكاء الاصطناعي لتحسين شبكتها.

وقد زودت تطبيقات الذكاء الاصطناعي الشركة برؤى فريدة لتحديد مجالات التحسين، ما أدى إلى خفض التكاليف التشغيلية بشكل كبير. وقاد إنشاء فريق مخصص لأتمتة العمليات الروبوتية وتأسيس مركز التميز للروبوتات إلى نجاح الشركة في تنفيذ حلول أتمتة العمليات الروبوتية بنحو واسع في مختلف الأقسام، وبالتالي تبسيط المهام والحد من حالات التكرار وتقليل الحاجة إلى المعالجة اليدوية لعمليات الشركة.

وطورت “إي آند الإمارات” أيضاً نهجها في المبيعات والتسويق مستفيدةً من تطبيقات الذكاء الاصطناعي، إذ أطلقت أول متجر للاتصالات بتقنية الذكاء الاصطناعي في العالم كما عملت على دمج التوصيات المرتكزة على الذكاء الاصطناعي لتضمن حصول العملاء على تجربة سلسة وشخصية.

ومع نشر أكثر من 160 نموذجاً للتعلم الآلي في الأقسام المختلفة، عالجت الشركة التحديات المتعلقة بمحاولات الاحتيال. ومن خلال دمج حلول الذكاء الاصطناعي والتعلم الآلي بنحو سلس في نماذج إدارة قيمة العملاء واعتماد ابتكارات مدعومة بالذكاء الاصطناعي مثل التعرف على الوجه والصوت والتعرف البصري على الحروف، نجحت الشركة في ضمان راحة العملاء وحمايتهم.

ويتجاوز تطبيق “إي آند الإمارات” للذكاء الاصطناعي والتعلم الآلي قطاع الاتصالات ليصل إلى جميع القطاعات الأخرى التي تعمل فيها المجموعة، بما في ذلك مشاريعها التي توفر حلول الذكاء الاصطناعي كخدمة.

كما نفذت الشركة عدداً من برامج الذكاء الاصطناعي الرائدة لتحسين مهارات العاملين لديها، وأطلقت أيضاً مبادراتٍ مثل برنامج خريجي الذكاء الاصطناعي في العام 2021، الأمر الذي يؤكد على نهجها الشامل في تقدم الذكاء الاصطناعي والتزامها بضمان تزويد موظفيها بالمهارات اللازمة للمستقبل الرقمي.

التحول المسؤول نحو الذكاء الاصطناعي
يركز التقرير على التزام الشركة بالتطبيق المسؤول للذكاء الاصطناعي، ودعم أهداف ورؤية دولة الإمارات العربية المتحدة المتمثلة في أن تصبح رائدةً في هذا المجال عالمياً بحلول العام 2031.

وتعطي الشركة الأولوية للتبني الأخلاقي للذكاء الاصطناعي مع التركيز على العدالة والشفافية، وقد نفذت ممارسات مسؤولة للتخفيف من المخاطر المحتملة والتأكيد على مكانة المجموعة كقائدٍ موثوق لثورة الذكاء الاصطناعي.

تجدر الإشارة أنه يمكن الاطلاع على التقرير الكامل من خلال الرابط التالي: https://www.eand.com/content/dam/eand/assets/docs/general/unleashing–the–power–of–ai.pdf

Contact:
Amer Obaid
amerobaid@eand.com

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Rakshit Choudhary : de directeur des opérations à co-PDG de Deriv

  • Rakshit Choudhary, promu co–PDG, collaborera avec le fondateur et PDG Jean–Yves Sireau
  • Deriv donne un coup de neuf à son modèle de leadership à l’approche de la célébration de son 25e anniversaire

Rakshit Choudhary, co–PDG de Deriv

CYBERJAYA, Malaysia, 26 avr. 2024 (GLOBE NEWSWIRE) — À l'approche de son 25e anniversaire, qui est un moment marquant pour cette entreprise de trading en ligne, Deriv a annoncé la promotion de Rakshit Choudhary du poste de directeur des opérations (COO) à celui de co–Président–directeur général (co–PDG). Ce modèle de co–leadership permettra de tirer parti des différentes forces et des diverses approches des deux dirigeants.

Le choix d’un tel modèle n’a pas uniquement une visée stratégique pour Deriv. Il permet à l'organisation d'intégrer des points de vue divers et le travail d'équipe à la prise de décisions critiques, afin de maintenir l'agilité de l'entreprise. Ce double cadre de leadership contribuera également à créer un environnement où le respect réciproque et la responsabilité partagée constituent la norme, et où l'autonomie individuelle est équilibrée par une vision collective.

D’après Jean–Yves Sireau, fondateur et co–PDG de Deriv : « Rakshit a l’étoffe du leader qui comprend parfaitement la vision de Deriv. Sa promotion au poste de co–PDG va donc de soi. C’est comme cette synergie que l'on observe dans la programmation en binôme, cela améliore la prise de décision et l’alignement des objectifs. »

« Le 25e anniversaire de Deriv marque un moment de réflexion. Renouveler notre modèle de leadership nous permet de passer à la phase supérieure de l'activité de Deriv, qui est axée sur une expansion mondiale et un engagement plus profond avec des marchés diversifiés. Cette double approche de leadership permet à Deriv de rester innovant et de s'engager en faveur d'un excellent service client et de partenariats solides. »

Choudhary, qui est titulaire d'une maîtrise obtenue au Georgia Institute of Technology, a occupé depuis 2009 les postes de spécialiste de l'analyse quantitative, puis responsable du développement quantitatif et de la recherche à Deriv. Il a ensuite occupé le poste de responsable du développement de produits avant d'être promu directeur des opérations en 2018.

Rakshit Choudhary fait part de ses impressions : « Participer directement, ces 14 dernières années, à la croissance et à l’évolution incroyables de Deriv, qui est resté fidèle à sa mission consistant à rendre le trading accessible à tous et partout, fut un privilège inédit pour moi. Au cœur de cette mission se trouve la volonté de rester innovant, sûr et accessible. C’est avec plaisir que continuerai à développer les activités de Deriv à l'échelle mondiale aux côtés de Jean–Yves, afin d’accompagner l'entreprise au cours de ses 25 prochaines années de succès. »

Deriv est également passée à un modèle de co–directrice financière, Jennice Lourdsamy, précédemment responsable des comptes et des paiements, assumant un double rôle de leadership en tant que co–directrice financière aux côtés de Louise Wolf, l’actuelle directrice financière. Le co–leadership ne se limite pas aux postes de direction. Chez Deriv, elle s’étend à tous les niveaux de l’entreprise et cadre avec ses valeurs que sont l’intégrité, la compétence, l’orientation client et l’esprit d’équipe.

Deriv reste fidèle à ses principes d'excellence en matière de leadership, marqués par une vision claire, des approches axées sur les résultats, un apprentissage continu et une propension à l'action. Ces principes alimentent les opérations quotidiennes et sont essentiels à la réalisation de la mission de Deriv : rendre les solutions de trading de pointe accessibles dans le monde entier.

À propos de Deriv

Depuis 25 ans, Deriv s’attèle à rendre le trading en ligne accessible à tous et partout. Constituée aujourd’hui d’un réseau comptant plus de 2,5 millions de traders dans le monde, la société fournit une riche gamme de types de contrat. En outre, elle propose fièrement plus de 200 actifs sur des marchés populaires à partir de ses plateformes de trading primées et intuitives. Deriv a su développer une culture au sein de ses bureaux, comptant plus de 1 300 employés répartis dans le monde, qui célèbre les réalisations, encourage la croissance professionnelle et favorise le développement des talents, ce qui justifie son accréditation Platinum délivrée par Investors in People.

CONTACT PRESSE
pr@deriv.com

Une photo accompagnant ce communiqué est disponible au :
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A Deriv promove Rakshit Choudhary de COO para co-CEO

  • Rakshit Choudhary foi promovido a co–CEO, juntando–se ao fundador e CEO Jean–Yves Sireau
  • A Deriv atualiza o seu modelo de liderança enquanto se prepara para celebrar o 25º aniversário

Rakshit Choudhary, co–CEO da Deriv

CYBERJAYA, Malaysia, April 26, 2024 (GLOBE NEWSWIRE) — Num passo significativo para a empresa de negociação online, prestes a celebrar o seu 25º aniversário, a Deriv anunciou que Rakshit Choudhary foi promovido de Diretor de Operações (COO) a Co–Diretor Executivo (co–CEO). O modelo de co–CEO irá capitalizar sobre as diferentes qualidades e perspetivas diversificadas de ambos os líderes.

A adoção deste modelo de colaboração não se resume apenas a um movimento estratégico para a Deriv. Permite à organização incorporar diversos pontos de vista e trabalho de equipa na tomada de decisões críticas para manter a agilidade do negócio. Esta estrutura de liderança dupla também estabelece um ambiente onde o respeito mútuo e a partilha de responsabilidades são práticas habituais que equilibram a autonomia individual com uma visão coletiva.

Jean–Yves Sireau, Fundador e co–CEO da Deriv, declarou: “Rakshit é um líder excecional que possui um vasto conhecimento sobre as operações da Deriv, portanto, a sua nomeação como co–CEO é um passo natural para nós. É semelhante à sinergia observada quando dois programadores colaboram lado a lado num único computador — resultando numa tomada de decisões mais eficaz e num melhor alinhamento de objetivos.”

“O facto de a Deriv comemorar 25 anos é um momento de reflexão. Ao atualizarmos o nosso modelo de liderança, colocamo–nos numa posição vantajosa para enfrentar a próxima fase do negócio da Deriv, que se concentra na expansão global e numa maior interação com diversos mercados. Esta estratégia de liderança colaborativa contribui para manter a Deriv inovadora e comprometida em oferecer um serviço ao cliente excelente e em estabelecer parcerias sólidas.”

Choudhary concluiu o seu mestrado no Georgia Institute of Technology e ingressou na Deriv em 2009 como Analista Quantitativo. Mais tarde, assumiu o papel de Responsável pelo Desenvolvimento Quantitativo e de Investigação. Avançou na empresa para liderar o Desenvolvimento de Produtos antes de ser promovido a COO em 2018.

Rakshit Choudhary partilhou as suas reflexões sobre o seu novo cargo: “Tive a sorte de fazer parte do incrível crescimento e evolução da Deriv nos últimos 14 anos, sendo testemunha direta da sua missão em tornar a negociação acessível a qualquer pessoa, em qualquer lugar. No centro disso está o compromisso contínuo para com a inovação, segurança e acessibilidade. Estou entusiasmado por contribuir para a expansão global dos negócios da Deriv, ao lado de Jean–Yves, enquanto levamos a empresa para outros 25 anos de sucesso.”

A Deriv também adotou o modelo de co–CFO, no qual Jennice Lourdsamy, anteriormente Responsável pelas Contas e Pagamentos, assumiu uma posição de liderança conjunta como co–CFO, ao lado de Louise Wolf, a atual CFO. A mentalidade de co–liderança não termina nos cargos executivos. É praticada em todos os níveis da empresa, em conformidade com os valores fundamentais da empresa de integridade, competência, orientação para o cliente e trabalho de equipa.

A Deriv mantém–se fiel aos seus princípios de liderança de excelência, caracterizados por uma visão clara, abordagens orientadas para resultados, aprendizagem contínua e uma inclinação para a ação. Estes princípios são integrados nas atividades diárias, sendo fundamentais para alcançar a missão da Deriv de tornar as soluções avançadas de negociação acessíveis em todo o mundo.

Sobre a Deriv

Ao longo de 25 anos, a Deriv manteve um compromisso firme de tornar a negociação online acessível a qualquer pessoa, em qualquer lugar. Com a confiança de mais de 2,5 milhões de traders em todo o mundo, a empresa oferece uma ampla variedade de tipos de negociação e disponibiliza mais de 200 ativos em mercados populares nas suas plataformas de negociação premiadas e intuitivas. Com uma força de trabalho de mais de 1.300 pessoas em todo o mundo, a Deriv tem cultivado um ambiente que celebra conquistas, incentiva o crescimento profissional e promove o desenvolvimento de talentos, o que é refletido na sua acreditação Platinum pela Investors in People.

CONTACTO DE IMPRENSA
pr@deriv.com

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Deriv promotes Rakshit Choudhary from COO to co-CEO

  • Rakshit Choudhary promoted to co–CEO, partnering with Founder and CEO Jean–Yves Sireau
  • Deriv refreshes its leadership model as it gets set to celebrate its 25th anniversary

Rakshit Choudhary, co–CEO of Deriv

CYBERJAYA, Malaysia, April 26, 2024 (GLOBE NEWSWIRE) — In a significant move for the online trading company, as it approaches its 25th anniversary, Deriv has announced the promotion of Rakshit Choudhary from Chief Operating Officer (COO) to co–Chief Executive Officer (co–CEO). The co–CEO model will capitalise on the different strengths and diverse perspectives of both leaders.

Choosing the co–model is not just a strategic move for Deriv. It lets the organisation incorporate diverse viewpoints and teamwork into critical decision–making to keep the business agile. This double leadership framework also creates an environment where reciprocal respect and shared accountability are standard practices and balances individual autonomy with a collective vision.

Jean–Yves Sireau, Founder and co–CEO of Deriv, said: “Rakshit is a great leader with a deep understanding of Deriv’s business, so his move to co–CEO is a natural step forward for us. It is like the synergy you see in pair programming—improved decision–making and better alignment of goals.

“Deriv turning 25 is a moment for reflection. Refreshing our leadership model makes us well–positioned to take on the next phase of Deriv’s business, which is focused on expanding globally and engaging more deeply with diverse markets. This dual leadership approach helps keep Deriv innovative and committed to excellent customer service and strong partnerships.”

Choudhary, who holds a Master’s degree from Georgia Institute of Technology, joined Deriv in 2009 as a Quantitative Analyst and then Head of Quantitative Development & Research. His next role at Deriv was Head of Product Development before his promotion to COO in 2018.

Rakshit Choudhary shared his thoughts on his new role: “I have been lucky to be part of Deriv’s incredible growth and evolution for the last 14 years, witnessing firsthand its mission to make trading accessible to anyone, anywhere. At the centre of this is a focus on staying innovative, secure, and accessible. I look forward to continuing to grow Deriv’s business globally alongside Jean–Yves, as we take the company into another successful 25 years.”

Deriv has also transitioned to a co–CFO model with Jennice Lourdsamy, previously Head of Accounts and Payments taking a double leadership role as co–CFO alongside Louise Wolf, the current CFO. The co–leadership mindset does not end at the C–level. It is practised across Deriv at all levels, in line with the company’s values of integrity, competence, customer focus, and teamwork.

Deriv remains committed to its principles of leadership excellence, marked by clear vision, result–oriented approaches, continuous learning, and a bias for action. These principles are embedded in daily operations and are critical to achieving Deriv’s mission of making advanced trading solutions accessible worldwide.

About Deriv

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Climate Crisis in Mountains: Borderless Struggle for Frontline Communities

Climate change-induced flooding has devastated the lives of people living on the Indian and Nepalese sides of the Hindu Kush Himalaya. Although the floods have destroyed their lives and livelihoods, as this cross-border collaboration narrates, neither community has received any substantial compensation.

Niger’s Military Coup Triggers Child Marriages, Sex Work in Neighboring Countries

Girl refugees from Niger now living in Benin, often end up as child brides. Graphic: IPS

Girl refugees from Niger now living in Benin, often end up as child brides. Graphic: IPS

By Issa Sikiti da Silva
COTONOU/BENIN , Apr 26 2024 – A group of young girls aged between 15 and 17 sit tight, following attentively a lesson being taught by a Mualim (Islamic teacher) in a makeshift madrassah (Qur’anic school) located in one of the impoverished townships of Benin’s economic capital, Cotonou. They arrived in Benin recently, fleeing poverty, hunger, climate change, and rising insecurity in their home country, Niger, in the aftermath of the military coup that toppled democratically-elected president Mohamed Bazoum.

Among them are Saida, 15, and Aminata, 16, who are already “married” to Abdou, 22, and Anwar, 25, two Niger youths who have been living in Benin for some time. The lessons are over and Saida heads outside the overcrowded compound where her husband, Abdou, came to pick up his wife on a rundown motorbike.

“She has not been feeling well lately and I think she might be pregnant,” Abdou says without embarrassment. Asked about the circumstances leading to the couple becoming husband and wife, he says: “If in Benin or where you come from, this seems strange, it is normal in Niger for a young girl to become someone’s wife as soon as she reaches 15.”

Niger has one of highest prevalence rates of child marriages in the world, where 76% of girls are married before their 18th birthday and 28% are married before the age of 15, according to Girls Not Brides figures.

Child marriage is most prevalent in Maradi (where 89% of women aged 20–24 were already married by age of 18), Zinder (87%), Diffa (82%) and Tahoua (76%). Girls as young as 10 years old in some regions are married, and after the age of 25, only a handful of young women are unmarried, according to the Girls Not Brides statistics.

Steady increase 

However, Abdou says there has been a steady increase in such cases since the military coup due to the social and economic meltdown triggered by regional and international sanctions, which left Niger’s economy hanging in balance. France, a former colonial power, suspended development and budget aid to Niger, vowing not to recognize the new military authorities. In 2021, The French Development Agency (AFD) committed €97 million to Niger.  Moreover, the World Bank recently warned that 700,000 more people will fall into extreme poverty this year in Niger. In addition, nearly two million children could be out of school, including 800,000 girls.

Multiple suspensions of development aid from several countries and organizations will result in a shortfall of nearly US$1.2 billion in 2024 (more than 6% of the country’s GDP).

“Life has become unlivable since the coup and the closure of borders. In addition, insecurity has risen, forcing farmers to stay away from their fields. In other parts, climate change has rendered farmland useless; it is a triple tragedy for Niger, but the authorities continue to talk nonsense on TV,” says a Benin-based Islamic teacher identified only as Oumarou, who fled to Cotonou in the aftermath of the coup.

“And as a result, many families are left penniless and dependent on humanitarian assistance. Consequently, some families are seeking help from their relatives and family friends living in Benin and Togo to take their daughters under their care. Niger’s people help each other a lot and prioritize community life over individual interests.

“The girls arrive in these two countries and are quickly dispatched to Niger’s households, where they work as domestic workers without pay. Yes, they don’t get paid because they eat and sleep there and are made to feel as if they are part of the family.”

However, Oumarou says that as time goes by, these people begin to feel that they can no longer carry the burden. That is where they pass a message through the elders to Niger youths who want a wife to come and discuss.

Suitors wanted 

“As soon as a suitor is found, we inform the girls’ parents, who, in most cases, do not hesitate to allow the marriage to proceed. As God-fearing people, we cannot let the youth take a girl without doing a formal religious ceremony.

Asked if he was aware that he was committing a crime by acting as an accomplice to child marriages, he became defensive and politicized the issue: “What’s criminal and illegal in that procedure? How can you describe our good gesture to help these poverty-stricken girls rebuild their lives as a crime?

“Okay, if it’s indeed a crime. How do you say about France, which has been stealing our natural resources, notably our uranium, for decades without giving us anything in return? And what about the crimes committed by the West during the colonial era in Africa? Did anyone investigate those crimes and bring the perpetrators to book or make reparations for what they did?” the man said, storming out of the room where the interview was taking place.

However, not everyone in Niger is God-fearing and therefore does not follow the religious procedure. Anwar says her wife told him that she owes him her life after rescuing her from the abusive family where she was working as a donkey.

“I have been taking care of her ever since as a wife and a little sister. I don’t need anyone’s permission or blessings to make her my wife. We have been living under the same roof since last year and that’s a sign of marriage,” he says with a wide smile.

Aminata describes the hell she went through while working for one of these families. “They make you work like a slave, right from Fajr [Islamic dawn prayer] up to Isha [evening prayer] and even beyond. It’s very stressful. Most of the time, you don’t even eat well. They keep yelling at you whenever you make a slight mistake. Anwar is a good man and a caring husband,” she says through a translator.

Anwar says most of these girls do not have a formal (western) education. “That’s why they cannot understand French. They only speak their vernacular language and some Arabic because they only attend Qur’anic school.”

Niger has one of the highest illiteracy rates in the world, and very few girls attend formal school, as priority is given to boys. The Niger literacy rate for 2021 was 37.34%, a 2.29% increase from 2018.

Factors that contribute to this, including high dropout rates, high illiteracy rates, insufficient resources and infrastructure, unqualified teachers, weak local governance structures, and high vulnerability to instability, have been blamed for the low level of educational attainment, according to the United States Agency for International Development (USAID).

“I want to ensure that she gets a good education now that she is in Benin, far away from that rotten country, where the system does not allow girls, especially in the rural areas, to attend school,” Anwar, who himself did not finish high school, says.

Niger girls no longer “God-fearing”? 

While child brides jostle for makeshift husbands to take care of them away from their impoverished and famine-hit country, in other parts of Benin, street life has become the way of survival for some Niger women. “Niger men used to mock us, saying that their women were God-fearing and not immoral like us. Now the trend has been reversed. Look at the way those two Niger girls out there are shoving for a wealthy client,” Susan, a Beninese sex worker, says.

She claims the girls arrive in the “workplace” every evening well covered from head to toe but take it off and put on some sexy clothes, only to wear them again after the end of the shift. “Now, who fears God the most? The hypocrites or the people like us who have nothing to hide?”

Prostitution is illegal but remains prevalent in big cities and near major mining and military sites. UNAIDS estimates there are 46,630 sex workers in the country. Some sources say poverty, forced marriages, rising insecurity, and climate change continue to push many girls into prostitution, sometimes with the complicity of their families and marabouts (witchdoctors).

A source close to Nigerian and Ivorian pimping syndicates says there is a huge appetite for Niger girls in several countries across the region, including Nigeria, Côte d’Ivoire, Benin, and Ghana. Asked why it is the case, the source says: “From what I heard, girls from other countries, including Benin, Togo, Ghana, and Nigeria, have been used many times and are big-headed, while Niger girls seem fresh, disciplined, respectful, and docile. That’s why they make good wives. The demand has been growing since the coup.”

The source says the three countries (Mali, Burkina Faso, and Niger) desire to quit the regional bloc, Ecowas, will have a negative effect on the sex trafficking business as it will curtail the free movement of people and goods across the region. According to a 2022 report by the International Organisation for Migration (IOM), women and girls constitute 69% of victims and survivors of trafficking in Niger.

While Niger’s military authorities reinforce their grip on power and castigate the West’s neo-colonialist and imperialist attitude and Ecowas’ interference in Niger’s internal affairs, life seems to be getting harder in this uranium-producing West African nation, forcing thousands of underage girls and women to seek a better life elsewhere.

A researcher who recently returned to Benin from Niger says: “You must live in Niger right now to understand what is going on there. Forget what you see on state TV. If residents of the big cities, like the capital Niamey, are trying harder to stay alive, many people are hopeless in the countryside because the humanitarian situation is terrific.

“Those who say development aid does not work are lying because they have never been on the ground to see for themselves.”

Note: The names have been changed to protect their identities.

IPS UN Bureau Report

 


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Gaza Teetering on the Brink of Mass Starvation

Palestinians in Rafah, Gaza form a line to collect water in an Oxfam distribution. Credit: Oxfam

By Jacob Batinga
PHILADELPHIA, Pennsylvania, Apr 26 2024 – As we pass 200 days of war, the population of northern Gaza is teetering on the brink of mass starvation. Oxfam analysis found that the 300,000 people in northern Gaza had been forced to survive on an average of 245 calories per day from January to March—less than a single can of beans, and well below the recommended daily intake of 2,100 calories.

While we have seen an uptick in the flow of aid entering Gaza in recent weeks, the trickle of humanitarian assistance combined with an absence of commerce and public services are nowhere near sufficient to address widespread hunger or the shelter, hygiene, and sanitation conditions that are fatal in these circumstances.

The last report from the Integrated Phase Classification system, the official body that collects and analyzes food security data, found that would occur in northern Gaza by May at the latest. Dozens of children have already died from starvation and malnutrition, often worsened by disease, and two out of the three criteria for declaring famine have already been met.

Since an official declaration is a lagging indicator, it is quite possible that famine already exists in areas of northern Gaza. We cannot wait for a famine declaration to act to prevent the needless, widespread death of civilians,

While the threat of starvation is most severe in the north, malnutrition is ubiquitous throughout Gaza. The IPC’s report in March found that almost everyone in Gaza was facing “high levels of acute food insecurity,” with 95% of the population in a Phase 3 food crisis or worse. In the month since the report was release, conditions have deteriorated further.

In addition to the limited availability of food, the ability to find or buy a nutritious, varied diet is not feasible across Gaza. For the little fruit and vegetables still available, extreme price rises due to scarcity have put them out of reach for most people. Specialized nutrition products and centers to treat malnourished children are difficult or impossible to find.

Despite the overwhelming evidence of extreme hunger, the government of Israel’s obstruction of humanitarian access persists. But denial of humanitarian access is not the only issue. While increasing the quantities of food entering Gaza would be a welcome step, a proper response to this catastrophe simply cannot be implemented under present conditions.

Hunger and its impacts are not only due to lack of food, but also are exacerbated by Israel’s near-complete destruction of Gaza’s civilian infrastructure. Over 200 days of incessant bombardment has decimated Gaza’s healthcare infrastructure, water and sanitation services—including Oxfam-supported projects—and emergency response support, leaving people even more vulnerable to deadly disease.

The government of Israel has not restored the flow of electricity and has dramatically curtailed the importation of fuel, without which wells, water treatment facilities, bakeries, hospitals, and individual businesses and households. This collapse of vital services and infrastructure means that our calculations of food trucks entering Gaza gives only a partial view of the need.

An increase in caloric intake is not all that is necessary to combat extreme hunger – acute malnutrition requires immediate medical intervention, especially for children. This kind of medical intervention is simply not possible while bombs continue to fall and amid the collapse of essential.

Our colleagues in Gaza at Oxfam and partner organizations are under constant risk of bombardment. Almost all staff in Gaza have been displaced, often multiple times, and many are living in tents or makeshift shelters with their families. They are struggling to find food for themselves and their families, regularly skipping meals for days at a time so their children can eat.

They face constant risks to their lives: with over 200 killed since October, Gaza is the deadliest place in the world to be an aid worker. Under these unimaginable circumstances, Oxfam and partners are still bravely distributing what they can in the form of food, clean water, materials to provide safer sanitation, and hygiene products. However, the kind of humanitarian response necessary to stave off the threat of famine cannot even begin under these conditions.

Even as children are starved to death and aid workers are routinely killed in Israeli airstrikes, the Biden administration is doubling down on providing weapons and aid for Israel’s military operation in Gaza. Recently proposed transfers included some of the highest risk weapons, like the MK-84 2,000-pound bomb, which have flattened entire neighborhoods and are implicated in some of the highest casualty attacks in Gaza.

To maintain its policy of unconditional military support for Israel, the administration is taking its ‘see no evil, hear no evil’ policy to absurd and deadly lengths, refusing to even condition, much less suspend, arms transfers to Israel. The United States must halt its arms sales to Israel and recognize its own contribution to Gaza’s still climbing death toll. This is long overdue.

Oxfam is calling for a permanent ceasefire, the return of all hostages and the release of unlawfully detained Palestinian prisoners, for countries to immediately stop supplying arms to Israel and Palestinian armed groups, and for full humanitarian aid access.

The global response for Gaza must include both adequate and nutritious food for everyone, the full restoration of hospitals and health services, water, and sanitation infrastructure and for all reconstruction materials to be allowed across the border.

Every day without a ceasefire is a day closer to exponential death and suffering in Gaza. We must see action now.

Jacob Batinga is Oxfam America Humanitarian Policy Fellow.

IPS UN Bureau

 


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Harnessing Science-Policy Collaboration: The Vital Role of IPBES Stakeholders in Achieving Global Nature Targets

Dr. Anne Larigauderie, IPBES Executive Secretary

Dr. Anne Larigauderie, IPBES Executive Secretary

By Anne Larigauderie
BONN, Germany, Apr 26 2024 – In December 2022, the fifteenth meeting of the Conference of the Parties to the Convention on Biological Diversity (CBD) saw governments worldwide unite behind a set of ambitious targets aimed at addressing biodiversity loss and restoring natural ecosystems, through the Global Biodiversity Framework – known now as the Biodiversity Plan.

As the world gears up to meet these critical commitments for people and nature, success depends very directly on the concrete choices and actions of people from every region, across all disciplines and at every level of decision-making. In this collaborative effort, non-governmental stakeholders of the Intergovernmental Platform on Biodiversity and Ecosystem Services (IPBES) are vital actors, in addition to the 146 Governments who are members of IPBES.

But who are IPBES stakeholders? Any individual or organization that can benefit from or contribute to the science-policy work of IPBES is an IPBES stakeholder. They include individual scientists, knowledge-holders, experts and practitioners, as well as institutions, organizations, and groups operating within and beyond the fields of biodiversity and nature’s contributions to people.

There are two main self-organized groups of IPBES stakeholders: ONet and IIFBES. ONet provides a broad space for individuals and organizations to exchange knowledge, align actions and deepen engagement with the work of IPBES—with subgroups from the social sciences, young career researchers and many more. IIFBES is a network to bring together the expertise, perspectives and interests of Indigenous Peoples and local communities interested in IPBES’s work. Both of these ‘umbrella’ groups are instrumental in amplifying diverse voices, knowledge systems, and experience, to strengthen science-policy for biodiversity and nature’s contributions to people. This is important not only in support of IPBES, but also to the success of the Biodiversity Plan.

IPBES stakeholders contribute to the achievement of the Biodiversity Plan in three distinct ways. Firstly, they fortify the scientific foundations underpinning policies to protect biodiversity and nature’s contributions to people. Their expertise, channeled into the IPBES assessments, was instrumental in shaping the targets and indicators of the Biodiversity Plan. IPBES stakeholders will also continue to play a central role in ensuring that the actions to meet these targets are grounded in robust scientific knowledge and evidence.

Secondly, IPBES stakeholders are equipped with the resources and tools provided by IPBES: including Assessment Reports and their summaries for policymakers, to advocate for and effect change. These resources offer invaluable insights into national, regional, and global thematic issues. When considered by decision-makers, they become catalysts for evidence-based policies. Effective dissemination and uptake of these resources are paramount in translating global targets into tangible, on-the-ground initiatives that address local challenges. Consequently, stakeholders can make a substantial contribution by widely disseminating IPBES products and providing information for their effective use.

Thirdly, IPBES stakeholders have a tremendous opportunity to engage in the international forums where policy decisions are explored and made. Their active involvement and participation in decision-making bodies within these forums, coupled with their own extensive networks, foster the exchange of knowledge and resources. Collaborations forged in these settings bridge the gap between science and policy. Many IPBES stakeholders are active participants in the CBD processes, for instance, facilitating the exchange of information between these two bodies and thereby driving the Biodiversity Plan’s effective implementation.

Only through collective action and close collaboration between international institutions, policy actors, scientists, local and Indigenous communities, and other relevant stakeholders can we seamlessly translate science into policy and practice, ultimately achieving the goals of the Biodiversity Plan. This is why more individuals and organizations should seize the opportunity to become active IPBES stakeholders. Joining the IPBES community is not only a commitment to a sustainable future for people and nature but is also a positive response to the pressing global biodiversity crisis.

Dr. Anne Larigauderie is the Executive Secretary of IPBES (www.ipbes.net) – the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services, which provides objective scientific assessments about the state of knowledge regarding the planet’s biodiversity, ecosystems and the contributions they make to people, as well as options and actions to protect and sustainably use these vital natural assets.

IPS UN Bureau

 


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Cuban Family Harnesses Biogas and Promotes its Benefits

Preschool teacher Iris Mejías and her husband Alexis García, a retired university professor, stand next to the geomembrane biodigester that since December 2023 provides about four cubic meters of biogas daily for their agricultural activities and the needs of their home in the semi-urban neighborhood of Sierra Maestra, in the municipality of Boyeros on the south side of Havana. CREDIT: Jorge Luis Baños / IPS

Preschool teacher Iris Mejías and her husband Alexis García, a retired university professor, stand next to the geomembrane biodigester that since December 2023 provides about four cubic meters of biogas daily for their agricultural activities and the needs of their home in the semi-urban neighborhood of Sierra Maestra, in the municipality of Boyeros on the south side of Havana. CREDIT: Jorge Luis Baños / IPS

By Luis Brizuela
HAVANA, Apr 26 2024 – Just to obtain a good fertilizer it was worth building a biodigester, says Cuban farmer Alexis García, who proudly shows the vegetables in his family’s garden, as well as the wide variety of fruit trees that have benefited from biol, the end product of biogas technology.

García and his wife Iris Mejías organically grow all the agricultural products that make them self-sufficient, on the land around their home in the semi-urban neighborhood of Sierra Maestra, in the municipality of Boyeros on the south side of Havana.“We need a greater culture and awareness about renewable energies. There is resistance among some places and people. On the other hand, there are the high prices which do not foment the rapid expansion of technologies and equipment.” — Alexis García

“I used to use a little urea, but because of the economic situation it has become very difficult to import this and other fertilizers. The bioproducts are an opportunity to make up for that shortage and, in some cases, function as pesticides,” García, a 62-year-old retired university professor who is now dedicated to his crops, told IPS.

Biol is the liquid effluent with a certain degree of stabilization that comes out of the biodigester, once the process of anaerobic digestion of organic matter, which includes animal manure, crop waste and/or liquid waste, has been completed. It is rich in nutrients for crops and for restoring soil through fertigation.

García pointed out that the challenges of obtaining energy and the need to process manure prompted the installation of the geomembrane biodigester, which as of December 2023 provides about four cubic meters of biogas per day.

This is one of the three types of biodigesters most used at a small and medium scale in Cuba, together with the mobile type, also known as the Indian model, and the fixed dome or Chinese biodigester.

“I had read a little about it and wanted to have a biodigester. With some savings we decided to start building one. In addition to the support of our sons Alexis and Alexei, we had the backing and advice of José Antonio Guardado,” coordinator of the Biogas Users Movement (MUB), said García.

Founded in 1983, the MUB brings together some 3,000 farmers who use this technology in this Caribbean island nation of 11 million people.

Preschool teacher Iris Mejías uses biogas to cook food, which gives her autonomy, saves money and improves the quality of life in her home in the south of the Cuban capital. CREDIT: Jorge Luis Baños / IPS

Preschool teacher Iris Mejías uses biogas to cook food, which gives her autonomy, saves money and improves the quality of life in her home in the south of the Cuban capital. CREDIT: Jorge Luis Baños / IPS

Biogas opportunities

Mejías, 59, said that “with biogas you lose the fear of not having enough fuel for cooking. It provides security.”

Meiías, a teachers at a preschool for the young children of working mothers, says that when the economic crisis became more severe in the 1990s, she cooked with firewood, charcoal, kerosene and even coconut shells to prepare her family’s daily meals.

“If you cook with electrical equipment, you depend on the power supply, or if you have a gas cylinder (liquefied petroleum gas), you worry that it will run out and you won’t have a spare. In both cases the biodigester saves money,” she said.

Mejías said it is easier to cook food for domestic animals and heat water “without smut or smoke that makes it necessary to wash your hair every day or makes it difficult to take care of your hands.”

Studies show that methane is a potent greenhouse gas, with a warming power 80 times greater than that of carbon dioxide (CO2).

Proper management of the biological methane resulting from the decomposition of agricultural residues and manure can generate value and be a cost-effective solution to avoid water and soil contamination.

Therefore, its extraction and use as energy, especially in rural and semi-urban environments, can be a solution to reduce electricity consumption and help combat climate change.

According to García, the island could receive greater energy benefits if there were clear incentives for the installation of biodigesters.

Although the acute domestic economic crisis has had a very negative impact on the national swine and cattle herd, “many dairies and pig farms do not know what to do with the daily output of manure. In fact, our biodigester is fed from nearby facilities where it is piled up and they give it to us for free,” he said.

Alexis García dries coffee beans next to solar panels installed on the roof of his house in southern Havana. The possibility of storing energy with the back-up of recovered batteries provides the family with approximately three hours of autonomy during blackouts. CREDIT: Jorge Luis Baños / IPS

Alexis García dries coffee beans next to solar panels installed on the roof of his house in southern Havana. The possibility of storing energy with the back-up of recovered batteries provides the family with approximately three hours of autonomy during blackouts. CREDIT: Jorge Luis Baños / IPS

Other incentives

Cuba has a biogas production potential of 615,595 cubic meters per year from agricultural and industrial production, according to the Bioenergy Atlas 2022.

That volume represents 189,227 tons of oil equivalent per year or 710,095 megawatt hours (MWh) per year. Of the total, 63 percent comes from agricultural production, he said.

In García’s opinion, Cuba’s rural environment “is in a better position to achieve the desired energy independence. But economic facilities would be necessary, such as loans for the construction of biodigesters, bonuses for people to produce that energy and access to buy lamps, pots and even refrigerators that use biogas.”

Of Cuba’s 11 million inhabitants, about 23 percent, some 2.3 million people, live in rural areas, according to official statistics.

On the other hand, it is estimated that there are some 5,000 biodigesters on the island, although conservative estimates by specialists consider it possible to expand the network to 20,000 family units.

Experts argue that the direct use of biogas is more efficient than transforming it into electricity.

A significant percentage of Cuba’s four million households use electricity as the main energy source for cooking and heating water for bathing, which represents about 40 percent of consumption.

Cuba is a country highly dependent on fuel imports.

During the last five years, in parallel to the deterioration of the domestic economic situation, the decline of the main sources of foreign currency and the strengthening of the U.S. embargo, the authorities have faced increasing difficulties in meeting the demand for fuel.

About 95 percent of Cuba’s electricity generation relies on fossil fuels. The government aims to increase clean sources from the current five percent to around 30 percent of electricity generation by 2030.

“Imagine what it would mean if not all, at least most of the houses in the Cuban countryside had a biodigester or solar panels. Any strategy that encourages independence from the national power grid, or that provides energy, would be very positive,” said García.

In recent years, the international Biomas-Cuba project (2009-2022) focused on helping to understand the importance of renewable energy sources in rural environments, the role of on-farm biodigesters and waste treatment systems in swine facilities.

The initiative, financed by the Swiss Agency for Development and Cooperation (Cosude), was coordinated by the Indio Hatuey Experimental Station, a research center attached to the University of the western province of Matanzas, and involved related institutions in several of the country’s 15 provinces.

Ministerial Order 395 of the Ministry of Energy and Mines of 2021 stipulated that each of Cuba’s 168 municipalities must have a biogas development program and strategy, and coordinate its management and implementation with their respective provinces.

In addition, the non-governmental Cuban Society for the Promotion of Renewable Energy Sources and Respect for the Environment (Cubasolar), together with the MUB, encourages training workshops and the advice of specialists.

Banana clusters can be seen growing in the backyard of the García-Mejías home in southern Havana. Both the vegetables in the nursery and the fruit trees benefit from biol, the end product of biogas technology, which provides fertilizer. CREDIT: Jorge Luis Baños / IPS

Banana clusters can be seen growing in the backyard of the García-Mejías home in southern Havana. Both the vegetables in the nursery and the fruit trees benefit from biol, the end product of biogas technology, which provides fertilizer. CREDIT: Jorge Luis Baños / IPS

Moving towards energy independence

One of the aspirations of the García-Mejías family is to achieve energy sustainability for their home and agricultural production.

“We foresee the construction of a second biodigester, but this one will have a mobile dome, which should provide two cubic meters of biogas per day, but much more efficiently, and with a higher pressure. With a higher volume we can benefit some neighbors,” García said.

On the roof of their house, six 720-watt solar panels backed up by recovered batteries give them autonomy of approximately three hours of electricity in the event of a power failure.

“We plan to install a wind turbine, as well as a solar heater made of plastic pipes. We want to set up a demonstration area in the house to show the advantages of renewable energies and demonstrate how everything we do is done using these energy sources,” said the former professor.

“We need a greater culture and awareness about renewable energies. There is resistance among some places and people. On the other hand, there are the high prices which do not foment the rapid expansion of technologies and equipment,” García said when IPS asked him in his home about the obstacles to increasing the household use of renewables.

“People hear about the biodigester and think it’s difficult. It takes a little work, but then the benefits are many. There is a lack of information in the media. People come to us looking for help in building biodigesters. We also receive students, which opens up an opportunity for the new generations to grow up with the culture of using nature in a sustainable way,” he added.