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Saudi Gazette
03-06-2025
- Business
- Saudi Gazette
62 air carriers operate 3,314 Hajj flights from 238 destinations
Saudi Gazette report MAKKAH — Saleh Al-Zuwaid, spokesman for the Hajj Transport and Logistics System, said that a total of 62 air carriers operated as many as 3,314 Hajj flights carrying pilgrims from 238 destinations in 71 countries around the world. Addressing a press conference for Hajj season transportation and communications system spokespersons at Hajj Media Operations Center in Makkah on Monday, Al-Zuwaid noted that the reception of pilgrims was conducted with the highest level of operational efficiency, contributing to the smooth flow of pilgrims' arrival and movement. Regarding the Haramain High Speed Rail, Al-Zuwaid stated that 4,700 trips were scheduled throughout the season with a capacity of up to two million passengers, an increase of 400,000 seats over last year. The number of trips between King Abdulaziz International Airport Station and Makkah has also been increased by 75percent compared to last year, reaching an average of approximately one trip per hour. He noted that 700,000 passengers had been transported on the Haramain High Speed Rail by Sunday, stressing that it will continue to provide services to pilgrims to meet their expectations. Regarding the Mashaer Train, the spokesperson confirmed that more than 2000 trips are expected to operate this season to transport more than 2 million passengers in 7 days. Al-Zuwaid explained that the use of road cooling technology in the holy sites has expanded by 82 percent compared to last year. "This technology has proven effective in reducing road surface temperatures by 12 degrees Celsius, especially in areas surrounding the Namirah Mosque and the holy sites," he added. For his part, Saad Al-Shanbari, spokesperson for the Hajj Communications and Technology System, stated that 4G and 5G coverage in Makkah, Madinah, and the holy sites reached 99 percent, resulting in a significant increase in internet speed, reaching 264 megabits per second, a 10 percent increase over last year. "Internet speed in Makkah and Madinah alone this year reached 336 megabits per second, a 19 percent increase over last year," he said. Al-Shanbari noted that Wi-Fi access points in Makkah, the holy sites, and Madinah reached more than 10,000 during this year's Hajj, in partnership with telecommunications service providers. He also emphasized that the Communications and Space Technology Commission (CSTC) was able to utilize the latest innovations during this season, successfully implementing, in partnership with Aramco, an artificial intelligence (AI) crowd management experiment using HAI surveillance cameras.
Time of India
23-05-2025
- General
- Time of India
In the wake of Operation Sindoor
Rajeev Kumar Jha is a development professional with over 18 years of extensive experience in Disaster Risk Reduction (DRR) and Climate Change Adaptation (CCA) across the South Asia region. He currently serves as the Director of DRR and CCA at the esteemed Humanitarian Aid International (HAI). As the Director, Rajeev is entrusted with the important responsibility of overseeing a wide range of initiatives aimed at reducing disaster risks and enhancing climate change adaptation capacities. He plays a pivotal role in designing and implementing innovative projects that integrate risk-informed approaches into development planning and humanitarian action, thereby contributing significantly to the betterment of society. Over the years he majorly invested in Disaster Risk Reduction, Climate Change, and Humanitarian Response work. Mr Jha's latest work includes working with UNDP India as a DRR consultant and as national lead for Practical Action on its DRR and Flood Resilience work supported by the ZURICH Foundation. His contribution after the Nepal Earthquake for Islamic Relief Worldwide as Senior Programme Manager cum Country Representative was noteworthy when he worked for the rehabilitation of disaster-affected communities. He works as a consultant for the World Bank India team in its Disaster Management program. He played an active role in shaping plans and policies during natural disasters such as cyclone Hudhud and the Jammu-Kashmir flood in India. He is also skilled in dealing with issues related to Urban and Rural Affairs, Civil Society partnerships, DRR and Climate Change issues, mainstreaming in development planning and policy, training and capacity building, monitoring and evaluation, and program management at the national and international level. LESS ... MORE On the 22nd day of April 2025, in the quiet valley of Pahalgam, where streams murmur and meadows bloom, terror once again intruded upon the sanctity of peace. In a moment heavy with cruelty, 26 souls were lost—among them a newlywed couple, torn from joy into the grip of horror, conscripted by fate to bear a chilling message to the Prime Minister of this great Republic. What words suffice for such sorrow? What balm for a nation wounded again? The perpetrators—The Resistance Front (TRF), a name shadowed by the spectre of Lashkar-e-Taiba—did not delay in boasting of their cruelty. And as the blood of innocents still cried from the earth, a voice from across the border sought not solidarity, but proof. Proof, in the face of agony; proof, in defiance of truth laid bare. But we have seen this play before. The theatre of denial, the pantomime of diplomacy, the habitual shrug in the face of pain not theirs. Let our grief not be idle. The pyres now burn, the nation bows not in defeat, but rises in remembrance. For every child orphaned, for every life cut short, for every silence where once there was laughter—India remembers. And India will answer. In response, the Prime Minister addresses a rally in Madhubani, Bihar, on 24th April 2025, with a powerful message: 'We will seek justice.' On May 7, 2025, Operation Sindoor was launched in response to the ongoing challenge of terrorism, a situation that affects us all deeply. The ensuing four days of intense fighting revealed the toll of conflict, showcasing a level of fighting that many hoped would never be witnessed again. The conflict has also seen the advanced use of drones, air defence systems, and precision strikes on the enemy territory by the Indian Air Force, It became evident that we cannot let fear dictate our actions. After extensive diplomatic discussions, both countries announced a ceasefire, which we hope brings some relief. However, the Indian government has reiterated that this is just a temporary pause; we remain vigilant in the face of potential threats across the border. This situation is a reminder of the strength we find in our unity, crossing political divides to stand together for peace and security. One important question that arises is how a country with a population of 1.4 billion people, which has historically advocated for peace and nonviolence, has shifted its stance and is now prepared to retaliate against its enemies, demanding retribution without seeking assistance from the UN or other international agencies. Notably, India has requested the UN Security Council to mediate the issue of Kashmir (Security Council passed Resolution 39 on January 20, 1948, which established the United Nations Commission for India and Pakistan (UNCIP) to mediate the dispute. The reasons are many: Repeated incidents This is not the first time that terrorists from across the border have ruthlessly taken the lives of innocent Indians. Tragic incidents are etched in our collective memory, from the fierce battles of Kargil to the chilling assault on the Parliament (13th Dec 2001), and the horrifying events of November 26, 2008, in Mumbai. On that fateful day, 166 lives were brutally snuffed out by the gunfire of Pakistani terrorists, leaving behind a wave of grief and devastation that still echoes in the hearts of many. Remember when Bill Clinton, former US president of US visited India in 2000 AD. 35 people in Anantnag district were killed by gunshot, a similar story when Vice President JD Evans visited in 2025. So, what changes then and now? One of the plausible reasons is that personality factors in Indian politics have shaped the major strategic decisions in India. To some extent, this is true, but even at this level, decisions are based on the socioeconomic and cultural inputs and the ability to deliver the message. Another reason could be the role of the middle class, as in the growing India voice of the middle class matters more than before, and governments may not ignore them now. Change in the country's strategic posture from defence to 'offensive defence' could be another one since 2014. There is also a clear political mandate since 2014 to respond decisively to aggression. But the real reason can be attributed to the economic growth of the country since 2000, as well as its ability to reform and modernise its systems and processes, making it more resilient. It is widely understood that effectively attacking an enemy depends on a society's ability to first withstand the shock, neutralise the threat, and then retaliate. In my opinion, a resilient economy plays a crucial role in the decision to strike back, as it provides better choices that simplify the strategic decision-making process. Now let's examine the economic growth of both countries, since 2000 AD, which may tell the real story of growing confidence of the Indian system to strike, and strike hard. According to the World Bank, India's average annual GDP growth rate from 2000 to 2023-24 is approximately 6.2%. This average reflects periods of significant expansion, such as the mid-2000s, as well as downturns, including the contraction during the COVID-19 pandemic in 2020. During the same period, the central government's revenue has increased dramatically from Rs 2.23 lakh crore (26 billion USD@83) to Rs 24.56 lakh crore (294 billion USD@83). This impressive revenue collection enables the government to allocate resources to various sectors, including defence. Let's also take a closer look at India's defence expenditure over recent years. India's defence spending has increased dramatically, rising from Rs 58,587 crore in 2000 AD (13 billion@45) to Rs 593,538 crore (71 billion@83), which amounts to about 2% of its GDP. Within this budget, capital expenditure typically constitutes around 28% to 32% of the total defence budget. While these figures may seem significant in absolute terms, the overall defence budget continues to hover around 2% of GDP. Given the fragile security situation, there is a growing call for India to increase its defence budget from 2% to 4% of GDP. At the same time, since 2000, Pakistan's average growth rate has been approximately 4.1%, starting from 1.9% of GDP growth in 2000, peaking at 7.5% in 2003-04, and then averaging around 4%. Notably, Pakistan experienced a contraction of up to 0.9% during the COVID-19 pandemic. When examining defence expenditure as a percentage of GDP, Pakistan allocates over 3%, which exceeds India's allocation of 2%. However, in absolute terms, and when factoring in the depreciation of the Pakistani Rupee against the Dollar, Pakistan's actual purchasing power is significantly lower. It can be concluded that despite Pakistan's defence spending, India's overall defence-related expenditure is considerably higher. This provides India with substantial capacity, knowledge, and skill to effectively respond to any incursions into its territory. What is evident is- a thriving economy, effective tax collection, and resource redistribution can be transformative forces that strengthen our ability to respond, enhance resilience against shocks, and accelerate India's thriving economy, which now exceeds USD 3.7 trillion, providing a solid foundation for national security. This economic scale allows for substantial and sustained investment in defence capabilities, including indigenous manufacturing (such as Tejas, BrahMos, and INS Vikrant) and the modernisation of the armed forces. Additionally, a vibrant economy enables India to maintain strong foreign exchange reserves (over USD 620 billion) and to fund strategic reserves and emergency responses. This context is further illustrated in the table provided below. IND & PAK defence budget and GDP growth comparison (2000–2024) Data Source-Several -SIPRI Military Expenditure Database, Ministry of Finance – Budget in Brief & Economic Survey – Historical defence budget allocations. However, just because the country is witnessing better economic growth doesn't mean that problems are resolved. One should combine all his social, economic, and cultural power in one direction to achieve its goal that s powerful, peaceful, and prosperous India. A few of the suggestions are- Promote economic asymmetry- It is crucial to achieve a consistent annual growth rate of 6-7 percent in comparison to your neighbouring economies. This strategic focus on sustained growth can transform the economic landscape. Such significant prosperity not only enhances competitive edge but also empowers to address pressing challenges with greater resilience. Correct the political narrative that fosters an unnecessary anti-minority atmosphere- The security situation in our country remains challenging, especially given our proximity to two large neighbours Pakistan and Bangladesh who has Islam is the state religion, Secular and modern India should avoid falling into the trap of responding based on dominant religious ideologies. We must reset our domestic political culture to improve our image by fostering an environment of maximum participation and minimal interference. Deradicalise the society- There should be an honest attempt at deradicalisation that aligns with our civilisational ethos of inclusivity and tolerance, while propelling the nation forward in modernity and development. India must invest in inclusive education, equitable development, and civic engagement rooted in constitutional values and ancient civilisation. Rise quietly – Our rise need not be loud or declarative; instead, it must be defined by quiet confidence. We must choose a different path — one of focused reform, institutional capacity building, and inclusive growth. Rather than seeking validation through headline diplomacy or reactive posturing, the emphasis should be on economic resilience, technological innovation, human capital, and social harmony. Facebook Twitter Linkedin Email Disclaimer Views expressed above are the author's own.
Time of India
16-05-2025
- Sport
- Time of India
‘Handball at school' initiative to promote handball at grassroots
1 2 3 Lucknow: International Handball Federation (IHF) and Asian Handball Federation (AHF) will launch 'Handball at school' project to create centres in cities and implement initiatives for grassroots development programme for players and coaches in India. This decision was made during a meeting recently held in Oman after the conclusion of the 10th Beach Asian Handball Championship 2025. The meeting was attended by IHF president Hassan Moustafa, vice-president Al Badar, and AHF secretary general Mohammad Shafiq. Talking to TOI, executive director of Handball Association of India (HAI) Anandeshwar Pandey said, "I proposed a few initiatives for grassroots development programs for players and coaches in India, and special programs for women training. IHF and AHF accepted the proposal. It was decided in the meeting that IHF and AHF would prioritize several initiatives in India." "A 'Handball at School' programme will be launched in which centres will be set up HAI will be provided with taraflex, goalposts, and other resources to promote handball in schools across the country. A coach development programme will be implemented in India, where Indian coaches will be informed about modern training methods to nurture new talent," he said. "We are hosting international events in India. Recently, we organized the Men's Youth and Junior (Continental Phase-Asia) Trophy in Lucknow. We will host Wheelchair Handball Championship-2026 in Lucknow," Pandey said. "The initiative will strengthen handball at the grassroots. It will not only reinforce the sports infrastructure but also give handball a new and powerful dimension in India, enabling players to perform better. Recently, our women Indian handball team bagged bronze in 10th Beach Asian Handball Championship-2025 at Oman," he added.
Medscape
16-05-2025
- Health
- Medscape
Hospitalists Lead Charge Against HAIs
It reads like the alphabet soup of healthcare: CDI, MRSA, CAUTI, and VAE. Those letters all fall under the category of hospital or healthcare-acquired infections (HAIs), and they can wreak havoc on patient care. On any given day, about 1 in 31 hospital patients has at least one HAI, according to the Centers for Disease Control and Prevention (CDC). The good news: As of 2023, the numbers demonstrated an improvement from the decade prior, but even a single HAI case is one too many. Most HAIs manifest within 48 hours after hospital admission. They are not only a patient-specific problem but also a community-based problem. Some HAIs — like methicillin-resistant Staphylococcus aureus — are linked to multidrug resistance. Preventing and minimizing the spread of these infections are essential to public health. Risk comes down to a facility's infection control practices, a patient's immune status, and the prevalence of pathogens in a given community. 'Healthcare-acquired infections should be a focus for all hospitals and institutions,' said Reina A. Patel, DO, pediatric hospitalist at Phoenix Children's Hospital, Phoenix. 'Any and all of them can be serious, depending on the host and what all they have going on at the time.' When it comes to HAIs, hospitalists are often at the front line of care. Therefore, it's essential that hospitalists understand how to best work with their team to prevent, identify, and optimally treat patients presenting with HAIs. Prevention as the Best Line of Defense The most common HAIs hospitalists encounter include pneumonia, surgical site infections (SSIs), gastrointestinal infections, urinary tract infections, and catheter-associated bloodstream infections. According to the National Institutes of Health, Clostridium difficile is the leading cause of infections, followed by S aureus and Escherichia coli . Transmission is complex and occurs from a wide variety of sources or combinations thereof. The best line of treatment, according to Patel, is prevention. Care bundles encourage consistent, evidence-based standard practices aimed at preventing HAIs. When implemented together, they can often lead to success. They involve three to five simple, clear steps. The key is that every member of the care team uses them, records it, and does so consistently. While that's ideal, it doesn't always happen. 'If I'm going to take care of a central line, there are certain steps I need to follow,' said Patel. 'I need to think about all those steps and whether they are clinically indicated. That knowledge is power and can make a difference.' In addition to care bundles, regular, consistent training on infection control is key. The CDC created its STRIVE curriculum to address both the technical and foundational elements of HAIs. Hospitals can use the modules in new hire training, or annual or periodic training, in the case of rising infection rates. Lora Sparkman, an RN and clinical leader with Relias, a workforce education and enablement solutions provider, has spent the past 5 years focused on virtual reality training, with a special focus on HAI control. 'In a perfect world, every member of the healthcare team is following the critical steps to prevent infection,' she said. 'But you're rapidly reassessing and reformulating the emergency in front of you. Steps get missed and you're only as good as your next infection.' Sparkman views the key to prevention as education and, in this case, changing how hospitals carry out that education. In a collaborative effort, Relias and Emory University launched Project Firstline, the CDC's national training collaborative for healthcare infection control. The training turns the traditional didactic approach on its head and, instead, implements virtual reality training. 'Telling people to wash their hands and watching PowerPoints hasn't moved the dial,' said Sparkman. 'With VR [virtual reality] training, clinicians can 'see' the virtual germs that cause infection, which heightens their awareness. They can also see where they might have missed a step in their prevention steps.' The training is assessment-based and designed for hospitals to use more frequently than traditional annual training and in smaller chunks of time. 'The approach creates recall in the brain so that you're carrying it with you longer and better,' said Sparkman. 'When training is faster and to the point, you're also more likely to get doctors to the table.' When Prevention Fails While prevention is ideal, it's still not always successful. In most cases, when a patient acquires an infection, it swiftly complicates their situation. 'You're treating for one condition and now adding another, which increases length of stay,' said Patel. 'As first line of defense, hospitalists are often the first to notice something is amiss.' The key to treating HAIs when they arise is co-management, said Patel. If you're dealing with an SSI, for instance, your co-manager in the patient's care will be the surgeon. But a hospitalist and a surgeon may have different approaches to care, which is where collaboration comes into play. 'A surgeon will think about the surgical site, which they should,' Patel said. 'But a hospitalist might be on the floor and available, and a nurse will reach out because a patient has a fever. A hospitalist will think of the reasons why that fever is there.' Hospitalists, then, have an advantage in HAI care; they are readily available to jump in at the first indication of infection. They can draw blood cultures, send them to the lab, order imaging, and prescribe treatment, if needed. If the infection is related to a surgery, 'reach out to the surgeon and ask to be there to see the site,' said Patel. 'That way you have a baseline of what the site looks like and can monitor it. If you don't do that, you might only have nurses or surgeons looking at the site in a silo.' That's a mistake because hospitalists are typically the physician with the most touch points with patients. Another member of the care team should be the infectious disease specialist. 'Often there's a decision to make, like how long you need to treat an infection before you can resume treating through a central line, for instance,' said Patel. 'It's definitely coordinated care.' Most institutions are focused on lowering their HAI rates and recognize it's a multidisciplinary approach. For example: In 2023, Patel's institution implemented a two-step bathing process prior to surgery. Six months on and with high compliance, the hospital has dramatically lessened its SSI rates. 'Anyone thinking about HAI prevention should consider all the different angles and services that interact with the patient,' Patel said. 'How do we engage everyone to make a difference?' The answer may lie with hospitalists, who regularly interact with many members of the care team. 'The role of the hospitalist is the specialist in the hospital,' said Sparkman. 'They are on staff around the clock, and they cut across the entire hospital.' Patel agreed. 'How you conduct your rounds, whether by yourself or with a group of learners, is critical,' she said. 'It should be a family-centered rounding, including nurses, pharmacists, and hospitalists, and you should always be thinking about what more you can do for infection control.'
Reuters
07-05-2025
- Business
- Reuters
Israel Aerospace to sell autonomous submarines to Greek Navy
JERUSALEM, May 7 (Reuters) - State-run Israel Aerospace Industries (IAI) ( said on Wednesday it signed a deal to sell its BlueWhale autonomous submarine system to the Greek Navy. IAI did not disclose financial details. BlueWhale is a large uncrewed underwater vehicle weighing 5.5 tons and can perform a wide range of covert maritime missions, including intelligence-gathering above the sea surface, submarine and underwater target detection, acoustic intelligence collection and searching for and detecting naval mines on the seabed, IAI said. It said that the autonomous submarine can perform a significant portion of a crewed submarine's operations for several weeks and that the system has been successfully deployed for thousands of diving hours. As part of the partnership, the Hellenic Aerospace Industry (HAI) will take on a role in the production and technological evolution of BlueWhale. The HAI, IAI said, will have access to IAI's technology, with opportunities for technology transfer and active involvement in projects of substantial operational significance.
