Multiple failures are to blame for the Niger ambush that killed four US service members last October, the Pentagon said on Thursday, citing insufficient training and preparation as well as the team’s deliberate decision to go after a high-level ISIS group insurgent without proper command approval.
A report summary released Thursday includes recommendations to improve mission planning and approval procedures, re-evaluate equipment and weapons requirements, and review training that US commandos conduct with partner forces.
Defense secretary Jim Mattis directed General Thomas Waldhauser, head of US Africa Command, to take immediate steps to address shortfalls, and has given senior leaders four months to complete a review and lay out a plan for additional changes.
At a Pentagon news conference, General Waldhauser said he takes responsibility for what happened.
“I take ownership of all the events connected to the ambush of October 4,” he told reporters. “Again, the responsibility is mine.”
The general said changes have already been made in the way military activities are carried out in Niger and elsewhere in Africa.
“We are now far more prudent on our missions,” he said.
The summary lays out a confusing chain of events that unfolded between October 3-4, ending in a lengthy, brutal firefight as 46 US and Nigerien forces battled for their lives against more than 100 enemy fighters. Amid the chaos, it identifies repeated acts of bravery as the outnumbered and outgunned soldiers risked their lives to protect and rescue each other during the more than hour-long assault.
“This investigation identifies individual, organisational, and institutional failures and deficiencies that contributed to the tragic events of October 4, 2017,” the summary said. But it concludes that “although the report details the compounding impact of tactical and operational decisions, no single failure or deficiency was the sole reason.”
Military officials found that the US forces didn’t have time to train together before they deployed and did not do pre-mission battle drills with their Nigerien partners. And the report found there was a lack of attention to detail and lax communication about missions that led to a “general lack of situational awareness and command oversight at every echelon.”
General Waldhauser said the report, which has not yet been made public in full, singles out three individuals whose actions could be faulted. Whether they are disciplined is a matter to be decided by US Special Operations Command, he said.
Robert S Karen, the assistant secretary of defense for international security affairs, who spoke alongside the general, said there are about 800 US troops in Niger, and that none are supposed to be engaged in direct combat.
According to the report, the Army Special Forces team left Camp Ouallam on October 3 to go after Doundou Chefou, an IS leader who was suspected of involvement in the kidnapping of an American aid worker. But the team leader and his immediate supervisor submitted a different mission to their higher command, saying they were simply going out to meet tribal leaders. That less-risky mission was approved, but when the Ouallam team got to the location the insurgent wasn’t there.
Senior commanders, unaware of the team’s earlier actions, then ordered the troops to serve as back-up for a second team’s raid, also targeting Chefou. That mission was aborted when weather grounded the second team. The Ouallam team members were then ordered to another location to collect intelligence also linked to Chefou, which they did without problems. On their way back to their home base they stopped at the village of Tongo Tongo to get water.
Soon after leaving Tongo Tongo, about 200 km north of Niamey, Niger’s capital, they were ambushed by Islamic State-linked militants carrying small arms and rocket-propelled grenade launchers.
The report concludes that although the enemy can move freely around the village area, “there is not enough evidence to conclude that the villagers of Tongo Tongo willingly (without duress) aid and support them. Additionally, there is insufficient evidence to determine if villagers aided the enemy or participated in the attack.”
Four Nigerien troops were also killed, and two American soldiers and eight Nigerien forces were wounded.
The report says that the four soldiers killed in the attack “gave their last full measure of devotion to our country and died with honour while actively engaging the enemy.” It says that none were captured alive by the enemy, and all died immediately or quickly from their wounds. Sergeant La David Johnson and two Nigerien soldiers got separated from the others during the battle and were gunned down, but his body wasn’t found until two days later.
The investigation was led by US Africa Command’s chief of staff, Major General Roger Cloutier Jr, whose team conducted dozens of interviews across the US, Europe and Africa.
Families of the fallen have expressed frustration with the incident and the briefings they got.
“The whole thing was a screwed-up mess,” said Arnold Wright, father of Staff Sergeant Dustin Wright of Lyons, Georgia, who was killed in the attack. Mr Wright said he’s concerned the Army may be pinning blame on lower-ranking soldiers and not accepting responsibility high enough up the chain of command.
The briefing, he said, gave the impression “that the captain, the team leader, that he mischaracterised the mission” as one to reach out to local leaders rather than a mission to target the insurgent.
Pataal Lok season two
Directors: Avinash Arun, Prosit Roy
Stars: Jaideep Ahlawat, Ishwak Singh, Lc Sekhose, Merenla Imsong
Rating: 4.5/5
COMPANY%20PROFILE
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Origin
Dan Brown
Doubleday
Dubai Bling season three
Cast: Loujain Adada, Zeina Khoury, Farhana Bodi, Ebraheem Al Samadi, Mona Kattan, and couples Safa & Fahad Siddiqui and DJ Bliss & Danya Mohammed
Rating: 1/5
How Sputnik V works
The burning issue
The internal combustion engine is facing a watershed moment – major manufacturer Volvo is to stop producing petroleum-powered vehicles by 2021 and countries in Europe, including the UK, have vowed to ban their sale before 2040. The National takes a look at the story of one of the most successful technologies of the last 100 years and how it has impacted life in the UAE.
Read part four: an affection for classic cars lives on
Read part three: the age of the electric vehicle begins
Read part one: how cars came to the UAE
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
COMPANY PROFILE
Founders: Alhaan Ahmed, Alyina Ahmed and Maximo Tettamanzi
Total funding: Self funded
Email sent to Uber team from chief executive Dara Khosrowshahi
From: Dara
To: Team@
Date: March 25, 2019 at 11:45pm PT
Subj: Accelerating in the Middle East
Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.
Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.
I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.
This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.
It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.
Uber on,
Dara
Jawan
%3Cp%3E%3Cstrong%3EDirector%3A%20%3C%2Fstrong%3EAtlee%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3EStars%3A%3C%2Fstrong%3E%20Shah%20Rukh%20Khan%2C%20Nayanthara%2C%20Vijay%20Sethupathi%26nbsp%3B%3C%2Fp%3E%0A%3Cp%3E%3Cstrong%3ERating%3A%20%3C%2Fstrong%3E4%2F5%3C%2Fp%3E%0A
What can you do?
Document everything immediately; including dates, times, locations and witnesses
Seek professional advice from a legal expert
You can report an incident to HR or an immediate supervisor
You can use the Ministry of Human Resources and Emiratisation’s dedicated hotline
In criminal cases, you can contact the police for additional support
COMPANY%20PROFILE%20
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Tips for taking the metro
- set out well ahead of time
- make sure you have at least Dh15 on you Nol card, as there could be big queues for top-up machines
- enter the right cabin. The train may be too busy to move between carriages once you're on
- don't carry too much luggage and tuck it under a seat to make room for fellow passengers
UAE currency: the story behind the money in your pockets
How to avoid crypto fraud
- Use unique usernames and passwords while enabling multi-factor authentication.
- Use an offline private key, a physical device that requires manual activation, whenever you access your wallet.
- Avoid suspicious social media ads promoting fraudulent schemes.
- Only invest in crypto projects that you fully understand.
- Critically assess whether a project’s promises or returns seem too good to be true.
- Only use reputable platforms that have a track record of strong regulatory compliance.
- Store funds in hardware wallets as opposed to online exchanges.
SPEC%20SHEET%3A%20NOTHING%20PHONE%20(2)
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Specs%3A%202024%20McLaren%20Artura%20Spider
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COMPANY%20PROFILE
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Squid Game season two
Director: Hwang Dong-hyuk
Stars: Lee Jung-jae, Wi Ha-joon and Lee Byung-hun
Rating: 4.5/5