What’s at stake in the COP30 negotiations?

In practical terms, the debates at COP30 revolve around three big questions:

1. How can countries ramp up climate action?

With the planet heating at record speed and climate disasters intensifying, cutting emissions and adapting to impacts dominate the agenda. Delegates are looking at key tools:

Nationally Determined Contributions (NDCs): National climate plans updated every five years. At COP30, countries are weighing new ways to boost ambition and speed up implementation.

Phasing out fossil fuels: COP28 agreed to “transition away from fossil fuels.” Now, negotiators are debating whether to set a clearer, context-based roadmap for that shift.

National Adaptation Plans (NAPs): 72 countries have submitted plans, but most lack funding. One proposal: triple adaptation finance by 2025.

Global Goal on Adaptation: Talks focus on roughly 100 indicators to track progress on adaptation worldwide.

Forest Finance Roadmap: Already backed by 36 governments representing 45 per cent of global forest cover and 65 per cent of GDP. It aims to close a $66.8 billion annual gap for tropical forest protection and restoration.

2. How can money and technology reach those who need it most?

Political promises alone won’t solve the climate crisis – they need real resources. COP30 negotiators are exploring ways to unlock finance and technology:

Article 9.1 of the Paris Agreement: Developed countries must support developing nations financially. Delegates are considering an action plan and accountability tools.

Baku-to-Belém Roadmap to $1.3 trillion: A proposal to mobilize $1.3 trillion annually for developing countries, with five action areas and debt-free instruments under discussion.

Loss and Damage Fund: Created at COP27 and launched at COP28 to help countries hit hardest by climate impacts. The Fund arrives at COP30 underfunded, sparking calls for more contributions.

Green Climate Fund: The world’s largest climate fund, but its latest replenishment cycle showed signs of decline.

Global Environment Facility: Provides grants to developing countries, but current funding is seen as inadequate.

Technology Implementation Programme: Aims to improve access to climate technologies, but negotiations remain divided over financial and trade barriers.

Trade-restrictive unilateral measures: Climate-related trade policies that may disadvantage developing countries. One idea: create a platform to assess their impact.

3. How can climate action be fair and inclusive?

Even with funding, big transitions risk deepening inequalities unless they protect vulnerable communities. Negotiators are working on frameworks to ensure fairness:

Just Transition Work Programme: Promotes social justice, decent work, and sustainable development. Countries expect a practical framework aligned with workers’ and communities’ realities.

Gender Action Plan: Guides the integration of gender perspectives into climate action. The first plan was adopted in 2017; an updated version is due at COP30.

Why what happens in Belém matters

The choices made in Belém will shape how the Paris Agreement moves from words to action, and whether global climate goals remain within reach. Behind closed doors, the mood is clear: time is short, and compromise cannot wait. These decisions will shape not only the pace of emissions cuts but also whether justice is delivered for indigenous peoples, as well as Africa and developing nations, who bear the brunt of climate impacts despite contributing least to the crisis.

UN News is reporting from Belém, bringing you front-row coverage of everything unfolding at COP30.

Health, education, opportunity at stake, amid stubborn digital gender divide

Closing this gap is not optional. There were189 million fewer women than men online in 2024.  

The disparity is about more than access, it reflects deeper systemic barriers, according to ​Doreen Bogdan-Martin who heads the UN telecommunications agency, ITU.

That’s too many missed opportunities to learn, to earn and to shape our shared digital future,” she said in a message for Thursday’s International Girls in ICT Day.

She underscored that connectivity alone is not enough to ensure true digital transformation.

“It must be meaningful – being able to afford digital devices and services, having the skills to use technology and feeling safe in online spaces. Everyone deserves the chance to thrive in an increasingly digital world.”

ITU Secretary-General Doreen Bogdan-Martin’s video message.

2025 Theme

Celebrated annually on the fourth Thursday of April, Girls in ICT Day encourages girls to pursue careers in science, technology, engineering and mathematics (STEM).

Since its launch in 2011, more than 417,000 girls and young women have participated in over 11,500 celebrations across 175 countries.

This year’s theme is Girls in ICT for inclusive digital transformation. The ITU is calling for more investment in girls’ digital education and expansion of access to technology.  

More young women need to become creators – not just consumers in the digital world, the agency argues.

“Whether you are an entrepreneur, launching an AI startup, a teacher incorporating digital skills into your classroom or a policymaker shaping our shared digital future, you can help ensure every woman and girl has the chance to connect, create and lead in digital spaces,” Ms. Bogdan-Martin emphasised.

A participant at a UN-supported training on STEM for girls and young women.

Global observance

The 2025 global observance will be co-hosted this year by the Commonwealth of Independent States (CIS) in Eurasia together with States from the Arab region, featuring a live-streamed hybrid event linking Bishkek, Kyrgyzstan and Nouakchott, Mauritania.

The programme includes an intergenerational dialogue bringing together girls, women leaders, and ICT experts to discuss practical strategies for closing the gender gap.

Events are also being organized worldwide, including Girls in ICT in Solomon Islands in the Pacific, the Melon Girls Club in North Macedonia and STEM Supergirls in Croatia.

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Meet new ‘Phantom of Bombay House’: NRI but holds 18.4% Stake in Tata Sons

Shapoor Mistry, chairman of the Shapoorji Pallonji Group, leads one of India’s most powerful business dynasties, managing a significant stake in Tata Sons while steering his family’s company through a critical period of transformation. The Mistry family holds an 18.4% stake in Tata Sons, valued at approximately ₹1.52 lakh crore ($130 billion), making them key players in one of India’s largest conglomerates. Yet, despite their deep connections to India, Shapoor Mistry himself is not Indian by nationality—he holds Irish citizenship.

Founded 159 years ago, the Shapoorji Pallonji Group has been a major force in engineering, construction, and infrastructure development. Shapoor Mistry, born in 1964, is the eldest son of Pallonji Mistry, the family patriarch who passed away in 2022, and Patsy Perin Dubash. He has two sisters and a brother, Cyrus Mistry, whose untimely death in a car accident in September 2022 shocked the business world. Shapoor now stands at the helm of a company that generates around $30 billion in annual revenue, managing a sprawling portfolio of businesses.

However, the Mistry family’s wealth is deeply intertwined with their stake in Tata Sons. Pallonji Mistry, Shapoor’s father, earned the nickname “Phantom of Bombay House” due to his quiet yet influential presence at Tata Group’s headquarters. Their relationship with Tata Group peaked in 2012 when Shapoor’s younger brother, Cyrus, was appointed chairman of Tata Sons. However, a highly publicized and contentious boardroom battle led to Cyrus’s ousting in 2016, resulting in one of India’s most dramatic corporate conflicts. This feud between the Mistry family and Tata Trusts led to a prolonged legal battle, putting the spotlight on their close ties with Tata Sons.

The Quiet Billionaire

For Shapoor Mistry, the year 2022 was particularly challenging. In June, his father passed away, marking the end of an era. Just three months later, his brother Cyrus died in a car crash, a personal and professional blow to the family. Together, Shapoor and Cyrus had been working on restructuring the Shapoorji Pallonji Group, which had been facing financial pressure due to high levels of debt. Their plan included selling off non-core assets to stabilize the company’s finances, a strategy that Shapoor continues to implement in the wake of these tragic losses.

In an effort to ensure the group’s long-term resilience, Shapoor has led a reorganization of the company, dividing it into two main entities—S.P. Finance and S.C. Finance—focused on real estate and infrastructure, respectively. This move is aimed at improving cash flow management, particularly in industries where large-scale projects often take years to generate returns. Shapoor’s leadership is now more critical than ever as he navigates both emotional and operational complexities.

But Shapoor Mistry is keen on ensuring that the next generation of the Mistry family continues the legacy. shapoor has already involved his son and his late brother’s sons, Firoz and Zahan Mistry, in key roles within the company. This generational handover is intended to preserve the family’s influence in both Shapoorji Pallonji Group and Tata Sons, as well as to secure the company’s future amidst ongoing challenges in the business landscape.

 

ONGC Videsh to Acquire 11% Stake in JSC Vankorneft

India’s Cabinet Committee on Economic Affairs, chaired by Prime Minister Narendra Modi, has given its approval to an cquisition by ONGC Videsh Limited (OVL) for 11% stake in JSC Vankorneft from M/s Rosneft Oil Company (Rosneft), the National Oil Company (NOC) of Russian Federation (Russia). Rosneft operates Vankor fields, with Vankorneft, its wholly owned subsidiary.

OVL will be paying an amount of US$ 930 million for acquiring 11% stake in Vankorneft.

The acquisition of stake in Vankorneft will provide 3.2 Million Metric Ton of Oil Equivalent (MMTOE) to OVL by 2017. It will also provide an opportunity to Indian public sector Oil and Gas companies to acquire new technologies from Rosneft. The acquisition is in line the ONGC’s stated objective of adding high quality international assets to India’s Exploration and Production (E&P) portfolio and thereby augmenting India’s energy security.

Recently, an Indian Consortium comprising of Oil India Limited (OIL), Indian Oil Corporation Limited (IOCL) and Bharat PetroResources Limited (BPRL) acquired 23.9% stake in Vankorneft at a cost of US $ 2020.35 million which will give them 6.56 MMTOE. Earlier in May 2016, ONGC Videsh Ltd (OVL) completed the formalities on acquisition of 15% stake in Vankorneft at a cost of US $ 1.284 billion which gave OVL 4.11 MMTOE.