Showing posts with label europe. Show all posts
Showing posts with label europe. Show all posts

Tuesday, June 17, 2014

Nuclear non-proliferation: Pak-EU engagement termed an effective instrument

Experts at a dialogue here on Monday discussed the nuclear non-proliferation challenges for Pakistan and South Asia, said a press release.

The dialogue on “Non-Proliferation and Disarmament Challenges for Pakistan and the Region” was organized by the South Asian Strategic Stability Institute (SASSI) University and attended by security and defence analysts.

EU principal adviser and special envoy for non-proliferation and disarmament Jaeck Bylical said that the EU-Pakistan engagement plan is an effective instrument to counter the threat of nuclear proliferation and global challenges in this domain.

Sassi University Director General Dr Maria Sultan in her opening remarks said Pakistan-EU strategic dialogue will lead towards a positive outcome.

She emphasized that the Indo-US nuclear deal has created serious security concerns for the stability of the region.

While speaking on the occasion, Defence Secretary Asif Yaseen Malik stated that the increase in the Indian defence budget was equal to the entire defence budget of Pakistan. He added that Pakistan continues to believe in minimum deterrence and engaging on non-proliferation with the rest of the international community.

Pakistan’s commitment to nuclear security framework is a testament to this, he added. More

Published in The Express Tribune, June 17th, 2014.

 

Monday, May 5, 2014

NATO's Biggest Mistake

The Alliance Drifted From Its Core Mission -- And the World Is Paying the Price

For 20 years, NATO and European security policy have been guided by four flawed strategic assumptions. First, Western leaders assumed that Russia had become a benign power and that inter-state threats to European security were therefore no longer a concern.

Second, because NATO’s core mission -- collective defense -- was no longer a compelling reason to keep the alliance together, leaders argued that NATO needed to go “out of area or out of business.” NATO consequently expanded its membership and took on a new array of global missions. Third, Western leaders assumed that NATO expansion would not provoke a reaction from Russia. NATO’s leaders believed their own rhetoric about the benign nature of NATO expansion, and they assumed Moscow would see it this way as well. Fourth, they believed that the alliance would be successful in carrying out military and stabilization missions in far-off places such as Afghanistan, Iraq, and Libya.

In 2014, Western officials are learning about their strategic errors the hard way. They have come to realize that NATO’s collective defense mission in Europe is still vital because Russia is in the business of changing international borders by force, that NATO never had to go “out of area” for a compelling mission, that the Kremlin didn’t see NATO expansion to Russia’s borders as benign, and that NATO missions in Afghanistan, Iraq, and Libya cost a great deal in lives and money but they only achieved mixed results.

As U.S. and European officials scramble to devise a coherent, credible, effective response to Russian aggression in Ukraine, they must also undertake a fundamental strategic reassessment. Europe still faces inter-state security threats, in the form of Russian aggression. NATO’s core mission -- collective defense -- is still vital. Deterrence and defense are still needed in Europe. And, as in many great-power relationships, the challenge is to deter aggression and reassure allies without provoking escalation.

For U.S. and European leaders -- and for NATO -- it’s back to basics.

OUT OF AREA, OUT OF WHACK

Following the collapse of Soviet power in Eastern Europe in 1989 and the break-up of the Soviet Union itself in 1991, it was natural and inevitable that NATO would change. The alliance had been created to deter -- and, if necessary, defend against -- a Soviet attack on Western Europe. With the Soviet Union gone, the military balance in Europe suddenly and fundamentally shifted. NATO’s raison d’être was called into question.

By the mid-1990s, the conventional wisdom was that NATO must go “out of area or out of business.” This view was promulgated by most (but not all) security policy experts, and it was ultimately embraced by the alliance’s leadership. This led to two main changes in NATO policy.

First, the leadership expanded the alliance from 16 to 28 members, bringing in countries from the former Warsaw Pact and the former Soviet Union, in particular. In 1999, the Czech Republic, Hungary, and Poland formally joined NATO. In 2004, Bulgaria, Estonia, Latvia, Lithuania, Romania, Slovakia, and Slovenia joined the alliance. Albania and Croatia became NATO members in 2009.

In the 1990s, some scholars and commentators -- including me -- argued that NATO expansion could be counter-productive because it could trigger a backlash in Russia. NATO expansion could give Russian nationalists and political opportunists yet another weapon to use against pro-Western factions in Russia’s domestic political arena. In the worst-case scenario, embittered nationalists or opportunists could come to power and adopt more aggressive policies toward Europe and the United States. “The emergence of a kinder, gentler Russia is far from certain,” I wrote at the time, “but it is not in the interests of the United States or NATO’s European members to take steps that would make Russian authoritarianism and belligerence more likely.”

U.S. and European leaders preferred to believe that their intentions were benign and that Russia’s leaders would see NATO expansion in that benign light. The alliance’s leaders also believed that their diplomatic overtures to Russia -- such as the creation of a NATO-Russia Permanent Joint Council in 1997 -- would further pacify the Kremlin. That was wishful thinking.

In a recent Washington Post article, Jack F. Matlock, the former U.S. ambassador to Moscow, observed that the effect of NATO actions in the 1990s -- alliance expansion and the bombing of Serbia in 1999 without UN Security Council authorization -- was “devastating.” He observed that in 1991, Russian public opinion polls indicated that approximately 80 percent of Russian citizens had a positive view of the United States; in 1999, nearly the same number had a negative view of the country. In 2000, Vladimir Putin was elected president of the Russian Federation.

The second major change in NATO policy, starting in the 1990s, was the adoption of a new array of global missions to justify NATO’s continued existence. The rationale was that NATO’s European members would have to help Washington with its global concerns to keep the United States committed to Europe.

This strategic reasoning was based on several flawed assumptions. First, the global interests of the United States and Europe were not (and are not) in alignment. Second, Europe had limited power-projection capabilities in the 1990s, and these capabilities declined substantially over time. Third, the far-flung security problems that would be tackled -- Afghanistan, Iraq, Libya -- were exceptionally formidable. Success, which would depend on high levels of political will and material commitments sustained over time, would be difficult to achieve.

As he was about to step down as U.S. Secretary of Defense in June 2011, Robert Gates assessed the track record. In Afghanistan, he said in a 2011 speech, the “mission has exposed significant shortcomings in NATO -- in military capabilities and in political will. Despite more than 2 million troops in uniform -- NOT counting the U.S. military -- NATO has struggled, at times desperately, to sustain a deployment of 25-40,000 troops.” In Libya, he continued, “it has become painfully clear that similar shortcomings -- in capability and will -- have the potential to jeopardize the alliance’s ability to conduct an integrated, effective and sustained air-sea campaign.... [While] every alliance member voted for the Libya mission, less than half have participated at all, and fewer than a third have been willing to participate in the strike mission.”

“Going global” did not make NATO more relevant, effective, or credible. To the contrary, these operations entailed tremendous costs -- in terms of lives, money, political unity, and alliance credibility. These operations also drained European military capabilities that were already weak and are now even more steeply in decline. Expectations have been dashed, and the alliance’s credibility has been damaged.

Unfortunately, this has happened just as security threats in Europe have reemerged, in ways that are now obvious to almost everyone. Ironically, these threats have developed in part because of NATO’s own misguided actions.

GRAVE NEW WORLD

U.S. and European leaders are now grappling with the immediate challenge posed by Russia’s aggression in Ukraine, but they must also undertake a fundamental strategic reassessment.

First, they must recognize that Europe still faces inter-state security threats. For decades, Americans and western Europeans believed that inter-state war in Europe was unthinkable; they were confident in the emergence of a Europe that was “whole, free, and at peace.” They believed that Russia would behave as if it were a member of the NATO-EU club, even though there was no chance that it would be admitted to the club any time soon.

Putin has chosen another path. Russian aggression is real, and it may continue. Putin’s, domestic approval ratings are up, and they may stay up unless economic sanctions change Russian public and elite opinion. Putin is not yet looking for an “off-ramp” to defuse the confrontation. To the contrary, he currently has a domestic political incentive for a sustained confrontation with the West.

As President Toomas Hendrik Ilves of Estonia recently observed: “The fundamental understanding of security in Europe has now collapsed. Everything that has happened since 1989 has been predicted on the fundamental assumption that you don’t change borders by force, and that’s now out the window.” General Philip Breedlove, NATO’s Supreme Allied Commander Europe, put it succinctly, “It’s a paradigm shift.”

Second, U.S. and European leaders will have to devise new security responses to counter Russia’s new, semi-covert forms of military aggression. Russia’s campaigns in Crimea and eastern Ukraine have not involved columns of tanks streaming across borders. Instead, Moscow has skillfully used staged provocations, local supporters, unmarked special forces, cyber-attacks, and massive disinformation campaigns to create instabilities that can be used as pretexts for annexation.

To date, the U.S. and European responses have been very modest and almost entirely traditional in character -- verbal assurances; some small, additional troop rotations in eastern Europe; and some small, additional military exercises. NATO needs to think hard and fast about countering Russia’s new form of warfare, especially for NATO members that have Russian minorities. This will entail substantially enhanced internal security, homeland security, training, intelligence, early warning, cybersecurity, and public diplomacy capacities. These will be the keys to deterrence and defense against destabilization operations.

Third, U.S. and European leaders will have to forge a consensus on broader, long-term responses to Russia. Many Europeans are still in denial, and Europe is therefore divided. Belief systems are notoriously resistant to change, and the appeal of a European security nirvana was especially powerful.

Europe’s paralysis is reinforced by economic vulnerabilities (many European countries depend on Russian energy experts) and other economic and business ties with Russia. As a result, there is a range of opinion in Europe on Russia, and it varies according to geography, of course. Countries that are closer to Russia -- Poland and the Baltic states, in particular -- are afraid of Russia and have called for strong Western responses. Bridging these intra-European differences will not be easy. More

 

Tuesday, October 22, 2013

Model OSCE of the Swiss OSCE Chairmanship

Switzerland will assume the Chairmanship of the Organisation for Security and Co-operation in Europe (OSCE) in 2014.

In accordance with the year’s overall theme, “Creating a Security Community for the Benefit of Everyone,” it will pursue three overarching objectives:

  • Fostering security and stability in Europe;
  • Improving people’s lives;
  • And strengthening the OSCE and increasing its capacity to act.

As part of its third objective, Switzerland wants to strengthen the voice of young people and enhance their involvement within OSCE structures. It will therefore organise a year-long Model OSCE series in which one delegate from each of the 57 OSCE-participating States will be invited to participate.

More specifically, that means that the delegates will simulate the activities and responsibilities of two specific OSCE decision-making bodies. And in doing so, the delegates will . . .

  • Get familiar with OSCE structures and –themes;
  • Have the opportunity to acquire and develop various skills (in international diplomacy, negotiations, public speaking, communications, problem solving and critical thinking);
  • Improve their team-working and leadership abilities;
  • And have the opportunity to meet other young people from the 57 OSCE-participating States.

Who should register in the Model OSCE? We strongly encourage young people aged 18-30 to submit their applications. Participants must be citizens of one of the 57 OSCE participating States, fluent in written and oral English, interested in international politics, and ready to devote their time and ideas to this project throughout the year of the Swiss OSCE Presidency. More

 

Please visit the Swiss National Youth Council (SNYC) website to submit your application.

 

Tuesday, August 6, 2013

Turning Water Into Gold

For centuries, water has been seen as a free public good, with no price attached.

Shrinking Water Resources

But as droughts, population growth and farming demand deplete aquifers worldwide, water prices and demand for innovative water technology are set to steadily rise, said experts.

“The dry regions such as the American Southwest are getting drier,” said Simon Gottelier, an investment manager at Impax Asset Management in London.

Every place on the global map will need to spend money on water, said Gottelier. He predicts that the water industry will grow 5% to 7% each year on average.

Financial firms are meeting the demand for investable opportunities in some new ways. Texas-based Waterfund LLC, for one, is creating swaps, a derivative where one security is exchanged for another. The risk management firm has also teamed with IBM to craft a water index that finally pins a price on water use in the world’s 100 largest cities. Through these swaps, institutions can then hedge their risks when water prices rise.

The long view

Water stocks are a multi-decade opportunity, Gottelier said, for many reasons. One, and arguably the most urgent, is cleaning polluted water. The mighty Nile, which runs through nine nations and supports 80 million people throughout the region, is polluted, since heavy regulation only allocates water flow. Even though it’s polluted and carries diseases, the river water is used for farming, drinking and bathing.

The Nile River

And in water-starved China, 80% of the rivers and lakes are polluted, by World Bank estimates. Shanghai alone is spending tens of billions of yuan to fix the problem. India has a similar problem: over-polluted rivers such as the Ganges and Indus. The government is investing the equivalent of tens of millions of dollars on treatment facilities.

So, like many problems with a business-oriented solution, investors are seeking ways to profit from the surging demand for technology and systems to clean and filter contaminated water.

Companies are also eager to discover and extract more H2O. Seventy percent of the planet is covered in water, but only 3% of it is fresh. And that supply is mainly stashed in hard-to-reach places such as icecaps and deep underground reservoirs.

Easily gotten sources — reservoirs, lakes and rivers — are getting quickly depleted. The Aral Sea in Uzbekistan, for example, has shrunk so much that former fishing villages are now surrounded by desert land. Formerly part of the famous Silk Road, the Aral Sea will be completely dry within a decade.

Storied rivers such as the Nile and the Colorado in the US are also losing water as dams and other measures divert water from their flows for agricultural and other uses.

“Too much water is also being taken out of the Nile,” said Dr Jenny Kehl, director of the Center for Water Policy at the University of Wisconsin-Milwaukee. But the Nile isn’t alone, she added, since other great rivers such as the Jordan and the Mekong are also running drier as usage increases.

Deep underground aquifers, which store the freshest water, are also in rough shape as increased demand drains them dry. The problem is particularly acute in North Africa and the southwestern US, Kehl added.

Good news for water companies

Both dwindling supplies and dirtier water are translating into tighter water management. And that’s good news for the 300 global companies plying the water market. Most are in the US, followed by Europe, said Gottelier. Japan is a serious player, too.

Unlike taming carbon, water is a cheerier story.

“There are already lots of solutions in place,” said Cate Lamb, head of Carbon Disclosure Project’s water program. “So water management can shift much more rapidly than carbon.”

Repairing and monitoring crumbling, leaky pipes, pumps and valves is a key part of the water market. There are about 50 to 100 years of underinvestment in water supply upgrades in parts of Europe, said Gottelier, which leads to lots of leakage. In the US, the EPA estimates that upgrades to its aged water infrastructure will cost as much as $400 billion.

Water needs will translate into recurring business for infrastructure manufacturers such as Swiss-based Pentair Ltd, Texas based Flowserve Corp, and New York-based Xylem, said Matthew Sheldon, a portfolio manager for the Calvert Global Water Fund. “They all have very strong business models,” he said.

No surprise, then, that the $197 million Calvert fund’s largest holding is infrastructure stocks, along with technology plays for leak detection. Canada-based Pure Technologies Ltd which inspects and monitors pipelines, is a player in the water efficiency niche. The company is growing 20% to 30% per year, added Sheldon. UK-based Halma PLC also makes leak detection equipment.

Reusing water is the fastest growing niche though, said Sheldon. So water treatment and filtration companies such as Kurita Water Industries Ltd in Japan and China Everbright International in Hong Kong are set to prosper, said Sheldon.

“Much of the world is catching up with purification,” added Neil Berlant, a partner at Crowell, Weedon & Co, a brokerage and money management firm in Los Angeles. “Water treatment transcends all borders.”

Desalination, which removes salt from water, is being heavily used in Israel, Spain and Australia. The main reason: its price is decreasing.

“Up until now, desalination has been a small part of the water industry,” said Sheldon. “But it should begin accelerating next year.” Desalination players include big water utility companies such as VeoliaEnvironnement and Suez Environnement in France and the smaller pure-play company Energy Recovery in the US.

Oddly, few innovative emerging water companies are making waves. The initial public offering market, like the broader market, is still suffering. And new biological treatments for recovering energy and nutrients from waste water are still in their infancy, said Sheldon. More