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Why hubris and political grandstanding undermine Egypt’s Nile interests

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By Berhanu Abegaz

Egyptian folklore and delusionary grandiosity about water rights never cease to amaze (and amuse) the seemingly hapless residents of the upper Nile Basin. This is especially so for independent-minded Ethiopians who, despite their debilitating poverty, have for millennia provided massive and unrequited development aid to the Sudan and Egypt. You see, Egypt may be the gift of the Nile, but the Nile is the gift of Ethiopia. Ergo: An ungrateful Egypt is ultimately the gift of Ethiopia, which contributes over 80 percent of its waters and invaluable silt to underwrite the desert civilization.
Professor Mohamed Nasr El-Din Allam’s recent commentaries (Ahramonline, May 10, 12, and 13, 2020) are the latest examples of willfully distortionary and condescending pronouncements, by those who should know better, regarding Ethiopia’s credible challenge to Egypt’s well-cultivated sense of entitlement and hydro-hegemony. A casual reader of the jaundiced commentary by the former Minister of Water Resources and Irrigation will be forgiven for not recognizing that:
The Nile Basin is the only major world watershed without an internationally recognized comprehensive treaty among the 11 riparian states. The defunct colonial (1929) and bilateral (1959) agreements that involved only Sudan and Egypt, and the withdrawal of the two lower riparians from the Nile Basin Initiative betray Egypt’s futile intention to sustain an untenable status quo.
Egypt and Sudan, whose inputs have been invited in the filling schedule of the GERD, had never consulted Ethiopia when they built their dams or engaged in massive and misguided diversions (e.g., Toshka) and recklessly wasteful utilization of Nile waters.
Mohammed Ali’s Egypt was defeated twice when it invaded Ethiopia to occupy the Blue Nile basin, and its current diplomatic offensive, is the latest example of a long campaign to keep Ethiopia weak by denying it access to water-development financing and destabilizing it politically. Needless to say, Ethiopians remain unimpressed by the saber-rattling and compassionless diplomatic overkill-even with a full appreciation of Egyptian military capability and geopolitical influence.
Believe me when I say that Ethiopians recognize to a fault the existential angst Egyptians feel about their overdependence on the Nile. We also feel equally passionate about the cause of eradicating mass poverty in Ethiopia. But Ethiopians remain bewildered by the lack of empathy for the Ethiopian poor and the mean-spirited disregard of their sovereign rights by Egyptian officials and intellectuals. So, when it comes to needs, who would accept the odious notion that Egyptians must eat and live in lighted environments while Ethiopians should continue to starve and live in darkness? If Egypt’s claim to 100 percent of the Nile waters just because it needs it, how come it does not volunteer to give 100 percent of its oil to Ethiopia because the latter has none? And, why do we keep hearing clever arguments that Ethiopia can use its non-Nile waters (only 10 percent of Ethiopia’s rivers are non-transboundary) when no Egyptian would accept the cruel idea that Palestinians should be resettled in Arab countries just because their brethren have plenty of land?
The crux of the issue is the crafting of an agreement, based on the applicable international laws that govern transboundary waters so that the 200 million-plus people in the two African giants can sustainably and equitably utilize the precious Nile. Based on the templates provided by other international treaties (Mekong, Euphrates, Ganges, Danube, Colorado, Panama), a comprehensive agreement envisaged by the Cooperative Framework Agreement of the Nile Basin Initiative will have three pillars:
Equitable allocation of the Nile waters. This is the stickiest issue since Egypt stands to lose as much as half of its current use. Egypt would be wise to brace itself to accept the inevitable-pay for the above-allocation tapping of waters, eliminate water-intensive crops such as cotton, abandon its reckless water-diversion projects, investment in preventing the Mediterranean from infiltrating the Nile Delta, invest in range management to mitigate the drying up of many tributaries in the Ethiopian highlands, and tap prudently into its massive underground waters.
Collective inspection of all dams in the Nile Basin. A framework needs to be developed within NBI to ensure that all economically sensible dams are technically sound and financially viable.
Collective investment and management of the ecosystem of the Nile Basin. This should include all riparians, big or small, to as the only legitimate approach for ensuring environmental sustainability and adequate water supply in the face of global warming and increased demand. The greatest danger facing Egypt and the Sudan is, in fact, the alarmingly rapid drying up of the Nile tributaries as the Ethiopian highlands become denuded and Lake Tana is being suffocated by water hyacinth.
As Yoweri Museveni likes to say, Mubarak forgot that Egypt is an African country-geographically and economically. Egyptian strategists are, therefore, well advised to recalibrate their bullying posture toward the hinterland by recognizing as equals the likes of Ethiopia and Uganda. An African solution to an African problem is far superior to one imposed by the Big Powers or fellow Arab states on behalf of a sniveling Egypt.
Yes, Egypt is a regional power, but it certainly is not a superpower. It should learn to act like a responsible big neighbor seeking a win-win solution under the applicable international laws. It will surely suffer the diminishment of its de facto water share. Still, such a self-limiting addiction to other countries’ sovereign assets should be replaced by an ambition for a fully industrialized and modern service-providing Egypt. If and when it does, Egypt will be in a better position to lead the Greater Nile Valley to the brave world of peace, freedom, and prosperity for all.

The writer is Professor of Economics, William & Mary, USA.

The Art Of Survival The Art Of Adire Gave This Textile Artist Global Fame, She Now Educates Generations Of Women In Nigeria

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Textile artist Nike Davies-Okundaye worked as a construction laborer and carried water and firewood to survive. The art of adire gave her global fame and she is now educating generations of women in Nigeria.
There was no way Nike Davies-Okundaye could look the other way. For after all, she too had been a victim in her early teens.
Too many women were being pushed down the traditional path of marriage and child-rearing in her country.
Born in 1951 in Ogidi-Ijumu, a small village in western Nigeria known for its spectacular rock formations and traditional art industry, Davies-Okundaye resolved to fight this practice four decades ago.
“By the age of 13, they wanted to marry me off because my father had no money. I had to run away from home and join a traveling theater. I said I didn’t want to marry and wanted to pursue art,” recalls the internationally-renowned Lagos-based artist.
Not wanting to become one of six wives to a minister, Davies-Okundaye found her escape through adire, the name given to the Yoruba craft of tie-and-dye where indigo-dyed cloth is made using a variety of resist-dyeing techniques. Growing up in a predominantly art and craft household, Davies-Okundaye is a fifth-generation artist who decided to take the craft seriously due to poverty.
“I had no money to go to school and the first education parents give you is to teach you what they do. So, when I finished primary six and I had no support to go to secondary school, I said to myself, ‘let me master art so I can teach other women to also use their hand to make a living through their own artwork’.”
Davies-Okundaye was forced to work in the male-dominated construction sector, carrying concrete in pans to builders in order to save one shilling, just enough to buy a yard of fabric to create what she called wall-hanging art.
Her goal was to use the traditional wax-resist methods to design patterned fabric in a dazzling array of tints and hues. The adire design is the result of hand-painted work carried out mostly by women and through that, Davies-Okundaye saw a way to help women to become economically empowered. After all, her first break in life came as a result of that.
“There was no other job I was doing apart from adire. I was lucky the American government came to Nigeria to recruit an African who will teach African Americans how to make traditional textiles or crafts in the state. That is how I was lucky and got picked.”
Davies-Okundaye was the only woman in a class of 10 men who were flown to Maine in northeastern United States in 1974. That is where her whole outlook on life changed.
“Before I went to America, I used to carry three drums of water every day and carry firewood to be able to survive. It was like a breakthrough in my life when I reached America. I said ‘is this heaven?’ I was the only woman in the class and all the men were learning women’s looms and I kept telling them ‘this is for women’ and they said ‘yes, in America, what a man can do, a woman can also do’.”
This was in stark contrast to what she knew to be true in Nigeria at the time.
“If your husband is an artist, you are not allowed to do art. In the 1960s, if your husband has a PhD, you are not allowed to also have a PhD. You had to give room for your husband to be your boss.”
She decided to beat those age-old stereotypes.
As one of 15 wives to her then-husband at the time, Davies-Okundaye, with her newfound knowledge gained in America, started a revolution at home. She encouraged the other wives to create their own art business using adire.
“I said ‘if you learn this, you can earn a living by yourself and get your power because your money is your power’ and that is how they also started learning it. I didn’t stop sharing the knowledge there. I gathered girls on the streets who were selling kola nuts and peanuts and started training them. I said ‘if this textile can take me to America, let me teach other people’,” says Davies-Okundaye.
And that has been her calling ever since. Davies-Okundaye is the founder and director of four art centers, which offer free training to 150 young artists in Nigeria in visual, musical and performing arts.
One of the centers is the largest art gallery in West Africa comprising over 7,000 art works.
“They used to get the police to arrest me because they said I was trying to teach feminism in Nigeria because I went to America. They said I was going to corrupt our Nigerian women but I believe God sent me to liberate a lot of women who have the passion for what makes them happy but are afraid to do it because of what people will say. I say do what makes you happy always!”
(Forbes Africa)

ResiliArt – Ethiopia: Strengthening the Resilience of Artists and Cultural Professionals beyond COVID-19

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As an extension of the first UNESCO ResiliArt Debate organized by UNESCO Headquarters in partnership with International Confederation of Societies of Authors and Composers (CISAC) on 15 April 2020, on 6 May 2020, UNESCO Addis Ababa Liaison Office together with the Ministry of Culture and Tourism of Ethiopia organized the country specific debate, which brought together artists and cultural professionals from various sectors (music, theatre, literature, painting and etc.).The debate successfully raised awareness on the impact of COVID-19 pandemic on the culture and creative sector, livelihood of artists and cultural professionals and came up with recommendations on the development of policies and measures to help overcome this crisis. Participants followed the live streaming of the debate in both Amharic and English
H.E. Mrs. Bizunesh Meseret, Minister of Culture and Tourism on her welcoming speech stressed the importance of exchanging ideas and views on how to overcome the serious impacts of COVID-19 on the culture sector, particularly the artists, whose livelihood was highly affected by the pandemic. In spite of the challenges artists faced, the Minister appreciated their contribution in tackling the pandemic, through National Media and Arts Task Force established under the Press Secretary of Prime Minister Office (PM Office), led by the State Minister of Culture (MoCT), involving cultural institutions and associations from visual artists and writers.
The Director of the UNESCO Addis Ababa Liaison Office to African Union and United Nations Economic Commission (UNECA) for Africa and UNESCO Country Representative to Ethiopia, Madam Ana Elisa Santana Afonso, highlighted the enormous global challenges the current health crisis had caused on the creative sector and how the pandemic had affected the entire creative value chain – creation, production, distribution and access. The Director stressed that artists and cultural professionals should envisage innovative and creative solutions, often by using digital tools to continue their activity and to connect with the public.
Panellists from the culture and creative sector gave country-specific presentations, among which, Dr. Bedilu Waqjira, who is a writer and an assistant professor of Humanities, Language Studies and Communication at Addis Ababa University acknowledged the effectiveness of cultural activities on achieving solidarity and emphasized on the need to improve digital adoption and innovation for art presentation. Dr. Elizabeth W/Giorgis, Associate Professor of Art History, Criticism and Theory in College of Performing and Visual Art and the Centre for African Studies at Addis Ababa University pointed out that COVID-19 had aggravated the existing situation of art being a neglected sector in Ethiopia. As a professional working in Art College, she advised the government to give more attention to and make adequate investment in art education.
UNESCO has undertaken a wide data collection and analysis efforts on a global scale, in order to assess the impacts of COVID-19 on the cultural sector and to identify measures of support deployed by governments for the sector. This data collection and analysis is available for consultation via the link “Interactive map on cultural initiatives in response to the COVID CRISIS” below.
(India Education Diary Bureau Admin)

What businesses can do to cushion the impact of Covid-19

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By Solomon Markos (PhD)

The outbreak of Corona virus has caused a global health crisis. The decisions of governments to partially or fully lockdown their nation in their effort to contain the pandemic has affected businesses profoundly. It made the business world more uncertain. ILO reported that worldwide, more than 436 million enterprises face high risks of serious disruption. These enterprises are operating in the hardest-hit economic sectors, including some 232 million in wholesale and retail, 111 million in manufacturing, 51 million in accommodation and food services, and 42 million in real estate and other business activities. The same report indicates that the first month of the crisis is estimated to have resulted in a drop of 60 per cent in the income of informal workers globally. This translates into a drop of 81 per cent in Africa. If the pandemic is not controlled within short period of time, many companies will be out of business resulting in loss of jobs thus leading to total economic crisis affecting the livelihood of billions of the most vulnerable workers across the world.
ILO estimated that almost 1.6 billion informal economy workers (representing the most vulnerable in the labor market), out of a worldwide total of two billion and a global workforce of 3.3 billion, have suffered massive damage to their capacity to earn a living. Consequently, many countries slashed their economic growth forecast to reflect the impact of Covid-19. As reported by Ethiopian Planning Commission, Ethiopia has slashed its growth forecast by 3 to 4 percent. Besides, a study conducted by the Job Creation Commission of Ethiopia indicates that the pandemic has put a number of jobs in many organizations especially in manufacturing and service sector at risk. As the same report shows, the pandemic, assuming its duration will be three months, could lead to loss of over 1.4 million jobs. One can image how businesses can be more affected and the likelihood that the pandemic could lead to national economic crisis as time passes. Business disruptions and subsequent closures may lead to more and more unemployment and other economic costs exacerbating the already fragile political system.
Cognizant of these facts, Ethiopian government is preparing various stimulus packages to help businesses survive and thrive amidst Covid-19 related challenges. The author is of a strong opinion that more is expected from business leaders themselves.
The roles and responsibilities of business leaders have dramatically changed in the past few weeks and months. Before COVID-19, CEOs and other executives in high-growth companies were focused on fostering innovation, driving revenue, and expanding market share. Now they need to revisit their business goals and strategies. Today, many of those same leaders who used to focus on growth must change areas of priorities and make rapid decisions about controlling costs, maintaining liquidity, resolving supply chain issues, curbing team shortages, and operational challenges. All the while, leaders and their teams are navigating health and safety concerns, working remotely, and supporting their families through the pandemic. This is a huge transition in business leadership.
Below I have outlined some measures businesses of all sizes and shapes can take to cushion and shield themselves from long-term economic damage created by Covid-19 based on my readings: These are five strategic priority areas to manage the crisis:
Manage safety and health of employees
It is imperative to always put human at core of business processes. Business leaders should strictly and frequently follow guidelines set by the Centers for Disease Control and Prevention (CDC) and the World Health Organization (WHO) to protect the wellbeing of their employees and make sure that all employees are aware of these guidelines. Strong occupational safety measures and rescheduling of working hours into more shifts (e.g., three to four shifts) to reduce the number of workers working at a time so as to create space for keeping one’s distance in work place would help continue production. The case in point is manufacturing sector – the textile industry for instance for which Covid-19 has brought about an opportunity to expand its production as demand for facemasks increases. This, doubling of shifts might also create additional vacant positions that can employ those in search of jobs. It is recommended to minimize contacts and reduce non-essential travel where possible.
Ensure liquidity
Businesses need to have team of financial analysts who frequently conduct financial stress testing, identify trigger variables that affect revenue and cost and suggest possible contingency plans along with business scenarios. Here over-thinking and over-analysis are not encouraged because speed of action and start up mindset is more important than research and analysis to ensure rapid recovery of revenues and maintain liquidity.
Transform operations and monitor supply chain
Following the outbreak, the demand patterns for different products and services have changed a lot. In effort to respond to these changes, smart firms have quickly adapted, creating radical new levels of flexibility, productivity and end-customer connectivity. Adaptability is also extremely essential as Covid-19 has caused short-term disruptions in supply chains thus necessitating consideration of non-traditional collaborations with partners at upstream and downstream of the supply chain. Companies need to redesign and rebuild operations and test the viability of the once-prevalent global sourcing model and revisit their supplier mix and assets bases. Furthermore, accelerating end-to-to end digitization of supply chains will enable fast communication and collaboration among value chain partners and increase flexibility thereby cutting cost significantly. Of course, the future of work is expected to be characterized by intensive use of technology and automation. One can realize that Covid-19 has hastened its pace (see that many companies now ask employees to work remotely from their home using digital collaboration tools). Effective monitoring of supply chain requires forecasting real-time consumer demands more accurately thereby enabling stabilization of supply chain through giving maximum possible attention to pre-booking possible modes of transportation and inventory control as to avoid stock out.
Improve marketing and sales
Covid-19 has shifted our cultural moments. As a result, marketing teams face unique challenges during this crisis. They need to adjust their marketing campaigns and communication approaches. At this difficult time, businesses should demonstrate empathy and avoid capitalizing on crisis. Businesses need to stay close to customers, keep them engaged and reassured in the short term. It is advised to provide discounts and special offers to incentivize current customers. Besides, firms should start researching and targeting other market segments and opportunities for growth to be successful to ensure long term financial stability. Finally, it is worth investing in digital marketing solutions as predictions indicate Covid-19 will boost digital marketing (Many people are speculating whether the Covid-19 crisis will likely lead to changes on social attitudes, lifestyles and how people work and shop, thus being an opportunity for digital marketing).
Reconsider the organization
Corona virus outbreak has demonstrated to organizations once again the need for working remotely through digitized working environment, altering operating models, using cross functional and operating teams to make fast decisions instead of too hierarchical and lengthy corporate bureaucracy to respond rapidly to changing and uncertain business environment. This rethinking of the organization could go to the extent of questioning and reconsidering who they are( for example reconsidering goals, strategies, orientations and leadership roles), how to work (For instance, what are new ways of doing things, how to retain the right human talent) and how to achieve and sustain competitive advantage (For instance, reconsidering ways of corporate growth especially though creating learning platforms, and cultivating an organizational culture that creates business value).
Conclusion
Covid-19 has further complicated the already complex and uncertain business environment. The challenge it poses to businesses is enormous and multi-faceted. However, through strong leadership that sets priorities, defines clearer goals and develops the right strategies, businesses can effectively cushion the impact of Covid-19, find and navigate their ways to the next new normal.

The author is currently working as assistant professor at School of Commerce, College of Business and Economics, Addis Ababa University.