In News:

The Executive Board of UNESCO (United Nations Educational, Scientific and Cultural Organization) has elected Egypt’s Khaled El-Enany as its new Director-General for a four-year term (2025–2029), succeeding Audrey Azoulay of France. His election marks a significant moment for African and Arab representation within the United Nations system.

About the Election Process

• Nomination: Candidates are nominated by member states and evaluated by UNESCO’s 58-member Executive Board.
• Voting: The Board conducts a secret ballot, requiring an absolute majority to select a nominee.
• Approval: The selected candidate’s name is then forwarded to the General Conference—comprising 194 member states—for formal confirmation.

About the Director-General’s Role

The Director-General serves as the chief executive officer and spokesperson of UNESCO, responsible for implementing the policies and decisions of the General Conference and Executive Board.

Key Functions

• Leadership & Administration:
  • Oversees UNESCO’s global programmes across education, culture, science, and communication.
  • Manages the World Heritage Sites framework and educational cooperation initiatives.
• Policy Implementation:Translates strategic resolutions of the General Conference into operational programmes.
• Global Representation:Acts as the face of UNESCO in international diplomacy, fostering partnerships for cultural and educational cooperation.
• Financial Stewardship:Mobilizes funding, particularly important after the U.S. withdrawal, which caused an 8% cut in UNESCO’s annual budget.

About UNESCO

• Founded: 1945
• Headquarters: Paris, France
• Membership: 194 member states
• Mandate: To promote peace, education, science, and cultural understanding through international collaboration.

UNESCO’s global initiatives include:

• The World Heritage Convention (1972)
• The Education for Sustainable Development (ESD) framework
• The Man and the Biosphere (MAB)Programme
• Promotion of freedom of expression and media pluralism

In News:

During Wildlife Week 2025 (October 2–8), the Union Minister for Environment, Forest and Climate Change, Bhupender Yadav, launched five major species conservation and conflict management initiatives at the Forest Research Institute (FRI), Dehradun. The initiatives aim to reinforce India’s commitment to biodiversity conservation while addressing the growing challenge of human–wildlife conflict amid rapid development.

The Five Initiatives

1. Project Dolphin (Phase II)
2. Project Sloth Bear
3. Project Gharial
4. Centre of Excellence for Human–Wildlife Conflict Management (CoE–HWC)
5. Tigers Outside Tiger Reserves (TOTR)

In addition, four national-level action plans and field guides were unveiled to support species monitoring and population assessment of river dolphins, tigers, snow leopards, Great Indian Bustard, and Lesser Florican.

1. Tigers Outside Tiger Reserves (TOTR) Project

Overview

• A new national-level initiative by the MoEFCC and National Tiger Conservation Authority (NTCA).
• Implementation period: 2025–2028
• Budget: ?88.7 crore
• Coordination: Centrally by NTCA; executed by State Forest Departments.

Objectives

• Reduce human–tiger conflict in non-reserve areas.
• Ensure safe coexistence between communities and tigers dispersing beyond reserves due to population recovery and habitat fragmentation.
• Promote a landscape-level conservation approach integrating ecological, social, and livelihood priorities.

Geographical Coverage

• Encompasses 80 forest divisions across 17 tiger-range states, including Madhya Pradesh, Maharashtra, Karnataka, Uttarakhand, Assam, Kerala, Tamil Nadu, West Bengal, andArunachal Pradesh.
• Focuses on corridors and buffer areas adjoining major tiger reserves.

Key Features

• Technology & Monitoring:Use of AI-based early warning systems, drones, camera traps, GPS-enabled patrolling, andMSTrIPES app for real-time tracking.
• Community Participation:
  • Establishment of Rapid Response Teams (RRTs) equipped with tranquilization gear, rescue tools, and vehicles.
  • Launch of “Bagh Mitra” (Tiger Friends)programmes and student jungle camps to foster coexistence.
• Institutional Framework:
  • NTCA to oversee implementation; Chief Wildlife Wardens and State CAMPA authorities to manage funds and on-ground execution.

Significance

• India hosts 70% of the global tiger population — 3,682 as of 2022.
• Around 35–40% (1,325 tigers) now live outside protected areas, increasing the frequency of human–tiger encounters.
• The TOTR project seeks to balance conservation with human safety through modern technology, community outreach, and continuous monitoring.

Project Dolphin (Phase II)

• Focuses on conserving river and marine cetaceans, including the endangered Ganga River Dolphin and Indus Dolphin.
• Aims to enhance habitat protection, improve water quality in river ecosystems, and strengthen anti-poaching measures.
• Encourages local community participation and awareness through riverine eco-tourism and citizen science initiatives.

Project Sloth Bear

• India’s first national framework for the conservation of sloth bears, a species threatened by habitat loss, poaching, and human conflict.
• Focus areas include:
  • Habitat restoration and connectivity,
  • Mitigation of bear–human conflict,
  • Establishment of rescue and rehabilitation centres, and
  • Awareness campaigns for community coexistence.

Project Gharial

• Aims to revive populations of the critically endangered gharial in Indian rivers like the Chambal and Gandak.
• Measures include nest protection, captive breeding, river habitat restoration, and monitoring through telemetry.
• Seeks to strengthen coordination among state wildlife departments, river authorities, andlocal communities.

Centre of Excellence for Human–Wildlife Conflict Management (CoE–HWC)

• Location:Sálim Ali Centre for Ornithology and Natural History (SACON), Coimbatore.
• Purpose:
  • To serve as a national research and policy hub for addressing human–wildlife conflicts.
  • Develop AI-based conflict prediction models, design field-level mitigation tools, and train forest officials and local communities.

In News:

NITI Aayog released the fourth edition of the “Trade Watch Quarterly” report for Q4 of FY 2024–25 (January–March 2025) in New Delhi. The report, unveiled by B.V.R. Subrahmanyam, CEO of NITI Aayog, provides a detailed evaluation of India’s trade performance, identifies emerging opportunities, and suggests policy directions for enhancing export competitiveness.

About the “Trade Watch Quarterly”

• Publisher: NITI Aayog
• Nature: Flagship analytical publication assessing India’s quarterly trade trends across merchandise and services.
• Objectives:
  • To offer evidence-based insights into trade patterns, export competitiveness, and sectoral challenges.
  • To guide policy interventions for strengthening India’s manufacturing ecosystem and expanding participation in global value chains (GVCs).

Key Highlights of Q4 FY 2024–25

• Total Trade: USD $441 billion, registering a 2.2% year-on-year increase.
• Annual Trade (FY25):
  • Total: USD $1.73 trillion (+6% YoY)
  • Exports: USD $823 billion
  • Imports: USD $908 billion

Merchandise and Services Trends

• Merchandise Exports: Witnessed a modest contraction, primarily due to lower shipments of mineral fuels and organic chemicals.
  • Growth Sectors: Electrical machinery, pharmaceuticals, and cereals.
• Services Exports: Reached an all-time high of $387.5 billion, led by IT, aviation, and financial services, reflecting India’s growing strength in high-value services.

Regional Trade Patterns

• Top Export Market:North America, accounting for 25% of India’s exports and growing 25% YoY.
• Moderate Growth Regions:EU, GCC, and ASEAN, showing a slowdown in demand.
• Import Trends:
  • UAE became India’s second-largest supplier, driven by gold inflows under the CEPA agreement.
  • China’s imports surged due to strong demand for electronics and machinery.

Sectoral Focus: Leather and Footwear Industry

• Employs 4.4 million people, contributing significantly to export earnings.
• India’s share in the $296 billion global market remains modest at 1.8%.
• Strengths: Competitive in processed leathers and niche apparel.
• Challenges & Opportunities:
  • Global demand shifting towards non-leather and sustainable products.
  • India must invest in R&D, MSME strengthening, green manufacturing, anddesign-led innovation to boost competitiveness and diversify exports.

Policy Insights and Way Forward

• India must:
  • Diversify its export basket to align with evolving global demand patterns.
  • Leverage trade agreements (like CEPA with UAE) to expand market access.
  • Enhance manufacturing competitiveness through innovation and integration withGVCs.
  • Strengthen non-leather footwear and sustainable sectors to tap into emerging global trends.

In News:

In September 2025, U.S. President Donald Trump unveiled a 20-point “Comprehensive Plan to End the Gaza Conflict”, proposing an International Stabilization Force (ISF) to manage post-war Gaza. While both Israel and Hamas accepted the ceasefire and hostage-release obligations, deep divergences persist over Gaza’s future governance, Hamas’s fate, and the legitimacy of the ISF.

What Is the ISF?

The International Stabilization Force for Gaza is a proposed multinational security mission aimed at maintaining internal stability, enabling phased Israeli withdrawal, and overseeing Gaza’s demilitarization.

• Nature: A temporary but long-term security component of a technocratic, apolitical Palestinian Transitional Committee, which will govern Gaza during the interim period.
• Oversight: The ISF will operate under a “Board of Peace” chaired by the U.S. President, rather than the United Nations (UN).
• Composition: To be formed with “Arab and international partners,” but without a UN Security Council (UNSC) mandate—limiting its neutrality and legal legitimacy.

Objectives and Core Functions

• Demilitarization of Gaza:
  • Confiscate and destroy Hamas weaponry.
  • Prevent smuggling and block the inflow of arms.
• Security and Law Enforcement:
  • Maintain order in “terror-free zones” vacated by the Israeli Defense Forces (IDF).
  • Set milestones and timelines linked to Israel’s phased withdrawal.
• Capacity Building:Train and professionalize Palestinian law enforcement under international supervision.
• Governance Transition:Facilitate the formation of a reformed Palestinian security apparatus aligned with the transitional governance framework.
• Monitoring and Compliance:Track progress on demilitarization and withdrawal to prevent relapse into conflict.

Absence of a UN Mandate and Legitimacy Concerns

Unlike traditional UN peacekeeping or stabilization missions, which derive legitimacy from UNSC authorization under Chapter VII of the UN Charter, the ISF is designed to operate outside the UN framework.

• The UN’s role in Trump’s plan is restricted to aid distribution, not peacekeeping.
• Arab states have historically resisted deploying troops in Palestine under non-UN command, citing concerns about political bias and lack of legal accountability.
• Consequently, the ISF’s perceived alignment with American and Israeli objectives could undermine its credibility among Palestinians and regional actors.

Precedents and Lessons from Past Stabilization Missions

Previous stabilization forces outside or alongside the UN framework reveal the complexity and risks of such interventions:

• Afghanistan (ISAF, 2001–2021): Initially authorized by the UN and later led by NATO, the mission expanded into combat operations against the Taliban but failed to establish durable peace.
• Lebanon (MNF, 1982–1983): A U.S.-led multinational force, created outside the UN, withdrew after facing intense violence from militias, highlighting the dangers of intervention without broad legitimacy or consent.

These experiences underscore that stabilization without political resolution often leads to mission failure and regional backlash.

Challenges in the Palestinian Context

• Lack of Political Resolution:
  • The two-state solution remains unrealized; Israeli occupation continues in parts of Gaza and the West Bank.
  • Without a clear political settlement, any international force risks being drawn into hostilities.
• Israeli and Hamas Positions:
  • Israel has refused a full withdrawal from Gaza, citing security concerns.
  • Hamas has not agreed to complete disarmament or exclusion from the Palestinian political framework.
  • These contradictory stances create operational uncertainty for the ISF.
• Arab States’ Reservations:
  • Arab governments have called for aUN-mandated protection force, not a U.S.-led stabilization mission.
  • An eight-nation Arab-Islamic statement (Sept 30, 2025) demanded Israel’s complete withdrawal, diverging sharply from Washington’s version of the plan.
• Risk of Renewed Armed Resistance:Partial Israeli withdrawal and continued occupation zones could fuel militant activity, increasing the risk of direct confrontation with the ISF.
• Limited Accountability:Absence of UN oversight and clear reporting mechanisms raises concerns over the ISF’s command structure, rules of engagement, and human rights compliance.

Geopolitical and Strategic Implications

• For the U.S.: The ISF signifies Washington’s intent to maintain strategic control over Gaza’s post-conflict order, reducing UN influence.
• For Israel: The arrangement allows for partial demilitarization without ceding full security control—aligning with its domestic political compulsions.
• For Arab States: It poses a dilemma between supporting stability and avoiding association with a potentially occupation-legitimizing force.
• For Palestine: The lack of a fully sovereign and representative governance framework risks perpetuating disenfranchisement and renewed cycles of violence.

In News:

The International Labour Organization (ILO) released its landmark report, “The State of Social Justice: A Work in Progress (2025)”, ahead of the Second World Summit for Social Development. The report marks three decades since the historic 1995 Copenhagen Summit and evaluates global efforts towards achieving justice, equality, and inclusion in a rapidly transforming world.

I. Purpose and Framework

The report assesses progress over 30 years in advancing social justice—defined as fair and equitable access to opportunities, rights, and resources—through four foundational pillars:

• Fundamental Human Rights and Capabilities – promoting freedom, equality, and universal social protection.
• Equal Access to Opportunities – removing barriers to education, employment, and fair wages.
• Fair Distribution – ensuring equitable sharing of the gains from economic growth.
• Fair Transitions – managing environmental, digital, and demographic shifts inclusively.

II. Global Progress: Achievements and Trends

1. Poverty and Labour Improvements

• Extreme Poverty fell sharply from 39% (1995) to 10% (2023).
• Working Poverty declined from 27.9% (2000) to 6.9% (2024).
• Labour Productivity per worker increased by 78% globally and by 215% in upper-middle-income countries, indicating narrowing productivity gaps between nations.
• Child Labour dropped from 20.6% (1995) to 7.8% (2024), driven by education access and monitoring systems.

2. Education and Skills

• Secondary school completion rates rose by 22 percentage points since 2000, underscoring significant human capital development.

3. Social Protection Expansion

• Over half of the global population is now covered by at least one form of social protection—pensions, healthcare, or income support—up from a marginal share in 1995.

III. Persistent Challenges

Despite these gains, the report warns that social justice remains “a work in progress,” with stark inequalities continuing to undermine inclusive growth.

1. Inequality and Wealth Concentration

• The top 1% of the global population controls 20% of income and 38% of total wealth.
• 800 million people still survive on less than US$3 per day, and one in four lacks access to safely managed drinking water.

2. Gender and Birth Inequalities

• Women earn 78% of men’s wages, and gender parity in labour participation has improved by only three percentage points since 1995.
• Nearly 71% of income outcomes globally are influenced by birth circumstances, reflecting entrenched structural inequities.

3. Informality and Job Quality

• 58% of workers remain in the informal economy, with limited access to labour rights and social protection.
• Collective bargaining rights have weakened globally, as reflected in declining compliance scores across income groups.

4. Declining Trust in Institutions

Confidence in governments, corporations, and unions has steadily eroded since the 1980s due to perceptions of unfair reward systems, corruption, and widening wealth gaps—posing risks to democratic stability.

IV. India in the Global Context

India mirrors many global patterns highlighted by the ILO but also shows unique progress in certain areas:

1. Poverty and Human Development

• Multidimensional poverty reduced from 29% (2013–14) to 11% (2022–23).
• Education: Secondary school completion rate reached 79% (2024), and female literacy stands at 77%.
• Digital Empowerment: The JAM trinity (Jan Dhan–Aadhaar–Mobile) enhanced direct benefit delivery and reduced leakages.

2. Social Protection and Welfare

Schemes such as PM-KISAN, Ayushman Bharat, and e-Shram have significantly extended coverage to over 55 crore unorganised workers. The Social Security Code (2020) further streamlined pension and maternity benefits.

3. Labour Market and Gender Gaps

• Informality remains high—over 80% of India’s workforce operates outside formal contracts.
• Female labour force participation has improved to 37% (PLFS 2024–25) but remains below the global average.

V. Managing Emerging Transitions

The ILO identifies three ongoing societal transitions that must be managed fairly to sustain progress:

• Climate Transition – Ensuring green jobs and protecting workers displaced by decarbonisation.
• Technological Transition – Bridging the digital divide through skills, reskilling, and inclusive access.
• Demographic Transition – Addressing challenges of ageing populations while leveraging youth dividends in developing countries.

To navigate these, the ILO recommends:

• Applying existing labour institutions to emerging contexts.
• Adapting them to specific transition challenges.
• Amplifying them by integrating labour concerns into climate, digital, and fiscal policies.

VI. ILO’s Key Recommendations

• Embed Social Justice Across Policies – Integrate equity into finance, trade, climate, and healthcare governance.
• Rebuild Trust in Institutions – Enhance transparency, accountability, and participatory policymaking.
• Invest in People – Expand education, skills, and lifelong learning to bridge gender and digital gaps.
• Strengthen Social Protection Systems – Aim for universal and portable coverage, backed by fair minimum wages.
• Promote Fair Transitions – Ensure environmental and technological shifts generate decent work.
• Enhance Global Cooperation – Reinforce multilateralism to manage migration, inequality, and global shocks.