Fiji has become the second country to ratify the ILO’s Violence and Harassment Convention, 2019 (No. 190) , after Uruguay did so on 12 June . With the deposit of this second ratification, the Convention will enter into force on 25 June 2021.
Ambassador Nazhat Shameem Khan, Permanent Representative of Fiji to the United Nations Office and Other International Organizations in Geneva, deposited the ratification instrument with ILO Director-General, Guy Ryder, in a virtual ceremony.
“This ratification is a testament of the Government’s commitment to equality as is enshrined in the Fijian Constitution, and ratification is also consistent with Fiji`s membership of the Human Rights Council. Ratification of Convention 190 demonstrates Fiji’s willingness to lead the way in committing to international standards and best practices,” said Ambassador Khan.
“This Convention is timely and highly applicable to address real challenges in the world of work today such as violence, harassment and intimidation. We note in particular the inclusivity of the Convention. It purports to protect and empower all those who are the subject of bullying and harassment at work, including women. The Convention encompasses the intersectionality of the sources of discrimination, thus encompassing the reality of the lives of many workers,” she added.
Adopted by the International Labour Conference in June 2019 , Convention No. 190 is a landmark instrument. It is the first international labour standard to address violence and harassment in the world of work. Together with Recommendation No. 206 , it provides a common framework for action and a unique opportunity to shape a future of work based on dignity and respect. The Convention affirms that everyone has the right to a world of work free from violence and harassment. It includes the first international definition of violence and harassment in the world of work, including gender-based violence.
The Convention recognizes that violence and harassment in the world of work “can constitute a human rights violation or abuse…is a threat to equal opportunities, is unacceptable and incompatible with decent work.” It defines “violence and harassment” as behaviours, practices or threats “that aim at, result in, or are likely to result in physical, psychological, sexual or economic harm.” It reminds member States that they have a responsibility to promote a “general environment of zero tolerance”.
“I am extremely pleased to receive this instrument of ratification, which bears witness to the commitment of the Government of Fiji to combatting violence and harassment in all its forms in the world of work. I note in addition that this ratification was unanimously approved by the Fijian Parliament on 28 May 2020,” said ILO Director-General Guy Ryder.
“This ratification marks an important step towards the achievement of decent work, particularly in these unprecedented times in which the world is struggling to overcome and recover from a global pandemic. In times of crisis and economic insecurity, the risk of violence and harassment escalates, as has been so evident during this devastating pandemic. Violence and harassment is unacceptable at any time; it is clear that Convention No. 190 has a crucial role to play, whether in times of prosperity or during times of crisis. For a human-centred response and recovery, free from violence and harassment in the world of work, Convention No. 190 provides a clear and practical roadmap,” added Ryder.
Fiji has also ratified the Protocol of 2002 to the Occupational Safety and Health Convention, 1981 (P. 155), becoming the 13th country worldwide to do so.
The Protocol recognizes the important role of reliable statistical data in achieving progress on occupational safety and health. In particular, it reinforces the provisions of the Occupational Safety and Health Convention, 1981 (No. 155) ratified by Fiji in 2008 regarding recording and notification of occupational accidents and diseases as well as the publication of national statistics. These two instruments serve as a blueprint, along with the Promotional Framework for Occupational Safety and Health Convention, 2006 (No. 187) , for setting up and implementing comprehensive national occupational safety and health systems, based on prevention and continuous improvement.
Cryptocurrency Lending vs. Bank Lending
Cryptocurrencies have entered the mainstream, and they are redefining financial transactions. Today, these coins are lent and borrowed. This industry is making waves, partly because the process has many advantages over fiat loans.
Crypto loans, such as the Litecoin loan, have only been available for a couple of years. The only similarity between them and bank loans is that they let people borrow funds. Everything else is drastically different.
You may borrow money from banks for a wide range of purposes, from buying a house to launching a company. The application process is quite lengthy, as the lender must confirm your creditworthiness by looking at your credit score, income, employment situation, assets, etc. To do this, it uses your personal data, such as your Social Security number, bank statements, ID, and proof of employment. Besides,
- the applicant has little to no control over the terms of the final agreement;
- the bank decides how much interest to charge you;
- after the agreement is signed and the funds are received, you have to make monthly payments to pay off the debt gradually.
Crypto coins may be borrowed on centralized and decentralized platforms. The first arrangement is similar to conventional lending, as the platform itself manages the payments.
- The platform takes responsibility for identity verification, KYC checks, and custody.
- Usually, a borrower must deposit crypto coins as collateral, and this deposit is returned after the debt is paid off.
- In case of default, collateral is liquidated.
- At least one fiat currency is involved.
- The user must still share personal information, such as a credit card number and postal address.
In this system, borrowing is based on smart contracts and is limited to digital assets. Loans and repayments are distributed automatically. Moreover, no KYC data is collected. All you need to do is to connect your wallet, determine your preferences and wait for a lender who will agree to them. The process is faster and cheaper than centralized lending and bank loans. On the downside, customer support may not be available, so novices feel confused.
- Crypto loans have important advantages over conventional forms of lending.
- They are more accessible, as you do not need a bank account or a credit score.
- As lending takes place on cryptocurrency platforms, you may earn interest on your coins.
- The lending terms are more flexible.
- The costs are lower than bank fees.
- Sometimes, borrowers do not have to make monthly installments — instead, they just repay their debt in full at a specified time.
To conclude, although cryptocurrencies are viewed as a risky asset, digital landing is actually very secure. Every reputable platform has rigorous security protocols, and it ensures the protection of collateral. Clearly, the pros outweigh the cons.
Lighthouses boost sustainability with Fourth Industrial Revolution transformation
The World Economic Forum announces today the addition of 21 new sites to its Global Lighthouse Network, a community of world-leading manufacturing facilities and value chains using Fourth Industrial Revolution (4IR) technologies to increase efficiency and productivity, in tandem with environmental stewardship.
By deploying advanced technologies such as robotics and artificial intelligence (AI) in the production chain, more than half of all factories are making an impact on environmental sustainability through their 4IR transformations. A consumer healthcare company, for example, coupled advanced controls with green technology to deploy a sensor-fed automated system to cut energy consumption, resulting in 25% less energy consumed and an 18% reduction in CO2.
The Lighthouse network and its 90 sites are a blueprint for adapting to technology, improving processes and developing workforce skills to scale across the production chain. From pharmaceuticals and medical products and consumer packaged goods to a broad range of advanced industries, these diverse organizations spanning over 75 regions are demonstrating how 4IR technologies can increase profit, with a positive impact on the environment.
Among the 90 Lighthouses, three are receiving a new designation, Sustainability Lighthouses, factories and value chains achieving sustainability and productivity breakthroughs.
A new report, Global Lighthouse Network: Unlocking Sustainability through 4IR, outlines how manufacturers accomplished these results. Download the latest report HERE to learn how lighthouses are leveraging advanced technologies to achieve step-change improvements in sustainability and productivity.
“As discussed at the Forum’s Sustainability Development Impact Summit last week, increased global concern for environmental impact has made sustainability a must-have to maintain business viability. The Sustainability Lighthouses make it clear that by realizing the potential of 4IR technologies in manufacturing, companies can unlock new levels of sustainability in their operations and explore a win-win solution: greater operational competitiveness while simultaneously making commitments to environmental stewardship, leading in a cleaner, more sustainable future as a result,” said Francisco Betti, Head of Shaping the Future of Advanced Manufacturing and Value Chains, World Economic Forum.
Enno de Boer, Partner and Global Head Operations Technology, McKinsey & Company and Global Lead of its manufacturing work, said: “Lighthouses have achieved a sustainability breakthrough. Companies no longer have to choose competitiveness or sustainability because smart manufacturing lets them achieve both. Fourth Industrial Revolution technologies – think artificial intelligence, robotics and the internet of things – amplify human capability and technological innovation to accelerate sustainability while also strengthening competitiveness. From using advanced analytics to predict exactly the inputs and outputs needed for a manufacturing process to augmented reality that simulates a production line so machines can be operated remotely, Lighthouses are reducing resource consumption, waste and carbon emissions, while increasing productivity and profit – all at once.”
The goal of the Global Lighthouse Network is to share and learn from best practices, support new partnerships and help other manufacturers to deploy technology, adopt sustainable solutions and transform their workforces at pace and scale.
The extended network of “Manufacturing Lighthouses” will be officially recognized at Global Lighthouse Network Lighthouses Live on 29 September. The event will feature CEOs and innovators focused on scale-up entrepreneurial solutions to tackle global talent shortages, the climate crisis and advancing sustainable development. Click here to follow the meeting.
The locations receiving new designation as Sustainability Lighthouses are:
Ericsson (Lewisville): Ericsson’s greenfield 5G factory is powered 100% by renewable electricity from on-site solar and green-e® certified renewable electricity from the utility grid. The smart factory integrates sustainable technologies such as thermal ice storage tanks with the industrial internet of things (IIoT) stack to proactively monitor energy usage and is designed to utilize 24% less energy and 75% less indoor water usage, avoiding 97% operational carbon emissions* than comparable buildings. This year it became Ericsson’s first factory globally to achieve LEED Gold® certification.*
Henkel (Düsseldorf):In an effort to improve visibility of factory consumption to drive better decision making, Henkel deployed utility meters on machines integrated in a digital twin that connects and benchmarks 30 factories and prescribes real-time sustainability actions that has led to 38% less energy (kWh/ton) used and has reduced water consumption 28% (m3/ton) and waste 20% (kg/ton) across factory baselines set in 2010.
Schneider Electric (Lexington):In order to capture greater energy consumption granularity, when and where it happens in the plant, the Lexington smart factory leveraged IoT connectivity with power meters and predictive analytics to optimize energy cost. This has led to a 26% energy reduction (GWh), 30% net CO2 reduction, 20% water use reduction, and a Superior Energy Performance 50001TM certification by the US Department of Energy.
*Calculation based on EPA Greenhouse Gas Equivalencies Calculator
The 21 new Lighthouses are:
De’ Longhi Group (Treviso): In order to step up competitiveness, the De’ Longhi Treviso plant invested in digital and analytics to become more agile (reducing minimum order quantity by 92% and lead time by 82%) and more productive (improving labour productivity by 33%) and achieving high standard quality (improving field quality by 33% and obtaining Food and Beverage industry certification).
Flex (Althofen): Confronted with strong competition from lower-cost regions, Flex’s site in Althofen deployed 4IR technologies to improve operational efficiency and agility. By meeting higher regulatory and quality standards, Flex attracted higher-margin and longer lifecycle medical business, increasing revenue by 50% within the same physical footprint.
Johnson & Johnson Vision Care (London): J&J Vision Care transformed customer experience, through personalized 4IR technologies using Adaptive Process Control, AI and robotics to offset increasing complexity (+50% Units), which enabled 100% personalized packaging configurations, an eight percentage point increase in customer-service levels and reduced the carbon footprint for inbound freight by 53%.
Henkel (Toluca):This 1970’s factory characterized by low-mix, high-volume production, set out on a Fourth Industrial Revolution transformation journey centred on people, data transparency and availability to reduce processing costs by 15%, energy consumption by 14% and to enhance plant OEE by up to 90%.
DePuy Synthes, the Orthopaedics Company of Johnson & Johnson (Bridgewater):Faced with high complexity, cost pressure and operating room inefficiencies, DePuy Synthes deployed “Advanced Case Management”, a Fourth Industrial Revolution program leveraging open API architecture, machine-learning algorithms and a suite of digital tools across its joint restoration implant portfolio (hips and knees) value chain in North America. This reduced the number of instrument trays in the operating room by 63%, implant inventory by 40% and, ultimately, lowered the time to set up the operating room by approximately 15% per location.
Protolabs (Plymouth): Protolabs is a digital native manufacturer that embarked on a transformation journey taking it from a prototype-only provider to a production supplier by leveraging its digital thread to connect customers to its injection-moulding production services. As a result, it outperforms traditional manufacturing competitors by reducing production lead times to as low as one a day and generating a gross margin 20 percentage points above the industry average.
AUO (Taichung): Facing labour shortages, highly customized product requirements and extreme climate conditions in the very competitive industry of display panels, AUO Taichung Fab 3 invested in customized automation and developed a digital analytics and AI development platform to improve productivity by 32% and yield of advanced product by 60%, while reducing water consumption by 23% and carbon emissions by 20%.
CATL (Ningde): Confronted with increasing manufacturing process complexity and demand for high product quality, CATL leveraged AI, advanced analytics and edge/cloud computing to achieve, in three years, a defect rate per billion count at the speed of 1.7s per cell, while improving labour productivity by 75% and reducing energy consumption by 10% a year.
CITIC Dicastal (Qinhuangdao):Faced with rising expectations from automotive OEMs for smaller batch size and higher quality, CITIC Dicastal deployed flexible automation, AI and 5G to build a digital manufacturing system to improve flexibility with a batch size of one and reduce manufacturing costs by 33%.
Foxconn (Wuhan):To meet customer requirements for greater customization and shorter product order lead time, Foxconn Wuhan leveraged advanced analytics and flexible automation at scale to redesign its manufacturing system. This led to an 86% increase in direct labour productivity and cut quality loss by 38% and order lead-time by 29%, down to 48 hours.
Foxconn (Zhengzhou): Faced with a lack of skilled workers, unstable quality performance and demand uncertainty, Foxconn Zhengzhou adopted flexible automation to improve labour productivity by 102%, and utilized digital and AI technologies to reduce quality defects by 38% and improve OEE by 27%.
Haier (Tianjin):To meet increased customer expectations for diversified products, faster delivery and higher quality of service, Haier’s greenfield washing machine factory in Tianjin integrated 5G, IIoT, automation and advanced analytics to accelerate product design by 50%, reduce defects by 26% and save energy consumption per unit by 18%.
Innolux (Kaohsiung):In the context of fierce competition in the panel industry, and faced with increasing quality requirements from customers and severe decline in gross profit, Innolux fab 8 invested in advanced automation, IoT technology and advanced analytics to improve process capability by 40%, reduce yield loss by 33% and, in return, unlock niche product production.
LS ELECTRIC (Cheongju):To respond to an increase in demand and the need to reduce costs, LS ELECTRIC has transformed one of its plants in Cheongju, South Korea, with an IIoT-based automation, machine learning powered inspection and advanced process control, enabling mass customization and lowering production costs by 20%.
SANY (Beijing):Faced with growing demand and rising complexity in the multi-category and small-batch heavy machinery market, SANY Beijing deployed advanced human-machine collaboration automation, AI and IoT technologies to boost labour productivity by 85% and reduce production lead time by 77% from 30 to seven days.
Schneider Electric (Wuxi):Schneider Electric’s 20-year-old electronics parts factory in Wuxi, China, confronted increased demand for product adaptation and order configuration with a flexible production line by deploying 4IR technologies, such as modular cobot stations and AI vision inspection, to reduce time-to-market by 25%, and advanced analytics to auto-generate root-cause analysis and detect anomalies across the supply chain, which have increased on-time delivery by 30%.
Unilever (Taicang):To seize the booming business in e-commerce and big-box channel, Unilever Taicang ice-cream factory deployed one-scan, one-view platform to provide E2E supply chain visibility in manufacturing and food handling for customers, and combined the digital voice of consumers with an agile R&D digital platform to improve innovation lead time by 75%, from 12 to three months.
Western Digital (Penang):With an increase in flash memory demand of more than 2X, stringent quality requirements and the need to optimize costs, Western Digital Penang embarked on lights-out manufacturing journey based on Fourth Industrial Revolution technologies. By automating production and logistics, they were able to deliver 32% factory cost improvement, and transitioned to build-to-order with intelligent planning system, thereby reducing product inventory and order lead time by 50%.
Western Digital (Prachinburi):With rapidly growing demand, rigorous quality requirements and cost pressure for hard disk drive (HDD), Western Digital Thailand leveraged connectivity and advanced analytics technologies to transform a capacity-saturated manufacturing site into a digital operation system, with real-time visibility in suppliers, production, logistics and customers and data-based insights and predictions. This ultimately increased factory output by 123% – avoiding 30% in procurement and production costs – and cut the product return rate by 43%.
Arçelik (Eskisehir):Confronted with rising customer demand and increasing product diversity, Arçelik leveraged its agile studio to deploy, in two years, over 30 advanced use cases in automation, robotics-enabled logistics and data-driven AI systems to enable flexible manufacturing with a return on investment of 1.2 years.
Saudi Aramco (Abqaiq):Motivated by the need to access new levels of quality and sustainability, the world’s largest oil processing and crude stabilization plant has harnessed the power of data, advanced analytics and automation to transform its manufacturing processes, achieving a 21% increase in product quality and 14.5% reduction in energy use.
Millions in Yemen ‘a step away from starvation’
The crisis in Yemen, now in its seventh year of war, continues unabated, with thousands of people displaced and millions “a step away from starvation”, the UN Humanitarian Relief Coordinator said on Wednesday during a high-level side event on the margins of the 76th General Assembly.
“The country’s economy has reached new depths of collapse, and a third wave of the pandemic is threatening to crash the country’s already fragile health-care system”, Humanitarian Affairs chief Martin Griffiths told world leaders at the meeting: Yemen: Responding to the crises within the world’s largest humanitarian crisis.
Underscoring that the most vulnerable always “bear the highest cost” of the crisis, he said that females were more likely to be hungry, sick or exposed to gender-based violence and, with little access to essential services, millions of internally displaced people face “a daily struggle to survive”.
Cause for hope
In a positive development, the UN official credited the international community for stepping up support to the country’s humanitarian aid operation.
With over $2 billion received, the UN and its partners were able to “prevent famine and pull people back from the brink of despair”, delivering assistance to “every single one of the country’s 333 districts”.
‘Far from done’
Despite these important achievements, Mr. Griffiths acknowledged that the work there is “far from done”, as many sectors still face “alarming funding gaps” and humanitarians are working with less than one-fifth of the money needed to provide health care, sanitation, and shelter.
“Without additional funding, these and other forms of critical life-saving support – including food assistance – will have to be reduced in the coming weeks and months”, he warned.
The UN relief chief asked global leaders to continue generously supporting Yemen’s humanitarian operation; respect international humanitarian law and protect civilians; and address the root drivers of the crisis, including restrictions on imports, which elevate the prices of essential goods.
He urged them to do “everything in our collective power to stop this war”, saying, “at the end of the day, peace is what will provide Yemenis the most sustainable form of relief”.
The war has robbed too many of Yemen’s children of safety, education and opportunities.
“Each day, the violence and destruction wreak havoc on the lives of children and their families”, Henrietta Fore, Executive Director of the UN Children’s Fund (UNICEF), told the meeting.
She painted a grim picture of 1.7 million displaced youth, 11.3 million youngsters depending on humanitarian assistance to survive and 2.3 million under-five “acutely malnourished” – nearly 400,000 of whom are at “imminent risk of death”.
“Being a child in Yemen means you have probably either experienced or witnessed horrific violence that no child should ever face”, said the UNICEF chief.
“Quite simply, Yemen is one of the most difficult places in the world to be a child”.
Millions ‘marching towards starvation’
In his address, World Food Programme (WFP) chief David Beasley said that in a nation of 30 million people, food rations are needed by 12.9 million; while 3.3 million children and women need special nutrition, together with 1.6 million school children.
“We’re literally looking at 16 million people marching towards starvation”, he said.
With one thousand people a week dying from a lack of food and nutrition, the senior WFP official warned that if $800 million is not received in the next six months, the need to cut rations could lead to the death of 400,000 children under the age of five next year.
“We have a moral, obligation, to speak out and step up”, he stated, appealing to the world leaders to “put the pressure on all parties…to end this conflict”.
“These are our children; these are our brothers and sisters we need the donors to step up immediately otherwise children are going to die. Let’s not let them down. Let’s do what we need to do”, concluded Mr. Beasley.
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