As Yalies continue to push for greater Middle Eastern and North African representation on Yale campus, the student organization advocating for the creation of a MENA Cultural Center held a launch event Thursday.
While there are only four institutionalized cultural centers at Yale, the Middle Eastern and North African Students Association has advocated for MENA to become the fifth cultural center for the past two years. Spearheaded by members of the Arab Students Association and other cultural groups, the association is still in the midst of advocating for full-fledged cultural center status from the University. With support from the Yale College Council, the club plans to proceed in the meantime with programming similar to that of existing cultural centers.
Thursday’s MENA “Welcome Mixer” was intended to connect students and faculty who identify as Middle Eastern, as North African or who are interested in the region. The event was the club’s second official event since becoming a formally registered student organization last semester.
“[Last year], I started thinking about why a MENA house did not exist on campus to act as a [homey] umbrella for various students on campus who did not identify with the existing four institutionalized cultural centers,” MENA Co-Presidents Shady Qubaty ’20 and Yasmin Alamdeen ’21 said in a joint email to the News on Monday. “After all, breaking up the MENA region into an ‘Asian’ identifying region in the [Asian-American Cultural Center] and an ‘African’ identifying region in the [Afro-American] House disregards the social and cultural realities of Middle Eastern and North African identifying persons.”
Approximately 40 people attended the welcome mixer, including undergraduate Yale students, a student from Gateway Community College in New Haven and Jackson Institute World Fellows. They served a wide array of food, including treats from the MENA region such as baklava and grape leaves. The desserts came from Havenly, a startup bakery created by Yale students that employs refugee women in New Haven.
Qubaty and Alamdeen explained that the cultural house project first started to gain attention at the YCC Elections Debate in 2018, where Qubaty introduced the idea of a fifth cultural center to each of the candidates. They added that each candidate then incorporated the initiative into their platform, starting the YCC’s involvement in advocating for the MENA club.
According Qubaty and Alamdeen’s email, three questions related to the MENA club received a “nearly [unanimously]” positive reaction on the 2018-2019 YCC survey, motivating Qutaby and Alamdeen’s team to move forward with the project. Since then, they explained, the club has secured a base room at 305 Crown St., which is also next to the AACC and La Casa Cultural.
Qubaty and Alamdeen also emphasized that the momentum gained since receiving the official endorsement of the YCC signals that a MENA cultural center is “no longer just the demand of [their] association, but one concerning Yale’s official undergraduate student government.”
They added that this “huge step forward” has provided a YCC-based task force that has helped facilitate contact and advocacy on the prospective cultural center’s behalf.
“In addition, we have managed to garner the support of countless faculty members and are now in the process of forming an advisory board for the club consisting of Yale Alumni who are very passionate about this proposal,” the email said. “In that respect, we will have students, faculty and alumni all heading in the same direction.”
YCC President Kahlil Greene ’21 said that while MENA is “still in the process of advocacy that started last year,” the first step in establishing an official cultural center has already been achieved.
According to the email, Qubaty and Alamdeen characterized the process of achieving formal recognition as “very sticky” and one that “involves a lot of bureaucracy that is not just related to funding.”
They noted that the establishment of the other cultural houses took decades and that Yale administration has to be convinced that demand for a new cultural center is “real.” The email also explained that from there, the Administration will have to form a committee devoted to discussing its need and its feasibility “which takes time.”
Still, Qubaty and Alamdeen emphasized that formal recognition is “definitely possible” and that they “will not stop pushing” for a MENA house to be established.
Zakaria Gedi ’22, communications chair for the MENA Students Association, told the News that there is a large group of students who could be served by a MENA house and that this need applies “especially for a first-year who is trying to find their identity and make friends of similar heritage.”
Onur Burcak Belli, a Turkey-based journalist and Jackson Institute World Fellow at Yale, attended Thursday’s event and told the News that she was “really disappointed when [she] learned you don’t have a particular place to represent an area that has a lot to do with U.S. politics.”
She is proud of the students who have pushed for the establishment of the MENA Cultural Center and hopes to send a message that people living in the MENA region “are much more than victims.”
As the MENA Students Association does not currently have their own space, the Welcome Mixer took place on the first floor of the Asian-American Cultural Center.
So vital is education to the future of society, billionaire Jack Ma has just stepped down from Alibaba to focus on it. But does it matter where you go to be educated?
The former teacher, who studied for a BA in English at Hangzhou Normal University, told the World Economic Forum he was rejected from Harvard Business School 10 times, but it didn’t deter him from building a world-beating company.
Asia’s top two universities – Tsinghua (23rd) and Peking (24th) – are both in mainland China. With 81 institutions, China is also the fourth most-represented nation in the list for the fourth year in a row.
The ‘THE’ says: “Overall, China’s universities have improved in the areas of citation impact, share of international staff and share of international co-authorship over the past year, driven by higher levels of funding.”
There are 11 more Iranian universities ranked this year, taking its total up to 40, and new regions whose institutions join the list for the first time this year include Brunei, Cuba, Malta, Montenegro, Puerto Rico and Vietnam.
These are the top five:
1. University of Oxford
Topping the rankings for the fourth year in a row, Oxford prides itself on having an ‘international character’. It’s first overseas student, Emo of Friesland, was enrolled in 1190. Today, 40% of its faculty are from overseas.
Among its famous alumni are 30 modern world leaders, including Bill Clinton, Indira Ghandi and the current British prime minister, Boris Johnson.
2. California Institute of Technology
Despite having an unusual anti-growth model, Caltech has risen three places to take the second spot this year, thanks to an improvement in its score for international staff.
“We try to get better, not bigger,” says its president, Thomas F. Rosenbaum.
Along with MIT, it’s one of just two institutions in the ranking to achieve a score of more than 80 out of 100 in all five areas: teaching, research, citation impact, knowledge transfer and international outlook.
3. University of Cambridge
Like Oxford, Cambridge is a ‘good all-rounder’, but this year it slips from second to third place. It’s called home by more than 18,000 students – including 4,000 international students from more than 120 countries.
It also boasts more than 100 libraries, which hold 15 million books.
4. Stanford University
Stanford has also dropped one place this year, to fourth.
Like the other two US institutions in the top 5, MIT and Caltech, is known for its technology focus.
THE says: “Companies founded by Stanford affiliates and alumni generate more than $2.7 trillion annual revenue – which would be the 10th largest economy in the world.”
Among them are Google, Nike, Netflix, Hewlett-Packard and Instagram.
5. Massachusetts Institute of Technology
MIT rounds off the top five this year. Major scientific discoveries and advances accredited to the university include the development of radar, the first chemical synthesis of penicillin, the discovery of quarks, and the invention of magnetic core memory, which enabled the development of digital computers.
Almost every climate scientist agrees human-caused climate change is a major global threat. Yet, despite efforts over the past 30 years to do something about it, emissions keep increasing.
Any successful coordinated international response will require action from businesses. However, some organisations, especially those in sectors that significantly contribute to environmental degradation such as the oil industry, seem rather reluctant to embrace the challenge.
Those climate initiatives they have embraced were more often than not prompted by litigation risks or enforced by governmental policies rather than a result of an intrinsic “green” commitment.
This isn’t the impression the industry likes to give off, of course, and it’s no wonder oil companies’ statements on corporate social responsibility and environmental reporting tend to highlight their greenest side. Yet the fact these documents give the oil firms the opportunity to construct their own narrative means they are a useful source for my research in applied linguistics. When a huge volume of language is analysed, features and patterns can emerge that would be invisible to the casual human reader.
My latest study looked at the “climate change reality” constructed by oil industry in its corporate reporting, what language was used to create this reality, and how this changed over time. This sort of analysis of language is important. Language not only mirrors the social world but acts as a lens through which objects, situations and people are given meaning. Features and associations that are foregrounded can point to some level of significance, while what is kept in the background or not mentioned at all can highlight a lack of interest.
This is why I used corpus-linguistic tools – essentially, using a computer to analyse vast amounts of text for certain patterns – to investigate nearly 500 corporate documents produced between 2000 and 2013 by major oil companies (including all the big names). This comprised some 14.8m words published in corporate social responsibility and environmental reports and relevant chapters in annual reports. That’s a lot of words – roughly equivalent to 25 copies of War and Peace.
Using software program Sketch Engine, I looked at how frequently the key corporate terms “climate change”, “greenhouse effect”, and “global warming” were used in each year to reveal how patterns of attention changed over time.
My analysis shows that the most frequently adopted term in the studied sample is “climate change”, while other terms such as “global warming” and “greenhouse effect” are rarely used. The preference for “climate change” and near absence of “global warming” reflects patterns observed in public and media discourse, too.
The use of the term “climate change” experienced peaks and troughs over time, with most mentions between 2004 and 2008, and fewer and fewer mentions since 2010. Less attention to climate change in public debates and overt anti-climate change attitudes on the parts of some governments in recent years might have contributed to the decline in attention given to climate change in corporate reporting.
I then looked at words used alongside “climate change” to gather clues as to the company’s attitude towards it. This showed a significant change in the way it has been portrayed. In the mid-2000s, the most frequent associated terms were “tackle”, “combat” and “fight”, showing climate change was seen as a phenomenon that something could be done about.
However, in recent years, the corporate discourse has increasingly emphasised the notion of “risks”. Climate change is portrayed as an unpredictable agent “causing harm” to the oil industry. The industry tends to present itself as a technological leader, but the measures it proposes to tackle climate change are mainly technological or market-based and thus firmly embedded within the corporate world’s drive for profits. Meanwhile, social, ethical, or alternative solutions are largely absent.
It seems that climate change has become an elusive concept that is losing its relevance even as an impression management strategy. The proactive stance of a decade earlier is now offset by a distancing strategy, often indicated through the use of qualifying words like “potential” or “eventual”, which push the problem into the future or pass responsibility to others.
In doing so, the discourse obscures the oil sector’s large contribution to environmental degradation and “grooms” the public to believe that the industry is serious about tackling climate change.
Clean Technica in an article dated April 10th, 2018 by Joshua S Hill reported that the world’s most powerful wind turbine, the first of two 8.8 megawatt (MW) turbines, has been successfully installed at Vattenfall’s European Offshore Wind Deployment Centre off the coast of North East Scotland, which is set to be a ground-breaking test bed for new offshore wind technologies.
Vattenfall is a leading European energy company, that for more than 100 years has electrified industries, supplied energy to people’s homes and modernised our way of living through innovation and cooperation.
The European Offshore Wind Deployment Centre (EOWDC) in Aberdeen Bay, Scotland, was conceived as a 92.4 MW, 11 turbine offshore wind test and demonstration facility. The project was initially caught up in a protracted legal battle with none other than then-real estate magnate Donald Trump — who promptly lost all legal challenges to prevent the construction of an offshore wind farm he considered would be an eyesore for members of his nearby Trump International Golf Club.
Since then, however, progress has proceeded rapidly, and the hopes of many have come to fruition with the creation of a next-generation testbed for new offshore wind technologies, such as the recently demonstrated suction bucket jacket foundations — which I maintain are cooler than they sound. Supported by the massive 25,000 tonne Asian Hercules III floating crane (seen below), the foundations for the EOWDC are being installed using a new method of securing the massive towers to the seafloor that is faster, more environmentally friendly and quiet, and much easier to uninstall if and when necessary.
Now, the next phase of construction has resulted in the installation of one of two wind turbines which have been specifically enhanced to increase their output by modifying their internal power modes. Specifically, the two turbines have been increased from 8.4 MW to 8.8 MW, which in turn increases EOWDC’s output to 93.2 MW, and as such it will generate 70% of Aberdeen’s domestic electricity demand while displacing 134,128 tonnes of CO2 annually. This is the first time an 8.8 MW wind turbine has been installed for commercial application.
It might not sound a lot — an increase of 0.4 MW — but the EOWDC is intended to serve as a demonstration facility, first and foremost, and testing the application of these incremental increases to wind turbine output could yield significant benefits. Two wind turbines modified such may only increase overall output by 0.8 MW, but a wind farm made up of 100 of these turbines would benefit from a 40 MW increase, simply by modifying existing turbines.
“The turbines for the EOWDC, Scotland’s largest offshore wind test and demonstration facility, help secure Vattenfall’s vision to be fossil fuel free within one generation,” said Gunnar Groebler, Vattenfall’s Head of Business Area Wind. “The EOWDC, through its innovative approach to cost reduction and pioneering technologies, leads the industry drive towards generating clean and competitive wind energy power – one that will reinforce Scotland’s global energy status.”
The V164-8.4 MW and V164-8.8 MW wind turbines were manufactured and modified by MHI Vestas, and have an enormous tip height of 191 meters, with 80 meter blades.
“The first turbine installation is a significant achievement and credit to the diligence and engineering know-how of the project team and contractors,” added EOWDC project director at Vattenfall, Adam Ezzamel. “For it to be one of the 8.8MW models makes it an even more momentous moment because it further endorses the EOWDC as a world-class hub of offshore wind innovation.
“We are very excited by the cutting-edge technology deployed on all the turbines and it is remarkable that just one rotation of the blades can power the average UK home for a day.”
The news was unsurprisingly met with appreciation from UK environmental groups as well.
“Scotland is home to approximately 25% of Europe’s offshore wind resource and projects like Vattenfall’s European Offshore Wind Deployment Centre in Aberdeen promise to harness this potential on a massive scale,” said Stephanie Conesa, Policy Manager at Scottish Renewables. “This ground-breaking facility leads Aberdeen’s ongoing transition from fossil fuels to renewables, and reinforces Scotland’s global energy status.
“As the windiest country in Europe with some of the deepest waters, we should be proud of Scotland’s burgeoning offshore wind industry,” Conesa added. “With many more promising offshore wind sites on our doorstep, we hope to see similar facilities deployed in Scottish waters in future so we can fully utilise our country’s natural resources.”
“The installation of the first of these powerful turbines at Aberdeen Bay is another milestone in Scotland’s renewables story,” added Gina Hanrahan, Acting Head of Policy at WWF Scotland. “Offshore wind, which has halved in cost in recent years, is critical in the fight against climate change, helping to reduce emissions, keep the lights on and create thousands of jobs across the Scotland and the UK.
“Developments like this have an important role to play in securing the Scottish Government’s target to meet half of all Scotland’s energy demand from renewables by 2030.”
The world’s future of oil and gas demand does more and more appear to be tied with that of China and India, as demand from the OECD countries declines. Italy as a typical OECD country never had an oil industry to speak of but did manage to have gone through all the ups and downs of the oil price during the last decades with relative caution and total mastery of its related international trade. The oil price posed challenges that Italy always confronted whilst focusing its energy policy around the quasi-general assumption that oil and gas would be expensive and scarce forever. Ironically low prices of these past two years looked as if these somehow were harder than expected on Italy’s domestic oil industry, as these had to shift their strategy from a “dash for resources” to a focus on countries and projects that outmanoeuvred low oil prices as so well described in the following article. Its authors are Claudio Descalzi is the CEO of ENI and Rik Kirkland is the senior managing editor of McKinsey Publishing and is based McKinsey’s New York office.
Italian oil and gas company ENI has transformed under a leader determined to reduce costs without cutting jobs—instead including employees in the turnaround mission.
Transforming a business that must reduce costs doesn’t always have to mean pain for employees—even if that business is a multinational energy company hit hard by dropping oil prices. In this interview, Eni CEO Claudio Descalzi speaks with McKinsey’s Rik Kirkland about navigating the oil and gas company amid drastic drops in oil prices, securing exploration successes, reinvesting capital gains, and driving a comprehensive culture change.
Transforming an oil and gas giant
I wanted to reduce costs without cutting head count, and I wanted to optimize the structure of the company. Reorganization was very useful, and we got about €800 million per year of cost reduction by just changing the organization and distributing resources in a different way. Those were the first steps.
Then we turned to the refinery. The refinery was exceeding capacity in Italy—which was also the case in Europe overall, but in Italy especially—by about 40, 50 million tons per year. So we shut down the one refinery that caused the big losses for the company, and the same thing was done for the chemical business.
I had to study, because I had to talk to and convince the people that we have to change. Not just culture in terms of costs, but culture in terms of technology, applications, and final output for the chemical and refinery businesses. It was an interesting and intense activity. I had to be involved personally because I had to convince my people—not just give an order or use a consultant—I had to work with them. That was a big three-year effort.
What’s the right amount of risk?
My main objective at the very beginning was to bring the cash neutrality from about $120 per barrel—which is very high, because if you have a cash neutrality at $120 per barrel and the price is $110, you lose $10 per barrel—so the issue was to go from $120 down to about $50 per barrel, where it is now.
I started in 2011, 2012. I called it dual exploration. What I thought to do, is say, “I take a high stake in the asset.” Between 70 percent and 100 percent. I take the risk. I go and select an asset with a low risk, but in a good place, as I told you, close to our facilities. Once I give value to this asset, I can sell at a very high value. Because I have big stake, I can sell at 30 percent, 40 percent, 50 percent.
I remain with the 40 percent; that is a typical stake to operate. And I operate, but I can’t anticipate the cash in. You can imagine when I started this, we start the exploration, then we develop. Before cashing in, you can wait for four, five, or six years, then you can cash in immediately. So you reduce your risk. You de-risk your position in the country. In the last three and a half years, we got €9.1 billion from exploration selling, with a capital gain of €8.1 billion, so a very high capital gain, that allowed us to reinvest. That is something that we started immediately.
Retraining to support a transformation
When you retrain, you have the opportunity to communicate, to explain not just what your employees are going to do—so you give them a drive, direction—but also what is happening in the company. Because we are a big company, and when you talk with the first line or the second line, they know what is happening.
Then you go down, down, down in the scale, and people don’t know. They are scared. They don’t understand. They receive very scary messages from outside, from the press, from the television, from the world. So you have to explain where you are going.
The market for energy in Africa and beyond
We are the biggest exploration and production company in terms of equity production and research; we are in 15 countries. In Africa there is a lot to do in terms of access to energy, so we need to develop the African energy market. Consumption, it has to grow. But it is still at the very beginning, considering that it represents 15 percent of the worldwide population, which uses 3 percent, 4 percent of the worldwide energy. Europe is 7 percent, and consumption is at 12 percent, 13 percent. And Africa needs energy. Normally the model was different, so we’d find gas and oil and do exports. Africa has a lot of energy, but it doesn’t have access to energy. More than 650 million people don’t have access to electricity, so you cannot think that they can develop themselves. That is a wonderful market.
I don’t think that oil and gas is going to disappear because it’s not sustainable, as some argue. We cannot do differently, because when we talk about renewables and electrical cars, we talk about ourselves—we think about Europe, we think about the US, and we represent the US, Europe, Japan, New Zealand, and Australia, or 14 percent of the world population. Eighty-six percent are in a different kind of situation. They don’t have gasoline. They don’t have electricity. They don’t have power.
So they need oil and gas. They need renewables, clearly. They need a different energy mix.
The 44th WorldSkills Competition were held at the Abu Dhabi National Exhibition Centre, AbuDhabi, United Arab Emirates from 14 through 19 October 2017. For more information visit worldskillsabudhabi2017.com . As can be seen in the competition results provided in the WorldSkills 2017 Competition in Abu Dhabi site, there is not a single presence of any of the MENA region countries Youth.
Per Wikipedia, Tes, formerly known as the Times Educational Supplement, is a weekly UKpublication aimed primarily at school teachers in the UK. It was first published in 1910 as a pull-out supplement in The Times newspaper. Such was its popularity that in 1914, the supplement became a separate publication selling for one penny.
Here is how it is reported by Tes’s Julia Belgutay on 19th October 2017 republished here below.
The UK’s competitors at WorldSkills Abu Dhabi 2017 have claimed seven medals, including one gold for beauty therapist Kaiya Swain
Team UK secured seven medals at WorldSkills Abu Dhabi 2017 – with beauty therapist Kaiya Swain winning gold after four days of competition.
The UK’s final position in the medal table, however, will not be announced until later this evening, once the medallions of exellence – awarded to all competitors who achieved world-class standards of performance – have been presented.
Twenty-two-year old Swain, from Stone Cross, East Sussex earlier this week told Tes she had been able to set a new personal best and was happy with her performance.
On top of the WorldSkills
Silver medals were won by architectural stonemason Archie Stoke-Faiers, 22 from Uplyme, Devon, car painter Daryl Head, 21, from Swindon and visual merchandiser Catherine Abbott, 21, from Reading.
Team UK also secured three bronze medals, with plumber Dan Martins, 20, from Northampton, cabinet maker Angus Bruce-Gardner, 22, from Kendal, Cumbria, and auto repairer Andrew Gault, 20, from Cookstown, Northern Ireland, making the podium in Abu Dhabi’s du Arena this evening.
The full results, including the UK’s position in the medal table, will be published later this evening on www.tes.com/FEnews.
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