When the International Olympic Committee met seven years ago to choose a host for the 2022 Winter Games, China’s leader, Xi Jinping, sent a short video message that helped tip the scale in a close, controversial vote.
China had limited experience with winter sports. Little snow falls in the distant hills where outdoor events would take place. Pollution was so dense at times that it was known as the “Airpocalypse.”
Mr. Xi pledged to resolve all of this, putting his personal prestige on what seemed then like an audacious bid. “We will deliver every promise we made,” he told the Olympic delegates meeting in Malaysia’s capital, Kuala Lumpur.
host of the Summer Olympics, the Games have become a showcase of the country’s achievements. Only now, it is a very different country.
China no longer needs to prove its standing on the world stage; instead, it wants to proclaim the sweeping vision of a more prosperous, more confident nation under Mr. Xi, the country’s most powerful leader since Mao Zedong. Where the government once sought to mollify its critics to make the Games a success, today it defies them.
Beijing 2022 “will not only enhance our confidence in realizing the great rejuvenation of the Chinese nation,” said Mr. Xi, who this year is poised to claim a third term at the top. It will also “show a good image of our country and demonstrate our nation’s commitment to building a community with a shared future for mankind.”
Mr. Xi’s government has brushed off criticism from human rights activists and world leaders as the bias of those — including President Biden — who would keep China down. It has implicitly warned Olympic broadcasters and sponsors not to bend to calls for protests or boycotts over the country’s political crackdown in Hong Kong or its campaign of repression in Xinjiang, the largely Muslim region in the northwest.
combat Covid and imposed stricter safety measures than those during the Summer Olympics in Tokyo last year. It has insisted on sustaining its “zero Covid” strategy, evolved from China’s first lockdown, in Wuhan two years ago, regardless of the cost to its economy and its people.
an accusation of sexual assault by the tennis player Peng Shuai, a three-time Olympian, the I.O.C. did not speak out. Instead, it helped deflect concerns about her whereabouts and safety.
staggering costs of the 2014 Winter Games in Sochi, Russia, and the white-knuckle chaos of preparations for the 2016 Summer Games in Rio de Janeiro.
blue skies. High-speed railways have slashed the trip from Beijing to the most distant venues from four hours to one.
In an area perennially short of water, China built a network of pipelines to feed a phalanx of snow-making machines to dust barren slopes in white. Officials this week even claimed the entire Games would be “fully carbon neutral.”
Christophe Dubi, executive director of the upcoming Games, said in an interview that China proved to be a partner willing and able to do whatever it took to pull off the event, regardless of the challenges.
“Organizing the Games,” Mr. Dubi said, “was easy.”
The committee has deflected questions about human rights and other controversies overshadowing the Games. While the committee’s own charter calls for “improving the promotion and respect of human rights,” officials have said that it was not for them to judge the host country’s political system.
Instead, what matters most to the committee is pulling off the Games. By selecting Beijing, the committee had alighted on a “safe choice,” said Thomas Bach, the committee’s president.
unseasonably warm weather. Sochi 2014 — intended as a valedictory of Vladimir V. Putin’s rule in Russia — cost a staggering $51 billion.
Growing wariness of organizing the quadrennial event gave China an unexpected advantage. Beijing — no one’s idea of a winter sports capital — could reuse sites from the 2008 Games, including the iconic Bird’s Nest stadium for the opening ceremony. The Water Cube, which held the swimming and diving events 14 years ago, was rebranded as the Ice Cube.
Almaty, the former capital of Kazakhstan, once a republic of the Soviet Union.
The final tally was 44 to 40 for Beijing, with one abstention. Almaty’s supporters were left to fume over a glitch in the electronic voting system that prompted a manual recount to “protect the integrity of the vote.” That Kazakhstan has plunged into political turmoil on the eve of the Games seems now, in hindsight, further validation of the choice to pick Beijing.
Xinhua, compared to 480,000 three years before.
ceremonial scepter popular in the Qing dynasty, complete with a 6,000-seat stadium at the bottom that is supposed to hold soccer matches after the Olympics.
military preparations for the Games, including the installation of 44 antiaircraft batteries around Beijing, even though the likelihood of an aerial attack on the city seemed far-fetched.
“A safe Olympics is the biggest symbol of a successful Beijing Olympic Games, and is the most important symbol of the country’s international image,” he said then.
accusation of sexual harassment rocked the sports world last fall, the committee found itself caught in the furor.
fumed in private. Without the protective cover of the international committee, they feared reprisals if they spoke out individually.
The 2008 Olympics also faced harsh criticism. A campaign led by the actress Mia Farrow called the event the “genocide games” because of China’s support for Sudan despite its brutal crackdown in the Darfur region. The traditional torch relay was hounded by protests in cities on multiple continents, including Paris, London, San Francisco and Seoul.
The accusations against China today are, arguably, even more serious. The United States and other countries have declared that China’s crackdown against the Uyghur Muslims in Xinjiang amounts to genocide. Ms. Farrow’s biting sobriquet has resurfaced for 2022, with a Twitter hashtag.
only screened spectators of its own choosing. It will mostly be a performance for Chinese and international television audiences, offering a choreographed view of the country, the one Mr. Xi’s government has of itself.
If the coronavirus can be kept under control, Beijing could weather the Olympics with fewer problems than seemed likely when it won the rights to the Games seven years ago. Mr. Xi’s government has already effectively declared it a success. A dozen other Chinese cities are already angling for the 2036 Summer Olympics.
“The world looks forward to China,” Mr. Xi said in an New Year’s address, “and China is ready.”
Chris Buckley contributed reporting. Claire Fu, Liu Yi and Li You contributed research.
DALLAS–(BUSINESS WIRE)–The name Gehan is a very familiar one in Dallas. Glenn Gehan co-founded Gehan Homes, now the ninth largest private homebuilder in the United States, with his father and brothers in 1991. In 2018 Gehan launched GFO Home in Austin, and has now expanded the company into Dallas, where they are already seeing massive demand and success.
As a fourth-generation homebuilder with deep roots in the city, expanding his new company to Dallas was always the plan, Gehan says.
“The residential market is strong in Dallas, with the second-highest number of people moving here compared to all U.S. metro regions. We specifically target the move-up homebuyer, and we’ve had tremendous success; far more than even our most optimistic expectations,” Gehan says.
GFO Home’s leadership team has together built more than 25,000 homes over two decades and all of that experience went into creating a new and different company, launched in the hottest real estate market in the U.S.
The company builds high-end, architect-designed homes aimed at the move-up homebuyer market. GFO Home houses tend to be the highest quality in every community they’re in, on larger than average homesites and with better designs, elevations, and standard features than their competitors.
In Dallas, GFO has 54 homes under construction, with 19 ready for quick-move in, in six communities and the company is in negotiations with eight additional communities. GFO just opened new model homes in Inspiration, an award-winning master-planned community in Wylie; and in Lakeview Downs, featuring one-acre homesites in the Highland Park peninsula on Lavon Lake. A model in the Woodbridge community will open this quarter as well.
As a corporate citizen, GFO is already giving back to the DFW area in a big way, investing a total of $80,000 in the Dallas Children’s Advocacy Center, which improves the lives of abused children; and Genesis Women’s Shelter, which provides shelter and support for women who have experienced domestic violence.
GFO’s future plans include expansion into Houston, and eventually other large cities in Texas.
About GFO Home
GFO Home builds high-end modern homes in Dallas and Austin. The company was founded by Glenn Gehan in 2018 following the sale of Gehan Homes, the ninth largest private homebuilder in the United States. Gehan and his leadership team have collectively built more than 25,000 homes in two decades. GFO quickly became the fastest-growing homebuilder in Austin and is now building homes in six communities in Dallas. The company gives back to its communities and is a major donor to local charities in both cities.
BERKELEY HEIGHTS, N.J.–(BUSINESS WIRE)–Hayward Holdings, Inc. (NYSE: HAYW) (“Hayward”), global designer, manufacturer and marketer of a broad portfolio of pool equipment and technology, announces that Derek Spearman is joining the company as the Vice President of US Manufacturing. In this newly created role, Spearman will be responsible for all plant and planning operations for the company’s US-based plants.
“I am honored to join the Hayward team, and I look forward to continuing to build upon its solid foundation,” Spearman said. “Hayward is uniquely positioned to capitalize on the rapidly changing manufacturing environment thanks to its great business model and talented management team. This is a tremendous opportunity, and I am looking forward to making an impact.”
Spearman is joining Hayward’s Global Operations Staff, which is led by Senior Vice President and Chief Supply Chain Officer Donald Smith.
“Derek Spearman is joining Hayward in a new and vitally-important role where he will add additional experience, capacity and quality to what is already a world-class Operations team. Hayward will benefit greatly from Derek’s expertise in domestic and international operations leadership, Lean Manufacturing deployment, and strategic capacity and operational footprint design. I am excited for him to get started,” Smith said.
Spearman is joining Hayward after spending four years at Timken Company where he was the Vice President of Lovejoy Incorporated. At Timken, Spearman directed operations at five domestic and international plants staffed by more than 400 people, and he managed budgets exceeding $100 million.
Spearman has also previously held roles as a Director of Operations, Plant Manager, Six Sigma Blackbelt Lean Leader, Quality Director, and Area Manager with organizations such as GKN Driveline, Matcor-Matsu Group, Ford Motor Company, Eli Lilly, and Whirlpool Corporation.
Spearman earned an MBA from Webster University and a Bachelor of Science from Purdue University.
About Hayward Holdings, Inc.
Hayward Holdings, Inc. (NYSE:HAYW) is a leading global designer and manufacturer of pool equipment and technology all key to the SmartPad™ conversion strategy designed to provide a superior outdoor living experience. Hayward offers a full line of innovative, energy-efficient and sustainable residential and commercial pool equipment, including a complete line of advanced pumps, filters, heaters, automatic pool cleaners, LED lighting, internet of things (IoT) enabled controls, alternate sanitizers and water features.
This release contains forward-looking statements and information relating to the Company that are based on the beliefs of management as well as assumptions made by, and information currently available to management. When used in this release, words such as “may,” “will,” “should,” “could,” “intend,” “potential,” “continue,” “anticipate,” “believe,” “estimate,” “expect,” “plan,” “target,” “predict,” “project,” “seek” and similar expressions as they relate to us are intended to identify forward-looking statements. These statements reflect management’s current views with respect to future events, are not guarantees of future performance and involve risks and uncertainties that are difficult to predict. Further, certain forward-looking statements are based upon assumptions as to future events that may not prove to be accurate. Actual results or events could differ materially from the plans, intentions and expectations disclosed in forward-looking statements. Hayward has based these forward-looking statements largely on management’s current expectations and projections about future events and financial trends that management believes may affect Hayward’s business, financial condition and results of operations. Important factors that could affect Hayward’s future results and could cause those results or other outcomes to differ materially from those indicated in the forward-looking statements include the following: our ability to execute on our growth strategies and expansion opportunities; our ability to maintain favorable relationships with suppliers and manage disruptions to our global supply chain and the availability of raw materials; our relationships with and the performance of distributors, builders, buying groups, retailers and servicers who sell our products to pool owners; competition from national and global companies, as well as lower cost manufacturers; impacts on our business from the sensitivity of our business to seasonality and unfavorable economic and business conditions; our ability to identify emerging technological and other trends in our target end markets; our ability to develop, manufacture and effectively and profitably market and sell our new planned and future products; failure of markets to accept new product introductions and enhancements; the ability to successfully identify, finance, complete and integrate acquisitions; our ability to attract and retain senior management and other qualified personnel; regulatory changes and developments affecting our current and future products; volatility in currency exchange rates; our ability to service our existing indebtedness and obtain additional capital to finance operations and our growth opportunities; impacts on our business from political, regulatory, economic, trade, and other risks associated with operating foreign businesses; our ability to establish and maintain intellectual property protection for our products, as well as our ability to operate our business without infringing, misappropriating or otherwise violating the intellectual property rights of others; the impact of material cost and other inflation; the impact of changes in laws, regulations and administrative policy, including those that limit US tax benefits or impact trade agreements and tariffs; the outcome of litigation and governmental proceedings; impacts on our business from the COVID-19 pandemic; and other risks and uncertainties set forth under “Risk Factors” in the prospectus for Hayward’s initial public offering and in Hayward’s subsequent SEC filings.
IRVINE, Calif.–(BUSINESS WIRE)–With more than 50 years of innovation and linear lighting leadership, Tivoli Lighting introduces its Magic Linear Bar offering more than one million color options for architectural lighting for building facades, bridges and media display applications.
Available in 1-, 2-, 3- and 4-foot units, Magic Linear Bar provides high-color resolution with three (3) pixels per foot, delivering 44 frames per second. The linear fixture delivers dynamic resolution control ranging from the entire fixture length down to 4” segments with red, green, blue and white (4000K) LED channels. The fixture can be precisely synchronized with a standard DMX-12/Artnet system and ESD protection.
Magic Linear operates on a 24 VDC and has a 145°x 105° beam angle. The energy efficient fixture delivers up to 106 lumens per foot, while consuming only three (3) watts. With an IP67 rating, Magic Linear Bar will perform in wet conditions. The slim 1.12” W x 2.48” D x 39.37” L fixture comes with two mounting brackets per fixture.
Designed for a long performance life, Magic Linear Bar is 3G rated. It operates in temperatures from -4°F to 122°F, maintains 70% of its lumens at 60,000 hours and comes with a 3-year warranty. The fixture is cETLus, CE, RoHS certified to comply with North American safety standards. For more information about the Magic Linear, contact Tivoli Lighting at 714-957-6101 or visit (https://tivolilighting.com/tivoli-product/magic-linear-bar/) and (https://youtu.be/lFGXb-cE3LA).
With more than 50 years of innovation and experience, Tivoli continues to lead the linear lighting industry with its award-winning architectural and theater LED-based products that offer improved appearance, quality, performance and energy saving advantages. Tivoli’s team continues to strive to incorporate innovation, color quality, and longevity of life into every product it manufactures and engineers for high quality performance and extended service life.
People pushing for greater diversity on boards say companies need to expand their searches beyond current and former senior business executives, and emphasize skills over title.
“If you look around, everyone wants a sitting or recently retired C.E.O. who’s done very similar things to what their company’s trying to do sometime in the last decade,” said Jennifer Tejada, chief executive of PagerDuty, a software company, and a member of the boards of Estée Lauder and UiPath, a software company. “That’s a very narrow lens to look through.”
Under her leadership, PagerDuty’s eight-member board has just two white directors. She emphasized that she hadn’t had to settle for lesser candidates to have a diverse board. Her directors, she noted, include the dean of engineering at the University of Michigan, Alec D. Gallimore, who is Black; Bonita Stewart, who is a board partner at Gradient Ventures, an investment arm of Google, and the first Black woman to be a vice president at Google; and Rathi Murthy, who is Indian and a top technology executive at Expedia Group.
To ensure there are enough board candidates from a variety of backgrounds, companies need to do a better job promoting more people from underrepresented groups into senior roles, some executives said. That is especially true of increasing the number of Hispanic board members, said Elena Gomez, the chief financial officer of Toast, a software company, who is on PagerDuty’s board.
“What we need to do is get more Latinx people into those management roles, and that starts deeper in how you recruit and train,” Ms. Gomez said.
But the push to make boards more diverse has led to a backlash by some conservatives and libertarians. Some are suing to overturn the California laws, arguing that the state is illegally restricting the right of shareholders to select and vote on directors based on merit and skill.
“A coercive quota is being imposed on these companies,” said Daniel Ortner, a lawyer with the Pacific Legal Foundation. The foundation is representing the National Center for Public Policy Research, a group that says it promotes free-market policies, in a lawsuit challenging the law that requires directors from underrepresented groups.
RESTON, Va.–(BUSINESS WIRE)–Bowman Consulting Group Ltd. (the “Company” or “Bowman”) (NASDAQ: BWMN), today announced it had entered into a definitive purchase agreement for the acquisition of Terra Associates, Inc. (“Terra”). Closing is scheduled to occur on December 31, 2021, subject to customary closing conditions. Headquartered in Houston, Texas, Terra delivers civil design and engineering solutions to clients focused on traffic and transportation planning, water-wastewater solutions, landscape and irrigation systems, office and industrial facilities, and multi-family development. Under the continuing leadership of Vickie Henkel, Terra’s staff of 30+ professionals work from offices in Houston and San Antonio for both public and private sector clients. In connection with their water-wastewater practice, Terra serves in the role of District Engineer for several Texas-based Municipal Utility Districts (MUDs).
“Terra is a company with a forty-year heritage of serving eastern Texas,” said Gary Bowman, CEO of Bowman. “The leadership of Terra has surrounded themselves with a team of committed and energetic professionals who will all be great additions to Bowman. We have been intent on growing our Texas operations and this acquisition, following closely on the heels of our acquisition of 1519 Surveying, fortifies Bowman’s presence in the Lone Star state. Terra’s experience in commercial site work, transportation design and utility district services are highly complementary to our portfolio of services and align with our growth plans and evolving market demand. I am pleased to welcome everyone at Terra to Bowman and I am excited about the potential for our future together.”
“Choosing to join Bowman was an easy decision,” said Vickie Henkel, CEO of Terra. “Bowman’s approach to growth is very exciting to all of us at Terra. We’ve gotten to know the leadership at Bowman over the course of the acquisition process and we all feel very comfortable with the decision. Their commitment to helping our leadership and staff grow without changing the core of who we are is a big part of what makes us excited about this opportunity. The opportunity to be a part of an entrepreneurial public company is both exciting and energizing. We are all looking forward to the future as a Bowman company.”
The acquisition, which the Company expects to be immediately accretive, was financed with a combination of cash, seller financing, and stock. The Company expects the Terra acquisition to initially contribute approximately $5.5 million of annualized net service billing.
“We are continuing to execute on our commitment to growth at a reasonable price,” said Bruce Labovitz, Bowman’s CFO. “This will be our last acquisition in 2021, and it brings our annualized acquired revenue for the year to approximately $36 million. The Terra acquisition is within our target multiple range and it meets all of our objectives for operating performance metrics. As is our practice, we will provide more detailed information on M&A activities and pipeline in connection with scheduled quarterly communications.”
About Terra, Inc.
Terra Associates, Inc. (Terra) has provided civil engineering, surveying, economical design, project management and permitting services for multi-family, retail developments, office/industrial projects, and municipalities for over forty years. During its award-winning history, the company has added traffic engineering, landscape architecture and irrigation design services. With multiple certifications including LEED, Texas HUB, and SBE, Terra’s team of 30+ professionals work every day to exceed client expectations for reliability and innovation. Additional information on Terra, its team, and its projects can be found at www.terraassoc.com.
About Bowman Consulting Group Ltd.
Headquartered in Reston, Virginia, Bowman is an engineering services firm delivering innovative infrastructure solutions to customers who own, develop, and maintain the built environment. With 950 employees and more than 35 offices throughout the United Sates, Bowman provides a variety of planning, engineering, construction management, commissioning, environmental consulting, geomatics, survey, land procurement and other technical services to customers operating in a diverse set of regulated end markets. On May 11, 2021, Bowman completed its $51.7 million initial public offering and began trading on the Nasdaq under the symbol BWMN. For more information, visit www.bowman.com.
This press release may contain “forward-looking statements” within the meaning of the safe harbor provisions of the U.S. Private Securities Litigation Reform Act of 1995. The Company cautions that these statements are qualified by important factors that could cause actual results to differ materially from those reflected by the forward-looking statements contained in this news release. Such factors include: (a) changes in demand from the local and state government and private clients that we serve; (b) general economic conditions, nationally and globally, and their effect on the market for our services; (c) competitive pressures and trends in our industry and our ability to successfully compete with our competitors; (d) changes in laws, regulations, or policies; and (e) the “Risk Factors” set forth in the Company’s most recent SEC filings. All forward-looking statements are based on information available to the Company on the date hereof, and the Company assumes no obligation to update such statements, except as required by law.
A general view of JBR from the Bluewaters Island in Dubai, United Arab Emirates, December 08, 2021. REUTERS/Satish Kumar
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Dec 26 (Reuters) – The United Arab Emirates government has told some of its biggest business families that it plans to remove their monopolies on the sale of imported goods, the Financial Times reported on Sunday.
The government did not immediately respond to Reuters’ requests for comment but state news agency WAM quoted a Ministry of Economy statement saying a draft law on commercial agencies was still in its legislative cycle and “it is still too early to give details”.
The cabinet referred the draft to the Federal National Council for discussion and possibly more amendments, it added.
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The FT report said the proposed legislation would end the automatic renewal of existing commercial agency agreements in the Gulf state, giving foreign firms the opportunity to distribute their own goods or change their local agents.
“It no longer makes sense for individual families to have such power and preferential access to easy wealth,” the report quoted an Emirati official as saying. “We have to modernise our economy.”
The proposed law must be approved by the Emirati leadership and the timing for that remains uncertain, the report added.
Over the past year the UAE, a growing economic rival of Saudi Arabia, has taken measures to make its economy more attractive to foreign investors and talent.
Earlier this year, UAE said foreigners opening a company will no longer need an Emirati shareholder or agent, after it made changes to UAE company law.
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Reporting by Akriti Sharma in Bengaluru; Additional reporting by Maria Ponnezhath; Editing by Hugh Lawson and Emelia Sithole-Matarise
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His words seemed prophetic when, in 2016, an alliance of religious leaders in South Africa joined other critics in urging Mr. Zuma to quit. In early 2018, Mr. Zuma was ousted after a power struggle with his deputy, Mr. Ramaphosa, who took over the presidency in February of that year.
By then, Archbishop Tutu had largely stopped giving interviews because of failing health and rarely appeared in public. But a few months after Mr. Ramaphosa was sworn in as the new president with the promise of a “new dawn” for the nation, the archbishop welcomed him at his home.
“Know that we pray regularly for you and your colleagues that this must not be a false dawn,” Archbishop Tutu warned Mr. Ramaphosa.
At that time, support for the African National Congress had declined, even though it remained the country’s biggest political party. In elections in 2016, while still under the leadership of Mr. Zuma, the party’s share of the vote slipped to its lowest level since the end of apartheid. Mr. Ramaphosa struggled to reverse that trend, but earned some praise later for his robust handling of the coronavirus crisis.
A Global Celebrity
For much of his life, Archbishop Tutu was a spellbinding preacher, his voice by turns sonorous and high-pitched. He often descended from the pulpit to embrace his parishioners. Occasionally he would break into a pixielike dance in the aisles, punctuating his message with the wit and the chuckling that became his hallmark, inviting his audience into a jubilant bond of fellowship. While assuring his parishioners of God’s love, he exhorted them to follow the path of nonviolence in their struggle.
Politics were inherent in his religious teachings. “We had the land, and they had the Bible,” he said in one of his parables. “Then they said, ‘Let us pray,’ and we closed our eyes. When we opened them again, they had the land and we had the Bible. Maybe we got the better end of the deal.”
His moral leadership, combined with his winning effervescence, made him something of a global celebrity. He was photographed at glittering social functions, appeared in documentaries and chatted with talk-show hosts. Even in late 2015, when his health seemed poor, he met with Prince Harry of Britain, who presented him with an honor on behalf of Queen Elizabeth II.
NAIROBI, Kenya — Secret meetings with a dictator. Clandestine troop movements. Months of quiet preparation for a war that was supposed to be swift and bloodless.
New evidence shows that Ethiopia’s prime minister, Abiy Ahmed, had been planning a military campaign in the northern Tigray region for months before war erupted one year ago, setting off a cascade of destruction and ethnic violence that has engulfed Ethiopia, Africa’s second most populous country.
Mr. Abiy, a Nobel Peace Prize laureate seen recently in fatigues commanding troops on the battlefront, insists that war was foisted upon him — that ethnic Tigrayan fighters fired the first shots in November 2020 when they attacked a federal military base in Tigray, slaughtering soldiers in their beds. That account has become an article of faith for Mr. Abiy and his supporters.
In fact, it was a war of choice for Mr. Abiy — one with wheels set in motion even before the Nobel Peace Prize win in 2019 that turned him, for a time, into a global icon of nonviolence.
Tigrayans routed the Ethiopian troops and their Eritrean allies over the summer and last month came within 160 miles of the capital, Addis Ababa — prompting Mr. Abiy to declare a state of emergency.
Recently, the pendulum has swung back, with government forces retaking two strategic towns that had been captured by the Tigrayans — the latest twist in a conflict that has already cost tens of thousands of lives and pushed hundreds of thousands into famine-like conditions.
Analysts say that Mr. Abiy’s journey from peacemaker to battlefield commander is a cautionary tale of how the West, desperate to find a new hero in Africa, got this leader spectacularly wrong.
“The West needs to make up for its mistakes in Ethiopia,” said Alex Rondos, formerly the European Union’s top diplomat in the Horn of Africa. “It misjudged Abiy. It empowered Isaias. Now the issue is whether a country of 110 million people can be prevented from unraveling.”
The Nobel Committee Takes a Chance
Accepting the Nobel Peace Prize in December 2019, Mr. Abiy, a former soldier, drew on his own experience to eloquently capture the horror of conflict.
his first months in power, Mr. Abiy, then 41, freed political prisoners, unshackled the press and promised free elections in Ethiopia. His peace deal with Eritrea, a pariah state, was a political moonshot for the strife-torn Horn of Africa region.
Even so, the five-member Norwegian Nobel Committee knew it was taking on a chance on Mr. Abiy, said Henrik Urdal of Peace Research Institute Oslo, which analyzes the committee’s decisions.
announced to applause that he was nominating Mr. Abiy for a Nobel Peace Prize.
Back in Sweden, Dr. Kontie persuaded Anders Österberg, a parliamentarian from a low-income Stockholm district with a large immigrant population, to join his cause. Mr. Österberg traveled to Ethiopia, met with Mr. Abiy and was impressed.
at least two nominations for Mr. Abiy that year.
In selecting Mr. Abiy, the Nobel Committee hoped to encourage him further down the path of democratic reforms, Mr. Urdal said.
Even then, though, there were signs that Mr. Abiy’s peace deal wasn’t all it seemed.
reopened borders, were rolled back or reversed in a matter of months. Promised trade pacts failed to materialize, and there was little concrete cooperation, the Ethiopian officials said.
Eritrea’s spies, however, gained an edge. Ethiopian intelligence detected an influx of Eritrean agents, some posing as refugees, who gathered information about Ethiopia’s military capabilities, a senior Ethiopian security official said.
The Eritreans were particularly interested in Tigray, he said.
Mr. Isaias had a long and bitter grudge against the Tigray People’s Liberation Front, which dominated Ethiopia for nearly three decades until Mr. Abiy came to power in 2018. He blamed Tigrayan leaders for the fierce border war of 1998 to 2000 between Ethiopia and Eritrea, a former province of Ethiopia, in which as many as 100,000 people were killed. He also blamed them for Eritrea’s painful international isolation, including United Nations sanctions.
For Mr. Abiy, it was more complicated.
He served in the T.P.L.F.-dominated governing coalition for eight years and was made a minister in 2015. But as an ethnic Oromo, Ethiopia’s largest ethnic group, he never felt fully accepted by Tigrayans and suffered numerous humiliations, former officials and friends said.
visited the ancient Amhara city of Gondar in November 2018, chanting, “Isaias, Isaias, Isaias!”
Later, a troupe of Eritrean singers and dancers visited Amhara. But the delegation included Eritrea’s spy chief, Abraha Kassa, who used the trip to meet with Amhara security leaders, the senior Ethiopian official said. Eritrea later agreed to train 60,000 troops from the Amhara Special Forces, a paramilitary unit that later deployed to Tigray.
advocated an effective merger of Ethiopia, Eritrea and Djibouti — a suggestion that dismayed Ethiopian officials who saw it as straight from the playbook of Mr. Isaias.
Aides also saw the remarks as further proof of Mr. Abiy’s impulsive tendencies, leading them to cancel his news conference during the Nobel ceremonies in Oslo 10 months later.
Irreconcilable Visions Lead to War
Mr. Abiy viewed the Tigrayans as a threat to his authority — perhaps even his life — from his first days in power.
The Tigrayans had preferred another candidate as prime minister, and Mr. Abiy told friends he feared Tigrayan security officials were trying to assassinate him, an acquaintance said.
At the prime minister’s residence, soldiers were ordered to stand guard on every floor. Mr. Abiy purged ethnic Tigrayans from his security detail and created the Republican Guard, a handpicked unit under his direct control, whose troops were sent for training to the United Arab Emirates — a powerful new ally also close to Mr. Isaias, a former Ethiopian official said.
The unexplained killing of the Ethiopian military chief, Gen. Seare Mekonnen, an ethnic Tigrayan who was shot dead by a bodyguard in June 2019, heightened tensions.
violent clashes between police officers and protesters erupted across the Oromia region, culminating in the death in June 2020 of a popular singer.
publicly appealed to both sides to halt “provocative military deployments.” The next evening, Tigrayan forces attacked an Ethiopian military base, calling it a pre-emptive strike.
Eritrean soldiers flooded into Tigray from the north. Amhara Special Forces arrived from the south. Mr. Abiy fired General Adem and announced a “law enforcement operation”in Tigray.
Ethiopia’s ruinous civil war was underway.
A New York Times reporter contributed reporting from Addis Ababa, Ethiopia.
LONDON — When Prime Minister Boris Johnson of Britain warned his country in a televised address on Sunday night that a tidal wave was coming, he might well have been talking about his own political future.
Mr. Johnson’s reference was to the latest coronavirus variant, which is sweeping across Britain and prompted him to ramp up a campaign to deliver 18 million booster shots by New Year’s Day. But the prime minister faces a different kind of deluge: from a rebellious Conservative Party, collapsing poll ratings and persistent questions about whether he or his staff flouted the very lockdown rules they imposed on the public.
The cascade of bad news is so extreme that it has raised questions about whether Mr. Johnson will even hang on to power until the next election. It is an ominous turn for a leader who has long defied political gravity, surviving scandals and setbacks that would have sunk many other politicians.
“It’s not the end for him, but I think it’s the beginning of the end,” said Jonathan Powell, who served as chief of staff to a Labour prime minister, Tony Blair. “The problem is that these crises have a cumulative effect. As soon as he ceases to be an asset and the party is facing an election, they’ll get rid of him.”
according to a poll by the market research firm Opinium. The opposition Labour Party has jumped to a lead over the Conservatives of nine percentage points, its largest advantage since February 2014.
“The thing that should most worry the prime minister is that while the Tory share has dipped quite clearly, the ratings for the prime minister have dipped even more,” said Robert Hayward, a Conservative member of the House of Lords and a polling expert. “The message is quite clear: that this is at the prime minister’s door.”
For Mr. Johnson, the rapidly spreading Omicron variant could help him politically, giving him a fresh public-health crisis around which to mobilize another national vaccination campaign. Britain’s rapid rollout of vaccines early in the year buoyed the government, though the pace fell off later in the summer, and Britain’s rate of fully vaccinated people now trails those of France, Italy and Portugal.
There was anecdotal evidence on Monday that Mr. Johnson’s urgent call for booster shots had resonated with the public: People had booked more than 110,000 appointments by 9 a.m. on Monday morning, causing the National Health Service’s website to crash under the weight of the demand. Long lines formed outside vaccination sites, including one snaking around St. Thomas’s Hospital, across the river from Parliament in London.
recently likened Mr. Johnson to President Richard M. Nixon and accused his aides of lying consistently.
“There are several reasons for this,” Mr. Hodges wrote. “One is obviously Boris himself. As a former minister said: ‘He treats facts like he treats all his relationships — utterly disposable once inconvenient.’”
resigned in a flap over his outside lobbying activities. Oddsmakers now expect the Tories to lose the seat to the Liberal Democrats.
That would be a demoralizing setback for both Mr. Johnson and his party; those are the type of working-class voters who swept Mr. Johnson to power and whom he needs to hold on to if he wants to win again in the next election.
“The Tories are more willing to get rid of their leaders than the other political parties: We do it much more quickly and ruthlessly,” Mr. Hayward said. “But the loss of support is attritional; it isn’t over one particular event.”