The destruction caused to a significant part of the Chennai coastline from the oil spill that followed a collision between two ships is both tragic and ironic. A large quantity of oil was released into the sea, affecting marine life and livelihoods of coastal communities. What makes the collision ironic is that it comes at a time when there is steadily declining pollution due to such incidents. Ship collisions are less common today because GPS-based navigation systems have made their operation much safer. It is apparent that the first response to the Chennai collision involving an LPG tanker and the fuel carrier off the Kamarajar Port was seriously deficient.
The port initially denied any significant environmental damage from oil, but as the scale of the disaster began to unfold, and a large number of dead turtles and fish were washed ashore, it became obvious that the spill had not been quickly contained. Such failure calls into question the efficacy of the National Oil Spill Disaster Contingency Plan that is updated periodically for all stakeholders, notably ports, under the leadership of the Coast Guard. That the removal of the coastal sludge depended in large part on volunteers wielding buckets does not inspire much confidence in the protocol for mitigation.
An independent inquiry is vital to determine whether the training and acquisition of equipment to handle such accidents for all agencies passed muster. Moreover, pollution response equipment for all major ports and 26 non-major ports is funded to the extent of 50% by the Centre, casting a responsibility on ports to contribute the other half and build the capabilities to handle disasters.
Obfuscation of facts after an oil spill is counterproductive, since the impact is prolonged; moreover, it could erode the confidence of the international community in the country’s ability to fulfil its commitments within the UN system to protect marine life and biodiversity.
Failure to safeguard marine turtle and bird habitats, for example, is a clear violation of the provisions of the Convention on the Conservation of Migratory Species of Wild Animals, and its specific memorandum on the Indian Ocean-Southeast Asian region to which India is a signatory.
Considerable oil pollution is caused not just by catastrophes but through the discharge of ballast, sludge and water used for the cleaning of tanks. On the other hand, the efficacy of chemical dispersants to degrade oil at sea remains controversial. All this underscores the importance of timely advice from agencies such as the Indian National Centre for Ocean Information Services, which is mandated to forecast the course of an oil spill.
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[wptelegram-join-channel link=”https://t.me/s/upsctree” text=”Join @upsctree on Telegram”]2021 WEF Global Gender Gap report, which confirmed its 2016 finding of a decline in worldwide progress towards gender parity.
Over 2.8 billion women are legally restricted from having the same choice of jobs as men. As many as 104 countries still have laws preventing women from working in specific jobs, 59 countries have no laws on sexual harassment in the workplace, and it is astonishing that a handful of countries still allow husbands to legally stop their wives from working.
Globally, women’s participation in the labour force is estimated at 63% (as against 94% of men who participate), but India’s is at a dismal 25% or so currently. Most women are in informal and vulnerable employment—domestic help, agriculture, etc—and are always paid less than men.
Recent reports from Assam suggest that women workers in plantations are paid much less than men and never promoted to supervisory roles. The gender wage gap is about 24% globally, and women have lost far more jobs than men during lockdowns.
The problem of gender disparity is compounded by hurdles put up by governments, society and businesses: unequal access to social security schemes, banking services, education, digital services and so on, even as a glass ceiling has kept leadership roles out of women’s reach.
Yes, many governments and businesses had been working on parity before the pandemic struck. But the global gender gap, defined by differences reflected in the social, political, intellectual, cultural and economic attainments or attitudes of men and women, will not narrow in the near future without all major stakeholders working together on a clear agenda—that of economic growth by inclusion.
The WEF report estimates 135 years to close the gap at our current rate of progress based on four pillars: educational attainment, health, economic participation and political empowerment.
India has slipped from rank 112 to 140 in a single year, confirming how hard women were hit by the pandemic. Pakistan and Afghanistan are the only two Asian countries that fared worse.
Here are a few things we must do:
One, frame policies for equal-opportunity employment. Use technology and artificial intelligence to eliminate biases of gender, caste, etc, and select candidates at all levels on merit. Numerous surveys indicate that women in general have a better chance of landing jobs if their gender is not known to recruiters.
Two, foster a culture of gender sensitivity. Take a review of current policies and move from gender-neutral to gender-sensitive. Encourage and insist on diversity and inclusion at all levels, and promote more women internally to leadership roles. Demolish silos to let women grab potential opportunities in hitherto male-dominant roles. Work-from-home has taught us how efficiently women can manage flex-timings and productivity.
Three, deploy corporate social responsibility (CSR) funds for the education and skilling of women and girls at the bottom of the pyramid. CSR allocations to toilet building, the PM-Cares fund and firms’ own trusts could be re-channelled for this.
Four, get more women into research and development (R&D) roles. A study of over 4,000 companies found that more women in R&D jobs resulted in radical innovation. It appears women score far higher than men in championing change. If you seek growth from affordable products and services for low-income groups, women often have the best ideas.
Five, break barriers to allow progress. Cultural and structural issues must be fixed. Unconscious biases and discrimination are rampant even in highly-esteemed organizations. Establish fair and transparent human resource policies.
Six, get involved in local communities to engage them. As Michael Porter said, it is not possible for businesses to sustain long-term shareholder value without ensuring the welfare of the communities they exist in. It is in the best interest of enterprises to engage with local communities to understand and work towards lowering cultural and other barriers in society. It will also help connect with potential customers, employees and special interest groups driving the gender-equity agenda and achieve better diversity.