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By CHRISTOPHER RUGABER WASHINGTON (AP) — President-elect Donald Trump on Tuesday named Andrew Ferguson as the next chair of the Federal Trade Commission . He will replace Lina Khan, who became a lightning rod for Wall Street and Silicon Valley by blocking billions of dollars’ worth of corporate acquisitions and suing Amazon and Meta while alleging anticompetitive behavior . Ferguson is already one of the FTC’s five commissioners, which is currently made up of three Democrats and two Republicans. “Andrew has a proven record of standing up to Big Tech censorship, and protecting Freedom of Speech in our Great Country,” Trump wrote on Truth Social, adding, “Andrew will be the most America First, and pro-innovation FTC Chair in our Country’s History.” Related Articles National Politics | Biden issues veto threat on bill expanding federal judiciary as partisan split emerges National Politics | Trump lawyers and aide hit with 10 additional felony charges in Wisconsin over 2020 fake electors National Politics | After withdrawing as attorney general nominee, Matt Gaetz lands a talk show on OANN television National Politics | What will happen to Social Security under Trump’s tax plan? National Politics | Republican-led states are rolling out plans that could aid Trump’s mass deportation effort The replacement of Khan likely means that the FTC will operate with a lighter touch when it comes to antitrust enforcement. The new chair is expected to appoint new directors of the FTC’s antitrust and consumer protection divisions. “These changes likely will make the FTC more favorable to business than it has been in recent years, though the extent to which is to be determined,” wrote Anthony DiResta, a consumer protection attorney at Holland & Knight, in a recent analysis . Deals that were blocked by the Biden administration could find new life with Trump in command. For example, the new leadership could be more open to a proposed merger between the country’s two biggest supermarket chains, Kroger and Albertsons, which forged a $24.6 billion deal to combine in 2022. Two judges halted the merger Tuesday night. The FTC had filed a lawsuit in federal court earlier this year to block the merger, claiming the deal would eliminate competition, leading to higher prices and lower wages for workers. The two companies say a merger would help them lower prices and compete against bigger rivals like Walmart. One of the judges said the FTC had shown it was likely to prevail in the administrative hearing. Yet given the widespread public concern over high grocery prices, the Trump administration may not fully abandon the FTC’s efforts to block the deal, some experts have said. And the FTC may continue to scrutinize Big Tech firms for any anticompetitive behavior. Many Republican politicians have accused firms such as Meta of censoring conservative views, and some officials in Trump’s orbit, most notably Vice President-elect JD Vance, have previously expressed support for Khan’s scrutiny of Big Tech firms. In addition to Fergson, Trump also announced Tuesday that he had selected Jacob Helberg as the next undersecretary of state for economic growth, energy and the environment.
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New Delhi: The latest rise in the Yamuna's pollution levels has highlighted the recurring problem of high ammonia levels, which leads to disruptions in the supply of drinking water every few months. On Tuesday, ammonia levels remained high — around 5 ppm — for a fourth straight day, even as the overall water production improved slightly at Wazirabad water treatment plant (WTP), according to a DJB official. The Wazirabad plant has a capacity of 138 million gallons per day (MGD). Its production was earlier reduced by 40-50%. Now, it stands reduced by 30%. The official said 70% of the production capacity at the plant has resumed. Overall, water production continues to be reduced by about 90 MGD of the combined production capacity of 990 MGD. Last year on March 15, then chief minister Arvind Kejriwal had chaired a meeting of DJB, where the issue of ammonia in the Yamuna was discussed at length. Then, it was decided that the immediate solution to the crisis was in-situ treatment of the ammonia. However, despite several episodes of ammonia spikes in the Yamuna in the past few days, the solution remains only on paper. DJB's invitation to private companies to suggest technology to treat the problem has also not received any interest. Every time ammonia in the Yamuna increases, the supply of drinking water is disrupted in the city for several days. As the water treatment plants, mainly Wazirabad and Chandrawal, are unable to treat it, the pumping of drinking water is reduced. In Dec last year, water minister Atishi had expressed displeasure over the delay in the crucial project and even directed former chief secretary Naresh Kumar to submit a report on the matter. Since Dec 21, the ammonia levels have been consistently high in the Yamuna, which has impacted the overall water production of the city in several parts. The ammonia levels in the river have fluctuated frequently over the past few days, causing problems for DJB. High levels of ammonia mean large amounts of untreated industrial chemicals and sewage entering the river and polluting the raw water supply chain. DJB is responsible for catering to the supply of potable water in Delhi, for which it is dependent on the supply of raw water received through drains in the Yamuna, which passes through the territory of Haryana. At present, water treatment plants have been forced to shut as ammonia levels have exceeded their capacity. Stay updated with the latest news on Times of India . Don't miss daily games like Crossword , Sudoku , Location Guesser and Mini Crossword . Spread love this holiday season with these Christmas wishes , messages , and quotes .
Jefferson keeps seeing double as Vikings aim to stay focused on overall offensive productionWith nearly all of the votes counted, left-leaning Mr Milanovic won 49% while his main challenger Dragan Primorac, a candidate of the ruling conservative HDZ party, trailed far behind with 19%. Pre-election polls had predicted that the two would face off in the second round on January 12, as none of the eight presidential election contenders were projected to get more than 50% of the vote. Mr Milanovic thanked his supporters but warned that “this was just a first run”. “Let’s not be triumphant, let’s be realistic, firmly on the ground,” he said. “We must fight all over again. It’s not over till it’s over.” Mr Milanovic, the most popular politician in Croatia, has served as prime minister in the past. Populist in style, the 58-year-old has been a fierce critic of current Prime Minister Andrej Plenkovic and continuous sparring between the two has been a recent hallmark of Croatia’s political scene. Mr Plenkovic has sought to portray the vote as one about Croatia’s future in the EU and Nato. He has labelled Mr Milanovic “pro-Russian” and a threat to Croatia’s international standing. “The difference between him (Mr Primorac) and Milanovic is quite simple: Milanovic is leading us East, Primorac is leading us West,” he said. Though the presidency is largely ceremonial in Croatia, an elected president holds political authority and acts as the supreme commander of the military. Mr Milanovic has criticised the Nato and European Union support for Ukraine and has often insisted that Croatia should not take sides. He has said Croatia should stay away from global disputes, thought it is a member of both Nato and the EU. Mr Milanovic has also blocked Croatia’s participation in a Nato-led training mission for Ukraine, declaring that “no Croatian soldier will take part in somebody else’s war”. His main rival in the election, Mr Primorac, has stated that “Croatia’s place is in the West, not the East”. However, his bid for the presidency has been marred by a high-level corruption case that landed Croatia’s health minister in jail last month and which featured prominently in pre-election debates. Trailing a distant third in the pre-election polls is Marija Selak Raspudic, a conservative independent candidate. She has focused her election campaign on the economic troubles of ordinary citizens, corruption and issues such as population decline in the country of some 3.8 million. Sunday’s presidential election is Croatia’s third vote this year, following a snap parliamentary election in April and the European Parliament balloting in June.Myers Industries interim CEO Basque Dave buys $179k in stock
ASML Deadline: ASML Investors with Losses in Excess of $100K Have Opportunity to Lead ASML Holding N.V. Securities Fraud LawsuitWorld News | Nepali COAS General Ashok Raj Sigdel Successfully Concludes Visit to IndiaUNDP in collaboration with The Daily Star organised a roundtable titled 'Climate-Resilient Cooperatives to Green SMEs: Enabling Resilience for Climate Vulnerable Women' on November 12, 2024. Here we publish a summary of the discussion. A K M Azad Rahman, Project Coordinator, LoGIC, UNDP (Key-Note Speaker) The LoGIC Project is a collaborative initiative of the Embassy of Sweden, the Embassy of Denmark, UNDP Bangladesh, and UNCDF, implemented by the Local Government Division of the Government of Bangladesh (GoB). The project provides support to 500,000 vulnerable households across nine districts and 94 Union Parishads, as well as 29 Upazila Parishads, local communities, civil society organisations (CSOs), local institutions, and government officials. Among these, 42,500 individuals—99% of them are women—have received direct assistance, with a primary focus on climate-vulnerable regions. The journey began with efforts to reduce household vulnerabilities. Over time, we have supported beneficiaries in forming small groups to establish green businesses. These groups are now generating profits, confidently managing their climate adaptive livelihood, and making small-scale investments within their communities. To scale up these initiatives into medium-sized enterprises, a collaborative approach to pooling resources is crucial. Recognising the importance of sustainability after the project concludes, we identified the need for a legal framework, and cooperatives emerged as the most suitable model. Cooperatives have a proven track record in empowering vulnerable communities, building climate resilience, and enabling women to establish adaptive green businesses. Following sustained advocacy, the cooperatives division approved a new category for climate-vulnerable cooperatives. These cooperatives pool resources from members, including women shareholders, to invest in green small and medium enterprises (SMEs), thereby creating opportunities for green businesses and ensuring sustainability through a transformative approach. Within the LoGIC Project, 247 cooperatives have been established, of which 99 have already invested in green businesses. Among these, 14 cooperatives are in a revenue-generation cycle, collectively earning around BDT 500,000, demonstrating promising momentum. The portfolio of green SMEs includes eco-friendly agricultural farms, climate-smart agriculture, handicrafts, sanitation product businesses, vermicompost production, solar-powered poultry incubators, honey collection and sales, agro-feed production using local raw materials, plastic recycling factories, natural and safe dry fish processing, commercial aquaculture, coconut oil processing, coco peat production, Areca leaf-based eco-products, bioflock fish culture, and eco-friendly bag manufacturing. LoGIC project introduced a software system regulated by the cooperatives division and operated by young people from beneficiary communities. This system ensures transparency by sending automatic SMS notifications to all members whenever funds are withdrawn, fostering trust within the cooperatives. Despite these advancements, challenges persist. Transitioning from informal groups to cooperatives and then to green SMEs is complex. Establishing sustainable enterprises is a long-term endeavour, often requiring five to ten years to gauge success. Additionally, innovative business models can be difficult to adopt, and remote locations often hinder market linkages. Engaging youth in these enterprises can be transformative, as it builds capacity and strengthens market linkages with organisations such as Amal Foundation and iGrow. Collaboration with government line departments is vital for technical support, and risk insurance is necessary to manage high-risk areas. Ultimately, the sustainability of cooperatives hinges on innovation, effective risk management, community cooperation, and access to grants and larger funding sources. Nayoka Martinez Bäckström, First Secretary, Embassy of Sweden Since 2016, we have been actively involved in the LoGIC project, which has had a transformative impact on both systems and individuals, particularly on vulnerable women. Many of these women are now empowered to make informed economic decisions—a cornerstone of the LoGIC resilience model. Rather than prescribing solutions, the project enables women to find out their own options, whether in agriculture or market access, based on their unique circumstances. A key recommendation is to connect these women with other government sectors, such as the Ministry of Agriculture or Fisheries, which are developing climate-resilient products. This linkage will provide women access to new technologies and enable them to adapt to evolving conditions. Building strong relationships with these actors is essential to ensure that women can continue making informed choices even after the project concludes. Additionally, categorising SMEs and cooperatives into appropriate classifications is critical, as lending to these entities involves varying levels of risk assessment. Learning from global best practices, such as those from Kenya, can guide necessary policy and regulatory reforms. With regulatory support, women-led enterprises, which are already investing in land and infrastructure, can expand and seize new opportunities. Syed Matiul Ahsan , Programme Adviser/Development, Embassy of Denmark While discussing financing, it is essential to identify potential grantees. LoGIC has achieved remarkable progress in localising funds and empowering women, which is commendable. Defining clear criteria for what qualifies as a green SME or a green product is crucial. Equally important is developing a roadmap for post-project support mechanisms to sustain these initiatives over the long term. Collaboration with the government, private sector, and other stakeholders will be key to achieving this sustainability. Maintaining market access and leveraging technological advancements are critical for the growth and resilience of these enterprises. Creating an online platform for SMEs to market their products could be transformative. Dr. Tania Haque, Professor, Department of Women & Gender Studies, Dhaka University Green SMEs offer a promising solution to address the climate crisis while supporting vulnerable populations, especially women. However, effectively implementing this solution requires careful preparation and nuanced strategies. Comparative analysis shows that women are disproportionately vulnerable to climate impacts, yet project designs often oversimplify their needs. It is crucial to recognise that women are not a homogenous group. Multiple variables and their unique circumstances must be considered. . While empowering women through income-generating opportunities is essential, it is equally important to address the double burden they face in balancing work and household responsibilities. Time poverty is a significant challenge that must be accounted for in project design. Furthermore, creating a gender-neutral market system is essential to ensure equal access and opportunities for women. Esrat Karim Eve , Founder, Amal Foundtaion We have closely worked with beneficiaries of the LoGIC project the positive changes within these communities are truly remarkable. Market linkage is critical for ensuring sustainability of the positive changes. A significant challenge we have observed is the high logistics costs in coastal areas, where farmers face inflated prices due to the involvement of multiple middlemen. Addressing this issue will require better coordination among organisations, businesses, and cooperatives to establish a more efficient market system. It is crucial for the project to continue thriving organically after external support. This entails creating sustainable systems, such as circular economic chains, and empowering local communities to sustain their progress independently. I urge all colleagues to contribute their expertise to ensure the long-term success of these initiatives. M Khurshed Alam Ph.D (Sociology) , Chairman, Bangladesh Institute of Social Research (BISR) The LoGIC project has made significant strides, particularly in securing government approval for the cooperative model, despite the strict compliance requirements imposed by the Department of Cooperatives. The collapse of many cooperatives due to regulatory pressures underscores the need for policy revisions that are more practical, field-oriented, and supportive of cooperative sustainability. A critical issue is the lack of insurance for cooperative members, especially women, who often juggle multiple responsibilities. Identifying which agencies—such as the Department of Cooperatives or the Ministry of Women and Children Affairs—should spearhead these efforts is vital for providing institutional backing. For green SMEs, there remains confusion over what qualifies as "green," making it essential to establish clear criteria. Any cooperative initiative must also align with local realities, as on-the-ground challenges often hinder the pursuit of green SME activities. Strengthening market linkages and connecting cooperatives with Upazila-level associations can bolster resilience. M. Parvez Kaosar Sarkar , AGM (Deputy Head of SME Department), Bangladesh Krishi Bank At Bangladesh Krishi Bank, we offer green financing support under Bangladesh Bank's packages and operate our own SME system. However, a basic legal framework is necessary to ensure that the social segments we aim to support, particularly those from lower socio-economic strata, receive adequate assistance. As a financial institution, our primary product is capital, and we need assurance on how borrowers will repay their loans. Without the ability to market their products effectively, borrowers may struggle to generate returns. Insurance plays a vital role in mitigating risks, helping vulnerable groups sustain and grow their businesses. Sharing risks through market assurance and supportive facilities would enable us to confidently finance these enterprises. Shakhawat Hossan , Joint Director, Sustainable Finance Department, Bangladesh Bank Bangladesh Bank has made significant strides in promoting sustainable finance and identifying green projects. A sustainable finance policy introduced in 2020 and updated in 2023 outlines support for green SMEs under three pillars: inclusive financing, climate resilience, and transitioning to a low-carbon economy. ESG guidelines further require all loans to comply with an Environmental, Social, and Governance (ESG) checklist to ensure low-risk, green financing. Currently, the banking sector's sustainable finance portfolio stands at BDT 4,000 billion, including BDT 3,000 billion for SMEs and BDT 800 billion for green SMEs. However, challenges persist, including limited stakeholder awareness, the high cost of sustainable technology, and an insufficient certification infrastructure. Since 2011, Bangladesh Bank has addressed these challenges by establishing sustainable finance desks and promoting women-centric lending. Initiatives include issuing circulars on climate-related disclosures aligned with IFRS standards and the Climate Vulnerability Index (CVI). Banks are also required to report semi-annually on climate risks, with a focus on vulnerable areas. Mousumi Pervin , Senior Climate Change Officer, Asian Development Bank Advancing SMEs requires a focus on four critical areas. Firstly, strengthening value chains is essential. While women in remote areas produce high-quality green products, broken value chains and limited market access—exacerbated by poor communication infrastructure and social barriers—hinder their progress. Secondly, access to advanced green technology is crucial. Many women still rely on traditional methods, but adopting modern sustainable technologies could significantly enhance productivity and expand market reach. Thirdly, capacity building must be prioritised. Women often struggle with bureaucratic processes and complex documentation. Comprehensive training can empower them to navigate these challenges confidently. Lastly, creating networking opportunities is vital. Many women lack knowledge about where to sell their products. Connecting them to urban markets, such as green product outlets in Dhaka, can enhance their visibility and profitability. Nazim Hossain Sattar, General Manager, SME Foundation In recent years, green compliance and climate resilience have gained significant traction within Bangladesh's SME sector. As the leading SME development agency, the SME Foundation actively supports women entrepreneurs, who frequently employ other women, thereby fostering wider female workforce participation. Recognising the impact of climate challenges, the foundation has introduced tailored packages for climate-vulnerable and green-focused women entrepreneurs. However, a significant gap remains in awareness, particularly among rural women-led SMEs. To address this, the foundation is organising workshops, video campaigns, and roadshows, while also establishing model green SMEs in regions such as Khulna, Cox's Bazar, and Rangpur to inspire others. The foundation is also developing green compliance guidelines and a platform to connect existing green SMEs with aspirants for collaboration and knowledge-sharing. It has initiated referral and consultation reporting to bridge rural-urban gaps, with results from ongoing applications expected soon. Lastly, fostering green finance will require collective stakeholder efforts, with a focus on promoting "associations" over cooperatives for securing loans. M Zakir Hossain Khan , Chief Executive, Change Initiative The green microfinancing and microcredit initiative targeting vulnerable women is more than a transformative programme—it is a tool for empowerment. Women impacted by natural or man-made disasters, often trapped in cycles of debt, will benefit significantly from this initiative. We also need to prioritise the adoption of innovative technologies, such as apps to streamline supply chains, and alternative energy solutions like rooftop solar systems. Md. Ruhul Amin, Chief Executive Officer, Countree Agro Our work in agribusiness engages producers from char regions and climate-affected coastal areas. Projects are being implemented across six upazilas in three districts, focusing on promoting green products and creating a rural-urban continuum. We encourage supermarkets and food processing companies to actively address the needs of climate-vulnerable areas. Beyond traditional gender distinctions, we aim to foster a more structured and inclusive development model within SMEs. Syed Muntasir Ridwan , Co-Executive Director, Bangladesh Youth Environmental Initiative (BYEI) While discussing green initiatives, it is vital to consider ecological factors. For instance, coconuts, which grow naturally in certain regions, are inherently climate-resilient. Establishing a corresponding value chain can enhance climate resilience and efficiency. Youth can contribute by participating in cooperative networks that drive positive change. For primary producers, the existing market structure often complicates pricing negotiations. Organised supply chains, buyer identification, and buy-back guarantees are essential to overcome these challenges. Dr. Maliha Muzammil, Climate Change Specialist, Resilience and Inclusive Growth (RIG) Cluster, UNDP Bangladesh Three years ago, a study conducted with Kingston University London and IID Dhaka revealed that single-women-headed households in vulnerable areas bear three times the expenses of double-income households. This finding highlights how empowering women can directly benefit families and underscores the urgent need to prioritise innovative private financing solutions. Currently, UNDP Bangladesh is collaborating with the SME Foundation, Bangladesh Bank, and BSEC to identify financing bottlenecks for climate-resilient cooperatives and develop a blended finance facility for green SMEs in vulnerable areas. In collaboration with Bangladesh Bank, we are utilising LoGIC's climate vulnerability index (CVI) to rank unions across the country. Bangladesh Bank is also assisting in the development of a climate damage function, which will be based on micro-level data from this CVI. This function will help quantify the social and financial impacts of the climate crisis. Strengthening linkages from local to national levels is crucial for effective impact monitoring, expanding private sector financing, and ensuring thematic bond proceeds reach the most vulnerable. Sonali Dayaratne , Deputy Resident Representative, UNDP Bangladesh Having spent 15 months in Bangladesh, I am deeply inspired by the resilience and creativity of its people. Grassroots implementation has been both humbling and enlightening. Despite enduring over five disasters this year, which affected 18 million people, Bangladesh remains a global leader in climate resilience. Efforts in agriculture and vulnerable communities deserve global recognition for driving meaningful change. UNDP, in partnership with Bangladesh Bank, the SME Foundation, and development agencies from Sweden and Denmark, is focused on scaling initiatives for wider impact. While pilot projects offer valuable insights, the true challenge lies in replicating transformational change across communities. To achieve this, financing and governance models must shift towards people-centred solutions, emphasising demand-driven approaches over supply-driven ones. Inclusion is crucial, especially for women-headed households and youth networks. Achieving sustainability in financing, service delivery, and market alignment is vital for success. To scale up initiatives like LoGIC and ensure long-term impact, collaborative efforts, innovative financing models, and public-private partnerships are essential. Tanjim Ferdous, In-Charge, NGOs & Foreign Missions, Business Development Section, The Daily Star The Local Government Initiative on Climate Change (LoGIC) project has demonstrated the potential of community-owned green enterprises to drive localised solutions. However, critical gaps remain in defining these enterprises, establishing supportive policies, and ensuring sustainable financing mechanisms. Recommendations Encourage the adoption of cooperatives as an effective model to empower vulnerable communities, strengthen climate resilience, and enable women to lead adaptive green business initiatives. Select climate-resilient, smart enterprises with short production cycles that utilise local raw materials and cater to strong local demand. Introduce insurance schemes tailored for climate-vulnerable cooperative members, particularly women. Encourage youth participation in cooperatives to build capacity and strengthen market connections. Strengthen market linkages by establishing connections between cooperatives and Upazila-level associations. Facilitate networking opportunities for women entrepreneurs by connecting them to urban markets, while promoting a gender-neutral market system to ensure equal access and opportunities for their success. Prioritise collaborative efforts, innovative financing, and public-private partnerships to scale up programmes like LoGIC. Establish organised supply chains, identify reliable buyers, and implement buy-back guarantees to support SMEs. Promote innovative technologies and alternative energy solutions to streamline supply chains and ensure uninterrupted production. UNDP in collaboration with The Daily Star organised a roundtable titled 'Climate-Resilient Cooperatives to Green SMEs: Enabling Resilience for Climate Vulnerable Women' on November 12, 2024. Here we publish a summary of the discussion. A K M Azad Rahman, Project Coordinator, LoGIC, UNDP (Key-Note Speaker) The LoGIC Project is a collaborative initiative of the Embassy of Sweden, the Embassy of Denmark, UNDP Bangladesh, and UNCDF, implemented by the Local Government Division of the Government of Bangladesh (GoB). The project provides support to 500,000 vulnerable households across nine districts and 94 Union Parishads, as well as 29 Upazila Parishads, local communities, civil society organisations (CSOs), local institutions, and government officials. Among these, 42,500 individuals—99% of them are women—have received direct assistance, with a primary focus on climate-vulnerable regions. The journey began with efforts to reduce household vulnerabilities. Over time, we have supported beneficiaries in forming small groups to establish green businesses. These groups are now generating profits, confidently managing their climate adaptive livelihood, and making small-scale investments within their communities. To scale up these initiatives into medium-sized enterprises, a collaborative approach to pooling resources is crucial. Recognising the importance of sustainability after the project concludes, we identified the need for a legal framework, and cooperatives emerged as the most suitable model. Cooperatives have a proven track record in empowering vulnerable communities, building climate resilience, and enabling women to establish adaptive green businesses. Following sustained advocacy, the cooperatives division approved a new category for climate-vulnerable cooperatives. These cooperatives pool resources from members, including women shareholders, to invest in green small and medium enterprises (SMEs), thereby creating opportunities for green businesses and ensuring sustainability through a transformative approach. Within the LoGIC Project, 247 cooperatives have been established, of which 99 have already invested in green businesses. Among these, 14 cooperatives are in a revenue-generation cycle, collectively earning around BDT 500,000, demonstrating promising momentum. The portfolio of green SMEs includes eco-friendly agricultural farms, climate-smart agriculture, handicrafts, sanitation product businesses, vermicompost production, solar-powered poultry incubators, honey collection and sales, agro-feed production using local raw materials, plastic recycling factories, natural and safe dry fish processing, commercial aquaculture, coconut oil processing, coco peat production, Areca leaf-based eco-products, bioflock fish culture, and eco-friendly bag manufacturing. LoGIC project introduced a software system regulated by the cooperatives division and operated by young people from beneficiary communities. This system ensures transparency by sending automatic SMS notifications to all members whenever funds are withdrawn, fostering trust within the cooperatives. Despite these advancements, challenges persist. Transitioning from informal groups to cooperatives and then to green SMEs is complex. Establishing sustainable enterprises is a long-term endeavour, often requiring five to ten years to gauge success. Additionally, innovative business models can be difficult to adopt, and remote locations often hinder market linkages. Engaging youth in these enterprises can be transformative, as it builds capacity and strengthens market linkages with organisations such as Amal Foundation and iGrow. Collaboration with government line departments is vital for technical support, and risk insurance is necessary to manage high-risk areas. Ultimately, the sustainability of cooperatives hinges on innovation, effective risk management, community cooperation, and access to grants and larger funding sources. Nayoka Martinez Bäckström, First Secretary, Embassy of Sweden Since 2016, we have been actively involved in the LoGIC project, which has had a transformative impact on both systems and individuals, particularly on vulnerable women. Many of these women are now empowered to make informed economic decisions—a cornerstone of the LoGIC resilience model. Rather than prescribing solutions, the project enables women to find out their own options, whether in agriculture or market access, based on their unique circumstances. A key recommendation is to connect these women with other government sectors, such as the Ministry of Agriculture or Fisheries, which are developing climate-resilient products. This linkage will provide women access to new technologies and enable them to adapt to evolving conditions. Building strong relationships with these actors is essential to ensure that women can continue making informed choices even after the project concludes. Additionally, categorising SMEs and cooperatives into appropriate classifications is critical, as lending to these entities involves varying levels of risk assessment. Learning from global best practices, such as those from Kenya, can guide necessary policy and regulatory reforms. With regulatory support, women-led enterprises, which are already investing in land and infrastructure, can expand and seize new opportunities. Syed Matiul Ahsan , Programme Adviser/Development, Embassy of Denmark While discussing financing, it is essential to identify potential grantees. LoGIC has achieved remarkable progress in localising funds and empowering women, which is commendable. Defining clear criteria for what qualifies as a green SME or a green product is crucial. Equally important is developing a roadmap for post-project support mechanisms to sustain these initiatives over the long term. Collaboration with the government, private sector, and other stakeholders will be key to achieving this sustainability. Maintaining market access and leveraging technological advancements are critical for the growth and resilience of these enterprises. Creating an online platform for SMEs to market their products could be transformative. Dr. Tania Haque, Professor, Department of Women & Gender Studies, Dhaka University Green SMEs offer a promising solution to address the climate crisis while supporting vulnerable populations, especially women. However, effectively implementing this solution requires careful preparation and nuanced strategies. Comparative analysis shows that women are disproportionately vulnerable to climate impacts, yet project designs often oversimplify their needs. It is crucial to recognise that women are not a homogenous group. Multiple variables and their unique circumstances must be considered. . While empowering women through income-generating opportunities is essential, it is equally important to address the double burden they face in balancing work and household responsibilities. Time poverty is a significant challenge that must be accounted for in project design. Furthermore, creating a gender-neutral market system is essential to ensure equal access and opportunities for women. Esrat Karim Eve , Founder, Amal Foundtaion We have closely worked with beneficiaries of the LoGIC project the positive changes within these communities are truly remarkable. Market linkage is critical for ensuring sustainability of the positive changes. A significant challenge we have observed is the high logistics costs in coastal areas, where farmers face inflated prices due to the involvement of multiple middlemen. Addressing this issue will require better coordination among organisations, businesses, and cooperatives to establish a more efficient market system. It is crucial for the project to continue thriving organically after external support. This entails creating sustainable systems, such as circular economic chains, and empowering local communities to sustain their progress independently. I urge all colleagues to contribute their expertise to ensure the long-term success of these initiatives. M Khurshed Alam Ph.D (Sociology) , Chairman, Bangladesh Institute of Social Research (BISR) The LoGIC project has made significant strides, particularly in securing government approval for the cooperative model, despite the strict compliance requirements imposed by the Department of Cooperatives. The collapse of many cooperatives due to regulatory pressures underscores the need for policy revisions that are more practical, field-oriented, and supportive of cooperative sustainability. A critical issue is the lack of insurance for cooperative members, especially women, who often juggle multiple responsibilities. Identifying which agencies—such as the Department of Cooperatives or the Ministry of Women and Children Affairs—should spearhead these efforts is vital for providing institutional backing. For green SMEs, there remains confusion over what qualifies as "green," making it essential to establish clear criteria. Any cooperative initiative must also align with local realities, as on-the-ground challenges often hinder the pursuit of green SME activities. Strengthening market linkages and connecting cooperatives with Upazila-level associations can bolster resilience. M. Parvez Kaosar Sarkar , AGM (Deputy Head of SME Department), Bangladesh Krishi Bank At Bangladesh Krishi Bank, we offer green financing support under Bangladesh Bank's packages and operate our own SME system. However, a basic legal framework is necessary to ensure that the social segments we aim to support, particularly those from lower socio-economic strata, receive adequate assistance. As a financial institution, our primary product is capital, and we need assurance on how borrowers will repay their loans. Without the ability to market their products effectively, borrowers may struggle to generate returns. Insurance plays a vital role in mitigating risks, helping vulnerable groups sustain and grow their businesses. Sharing risks through market assurance and supportive facilities would enable us to confidently finance these enterprises. Shakhawat Hossan , Joint Director, Sustainable Finance Department, Bangladesh Bank Bangladesh Bank has made significant strides in promoting sustainable finance and identifying green projects. A sustainable finance policy introduced in 2020 and updated in 2023 outlines support for green SMEs under three pillars: inclusive financing, climate resilience, and transitioning to a low-carbon economy. ESG guidelines further require all loans to comply with an Environmental, Social, and Governance (ESG) checklist to ensure low-risk, green financing. Currently, the banking sector's sustainable finance portfolio stands at BDT 4,000 billion, including BDT 3,000 billion for SMEs and BDT 800 billion for green SMEs. However, challenges persist, including limited stakeholder awareness, the high cost of sustainable technology, and an insufficient certification infrastructure. Since 2011, Bangladesh Bank has addressed these challenges by establishing sustainable finance desks and promoting women-centric lending. Initiatives include issuing circulars on climate-related disclosures aligned with IFRS standards and the Climate Vulnerability Index (CVI). Banks are also required to report semi-annually on climate risks, with a focus on vulnerable areas. Mousumi Pervin , Senior Climate Change Officer, Asian Development Bank Advancing SMEs requires a focus on four critical areas. Firstly, strengthening value chains is essential. While women in remote areas produce high-quality green products, broken value chains and limited market access—exacerbated by poor communication infrastructure and social barriers—hinder their progress. Secondly, access to advanced green technology is crucial. Many women still rely on traditional methods, but adopting modern sustainable technologies could significantly enhance productivity and expand market reach. Thirdly, capacity building must be prioritised. Women often struggle with bureaucratic processes and complex documentation. Comprehensive training can empower them to navigate these challenges confidently. Lastly, creating networking opportunities is vital. Many women lack knowledge about where to sell their products. Connecting them to urban markets, such as green product outlets in Dhaka, can enhance their visibility and profitability. Nazim Hossain Sattar, General Manager, SME Foundation In recent years, green compliance and climate resilience have gained significant traction within Bangladesh's SME sector. As the leading SME development agency, the SME Foundation actively supports women entrepreneurs, who frequently employ other women, thereby fostering wider female workforce participation. Recognising the impact of climate challenges, the foundation has introduced tailored packages for climate-vulnerable and green-focused women entrepreneurs. However, a significant gap remains in awareness, particularly among rural women-led SMEs. To address this, the foundation is organising workshops, video campaigns, and roadshows, while also establishing model green SMEs in regions such as Khulna, Cox's Bazar, and Rangpur to inspire others. The foundation is also developing green compliance guidelines and a platform to connect existing green SMEs with aspirants for collaboration and knowledge-sharing. It has initiated referral and consultation reporting to bridge rural-urban gaps, with results from ongoing applications expected soon. Lastly, fostering green finance will require collective stakeholder efforts, with a focus on promoting "associations" over cooperatives for securing loans. M Zakir Hossain Khan , Chief Executive, Change Initiative The green microfinancing and microcredit initiative targeting vulnerable women is more than a transformative programme—it is a tool for empowerment. Women impacted by natural or man-made disasters, often trapped in cycles of debt, will benefit significantly from this initiative. We also need to prioritise the adoption of innovative technologies, such as apps to streamline supply chains, and alternative energy solutions like rooftop solar systems. Md. Ruhul Amin, Chief Executive Officer, Countree Agro Our work in agribusiness engages producers from char regions and climate-affected coastal areas. Projects are being implemented across six upazilas in three districts, focusing on promoting green products and creating a rural-urban continuum. We encourage supermarkets and food processing companies to actively address the needs of climate-vulnerable areas. Beyond traditional gender distinctions, we aim to foster a more structured and inclusive development model within SMEs. Syed Muntasir Ridwan , Co-Executive Director, Bangladesh Youth Environmental Initiative (BYEI) While discussing green initiatives, it is vital to consider ecological factors. For instance, coconuts, which grow naturally in certain regions, are inherently climate-resilient. Establishing a corresponding value chain can enhance climate resilience and efficiency. Youth can contribute by participating in cooperative networks that drive positive change. For primary producers, the existing market structure often complicates pricing negotiations. Organised supply chains, buyer identification, and buy-back guarantees are essential to overcome these challenges. Dr. Maliha Muzammil, Climate Change Specialist, Resilience and Inclusive Growth (RIG) Cluster, UNDP Bangladesh Three years ago, a study conducted with Kingston University London and IID Dhaka revealed that single-women-headed households in vulnerable areas bear three times the expenses of double-income households. This finding highlights how empowering women can directly benefit families and underscores the urgent need to prioritise innovative private financing solutions. Currently, UNDP Bangladesh is collaborating with the SME Foundation, Bangladesh Bank, and BSEC to identify financing bottlenecks for climate-resilient cooperatives and develop a blended finance facility for green SMEs in vulnerable areas. In collaboration with Bangladesh Bank, we are utilising LoGIC's climate vulnerability index (CVI) to rank unions across the country. Bangladesh Bank is also assisting in the development of a climate damage function, which will be based on micro-level data from this CVI. This function will help quantify the social and financial impacts of the climate crisis. Strengthening linkages from local to national levels is crucial for effective impact monitoring, expanding private sector financing, and ensuring thematic bond proceeds reach the most vulnerable. Sonali Dayaratne , Deputy Resident Representative, UNDP Bangladesh Having spent 15 months in Bangladesh, I am deeply inspired by the resilience and creativity of its people. Grassroots implementation has been both humbling and enlightening. Despite enduring over five disasters this year, which affected 18 million people, Bangladesh remains a global leader in climate resilience. Efforts in agriculture and vulnerable communities deserve global recognition for driving meaningful change. UNDP, in partnership with Bangladesh Bank, the SME Foundation, and development agencies from Sweden and Denmark, is focused on scaling initiatives for wider impact. While pilot projects offer valuable insights, the true challenge lies in replicating transformational change across communities. To achieve this, financing and governance models must shift towards people-centred solutions, emphasising demand-driven approaches over supply-driven ones. Inclusion is crucial, especially for women-headed households and youth networks. Achieving sustainability in financing, service delivery, and market alignment is vital for success. To scale up initiatives like LoGIC and ensure long-term impact, collaborative efforts, innovative financing models, and public-private partnerships are essential. Tanjim Ferdous, In-Charge, NGOs & Foreign Missions, Business Development Section, The Daily Star The Local Government Initiative on Climate Change (LoGIC) project has demonstrated the potential of community-owned green enterprises to drive localised solutions. However, critical gaps remain in defining these enterprises, establishing supportive policies, and ensuring sustainable financing mechanisms. Recommendations Encourage the adoption of cooperatives as an effective model to empower vulnerable communities, strengthen climate resilience, and enable women to lead adaptive green business initiatives. Select climate-resilient, smart enterprises with short production cycles that utilise local raw materials and cater to strong local demand. Introduce insurance schemes tailored for climate-vulnerable cooperative members, particularly women. Encourage youth participation in cooperatives to build capacity and strengthen market connections. Strengthen market linkages by establishing connections between cooperatives and Upazila-level associations. Facilitate networking opportunities for women entrepreneurs by connecting them to urban markets, while promoting a gender-neutral market system to ensure equal access and opportunities for their success. Prioritise collaborative efforts, innovative financing, and public-private partnerships to scale up programmes like LoGIC. Establish organised supply chains, identify reliable buyers, and implement buy-back guarantees to support SMEs. Promote innovative technologies and alternative energy solutions to streamline supply chains and ensure uninterrupted production.
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Boeing is building new 737 Max planes for the first time since workers went on strike$HAREHOLDER INVESTIGATION: The M&A Class Action Firm Continues to Investigate the Mergers of NAPA, NBR, PFIE and VBFCA strong military is essential for maintaining political integrity, economic stability, foreign diplomacy, and its conventional defensive function. These are the core reasons several countries invest heavily in developing their military infrastructure. To boast a strong military equates to having an extensive leverage in influencing global affairs. Before that, however, a powerful military is primarily responsible for protecting a country's territorial integrity and sovereignty. In a world where geopolitical tensions may quickly rise, a strong military deters aggression from foreign threats and protects borders from possible dangers. This is especially important for countries located in areas prone to violence, terrorism, or territorial conflicts. DON’T MISS THIS: Furthermore, a powerful military could assist in driving economic growth in several ways. Military investments frequently result in advances in technology, infrastructure, and research that flow over into civilian industry, just like the invention of the internet which was first a military tool. These innovations by extension also generate jobs, further boosting the strength of an economy. In 2024, a year riddled with conflicts, including the Sudan war, Israel-Hamas conflict and Russia's conflict with Ukraine, militaries from across the globe have been very active. Given their call of duty, the performance and safety of the individuals who make up said armed forces have been dependent on how developed their military architecture is. With that said, here are the 10 countries in the world with the strongest militaries, as per
Former NC State WR KC Concepcion transferring to Texas A&M
Before his death today in hospice care at his home in Georgia , Jimmy Carter defied illness and death for years. When his melanoma spread to his brain in 2015, he drew praise for announcing it publicly. Even as he underwent treatment, he continued to teach Sunday school in his home town's Baptist church. Within months, he announced that he was cancer-free. Four years later, Carter fell at least three times, at one point breaking a hip and at another requiring 14 stitches. Each time he bounced back, even showing up for a Habitat for Humanity home-building project shortly after one stumble. Jimmy Carter's tragic 10-word dying wish as he faces death's door in hospice in Plains, Georgia Former First Lady Rosalynn Carter celebrates her 96th birthday with Jimmy and ice cream But he has slowly retreated from public life lately, making fewer and fewer appearances or statements and was unable to attend President Biden's inauguration in January 2021. However, he lived long enough to outlast two presidents who followed him and his own vice president, Walter Mondale. He became the longest-living president in March 2019 when he passed former President George H.W. Bush, who died four months before. Although Carter, nicknamed Jimmy Cardigan after once wearing a jumper for a televised speech, left the White House after one of the biggest landslide defeats of the modern era, he was one of very few US leaders to be memorialised while still alive. The evolution of his legacy was unusual as he had such a long period between the end of his unpopular presidency and the announcement at the weekend that he would undergo no further treatment to die peacefully at his home. Carter's time in the White House was marred by his struggles to respond to formidable challenges, including a major energy crisis, high inflation, and unemployment. He took office after Gerald Ford left the entire US government in disarray. Carter entered the Oval Office facing mounting challenges - an energy crisis, Soviet aggression and, above all, a deep mistrust of leadership by voters. In foreign affairs, he reopened US relations with China and tried to broker peace in the historic Arab-Israeli conflict, but was damaged late in his term by a hostage crisis in Iran. Carter's diagnosis of America's "crisis of confidence" did little to boost his flagging popularity, and in 1980 he was defeated in the general election by Ronald Reagan. Over the following decades, Carter built a distinguished career as a diplomat, humanitarian and author, pursuing conflict resolution in countries around the globe. He was awarded the Noble Peace Prize in 2002 "for his decades of untiring effort to find peaceful solutions to international conflicts, to advance democracy and human rights, and to promote economic and social development." Born in Plains, Georgia, in October 1924, Carter attended the US Naval Academy graduating in 1946. Already, he had a solid moral compass installed in him by his nurse mother, "Miz" Lillian. She set an example for her son by crossing the strict lines of segregation in 1920s Georgia to counsel poor African American women on health care. Shortly after passing out of the navy, he married Rosalynn Smith, having four children together. But tragedy struck in July 1953 as while he was preparing to serve as an engineering officer on the submarine Seawolf, his father, Earl, died from cancer. Carter returned home and was able to rebuild his family's struggling peanut warehouse business after a crippling drought. Ironically the legume became the symbol of his presidential campaign. Active in community affairs and a deacon at the Plains Baptist Church, he launched his political career with a seat on his local board of education. In 1962, he won the election to the Georgia State Senate as a Democrat, running for the governor's office four years later, finishing a disappointing third. The loss sent Carter into a depression, which he overcame by finding renewed faith as a born-again Christian. He ran again for the governorship in 1970 and won. A year later, Carter was featured on the cover of Time magazine as one of a new breed of young political leaders in the South, known for their moderate racial views and progressive economic and social policies. Initially, Carter was a political phenomenon, a new-generation Democrat who, after a single term as governor of the Peach State, shocked the political world by beating a host of better-known rivals to capture his party's presidential nomination in 1976. A year later, he would oust the incumbent Republican president, Ford. Over four years in office, he sought to restore trust in government following the Vietnam War and the Watergate scandal, ushering in reforms meant to transform politics. He mediated the historic Camp David Accords, making peace between Israel and Egypt, an agreement that remains the foundation of Middle East relations. But a sour economy, rocketing inflation, and a 444-day hostage crisis in Iran where 52 American diplomats were held captive undercut his public support. Ultimately, it cost him his re-election bid, losing to Ronald Reagan in 1980. Carter spent his post-presidency, however, on a series of philanthropic causes around the world, like building houses for the poor, combating disease, promoting human rights in places of repression, monitoring elections and seeking to end conflicts. His work as a former president in many ways came to eclipse his time in the White House, eventually earning him the Nobel Peace Prize and rehabilitating his image in the eyes of many Americans. "Between the time he left office and entered hospice care, he got to sit back and enjoy the adulation of a grateful nation," Jeffrey Engel, the director for the presidential history centre at Southern Methodist University, said. "The passage of time smoothed out the rough edges of his political career. If Carter had died in 1982, there would be less adulation than he is receiving right now." Joseph Crespino, the Jimmy Carter Professor of History at Emory University, called his resilience "remarkable." "Instead of sulking about not winning the second term, he used his influence and prominence from his position in politics to help millions of people and win the Nobel Peace Prize," he said. When asked about regrets, Carter spoke of his in his autobiography "A Full Life: Reflections at Ninety." The former president said he was upset by how his kiss with the Queen Mother was portrayed. He wrote how he didn't regret puckering up to Her Majesty, describing it as "lightly on the cheek" as the pair said goodnight after dinner at Buckingham Place in May 1977. However, much like his presidency, its impact never left those affected most by his actions. To her dying day, the Queen Mother had two hates, as detailed in her 2009 biography - oysters and being kissed by a US president.The Ravens looked better defensively last week, but now Roquan Smith's injury is a concern