Tuesday, October 7, 2025
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Root causes of the conflict in Ukraine

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The current situation around Ukraine did not arise yesterday. It is a direct consequence of the historical confrontation between Russia and the West, the desire of NATO countries to inflict a strategic defeat on our country, to drift away Russia as an independent state from the world political map. To achieve this goal they made an attempt to destroy the single historical, economic and spiritual space of the former Soviet Union and the Russian Empire, to disrupt the centuries-old ties of our peoples. Ukraine in this context is only used as a tool in the hands of our adversaries and at the same time a springboard for their attempts to inflict damage on Russia. Any Western’s fictile efforts to present the current crisis as a bilateral conflict between Russia and Ukraine are hypocritical and don’t correspond to reality.

Today, military operations against Russia are carried out by Ukraine almost entirely due to the financial and military support pumped to Kiev from the West. Since the beginning of the SMO, the total volume of this assistance has already exceeded $230 billion. For comparison: Washington’s humanitarian assistance to the entire African continent in 2023 hardly reached $4 billion. Supplies of weapons and military equipment to Ukraine, including depleted uranium shells and cluster munitions, which are inhumane types of weapons and pose a significant threat to civilians and the environment, are being increased. The new $61 billion military aid package for Ukraine, approved by the US Congress aggravates the situation. So, the United States and its satellites continue to escalate the conflict in every possible way. Besides direct deliveries of arms and ammunition, they actively contribute to the Ukrainian military training, facilitate the recruitment of foreign mercenaries, and regularly supply intelligence data, including information from satellites and reconnaissance aircraft of NATO countries.

However, arms supplies do not meet the expectations of the Kiev regime’s sponsors. According to Western estimates, at least a fifth of the delivered equipment has already been destroyed or damaged, and the Ukrainian Armed Forces, during the attempted counteroffensive, were unable to even reach the main lines of defense of the Russian forces. Avoiding the use of military equipment due to its significant losses, the Ukrainian command switched to the tactics of “meat assaults”: the infantry is sent first to the minefields, which, at the cost of its own life, tries to break through the Russian defense and preserve Western weapons. Contrary to the 1949 Geneva Convention on the Treatment of Prisoners of War, captured Russian POWs are sent to clear minefields.

In order to distract the people of Ukraine from unsuccessful offensive attempts, the Kiev regime is launching terrorist attacks on civilian and social objects in Russian territory. The lack of condemnation by Western countries and international organizations of these illegal actions contributes to their further expansion, and Ukrainian officials call terrorist attacks aimed at killing unarmed civilians “a legal, logical and effective step.”

Russia has never abandoned a political and diplomatic solution to the Ukrainian crisis, as it has stated repeatedly. At the same time, it is obvious that it is unlikely that any serious agreements can be reached with the current Kiev regime and its sponsors in the West. We do not expect any constructive initiatives from Western countries, which have declared their goal to inflict a strategic defeat on Russia.

Today, the Kiev regime and its sponsors are promoting the so-called “peace formula” of V.Zelensky, which, in essence, is a set of his ultimatum wishes and actually demands the surrender of Russia. While promoting their approaches, Ukraine and its supporters are trying to belittle meaningful of peace proposals from other countries.

A sustainable and fair settlement is possible only if the Kiev regime stops hostilities and terrorist attacks, and its Western sponsors stop pumping the Ukrainian Armed Forces with weapons. The original foundations of Ukraine’s sovereignty must be confirmed – its neutral, non-aligned and nuclear-free status; new territorial realities that have emerged as a result of the exercise by residents of new Russian regions of the right to self-determination enshrined in the UN Charter are recognized; demilitarization and denazification of Ukraine, the rights of its Russian-speaking citizens and national minorities are ensured. The implementation of these elements is fully consistent with international peace and security, for which Russia is fighting.

Strategic disbalance in Europe caused by NATO approach to Russian borders and the disregard of our security interests are a serious threat and challenge to Russia’s security. The main result of the negotiation process should be the establishment of peace in Europe, creation of a new regional security system, and formation of non-confrontational relations between Russia and NATO. In December 2021, Moscow prepared and sent relevant proposals to Western countries, but they were ignored.

At the same time, it should be understood that in the confrontation with Russia the collective West is today in the minority. A new phenomenon of the “world majority” is emerging, within which many countries of the world demonstrate their readiness for independent development, defending national interests and sovereignty. Russia’s victory over the collective West in Ukraine will be a powerful impetus for further changes in the global balance of power in favor of relations of mutual respect and equal dialogue, the establishment of a polycentric world order based on the cultural and civilizational diversity of the world.

Russia highly appreciates the desire of the countries of the Global South to contribute to a political and diplomatic solution to the Ukrainian crisis. China, Brazil, and a number of African states have already demonstrated a deep understanding of the root causes of the conflict, its geopolitical significance, and the need to take into account Russian interests. Their proposals contain many rational provisions that Moscow supports. Among them are adherence to international law, rejection of the Cold War mentality, and the inadmissibility of unilateral sanctions.

As a result of the 2014 coup d’etat, Ukrainian statehood began to be based on the Nazi narrative of denial of everything Russian, including identity, culture and traditions of the population of vast territories in the South and East of the country. Its rights were consistently violated, including with the use of force, and interests were ignored. The Ukrainian state actually refused to consider the residents of Crimea, Donbass and the South-East a full-fledged part of the Ukrainian people.

Thus, an irreversible blow was dealt to the territorial integrity of Ukraine within the 1991 borders. If there had not been a coup organized by the United States and its satellites, the conditions would not have been created for the emergence of independent entities on its territory. The latter advocated independence from the racist regime and sought its recognition in order to realize the right of peoples to self-determination, in conditions when the putschists who came to power in Kiev could not extent any claim to represent the interests of the inhabitants of territories that categorically refused to accept results of the coup.

The people of Crimea and Sevastopol exercised the right to self-determination in referendums, voting for the decision to break away from Ukraine and reunite with Russia. Donetsk and Lugansk were recognized in the Minsk agreements as parties to the political process, and their right to self-determination follows from the provisions of the Minsk “Package of Measures” on the special status of the DPR and LPR. Similar processes took place in the Kherson region and Zaporozhye and led to their self-determination as a result of referendums already in 2022.

The Minsk “Package of Measures”, approved by the United Nations Security Council Resolution 2202, provided a chance to restore the territorial integrity of Ukraine (without Crimea). However, it was missed due to deliberate sabotage by Kiev and the Western “guarantors” of Germany and France. The former leaders of these countries A.Merkel, F.Hollande and P.Poroshenko openly and even proudly admitted that they did not intend to implement the Document and that it was needed solely to buy time to pump up Kiev with weapons against Russia.

Thus, as of February 24, 2022, in the spaces of the former Ukrainian SSR, internal processes of disintegration of the Ukrainian state had been going on for a long time, the geographical parameters of which were blurred and did not have generally recognized outlines, especially in light of the failure to implement UN Security Council Resolution 2202. Consequently, the requirement “respect for territorial integrity”, taking into account all the facts and circumstances, turned out to be devalued due to the fault of the sponsors of the Kiev regime, who overthrew the legitimate president of Ukraine in February 2014 and the concept of “Ukraine within the borders of 1991” has lost its meaning.

Over the past year, the Kiev authorities have organized the largest wave of persecution of Orthodox followers in recent history. Referring to the connection between the canonical Ukranian Orthodox Church (UOC) and Russia, local authorities in different regions of Ukraine made decisions on the inadmissibility of the activities of the UOC, and a bill on its actual ban in the country was introduced into the country’s parliament. The Security Service of Ukraine is fabricating criminal cases against the clergy of the canonical church.

The actions of the Kiev authorities are a deliberate, politically motivated campaign to destroy canonical Orthodoxy in Ukraine. Gross infringements of the rights of followers, violations of religious freedoms, atrocities against monks and religious shrines contradict a whole range of international obligations of Ukraine, but regretfully do not receive due assessment from the world community.

Recently, the Kiev regime and its Western sponsors have focused on convening a “peace conference” on Ukraine in Switzerland and intending to invite delegations from 120 countries. The main task of this meeting in Bern is presented as launching a supposedly “new” process of finding ways of settlement in Ukraine.

However, in practice, the meeting in Switzerland will be a continuation of the “Copenhagen process” and will be aimed at further promoting the discredited dead-end “Zelensky formula”. The West needs the participation of the countries of the Global South only to make a “family photo”, thus trying to give weight to the “collective ultimatum” that they are going to present to Russia. No doubt, this fictile attempt will fall in vain.

Since any measures that ignore Russia’s position and are based on the provisions of the ultimatum are divorced from reality and have no prospects.

Make it happen 1

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Many business owners and managers that I meet ask me why it is that their workers don’t perform as they could and ask what they can do to get them to give their best for the company. I hear of unemployed people begging for a job, being given the opportunity to work, kissing the feet of their employer and only months later turn against the same employer complaining about the working conditions they accepted so eagerly. I hear of workers speaking badly behind the backs of their employer, forgetting that the same employer provides a salary which makes it possible to pay the bills. Why is this so and what can be done about it? This is complex material, and no one answer will do the trick. There are many factors involved here related to both the workers and the company. So let us examine some of these factors a bit closer.

The performance equation can be written as follows:

Performance = Individual attributes x work effort x organizational support

This formula views performance as the result of personal attributes of workers, the effort they put in and the organizational support they receive. The multiplication signs indicate that all three factors must be present for performance to be achieved. If any of the three factors would be absent, in other words would be zero, then following simple mathematics, performance would be zero. It follows as well that to get maximum result or maximum performance, each of the factors need to be maximised. Managers must therefore understand how these three factors, acting either alone or in combination, can affect performance results.

We need therefore to realize that:

  • Individual attributes relate to capacity to perform.
  • Work effort relates to a willingness to perform.
  • Organizational support relates to the opportunity to perform.

Individual attributes include three broad categories, namely demographic characteristics (e.g. gender, age), competency characteristics (knowledge, skills, experience) and personality characteristics (what a person is like). From a performance management point of view the individual attributes must match task requirements to facilitate job performance.  

Work effort relates to the motivation of the worker. Even if the employee fits the task requirements as closely as possible, it does not necessarily mean that performance will be high. To achieve high levels of performance, even people with the right capacities must have the willingness to perform. If in a factory for example, workers have the same academic qualifications, skills and experience, their individual performance may vary considerably. Why is this so? Part of the answer lies indeed in each person’s motivation to work. Hard work however does not necessarily mean that performance will be high too. Motivation predicts work effort, which in turn, combines with individual attributes and organizational support to predict performance. The challenge of managers is than to find ways of positively influencing other people’s motivation to work. The willingness to work ultimately lies with the individual. It is therefore in the manager’s interest to understand and learn more about the psychology of motivation.     

Organizational support is the third factor of the individual performance equation. Even if personal attributes and motivation are high, performance may still leave much to be desired, because there is inadequate support in the workplace. Typical constraints could include lack of time, inadequate budgets, inadequate tools, equipment, supplies, unclear instructions & information, lack of required services and help from others, or inflexibility of procedures.

Almost anybody will face one or more of such constraints at some point in her or his career. Having to rush a job because of a short deadline, insufficient tools, unclear instructions are common examples. It is the responsibility of managers to ensure that organizational support for performance exists in their areas of supervisory responsibility. 

The next few weeks we will look a bit deeper into the above-mentioned factors, more especially some of the individual attributes and motivation issues, in order to understand better why some workers perform well and others not, even though they have the same qualifications. In Ethiopia, we need to realize as well that there still hangs a heavy negatively charged cloud over business owners, who try to earn a living for themselves and their employees. By many, including their own employees, they are still seen as exploiters, who want to get rich quick at the expense of their workers and customers. While there are certainly business owners who fit this description, it is in my opinion necessary to change this perception and try to understand some of the constraints business owners themselves face in the process of building an honest business, which provides employment opportunities for others. Collecting the monthly pay cheque and not putting in the best you have is simply not ethical as well.

Ton Haverkort

Transformative Healthcare Initiatives

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Amidst the complex landscape of healthcare challenges in Ethiopia and East Africa, the Helmsley Charitable Trust stands as a beacon of hope, dedicated to catalyzing transformative change. At the helm of this noble endeavor is James Reid, Program Officer at the Trust, who is committed to advancing healthcare accessibility and outcomes across the region. In a recent interview, James shed light on the trust’s multifaceted initiatives, particularly its focus on combating type 1 diabetes and other non-communicable diseases (NCDs).

With a history spanning over 15 years, the Helmsley Charitable Trust has emerged as a pivotal player in the healthcare arena, channeling substantial resources and expertise to address pressing health disparities. Central to its mission is the pursuit of innovative solutions that resonate with the local context, empowering communities and fostering sustainable progress. From forging strategic partnerships with government entities and grassroots organizations to leveraging cutting-edge research and technology, the trust employs a holistic approach to tackle the intricate web of healthcare challenges.

In Ethiopia, where healthcare access remains a pressing concern, the trust’s efforts have been instrumental in driving tangible improvements. Through collaborative endeavors with key stakeholders such as the Ministry of Health, local healthcare providers, and advocacy groups, the trust has championed initiatives aimed at enhancing diabetes care and bolstering healthcare infrastructure. Moreover, its engagement extends beyond national borders, encompassing neighboring countries like Kenya, Tanzania, and Rwanda, where similar initiatives are making significant strides.

In this illuminating interview with Capital’s Groum Abate, James Reid digs  into the trust’s ongoing projects, highlighting success stories and outlining strategies for sustainability. From the pioneering Penn Plus model of care to innovative approaches in optimizing healthcare spending, the trust’s initiatives are poised to make a lasting impact on the lives of countless individuals. As James articulates the vision for the future, it becomes evident that the Helmsley Charitable Trust remains steadfast in its commitment to advancing healthcare equity and empowering communities across Ethiopia and beyond. Excerpts;

Capital: Could you tell us more about the Helmsley Charitable Trust and its mission?

James Reid: Certainly. The Helmsley Charitable Trust is a philanthropic organization based in the United States. Our primary focus is on health, encompassing a wide range of issues, from place-based initiatives to chronic diseases like type 1 diabetes and Crohn’s disease. Our Type 1 Diabetes program is our largest initiative and has been a cornerstone of our work since the trust was founded.

Capital: Can you share some success stories from your work?

James: Absolutely. Over the past 15 years, the Helmsley Charitable Trust has committed around $1 billion to addressing Type 1 diabetes. This includes funding research to better understand the disease, developing improved therapies, and enhancing access to care for individuals with type 1 diabetes. In my portfolio, which focuses on work in low and middle-income countries, one of our notable successes is the Penn Plus model of care. About a decade ago, we collaborated with several partners to explore how type 1 diabetes could be effectively managed and integrated into government programs in resource-constrained settings. Since then, the model has evolved into PEN+, and it has gained significant traction. Two years ago, all 47 member states of the WHO Africa region adopted PEN+ as their regional strategy, demonstrating strong government support and recognition of its effectiveness. Currently, ten countries are implementing the program, with seven more in the process of initiation. Countries like Rwanda have successfully incorporated the model nationwide, showcasing its potential for widespread impact.

Capital: Besides WHO, how does the Helmsley Charitable Trust identify partners to support?

James: At Helmsley, we believe in taking an ecosystem approach to our work. We understand that various stakeholders play crucial roles in driving change across different areas. Therefore, we collaborate with academic institutions to conduct research on innovative care models, such as the PEN+ program. We also engage with civil society organizations and advocates to ensure global attention and political momentum for our initiatives. Additionally, we partner with organizations focused on improving access to essential medicines, facilitating sustainable distribution models for products like insulin and glucose test strips. Our goal is to empower diverse voices, including local community leaders and individuals living with type 1 diabetes, alongside larger entities like the World Health Organization. Through collaborative efforts, we strive to advance our mission and create meaningful impact.

Capital: Do you have any projects that you support in East Africa or specifically in Ethiopia?

James: Yes, indeed. In Ethiopia, we have several ongoing projects. One of our longstanding partnerships is with the Ethiopia Diabetes Association through the Life for a Child program. We’re also collaborating directly with the Ministry of Health on a non-communicable disease (NCD) agenda aimed at improving access to diabetes care within the public health system. This initiative involves working closely with the Clinton Health Access Initiative. Additionally, the NCDI Poverty Network is advancing the Penn Plus model in partnership with the Matthias Wando Foundation in Ethiopia. Across East Africa, including countries like Kenya, Tanzania, and Rwanda, we have similar partnerships in place.

Capital: Foreign currency scarcity is a significant challenge in Ethiopia, particularly impacting the import of insulin. How does your organization address this issue? Do you have any programs targeting it?

James: That’s a crucial issue to address. One approach is through models like Penn Plus, which prioritize economic sustainability by integrating type 1 diabetes care with other health programs. This alignment ensures that resources allocated for diabetes care benefit other health services, creating a broader impact. Another successful strategy involves optimizing available funds effectively. For instance, our collaboration with the Clinton Health Access Initiative in Ethiopia focuses on ensuring that the budget allocated for NCDs is utilized for the highest quality of care. This includes implementing efficient training programs, prioritizing procurement of best-in-class medicines, and minimizing wastage. Ethiopia has shown success in developing robust operational plans that coordinate various stakeholders to maximize impact with available resources. While mobilizing additional funds remains a challenge, Ethiopia’s effective utilization of existing resources serves as a model for expanding impact in similar contexts.

Capital: Do you have any other new initiatives in Ethiopia or any updates on ongoing projects?

James: Absolutely, our primary focus at the moment is to ensure the continued momentum of the Penn Plus model. The conference happening this week aims to foster a comprehensive understanding of the model among representatives from the Ministry of Health, the World Health Organization, and other key partners in this field. Our program is centered around advancing and expanding the coalition to not only address type 1 diabetes but also other critical acute and severe non-communicable diseases like sickle cell disease and childhood heart disease. By engaging a broader range of partners, we aim to scale up and enhance the impact of this program, improving the lives of more individuals.

Capital: In what timeframe do you anticipate seeing the impact or success of your programs?

James: That’s a crucial question. We expect to witness significant scale-up in several countries, with a substantial increase in the number of partners and sites involved. Countries like Malawi and Zimbabwe, among others, show promising potential for impact. Over the next few years, we anticipate gathering improved data on the substantial growth in the number of patients benefiting from our initiatives. Typically, the initial year focuses on raising awareness and ensuring patients are aware of available services. Countries like Rwanda, which are further along in the scale-up process, demonstrate that once services are accessible, routine care becomes widespread across the nation. Additionally, the NCDI Poverty Network has recently published an article on monitoring and evaluating the quality of care provided. We are optimistic that in the coming years, we’ll observe enhanced outcomes for patients, not only in terms of increased patient numbers but also in the quality of care they receive from healthcare facilities.

Capital: Is there anything else you’d like to mention that we haven’t covered?

James: I’d like to emphasize my excitement and optimism regarding the leadership demonstrated by ministries of health, political leaders, and the World Health Organization in this endeavor. While there’s still a long road ahead in improving non-communicable disease care, I’m confident that through collaborative efforts, we can achieve significant progress.

Name: Biruk Tsehay

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2. Education: Biotechnology degree

3. Company Name: Biruk Selamawit and Friends Compost Manufacturing

4. Title: Founder and Manager

5. Founded: 2021

6. What it does: Production of organic fertilizer (compost)

7. Headquarters: Addis Ababa

8. Startup Capital: 30,000 birr

9. Current Capital: Close to 1 million birr

10. Employees: 14

11. Reason for starting the business: To address agricultural input challenges in Ethiopia, particularly the accessibility of fertilizer for farmers.

12. Biggest perk of ownership: Freedom to make impactful decisions.

13. Biggest ,Strength: Focused approach to business.

14. Biggest Challenge: Lack of understanding among people and financial constraints due to knowledge gaps.

15. Plan: To become the largest fertilizer manufacturer in Africa.

16. First Career: Car wash (Liabajo)

17. Most Interested in Meeting: Ermias Amelga

18. Admired Person: Dr. Woretaw Bezabeh

19. Stress Reducer: Working, especially in the wood.

20. Favorite Book: Abdurahman Seyyid’s “Wotatenet”

21. Favorite Pastime: Music and learning history.

22. Destination: Tanzania

23. Automobile: Land Cruiser