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<ul><li>EV penetration is set to reach 6-8% by FY27 compared to a mere 1.3% in FY23 as per a CRISIL report.</li><li>The total cost of acquisition (<keyword id="21010615" type="General" weightage="20" keywordseo="tca" source="keywords">TCA</keyword>) is lower for EVs but the total cost of ownership (<keyword id="19896738" type="General" weightage="20" keywordseo="tco" source="keywords">TCO</keyword>) is higher as compared to other variants, says the report.</li><li>For e-cabs, the TCA is higher than that of TCO but charging infra and other factors play a crucial role in adoption.</li></ul> <keyword id="19895203" type="General" weightage="20" keywordseo="electric-vehicles" source="keywords">Electric Vehicles</keyword> (EVs) are here to take over the auto market. In the US, this growing trend is close to reaching double digits in terms of penetration among personal vehicles. Even in India, the penetration is growing as domestic manufacturers increasingly gravitate towards the EV segment. In addition to Tata Motors’ EV versions of Nexon, Tigor and <keyword id="20075324" type="General" weightage="20" keywordseo="tiago-ev" source="keywords">Tiago EV</keyword> and MG’s ZS — many other automakers are entering the EV lane too. Foremost among them is <keyword id="19909974" type="General" weightage="20" keywordseo="maruti-suzuki" source="keywords">Maruti Suzuki</keyword>, which is planning to launch its first EV by 2025, and Renault’s electric Kwid, Zoe and KZE are also expected to come to India soon. MG Motor India already has a couple of fairly successful EV models and plans to introduce many more soon. For foreign brands like Tesla, policy roadblocks on imports, proved to be a limiting factor so far. However, the <a href="https://www.businessinsider.in/business/auto/news/new-ev-policy-elon-musks-tesla-may-soon-enter-india-as-import-taxes-slashed-for-electric-vehicles/articleshow/108527306.cms">recent changes in the Indian policy landscape</a> lower the import taxes if the companies commit to manufacturing in India in the subsequent years. Such policy incentives are likely to attract even more global EV brands to India. But what do these new models of new-age tech cars mean to car buyers sitting on the fence? As per a recent analysis by CRISIL, the total cost of ownership (TCO) or total cost of ownership of passenger vehicles could work in favour of EVs in the next three years for Indian buyers. So, how does the math work for prospective owners? TCA is lower but the TCO may remain higher TCO includes the purchase price of a particular asset, plus operating costs over the asset’s life span. As of FY22, the TCO of EVs was 20-30% higher than that of all three variants which is petrol, diesel and CNG. “In FY27, we expect the economics to again remain the same. However, despite not-so-favourable cost economics, higher adoption has been witnessed initially by environment-conscious buyers,” said CRISIL. The latest analysis agrees with the <a href="https://journals.sagepub.com/doi/10.1177/0361198120947089">earlier research</a> from <keyword id="20691574" type="General" weightage="20" keywordseo="world-resources-institute-india" source="keywords">World Resources Institute India</keyword> (<keyword id="20336071" type="General" weightage="20" keywordseo="wri-india" source="keywords">WRI India</keyword>) on TCO in India. The study highlighted that the TCO for EVs for personal use remains higher and may require additional financial incentives to be economically viable. The total cost of acquisition (TCA) on the other hand is lower for EVs as compared to other variants. TCA of an EV is 24% lower than that of a diesel variant, and 4% lower for a petrol variant. The TCA for an EV and a CNG variant is the same. This is due to lower registration charges for EVs amid high loan-to-value (LTV) ratios. Overall, the report expects EV penetration in the passenger vehicle segment to reach 6-8% by FY27 from a mere 1.3% in FY23. Meter down: How do EVs fare as cabs? Unlike in the PV segment, the cost dynamics are reversed for cab aggregators who want to drive in the EV lane – where even though the TCA is higher, TCO remains lower. In FY22, the TCO of EVs for cab aggregators was lower than that of petrol and diesel vehicles by around 29% and around 19%, respectively. However, the TCO of EVs is still higher than that of a CNG variant by around 13% even for commercial use. This is due to the higher running of a commercial passenger vehicle and high fossil fuel prices. The FAME-II subsidy provided by the Government of India incentivises the adoption of EVs for commercial use, including 2-wheelers, 3-wheelers, and buses for public transport. However, the TCA of an EV for a cab aggregator is still around 17% higher than that of a diesel vehicle, 26% higher than a petrol vehicle, and around 16% higher than a CNG variant. “In FY27, we expect the TCA of EVs to be lower than that of diesel and petrol variants, but higher than that of a CNG variant,” says CRISIL. The report expects the cab aggregator segment to lead the drive towards EVs, resulting in a 4% EV penetration by FY26. The taxi segment accounts for 10-15% of sales within passenger cars. However, a few challenges continue to linger, limiting the wider adoption of e-cabs on the road. A limited number of charging stations range anxiety and lack of large original equipment manufacturer (OEM) presence are hindering EV adoption. EVs used for personal use, however, are mostly charged at home, and charging infrastructure does not play a very high role there. “The lower battery cost (due to expected localisation led by the phased manufacturing programme or PMP) is expected to offset the lack of FAME subsidy and will help maintain the competitiveness of EVs against diesel and CNG variants for cab aggregators in the long run,” says CRISIL.

Electrifying auto market: Planning to buy an EV, compare their price with petrol, diesel and CNG variants

The next time you join a new organisation, closely look at its reporting hierarchy. Do you have a mid-level manager to report to, or do you have a direct line to the senior executives? If your answer is the latter, you’re most likely part of an organisation that has “unbossed” itself. Many companies, like life sciences behemoths Bayers and Novartis, have recently hopped onto this un-bossing trend. Closer home, Wipro reportedly laid off many of its middle <keyword id="20235360" type="General" weightage="20" keywordseo="management" source="keywords">management</keyword> employees recently. The IT major is said to have undergone a major un-bossing, even though the main purpose of the exercise was to improve efficiency. So, what is this un-bossing trend all about, and how are Indian companies taking up to it? And most importantly, will it do anyone good? Let's find out. <cmsannotation type="cmsannotation" annotationid="What does Gen-Z want?" comment="subhead" text="What does Gen-Z want?">What does <keyword id="20334202" type="General" weightage="20" keywordseo="Gen-Z" source="keywords">Gen-Z</keyword> want?</cmsannotation> A recent report by the World Economic Forum (WEF) estimates that by 2025, Gen-Z (born after 1996) will account for 27% of the global workforce. While there are no official figures, a young country like India is expected to have an even higher proportion of Gen-Z workforce, with estimates suggesting 25 crore as against roughly 40 crore <keyword id="19955338" type="General" weightage="20" keywordseo="millennials" source="keywords">millennials</keyword> (those born between 1981 and 1996). While the numbers might not be far apart, their work priorities certainly are. For millennials, it has traditionally been about job stability and steadily climbing the corporate ladder. But for Gen-Z, purpose, <keyword id="19986702" type="General" weightage="20" keywordseo="flexibility" source="keywords">flexibility</keyword>, respect at their jobs and a solid work-life balance are key. They are not lured into simply jumping the corporate ranks. As more companies make way for younger blood in offices, millennials are confronted with a unique, almost existential challenge. With Gen-Z embracing newer tech, remote working and prioritising flexibility and respect at work, corporations are increasingly doing away with <keyword id="22056604" type="General" weightage="20" keywordseo="mid-level-managers" source="keywords">mid-level managers</keyword>, mostly millennials. Even in 2022, millennials were also the hardest hit during <a href="https://www.businessinsider.in/policy/economy/news/millennials-won-the-great-resignation-now-theyre-losing-the-big-firing-/articleshow/94076963.cms">the Great Firing Phase</a> as well. Sanchita Tuli, director of <keyword id="6393327" type="General" weightage="20" keywordseo="Human-Resources" source="Orion">Human Resources</keyword> at Great Lakes Institute of Management notes that un-bossing is a natural progression, as more organisations will eventually move towards developing flatter reporting hierarchies. “However, it remains pertinent only to limited industries, like technology, where changes are dynamic and quick. Un-bossing will be nearly impossible in certain industries like education, where one will always need a certain degree of experience to handle higher-order roles. Another industry where un-bossing will not take place is hospitality, where they would be needed to drive daily operations,” she explains. <cmsannotation type="cmsannotation" annotationid="Bye-Bye mentorship?" comment="subhead" text="Bye-Bye mentorship?">Bye-Bye <keyword id="20874153" type="General" weightage="20" keywordseo="mentorship" source="keywords">mentorship</keyword>?</cmsannotation> What about mentorship and the handholding done by these mid-level managers, which is so crucial during the initial years of one’s career? "Gen Zers are new to the world of work, and they do really need managers to help them find the ropes. Ultimately, eliminating this kind of middle management position means less guidance, less coaching, and less mentoring, which I feel like is still desperately needed in a post-COVID world," <a href="https://www.businessinsider.in/careers/news/companies-are-unbossing-workplace-culture-and-millennials-are-in-the-firing-line/articleshow/110311358.cms">says</a> Shoshanna Davis, the founder of Fairy Job Mother to Business Insider. Tuli, however, believes that the new generation could also benefit from un-bossing. She believed that the trend offers scope for new talent to access <keyword id="22056605" type="General" weightage="20" keywordseo="cross-functional-guidance" source="Orion">cross-functional guidance</keyword> and mentorship, both within the organisation and online as well. In fact, many organisations are increasingly engaging industry professionals to take up training and mentoring sessions for their young, incoming talent. This could benefit the younger lot by motivating them to take on initiatives and action, all on their own. Zoomers are already unenthused by management. They are the generation that coined the term "<a href="https://www.businessinsider.com/lazy-girl-job-trend-tiktok-explained-defending-low-stress-work-2023-7">lazy-girl jobs</a>" and strongly believe in the benefits of "<a href="https://www.businessinsider.com/gen-z-quiet-quitting-work-ethic-millennials-money-struggles-2023-10">quiet quitting</a>." And at the end of the day, solid managers will always be in demand. As per a 2022 report by ThoughtExchange, around 79% of Indian youngsters prioritise having a supportive manager, who is equally invested in their personal growth and professional development while working. For most parts, Gen-Z merely wants to boot out micromanagement and workplace toxicity, something that has come to be deeply associated with mid-level management. Clearly, the role, which was earlier simply a link between fresh talent and senior management, is in need of a rehaul. <cmsannotation type="cmsannotation" annotationid="Don't be a boss, be a leader" comment="subhead" text="Don't be a boss, be a leader">Don't be a boss, be a leader </cmsannotation>To buck this trend, mid-level managers will need to be more agile and adaptable to the changing times. In other words, they need to be as un-bossy as possible. That the oldest, most experienced member of the lot will necessarily also be the wisest is a notion that should be retired. Mid-managers need to be facilitators, and not mere bosses dictating the job. As Tuli states, mid- managers will need to work on fostering a safe and positive workplace culture, where experience, constructive feedback, and new perspectives find equal value and voice.

The 2024 Great Unbossing — Desi Edition: How is global trend of firing mid-level managers taking shape in India

<ul class="summary-list"><li>Biodiversity loss and human impacts are becoming a key component in climate change conversations. </li><li>Experts discuss their views on how biodiversity loss and climate change are also impacting the financial sector. </li><li>The conversation was part of Insider's event "For a Better Future: Bridging Culture, Business, and Climate," which took place on Tuesday, April 18, 2023.</li></ul>As the symptoms of climate change worsen so too do natural disasters, extreme weather events, and food and water scarcity. Wildlife experts and researchers are pressing for more attention to be paid to how the climate crisis is affecting not only humans but also the alarming loss of biodiversity. Dr. Susan Chomba, Director of Vital Landscapes at the World Resources Institute spoke with Catherine Boudreau, senior sustainability reporter at Insider, about biodiversity loss in the past decade. Chomba said, "This is hugely driven by, of course, human factors. Human beings, the way we live, the way we cultivate our food, the way we go ahead with our businesses in different dimensions of our lives."In the session Together for a Greener Tomorrow part of the "For a Better Future: Bridging Culture, Business, and Climate" Dr. Michal Nachmany, CEO and Founder of Climate Policy Radar echoed Choma's sentiments. Nachmany said, "I think between the micro and the macro, between the rhinoceros and the fungi, we need to remember that there are critical services that we don't even know how they are interconnected to each other."<h2>Biodiversity's climate change connection</h2>Chomba said that people often make policy based on a "siloed approach." In terms of climate change she said, "It's really affecting a lot of actors outside the policy environment, like the private sector actors in the energy sector, in the industrial, in the input side on the agriculture side, and of course transport."Nachmany agreed and added that humans love to think in terms of solutions. Nachmany said, "When it comes to biodiversity it is important to think of needs instead of solutions. If we think about what are human needs: humans need shelter, humansneed food, humans need a temperature range that is livable in. And all of those, the solutions that address both climate change and biodiversity conservation are the same solutions."<h2>Finance and Biodiversity</h2>Nachmany noted that the financial sector is trending towards a better understanding of sustainable investment. She said, "Without a livable planet, no investment is safe. We're seeing movement in very strange places, like large investor coalitions that all of a sudden care about nature positive investments."Chomba noted that people who can pay are the ones who are benefitting from biodiverse populations. Referring to the Congo Basin she said, "What we are seeing recently, and especially in a country like DRC, is the government last year decided to issue concessions to at least 27 concessions basically for any kind of use. Anybody who is willing to pay for the concessions gets the rights to use these lands." The Congo is home to critically endangered species and protected indigenous communities. Chomba said, "I think the case of DRC has really tested the global finance mechanisms and the global commitments to protection of biodiversity, to protection of carbon that is already in these ecosystems and to the protection of indigenous people."Catherine Boudreau:really glad that you mentioned finance because what I've been thinking about a lot is how as a society we don't really put a price on nature, even though it does have so much value to communities, to businesses, to governments. So as a result, there aren't always the best financial incentives to protect it when maybe there's more money to be made in other industries, whether it's oil or timber.Nature adds value to communities, businesses, and goverenments society doesn't necessarily put a price on nature. As an outcome governments can't find the best financial incentives to protect nature. Nachmany said, "Financial mechanisms and financial instruments are also a mechanism to ensure that polluting activities and damaging and destructive activities are capped and banned. So you asked if we can put a price on nature, and the question is, can we put a price on destroying nature?"<h2>Biodiversity and vulnerable populations</h2>Nachmany posited that the most vulnerable populations impacted by climate change are often the least likely contributors to the problem. He said, "We have vulnerable communities all over the world, but we see the people who are the strongest but also the ones impacted the most by climate change and biodiversity loss also the ones who have contributed the least towards creating it." On how to tackle biodiversity and the harm to vulnerable populations Chomba said, "The problem is, we don't have strong governance to access that that decentralized power and authority and decision making to these communities more. We still tend to have a lot of centralized regime in terms of how we manage our biodiversity, and that's a key issue."

Experts from the World Resources Institute and Climate Policy Radar discuss biodiversity and climate change.

<ul class="summary-list"><li>Ukraine's president criticized Sen. JD Vance as being "too radical" in a New Yorker interview.</li><li>Trump's running mate has accused Ukraine of corruption and argued the US has overcommitted aid to it.</li></ul>Ukrainian President <a target="_blank" class="" href="https://www.businessinsider.com/category/volodymyr-zelenskyy">Volodymyr Zelenskyy</a> criticized Ohio Sen. <a target="_blank" class="" href="https://www.businessinsider.com/jd-vance-springfield-cat-alive-police-report-2024-9">JD Vance</a> as being "too radical" and recommended that he read up on World War II in an interview <a target="_blank" class="" href="https://www.newyorker.com/news/the-new-yorker-interview/volodymyr-zelensky-has-a-plan-for-ukraines-victory">with The New Yorker.</a>Zelenskyy took issue with former President <a target="_blank" class="" href="https://www.businessinsider.com/trump-jd-vance-regret-experts-say-wrong-call-2024-7">Donald Trump's running mate</a>'s approach to the <a target="_blank" class="" href="https://www.businessinsider.com/category/ukraine-war">war in Ukraine</a>, accusing him of advocating for the wartorn country to "give up our territories."He called Vance's position a message that seemed to indicate that "Ukraine must make the sacrifice."Shortly before Russia launched its full-scale invasion of Ukraine in February 2022, <a target="_blank" class="" href="https://www.businessinsider.com/gop-candidate-jd-vance-i-dont-care-what-happens-ukraine-2022-2">Vance said:</a> "I gotta be honest with you, I don't really care what happens to Ukraine one way or another."Since then, he has <a target="_blank" class="" href="https://www.vance.senate.gov/press-releases/icymi-senator-vance-joins-steve-bannon-to-discuss-ukraine-war-border-funding/">accused Zelenskyy's ministers of corruption</a> and argued that the US has given too much aid to Ukraine.In <a target="_blank" class="" href="https://thehill.com/opinion/national-security/4260843-dont-hold-up-israel-aid-to-further-ukraine-war-funding/">an opinion piece for The Hill</a> last October, Vance wrote that the US had "overcommitted resources and attention to Ukraine" at the expense of other allies.Last month, Vance outlined a potential <a target="_blank" class="" href="https://www.washingtonpost.com/politics/2024/09/12/vance-trump-ukraine-russia-war-plan/">plan for ending the war in Ukraine</a> under a possible Trump administration, with the establishment of a "demilitarized zone" in Russian-occupied Ukrainian territories.In exchange, Vance said, Ukraine would need to guarantee it wouldn't <a target="_blank" class="" href="https://www.businessinsider.com/ukraine-joining-nato-would-weaken-bidens-reelection-chances-2024-6">join NATO</a> or other "allied institutions."In his interview with The New Yorker, Zelenskyy dismissed this as an "awful idea" and "just sloganeering."Zelenskyy said he doesn't "take Vance's words seriously," warning that if such a plan were pursued, it could lead to global conflict."That approach would broadcast to the world the following implicit rule: I came, I conquered, now this is mine," he said.Zelenskyy went on to recommend that Vance educate himself."Let Mr. Vance read up on the history of the Second World War, when a country was forced to give part of its territory to one particular person," he told The New Yorker.He continued: "What did that man do? Was he appeased or did he deal a devastating blow to the continent of Europe — to many nations, broadly, and to the Jewish nation in particular?"Zelenskyy was drawing a parallel to the 1930s policy of appeasement, a diplomatic approach that involved making concessions to Adolf Hitler to avoid war. The strategy did not stop Hitler and the Nazis.In the interview, Zelenskyy also addressed Trump's <a target="_blank" class="" href="https://www.businessinsider.com/zelenskyy-trump-ukraine-war-end-plan-secret-cede-territory-2024-4">repeated claims</a> that he could end the war between Russia and Ukraine within 24 hours, despite his failing to present a specific plan.Zelenskyy told The New Yorker: "My feeling is that Trump doesn't really know how to stop the war even if he might think he knows how."

Zelenskyy attacked JD Vance for being 'too radical' and recommended he 'read up on the history of the Second World War'

<ul class="summary-list"><li>Nike's incoming CEO is an old face at the firm, having joined as an intern in 1988.</li><li>Over the course of more than 30 years, he worked his way up to top management before retiring in 2020.</li></ul>Nike's incoming CEO is an old face in the company, having worked his way up the ranks from intern to C-Suite exec.The sneaker maker has pulled <a target="_blank" href="https://www.businessinsider.com/nike-new-ceo-elliott-hill-may-help-ailing-sneaker-brand-2024-9">Elliott Hill</a>, one of its company veterans, out of retirement. He's set to take over Nike's outgoing CEO, John Donahoe, who has led the company since 2020. Hill's new appointment will be effective October 14, per the company's statement.According to Hill's biography, which Nike shared with BI, he started in the company as an apparel sales representative intern in 1988.He rotated through numerous roles in the company over the course of more than 30 years."I started my career at NIKE as an intern in 1988, taking on 19 different roles within the organization before retiring in 2020 as President — Consumer and Marketplace," Hill wrote in his recently-updated LinkedIn bio, as seen by Business Insider.In a company <a target="_blank" class="" href="https://about.nike.com/en/newsroom/releases/nike-inc-announces-return-of-long-time-nike-veteran-elliott-hill-as-president-and-ceo">statement </a>on Thursday, Hill said that Nike has always been a "core part" of his identity."I'm eager to reconnect with the many employees and trusted partners I've worked with over the years, and just as excited to build new, impactful relationships that will move us ahead," he said.Hill's return also appears to be part of a hiring trend where Nike falls back on its company veterans in a bid to turn things around. In June, it <a target="_blank" class="" href="https://www.bloomberg.com/news/articles/2024-07-08/nike-brings-back-retired-executive-tom-peddie-to-mend-retail-relationships">hired another retired exec, Tom Peddie</a>. Peddie, who worked at Nike for 30 years, joined as its vice president of marketplace partners.<h2 id="14c3e99d-381c-41de-8842-3d312eff4000">Hill's depth of experience with the company will benefit Nike, experts say</h2>Hill is taking over Nike amid <a target="_blank" class="" href="https://www.businessinsider.com/nikes-sales-to-fall-this-year-as-turnaround-plan-continues-2024-6">a rough patch for the sporting goods brand</a>. Nike has since December 2023 been <a target="_blank" class="" href="https://www.businessinsider.com/nikes-sales-to-fall-this-year-as-turnaround-plan-continues-2024-6">executing a plan</a> to save $2 billion in three years, with part of that coming from layoffs.The company has particularly struggled after it <a target="_blank" class="" href="https://www.businessinsider.com/nikes-pushing-direct-sales-consumers-love-foot-locker-dicks-2023-1">tried to sell directly to sellers</a>, and its relationships with marketplace retailers like Foot Locker soured.But Nike's now redoubling its focus on retailers. It's <a target="_blank" class="" href="https://www.businessinsider.com/nike-expands-deals-with-some-retailers-amid-dtc-shift-in-strategy-2023-6">boosted partnerships</a> with companies like Designer Brands, Macy's, and Foot Locker, particularly after cracks started to show in its direct-to-consumer sales push.Management experts BI spoke to said hiring a Nike veteran who knows the company intimately could benefit the company during this crisis."A veteran insider like Elliott Hill brings a lot of valuable firsthand experience that could be useful in addressing Nike's current challenges, like rebuilding strained relationships with its retail partners," David Daniels, an assistant professor of management and organization from the National University of Singapore, told BI.Daniels added, however, that insider CEOs run the risk of being "too deeply entrenched in traditional ways of thinking, which could limit their ability to introduce the kind of bold, innovative strategies that are often needed in a crisis.""By contrast, outsider CEOs can offer fresh perspectives and a greater diversity of thought, which are important for effectively navigating complex changes," Daniels added.But Hill's years at the company also mean he knows its structure — and many of the people working there.Peter Cappelli, a management and human resources professor from the Wharton School of the University of Pennsylvania, told BI: "That depth, which all CEOs had 40 years ago, means you know who the people are already, who's and who's not.""You also know what is worth preserving," Cappelli added.<div type="image" title="Nike footwear" height="1351" width="2000" msid="113520314" hostid="261" sizebytes="377256"></div>But that may be a double-edged sword, too. Cappelli added that there may "be a reluctance to change in ways that hurt people still there, especially former mentors."Jim Duffy, a Nike analyst for Stifel Institutional, told BI's Lloyd Lee that Hill's return as a Nike insider may well bring about a "revitalization of the Nike culture.""I also expect you're going to see kind of a <a target="_blank" class="" href="https://www.businessinsider.com/nike-ceo-john-donahoe-replaced-elliott-hill-return-to-innovation-2024-9">renaissance in the innovation</a> and product development process," Duffy added.Not many CEOs can say that they've worked their way up from interns to the top job in a company. Xerox's former CEO, <a target="_blank" class="" href="https://www.businessinsider.com/12-famous-people-who-paid-their-dues-as-interns-2011-6#xerox-ceo-ursula-burns-started-out-as-an-intern-years-later-she-became-the-first-black-woman-to-head-a-fortune-500-company-6">Ursula Burns,</a> was one of them.She started working at Xerox in 1980 as a mechanical engineering summer intern while completing a master's degree at Columbia University.Burns worked her way up from positions in product development and planning to executive assistant and vice president. She was named CEO in July 2009.Nike representatives did not respond to a request for comment from Business Insider sent outside business hours.

Nike's new CEO was an intern at the brand in 1988. He's now in charge of saving one of the biggest sports apparel legacies in the world.

<ul class="summary-list"><li>China's largest coastguard ship dropped anchor in Manila's exclusive economic zone earlier this week.</li><li>The vessel anchored there as "an intimidation," the Philippine Coast Guard said.</li></ul>The world's largest coastguard ship dropped anchor in Manila's exclusive economic zone (EEZ) in the South China Sea earlier this week, the <a target="_blank" href="https://www.businessinsider.com/philippines-soldiers-bare-hands-fight-armed-china-coast-guard-swords-2024-6">Philippine Coast Guard</a> (PCG) said.Jay Tarriela, a spokesperson for the PCG, wrote on X that the authority had successfully tracked the movements of the China Coast Guard's (CCG) "165-meter monster ship" by "using Canada's Dark Vessel Detection technology.""On July 1st, the ship departed from Hainan and entered the Philippines' Exclusive Economic Zone (EEZ) on the following day," he wrote.The <a target="_blank" href="https://www.rfa.org/english/news/southchinasea/china-coast-guard-monster-02222024033811.html">12,000-ton CCG 5901</a> was later "radio challenged" by the PCG, which asked it to confirm its intentions and to remind it that it was operating within the EEZ, he added.An <a target="_blank" href="https://oceanexplorer.noaa.gov/facts/useez.html">exclusive economic zone</a> is an area of the ocean "beyond a nation's territorial sea, within which a coastal nation has jurisdiction over both living and nonliving resources."Tarriela wrote on Friday that the Chinese ship had been anchored at Escoda Shoal "for over two consecutive days" while "maintaining a close proximity" to a PCG vessel. He added that the distance between the ships was "less than 800 yards."Tarriela later told a news forum that the Chinese vessel's moves were "an intimidation on the part of the China Coast Guard.""We're not going to pull out and we're not going to be intimidated," he added.<h2 id="296fe3c4-2ce0-4879-8541-70a156ad5201">Maritime run-ins between China and the Philippines are on the rise</h2><a target="_blank" href="https://www.businessinsider.com/eyeing-china-the-philippines-wants-to-buy-first-attack-submarine-2024-7">China and the Philippines</a> have had frequent confrontations around the Second Thomas Shoal, an atoll located within the exclusive economic zone.China claims sovereignty over the reef and most of the South China Sea, but an international tribunal ruled in 2016 that China's claims to waters within its "<a target="_blank" href="https://www.businessinsider.com/no-nine-dash-line-in-the-south-china-sea-2016-7">nine-dash line" had no legal basis</a>.The Philippines grounded a ship, the BRP Sierra Madre, on the reef in 1999 to state its own claims over the area.But the Shoal remains what the Brussels-based think tank the <a target="_blank" href="https://www.crisisgroup.org/asia/south-east-asia/philippines-south-china-sea/philippines-calming-tensions-south-china-sea">International Crisis Group</a> (ICG) has called a "dangerous flashpoint," as Chinese boats continually try to prevent efforts to resupply the grounded ship.Earlier this month, the China Coast Guard blocked a resupply mission using "dangerous and deliberate use of water cannons, ramming, and blocking maneuvers," according to a statement provided to <a target="_blank" href="https://news.usni.org/2024/06/17/philippine-sailor-severely-injured-vessels-damaged-as-chinese-block-south-china-sea-mission">US Naval Institute News</a> by a spokesperson for the Office of the Secretary of Defense.Officials from China and the Philippines <a target="_blank" href="https://www.reuters.com/world/asia-pacific/philippine-says-be-relentless-protecting-interests-south-china-sea-2024-07-02/">met on Tuesday</a> and said they aimed to "rebuild confidence" to help manage maritime disputes.But the Philippines' Department of Foreign Affairs stressed that it would be "relentless in protecting its interests and upholding its sovereignty, sovereign rights, and jurisdiction" in the South China Sea.The ICG noted in May that "relations between the two countries in the maritime domain have never been as volatile as during the last seven months."

Beijing's 'monster ship,' the world's largest coastguard vessel, dropped anchor in the South China Sea

The government's <keyword id="20039960" type="General" weightage="100" keywordseo="One-Health-approach" source="keywords">One Health approach</keyword> is vital for both predicting as well as preventing any future <keyword id="21218421" type="General" weightage="20" keywordseo="zoonotic-outbreaks" source="keywords">zoonotic outbreaks</keyword> (disease that jumps from animals to humans), health experts opined on Saturday, ahead of the <keyword id="135993" type="General" weightage="20" keywordseo="world-health-day" source="Orion">World Health Day</keyword> which is marked every year on April 7. This year's theme '<keyword id="21218422" type="General" weightage="20" keywordseo="my-health" source="Orion">My Health</keyword>, <keyword id="21218423" type="General" weightage="20" keywordseo="my-right" source="Orion">My Right</keyword>' focuses on equal access to quality health care. "The government's focus on the '<keyword id="6494932" type="General" weightage="20" keywordseo="one-health" source="Orion">One Health</keyword>' approach, recognising the interconnection between human, animal, and environmental health, is vital for predicting and preventing future zoonotic disease outbreaks," Dr. Rohit Garg, consultant, infectious disease, Amrita Hospital Faridabad, told IANS. The experts noted that the country's response to recent outbreaks of the Covid-19 pandemic and the Nipah virus demonstrates its evolving capacity to manage infectious diseases, adding that lessons from each event have helped the country improve its preparedness for future pandemics, including the hypothetical <keyword id="6328063" type="General" weightage="20" keywordseo="Disease-X" source="Orion">Disease X</keyword>. "India's response to recent disease outbreaks has been moulded by our experience with Covid-19. Recent moves to expand the existing network of biosafety-level 3 and 4 laboratories, to expand surveillance for respiratory viruses, invest in diagnostic infrastructure, and formulate a One Health approach towards emerging diseases are welcome and important steps towards tackling such challenges," Gautam Menon, Dean, Research and Professor of Physics and Biology, Ashoka University, told IANS. Besides ramping up testing facilities, expanding healthcare infrastructure, contact tracing during the pandemic and the vaccination drive were among India's significant measures. The latter was one of the largest globally, with India also developing an indigenous vaccine, Covaxin, alongside deploying other vaccines. "These actions highlighted the country's ability to mobilise vast resources and innovate under pressure," said Dr Rohit. Similarly, during the Nipah virus outbreaks, although more localised, India employed rapid response teams, enhanced surveillance and implemented containment measures. "India, post-pandemic, is very different in terms of capacity for pathogen surveillance and pandemic prevention or control when compared to pre-pandemic times. This is partly infrastructural, in terms of greater scientific and health capacity, but mostly structural in terms of better-defined roles for existing organisations, and creation of new multi-stakeholder institutions e.g. for OneHealth," Anurag Agrawal, Dean of Bio Sciences and Health Research at Trivedi School of Biosciences at Ashoka University, told IANS.

Ahead of World Health Day, experts reiterate importance of govt's One Health approach in preventing future zoonotic outbreaks

<ul class="summary-list"><li>The US fight against Yemen's Houthis is its toughest fight since WWII, experts told AP.</li><li>Houthi attacks on ships in the Red Sea aim to pressure Israel and the West over Gaza.</li></ul>The US is facing its most intense battle since World War II against Yemen's Houthi rebels, experts say."We're sort of on the verge of the Houthis being able to mount the kinds of attacks that the US can't stop every time, and then we will start to see substantial damage," Bryan Clark, a former Navy submariner and a senior fellow at the Hudson Institute <a target="_blank" href="https://apnews.com/article/us-navy-yemen-houthis-israel-war-7a9997f9d84ac669fae69ecf819913fb">told the Associated Press.</a>"If you let it fester, the Houthis are going to get to be a much more capable, competent, experienced force.""This is the most sustained combat that the US Navy has seen since World War II — easily, no question," he said.<a target="_blank" rel="" href="https://www.businessinsider.com/us-navy-carrier-strike-group-fighting-houthis-fired-hundreds-munitions-2024-5">Houthi attacks have been targeting ships</a> in the Red Sea corridor with missiles and drones since October as part of a campaign that aims to put pressure on Israel and the West over the war in Gaza.Between October 17 and the start of May, the Houthis attacked commercial vessels at least 53 times and have posed a serious threat to naval ships in dozens of other incidents, <a target="_blank" href="https://crsreports.congress.gov/product/pdf/IN/IN12301">according to a Congressional Research Service report.</a>US warships from the US Navy's Dwight D. Eisenhower Carrier Strike Group had fired over 500 munitions fighting the Houthis, Business Insider reported on May 23.This week, the US attacked several Houthi radar sites in response to recent rebel fire that targeted shipping containers and saw one merchant sailor go missing, authorities <a target="_blank" href="https://twitter.com/CENTCOM/status/1801768195776303309">said</a> Saturday.US strikes destroyed seven radars within Houthi-controlled territory, the military's Central Command said."These radars allow the Houthis to target maritime vessels and endanger commercial shipping," CENTCOM <a target="_blank" href="https://twitter.com/CENTCOM/status/1801782259902513657">said in a statement.</a>US forces also destroyed two Houthi uncrewed surface vessels (USV), or drone boats in the Red Sea, as well as an aerial drone launched from a Houthi-controlled area of Yemen, the statement said.<div type="image" title="Houthi" height="683" width="1024" msid="111038275" hostid="261" sizebytes="81112"></div>Director of National Intelligence Avril Haines warned last month that the Houthis were <a target="_blank" rel="" href="https://www.businessinsider.com/houthis-keep-attacking-ships-red-sea-long-time-us-intelligence-2024-5">likely to remain active</a> "for some time," and the intensity of the combat shows no sign of letting up."I don't think people really understand just kind of how deadly serious it is what we're doing and how under threat the ships continue to be," Cmdr. Eric Blomberg with the USS Laboon told the AP.Sailors often have only a few seconds to confirm an incoming Houthi strike. They have to quickly confer with other ships and then respond by firing at the incoming missiles and drones."It is every single day, every single watch, and some of our ships have been out here for seven-plus months doing that," said Capt. David Wroe, the commodore overseeing the guided missile destroyers, told AP.This exacting environment has put a financial strain on US resources in the region.Parts of the Eisenhower strike group have already left the Red Sea once to be <a target="_blank" rel="" href="https://www.businessinsider.com/us-navy-aircraft-carrier-rearmed-back-red-sea-battle-houthis-2024-5">rearmed and resupplied</a>, and the Pentagon recently <a target="_blank" rel="" href="https://www.businessinsider.com/us-navy-carrier-strike-group-fighting-houthis-stays-red-sea-2024-6">extended its deployment</a> for a second time.Munitions <a target="_blank" rel="" href="https://www.businessinsider.com/us-navy-fired-nearly-one-billion-missiles-countering-iran-houthis-2024-4">have cost some $1 billion</a>, Secretary of the Navy Carlos Del Toro revealed in mid-April, a figure that has certainly increased in the two months since."I think, unfortunately, the Biden administration has settled into a rhythm where, because of the Houthi attacks on commercial shipping, they feel like they have to do something," Brian Finucane, the senior advisor for the US program at the International Crisis Group, previously <a target="_blank" href="https://www.businessinsider.com/us-navy-stuck-red-sea-battle-cant-fight-houthis-forever-2024-6">told</a> Business Insider.The Houthis continue to be backed by Iran, and have employed a dangerous mix of anti-ship ballistic and cruise missiles, one-way attack drones, and uncrewed surface vessels.Earlier this month, the rebels <a target="_blank" href="https://www.businessinsider.com/yemens-houthis-fire-palestine-missile-israel-like-irans-hypersonic-weapon-2024-6">said</a> they had fired a new solid-fuel missile called the "Palestine" at the southern Israeli city of Eilat.The missile is believed to be able to fly at hypersonic speeds and resembles one unveiled by Iran earlier this year.Fabian Hinz, a weapons expert at the London-based International Institute for Strategic Studies, <a target="_blank" href="https://x.com/fab_hinz/status/1798458454824071364">wrote on X</a> that the Palestine missile reassembled the Iranian-developed Fattah 1 and the Kheybarshekan 2, both solid-fuel missiles.

US Navy faces 'most intense combat since World War II' against Yemen's Iran-backed Houthi rebels, defense experts say

<ul class="summary-list"><li>Mountaineer Garrett Madison recently summited Mt. Everest, Mt. Lhotse, and Mt. Nuptse this season.</li><li>This is his second time doing it, earning him another Everest "triple crown" of mountaineering.</li></ul>Few people have successfully summited the <a target="_blank" href="https://www.businessinsider.com/mount-everest-sherpas-mountain-guide-jobs-not-worth-it-2024-6">Everest region's</a> "triple crown."These three peaks — Mt. Everest, Mt. Lhotse, and Mt. Nuptse — are some of the <a target="_blank" href="https://www.businessinsider.com/mount-everest-death-zone-what-happens-to-body-2019-5">most dangerous climbs</a>, boasting some of the harshest conditions on Earth: freezing temperatures, low oxygen levels, and treacherous terrain.Summiting any one of these three peaks could <a target="_blank" href="https://www.businessinsider.com/mount-everest-deaths-causes-altitude-sickness-crowding-2023">risk your life</a>. Climbers can die from severe altitude sickness, falls into deep crevasses, exposure, and other threats.Professional mountaineer Garrett Madison has achieved the Everest triple crown not once, but twice — first in 2023, the <a target="_blank" href="https://www.businessinsider.com/mount-everest-climbers-dead-sherpas-blame-carelessness-2023-6">deadliest Everest climbing season</a> on record, and again this year.But visiting the top of the world isn't just about climbing for Madison anymore. He's summited Mt. Everest 14 times, and after years of watching <a target="_blank" href="https://www.businessinsider.com/what-happens-to-mount-everest-waste-2024-2">trash accumulate</a> on the mountain and its surrounding peaks, he's decided to tackle the issue head-on.He started the Madison Mountaineering Mountain Cleanup Project in the fall of 2023, and he and his team have now collected a total of 4,000 pounds of trash — 2,000 pounds in 2023 and another 2,000 pounds this year — from Everest and neighboring peaks."I think we've made a big dent. There's obviously more work to be done," Madison told Business Insider.<h2 id="e3b19906-0e7f-4bab-bea6-0dd50eb87c05">Cleaning up polluted peaks</h2><div type="image" title="An Everest camp littered with trash" height="680" width="1024" msid="111093945" hostid="261" sizebytes="94242"></div><a target="_blank" href="https://www.businessinsider.com/mount-everest-climbers-ordered-buy-poop-bags-bring-waste-down-2024-2">Picking up trash</a> on some of the world's tallest mountains adds yet another layer of complexity and intensity to an expedition like this, Madison said."It's not just like walking down the street and picking up trash out of the ditch. It's really hard work," he said.Doing any sort of physical labor at such a <a target="_blank" href="https://www.businessinsider.com/37-morgan-chesky-hiker-couldnt-catch-breath-cardiac-arrest-hape-2023-4">high altitude</a>, while also spending entire days climbing, can lead to exhaustion fast.Plus, the climbers have to carry extra protective equipment like gloves and packages for transporting the trash down the mountain. Every additional pound is extra strain."Our teams could only work for like an hour at a time before they'd have to rest," Madison said.The climbers also had to be wary of <a target="_blank" href="https://www.youtube.com/watch?v=UfXIDMDmyL8">dangerous terrain</a>. Most of the trash is in the camp areas, which are relatively flat, Madison said. But Camp 3 is located on the Lhotse Face, which is very steep with a high risk of avalanches and falling rocks.<div type="image" title="Everest camp 3" height="1030" width="773" msid="111093955" hostid="261" sizebytes="94456"></div>"That's a treacherous area to be operating in, you don't want to fall. People have fallen down and died," he said.But for Madison and his cleanup team, the work is worth the risk.<h2 id="8c6653f8-1425-4a90-9e49-7f67176f2774">Pollution flows down</h2><div type="image" title="Three men hold oxygen canisters" height="666" width="1024" msid="111093957" hostid="261" sizebytes="85754"></div>The Sagarmatha National Park and Buffer Zone, which includes Mt. Everest and seven of its neighboring peaks, has a serious trash problem. Most of the garbage is left behind by <a target="_blank" href="https://www.businessinsider.com/mt-everest-so-expensive-2024-2">climbers</a>, and includes stuff like abandoned tents, discarded food packaging, and empty oxygen canisters.A 2010 study <a target="_blank" href="https://bioone.org/journals/mountain-research-and-development/volume-30/issue-2/MRD-JOURNAL-D-10-00028.1/Solid-Waste-and-Water-Quality-Management-Models-for-Sagarmatha-National/10.1659/MRD-JOURNAL-D-10-00028.1.full">estimated</a> that park tourism generated roughly 4.6 tons of solid waste per day during climbing seasons. But that number is likely higher today, because the amount of people climbing these peaks has generally increased since then while garbage disposal methods are still lacking.Waste management rules on Mt. Everest haven't been well-enforced, Troy Aupperle, an experienced mountaineer who climbed Everest twice and summitted once, told <a target="_blank" href="https://www.livescience.com/63061-how-much-trash-mount-everest.html">Live Science</a> in 2022. And he doesn't think most climbers are all that concerned with carrying their trash back down the mountain."You barely have <a target="_blank" href="https://www.businessinsider.com/boost-energy-strength-stamina-eat-more-snacks-carbs-protein-nutritionist-2024-3">enough energy</a> to get yourself off the mountain, so anything you don't have to carry or can get rid of, you just off-load so you can get down," Aupperle told Live Science.<div type="image" title="Mt Everest covered in trash" height="683" width="1024" msid="111093947" hostid="261" sizebytes="79090"></div>All that waste is polluting critical water resources for local communities, Madison said. "Where does all that trash go? It'll flow down the glaciers into the streams and rivers and water sources that communities rely upon," he said.Plus, discarded climbing equipment can break down into microplastics, which have been found in water and snow samples at Everest's base camp."Of course, what we really want to see is a change in policy and attitudes through education, where it's no longer acceptable to leave trash behind up there." But it's been a challenge.In 2014, for example, Nepal's government instituted a rule requiring every mountaineer who climbs above Everest's base camp to return with 18 pounds of trash from the mountain, or forfeit a $4,000 deposit. But many people just forfeit the money, Alton Byers, a mountain geographer <a target="_blank" href="https://theconversation.com/climbers-have-turned-mount-everest-into-a-high-altitude-garbage-dump-but-sustainable-solutions-are-within-reach-226073">wrote</a> in an article for The Conversation in May.<div type="image" title="Group of climbers" height="1200" width="1600" msid="111093953" hostid="261" sizebytes="147492"></div>Madison's cleanup project is perhaps one of the most recent efforts but it's certainly not the first. In 1991, local Sherpa people created the Sagarmatha Pollution Control Committee (SPCC), which monitors waste on the permit-required peaks in this region, like Mt. Everest, Byers wrote.And in 2019, the nonprofit Sagarmatha Next started a "Carry Me Back" program that encourages tourists to take two-pound bags of trash out of the mountains to be properly processed and disposed of.Madison's cleanup project partners with both of these organizations in a united front against trash pollution on the world's tallest peaks."It's been an honor, very exciting to work with them a little bit," he said.Madison hopes that his clean-up project helps reduce the environmental impact that climbers have on Mt. Everest and other peaks in this region."It's a lot of work, but it's definitely worth it. I feel really lucky and privileged to get to go on these expeditions," Madison told Business Insider.

A team of climbers just summited 3 of the most challenging peaks in the world. They made it even harder by collecting roughly 2,000 pounds of trash along the way.

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