The Methodist Church sold its entire stake in Shell over climate concerns, report says

skiderlin@businessinsider.com (Sophie Kiderlin) 30/4/2021

© Dave Rushen/SOPA Images/LightRocket via Getty Images Extinction Rebellion protesters hold a banner with the words Shell Out outside Shell Tower at Waterloo, London.

The Methodist Church has sold all of its stakes in oil and gas major Shell over its emissions policy, the Financial Times reported.
Shareholders are due to vote on Shell's energy transition plans in May.
Shell's Q1 2021 earnings exceeded analyst expectations, as strong energy prices drove up profit.

The Methodist Church has sold off its entire investment in energy company Shell, which was worth over £20 million ($27 million), as it is concerned about Shell's clean energy strategy, the Financial Times reported on Friday.

Shell is aiming to adhere to the Paris Agreement and become a net-zero company by 2050 through reducing its carbon intensity step by step, lowering it first by 20% before 2030 and then by 45% by 2035. 'Carbon intensity' refers to the amount of emissions each unit of energy that Shell sells produces.

The company is increasing the amount of low-carbon energy sources such as hydrogen, or biofuels, in the products it sells and is planning to focus on producing more clean power. The company plans to capture, or offset, any unavoidable emissions created by its energy production. It also works with its customers to support them in lowering their own carbon footprint, according to Shell's website.

However, the Methodist Church does not believe these measures go far enough and Shell is not making a substantial enough effort to address climate change, the FT said.

Shareholders will be asked to vote on Shell's clean energy strategy at the company's annual general meeting in May, although the results won't be binding, the FT said.

In its first quarter earnings, Shell exceeded analyst expectations as earnings rose to $3.2 billion, rather than the expected $3.1 billion. Compared to the fourth quarter of 2020, when adjusted earnings were reported as $393 million, this reflects growth of 724%. Year-on-year, quarterly growth was around 11.5% - in the first quarter of 2021.

Shell said rising oil and LNG prices, chemicals and refining margins and lower depreciation were behind the quarterly pickup in growth, which was not affected by the Texan winter storm earlier this year. Shell said the storm caused losses of $200 million.
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Supermodel Iman Reveals Her ‘Rate Was Different To White Girls’ At The Start Of Her Career

Sarah Curran 

ET 29/4/2021
11

© Photo: Jamie McCarthy/amfAR/Getty Images Iman

Iman is reflecting on the racism that she encountered after moving to the U.S. to begin her career as a model.


While appearing on the latest episode of Naomi Campbell's "No Filter" YouTube show, the 65-year-old supermodel discussed her first experiences of discrimination. BELOW

RELATED: Iman Says She’ll Never Marry Again After Husband David Bowie’s Death: ‘This Was My True Love’

Iman, who grew up in Somalia before moving to New York in 1975, recalled, “My first experience [of racism] was seeing the discrepancies in pay between white models and Black models. My rate was different to white girls – it was an unspoken rule.”

The runway star decided to go on strike for three months as a protest against the discrepancy.

She continued, “If I’m doing the same job as a Caucasian model, why am I being paid less? I thought that if I took [the lower wage] I’d be saying ‘I deserve less’.”

Iman also remembered the makeup issues that she faced on her first photoshoot.

RELATED: Iman Shares Tribute To Late Husband David Bowie On His Birthday

“I was at a Vogue shoot with a Caucasian model. When the makeup artist finished her makeup and it was my turn, he asked me: ‘Did you bring your own foundation?’” she said.

The makeup artist then proceeded to “mix and match” the colours that he had. “When I looked into the mirror I didn’t look brown any more, I looked grey,” Iman said.

Inspired by the incident, Iman later went on to launch her own million dollar cosmetics business in 1994.

Speaking about how Black models were pitted against one another at the beginning of her career, Iman shared, “What I witnessed in America when I arrived here in 1975 was how [the fashion industry] purposefully pitched Black models against each other. [The attitude was] you have to dethrone one to take the place of another, but we could see lots of top white models working at the same time.”

RELATED: David Bowie And Iman’s Daughter Lexi Jones Shares Epic Response To ‘Perverted And Vulgar’ Instagram Follower

On refusing to compete with fellow model Beverly Johnson, she added, “I’m not going to play that game … because there’s space for both of us."

ONTARIO

New resource centre for migrant farm workers opens in Simcoe


Migrant farm workers in Norfolk County have a new place to call their own.

The Centre for Migrant Worker Solidarity recently opened on Kent Street in Simcoe. Once gathering restrictions are eased, director Fanny Belcoski will welcome workers looking to connect to free Wi-Fi, get answers to legal and workplace safety questions, or just hang out together.

“The idea is to have a physical place where they can come for information, for support, for internet,” Belcoski said.

The centre is funded by Service Canada through a $163,000 grant administered by KAIROS Canada, a faith-based social justice organization.

Connie Sorio, migrant justice co-ordinator with KAIROS, said the Simcoe centre aims to keep workers safe from COVID-19 and informed of their rights.

“People brought to Canada from overseas to work here are often not aware of or are unable to access available services or advocate for themselves if their rights are violated, especially during the pandemic,” Sorio said.

“We want to mobilize community organizations and individuals to welcome these workers — not just by saying ‘we welcome you,’ but by providing the supports and services workers need.”

Norfolk needed a new centre for migrant workers after a gathering place run by the United Food and Commercial Workers union closed in 2017.

“When the centre closed, workers were without a home,” said Belcoski, who co-ordinated the previous centre and put off retirement to take on this new project.

“We find that having an office gives us a presence and some visibility. The centre is a place where workers can come and gather,” added Rev. Peter Ciallella, a Catholic priest who provides support to migrant workers out of his parish, Blessed Sacrament in Burford.

Among the centre’s first projects is to assemble and distribute 5,000 “welcome bags” to workers quarantining at area farms or hotels. Inside each bag are handy items such as face masks and hand sanitizer, soap and toothpaste, a towel and socks, and packages of cookies and granola bars.

“This is a way to say, ‘Thank you for coming to Canada and for the work you do,’” Belcoski said.

There is also contact information for the new centre in case workers need help while in quarantine. Already this season, Ciallella conducted a prayer service over the phone for a worker whose mother died in Mexico not long after he landed in Canada.

Before the latest lockdown, local elementary school classes made cards welcoming farm workers to Norfolk and thanking them for their essential work. One of the colourful cards is in each bag.

“The workers love the cards. They make them feel welcome,” Belcoski said.

“We wanted to get the schools involved because we want the kids to know that the workers are here. They put the food on the table, and the workers are not invisible. They have voices too.”

Langton berry farmer Helen Zamecnik of EZ Grow Farms — which brings in 35 migrant workers from Jamaica and Trinidad each spring — called the welcome bags a “wonderful” initiative.

“Pretty well everything that’s in the bag is what I as a farmer would leave on their beds or on the counter,” said Zamecnik, who stocks the workers’ bunkhouses with groceries and other useful items.

“Even down to the socks — they always know they’re going to get a fresh, warm pair of socks from me, and it’s in the bag,” she said.

“So it’s all most welcomed and most appreciated. And everything will be used — that I know for a fact.”

Besides the practicality — Zamecnik said the sturdy bags themselves will come in handy in the fields and while shopping — the gifts are a morale boost.

“They right away felt special,” said Zamecnik. “Every bit helps, and if there’s a smile at the end of it, then it’s a good thing.”

Staff at the centre created short online videos in English and Spanish to educate workers about COVID-19 precautions and testing, and their rights while in Canada. Belcoski also fields questions about employment benefits, and if workers need help reporting unsafe working conditions or inadequate housing, the centre can be a first point of contact.

“Any questions they have, we guide them to the right channels,” Belcoski said.

Sorio hopes the centre will eventually serve to educate the broader community about “the role migrant workers play in our whole economic and food security system” while “decreasing the racism and xenophobia that many people have.”

“It’s an opportunity to deepen that understanding and also deepen that gratitude for what the migrant workers bring to us,” she said.

J.P. Antonacci, Local Journalism Initiative Reporter, The Hamilton Spectator

 Port of Montreal workers furious over back-to-work legislation

Duration: 01:51 

Striking dockworkers at the Port of Montreal say they are livid at the federal government's plan to force them back to work with legislation. The bill was passed on Thursday but still needs to make its way through the senate. Global's Olivia O'Malley has more.

ONTARIO

Front-line workers say that 3 paid sick days is not enough to protect them from contracting or spreading COVID-19

Duration: 02:23

WATCH: Kingston area MPP, the president of Kingston's hospital workers, and the president of the Ontario Nurses' Association call on the Ford government to do more to protect workers. They say that 3 paid sick days does not offer the protection needed when dealing with COVID-19 or any of its variants

SUDBURY

Laurentian created a 'manufactured crisis' to cut ties with 3 schools for $10M loan, court told

CBC/Radio-Canada 
29/4/2021

© Yvon Theriault/Radio-Canada Laurentian University has been going though unprecedented restructuring in the wake of declaring financial insolvency on Feb. 1. The Sudbury, Ont. school is currently under creditor protection, and was in Ontario…

Laurentian University's attempts to cut ties with three federated schools, as part of efforts to qualify for a $10-million loan to help it continue with restructuring for survival, was met with heated opposition in Ontario Superior Court on Thursday.

Laurentian lawyer D.J. Miller argued the Sudbury, Ont., university wouldn't' be sustainable without the loan, so needs to end contracts with Thorneloe University, the University of Sudbury and Huntington University, including to keep $7.7 million in grants and funding that would normally flow to those partners.

Miller also told Justice Geoffrey Morawetz that Laurentian severing its relationship with the three other universities is a requirement of getting approved for the loan from Firm Capital Mortgage Fund Inc.

Laurentian "cannot put forward a viable plan if it does not have the ability to stop the flow of money from Laurentian to the federated universities," she said.

The university needs the court's approval to move forward with restructuring. The hearing is the latest move in its ongoing attempts to operate while trying to gain financial stability as part of the insolvency process under the Companies' Creditors Arrangement Act (CCAA).

Earlier this month, the school started making deep cuts to staff and programs, prompting outcry from students, staff and supporters, and calls for governments to step in. The federated universities, in turn, launched court challenges after Laurentian announced cutting ties with them would be an important part of becoming financially viable again.

Schools say cost to cut ties overblown

Thorneloe and the University of Sudbury, however, say there's no cost to Laurentian to maintain ties with them, and ending the federated agreements would drive Thorneloe, at least, into its own financial crisis.

For its part, Huntington has reached an agreement to sell its online gerontology program to Laurentian and cease offering courses.

But during Thursday's court proceedings, it was revealed that if the other two universities win their court challenges, Huntington would also benefit and retain its federated status.

Andrew Hatnay, lawyer representing Thorneloe, accused Laurentian of just "plain mismanagement," saying it would only retain $1.8 million from ending its agreement with Thorneloe alone.

Hatnay argued Laurentian is exploiting the restructuring process, saying it simply wants to stop students from taking Thorneloe courses and direct them to Laurentian to lessen competition.

He said Laurentian's claim it needs a loan quickly, by the April 30 deadline, is a "manufactured crisis," and he accused Laurentian of deploying "tactics" to reach its financial goals.

Laurentian lawyer deflects competition idea

Miller said cutting personnel and programs were only part of the initial attempts to show how Laurentian would immediately reduce costs. She said the lending condition that the federated partners be severed was added April 19, after time was spent trying to negotiate a consensual agreement with them.

She dismissed the argument Laurentian simply wants to reduce competition.

"Evidence is clear, and the testimony of [Laurentian] president Robert Haché has been abundantly clear, that to suggest that Thorneloe and Laurentian are in competition is to suggest that a store that sells computers down the road is in competition with Dell," she said.

"This is not about eliminating the competition. There are three service providers here moving to one service provider which will provide service to all students."

Miller said Laurentian plans to use its own faculty and facilities, so isn't in need of support from the other schools.

If the federated universities win court challenges to stop the split, it would lead to Laurentian's demise, she said.

The University of Sudbury's case against Laurentian's separation plan is scheduled to be heard by another judge on Friday.

Laurentian wants to continue to be protected from creditors so it can apply for the $10 million, which would allow it to still operate while restructuring, and needs court approval for certain conditions to qualify for the loan — most importantly getting the OK to split with the three federated universities.

Miller said getting the $10-million loan would allow it to deal with creditors, and teach spring courses as well as six Indigenous studies courses.

As well, she said, Laurentian would be able to meet the terms it agreed on with Huntington University, including paying $1.2 million into a pension plan and Laurentian would acquire Huntington's gerontology program.

Lender has 'a lot of skin in the game'

Vern Da Re, representing Firm Capital Mortgage Fund in court, confirmed the lender's condition that Laurentian end its agreements with the federated universities to qualify for loan money on top of the $25 million it already lent to Laurentian.

"I don't think my client should be forced to advance $10 million — that would have a chilling effect on further loans," Da Re said.

He said his client simply wants to know his loan will be repaid, and emphasized these are all business decisions.

"We've got a lot of skin in the game."

Morawetz expressed frustration that he was being asked to make a critical decision within a short amount of time.

"Could this timing crisis not been averted with actions entirely within the power of the applicant?" the judge asked.

But Morawetz said he and the judge in the University of Sudbury hearing will deliver written decisions sometime before 11 p.m. ET on Sunday.

Classes for Laurentian's spring term start May 3.

WHY YOU NEED A UNION
As more retailers turn to tech, Macy's store employees score victory in challenging self-checkout in mobile app

Melissa Repko 

A union that represents Macy's employees scored a victory in challenging a self-checkout feature in the retailer's mobile app.

An independent arbitrator ruled last week that Macy's violated its bargaining agreement and said the company must find a way to credit employees for sales through the app or exclude departments, such as men's suits and cosmetics, that have commission-based pay.

The labor dispute spotlights the tension between technology and workers in the retail industry, especially as the pandemic drives more digital adoption and retailers race to adapt to consumer preferences.

© Provided by CNBC People wear facemasks as they walk through Herald Square on January 8, 2021 in New York City.

When Macy's rolled out a new self-checkout feature in its mobile app in 2018, the department store touted how customers could browse stores but skip the hassle of the checkout line. For some store associates, however, that set off alarm bells — and concerns that it would jeopardize their jobs or dock their pay.

Three years later, a union that represents Macy's employees has scored a victory in challenging the tech-based approach and how it cuts them out of commissions. An independent arbitrator ruled last week that Macy's violated its bargaining agreement and said the company must exclude departments, such as men's suits and cosmetics, that have commission-based pay from self-checkout.

The grievance was filed by about 600 employees at six stores in the Boston area and Rhode Island who are part of the United Food and Commercial Workers. UFCW represents 1.3 million workers, including over 11,000 Macy's workers in major cities including Seattle, San Francisco and New York City.

The labor dispute spotlights the tension between technology and workers in the retail industry. For years, retailers from department stores to major grocers have raced to keep up as online giant Amazon and direct-to-consumer e-commerce brands stole away market share.

Amazon has made technology a central feature as it expands its own brick-and-mortar footprint. At its convenience stores, called Amazon Go, it uses high-tech camera systems that automate checkout — speeding up payments for customers and eliminating the need for cashiers. It's thought to be bringing that technology to at least some of its Amazon Fresh full-sized grocery locations. And it is expanding a palm-scanning payment system to Whole Foods stores, too.

With the pandemic, the debate has come to the forefront again. Consumers have downloaded apps and adopted new modes of shopping such as curbside pickup to limit store trips and socially distance during the health crisis. Along the way, shoppers have learned to love the added convenience these services provide. That's added urgency for retailers to adapt their digital options, supply chain and workforce to keep up with consumer preferences.

For instance, contactless payments have gone mainstream, according to data from Mastercard. It found 41% of in-person transactions globally in the third quarter of 2020 were contactless, up from 37% in the second quarter, and 30% a year prior.
Remaining competitive

Santiago Gallino, a professor at the Wharton School who specializes in digital transformation, said retailers in particular are under pressure "to reinvent themselves and rethink the role of employees" or risk becoming extinct. The industry is littered with cautionary tales, from RadioShack to Toys R Us.

Macy's doesn't want to join that list. It has been battling a yearslong period of sales declines. Its sales fell for three consecutive years, from 2015 through 2017. Revenue dropped again in 2019. And the pandemic intensified its challenge, temporarily shuttering stores and causing annual sales to drop by about 28%.

In the arbitration, Macy's said it needed the technology "to remain competitive in an ever changing retail market."

While Macy's declined to comment on the arbitration's outcome, the ruling won't have an immediate effect for customers.

The company expanded self-checkout, called scan and pay, to all of its approximately 500 Macy's stores in 2018. Customers could scan bar codes on items with their phones and apply coupons or loyalty program discounts on their own, but had to get security tags taken off by an employee. The feature excluded some departments, such as big-ticket items like mattresses and fine jewelry.

Macy's took the feature offline for tech improvements in October and doesn't have a timeline on when it will bring it back, company spokeswoman Blair Rosenberg said. It would not be available in stores covered by the arbitration.

Macy's leaders have said, however, that it will direct its investments toward its digital business. At a virtual conference hosted by Goldman Sachs in September, Macy's interim Chief Financial Officer Felicia Williams said using technology — including self-checkout — to improve the customer experience is a priority.

As retailers adapt to stay relevant, Wharton's Gallino said leaders must strike a delicate balance: adding technology that customers want while stressing employees' importance, even if their job descriptions change.

"If the conversation is about cutting labor, cutting hours, the reaction of these sales associates is not a surprise," he said. "But if the retailer explains the transformation the industry is going through and how the associates add value in this environment, then I would hope both employees and management can get to a better place."

He said commissions have become trickier in a digital world, too. Historically, he said, retailers used the pay to incentivize employees' efforts on the sales floor, from fetching customers other sizes to recommending merchandise. The payoff came for the sales associate when he or she checked out a customer.

Increasingly, however, customers may come to a store to try on pairs of shoes, browse aisles or ask questions — only to buy the item later online. That can make the role of the employee in that sale harder to track even if they were instrumental in influencing that sale, he said.

"The link between the cause and the effect is not so clean," he said. "The moment when that link is broken, my sales rep may lose the incentive to be helpful and pay attention to a customers' needs."

As stores serve more as showrooms, he said, retailers must think of new ways to motivate strong customer service.

'Just the beginning'

As part of the ruling, Macy's must provide backpay that employees at those six stores would have made on about $2,000 in total sales made through scan and pay.

Fernando Lemus, who represents the workers who filed the grievance as president of UFCW 1445, said the self-checkout feature drove a small number of sales at the stores. Even so, he said, employees want to make sure that changing responsibilities don't amount to a pay cut.

"As technology continues to advance in this industry, we were concerned this was just the beginning," he said.

Over the past five years, he said, Macy's workers in his local union have declined by about 33% as the retailer reduces its workforce — and some who still work at stores have moved into jobs such as fulfilling online orders.

For Terri Barkett, who works at the Macy's store in Warwick, Rhode Island, the arbitrator's decision came as a relief. Unlike some of her colleagues, she said, her wages aren't based on commission. But she said she worried scan and pay could eventually lead to stores with few, if any, cashiers.

Barkett has worked for Macy's for 19 years. She said she takes pleasure in helping customers find the perfect birthday gift or outfits for special occasions — and often looks high and low for the right color, style or size. She said she believes human connection is one of retailers' strongest tools to deepen loyalty and drive higher sales.

Just this week, she said, she checked out a customer and noticed the Tommy Bahama logo on his shirt. She told him that brand was on sale and pointed to the display.

"He ran right over there. He got two more [shirts]," she said. "An app can't see that."

Amazon is spending big to take on UPS, USPS and FedEX

Annie Palmer 
CNBC 4/30/2021

Amazon is investing heavily in adding more warehouses and growing its fleet of airplanes, trucks and vans.

The company revealed Thursday in its first-quarter earnings that its capital expenditures grew a whopping 80% over the trailing 12 months.

The investments are part of Amazon's goal to manage its own deliveries and speed up the process, thereby relying less on third parties such as UPS and the U.S. Postal Service.

© Provided by CNBC Amazon driver Shawndu Stackhouse delivers packages in Northeast Washington, D.C., on Tuesday, April 6, 2021.

Amazon has long set its sights on being the fastest in the online delivery race. Its first-quarter earnings report on Thursday revealed just how much it's willing to spend to get there.

On an earnings call with investors, Amazon CFO Brian Olsavsky said the company's capital expenditures, which include such things as logistics expansion and the costs of data centers, increased a whopping 80% over the trailing 12 months.

While the coronavirus pandemic pushed many businesses to slow spending, Amazon plowed profits back into physical expansion, growing its transportation and logistics presence across the country. Olsavsky said the company added more warehouses and grew its fleet of airplanes and linehaul trucks. Amazon also continues to grow its contracted delivery network, often distinguishable by blue Amazon-branded vans, to oversee more than 100,000 drivers.

All told, the company increased capacity of its in-house logistics operations, known as AMZL, by 50% year over year, Olsavsky said. Amazon expects to keep spending big in these areas throughout the remainder of 2021 and potentially into 2022.

Logistics expansion is critical for Amazon as it seeks to speed up deliveries and, in the future, make the business of delivering packages more cost effective. Olsavsky signaled that Amazon is making progress on that front, noting that "our cost right now is very competitive with our external options." It's unclear whether Amazon has closed that gap when it comes to rural areas, which significantly increase last-mile delivery costs compared with densely populated regions.

Amazon still relies on third-party providers such as UPS, FedEx and the U.S. Postal Service to handle a portion of deliveries. But the company has steadily grown its fleet of planes, trucks and vans to inch closer to its shipping partners. One estimate last August suggested Amazon now delivers roughly two-thirds of its own packages.

By operating its own fulfillment and logistics network, Amazon can continue to optimize the process of preparing and delivering packages to shoppers' doorsteps. In doing so, Amazon has already shifted from a two-day delivery model to one- and even same-day delivery.

"What we see which is very helpful is the ability to control the whole flow of products from the warehouse to the end customer," Olsavsky told investors on the call. "It's turned what normally was a batch process, where we would hand off a large batch of orders to a third party once a day, let's say, to a continuous flow process where we continually have orders leaving our warehouses five, six times a day, going through middle mile and then to final delivery, either through our AMZL drivers or [contracted delivery] partners."

Ultimately, these investments in fulfillment and logistics also strengthen Amazon's "flywheel effect."

Amazon's increasingly end-to-end control of a package's journey from warehouse to doorstep has meant that consumers "get more precise estimates of delivery" after they've placed an order, Olsavsky said. That makes things like Amazon's Prime subscription service, which recently crossed 200 million paying members, worth the expense for consumers.

As shoppers continue to flock to Amazon, it pushes more businesses to have a presence on the site and, if they're not already, buy ads and pay to tap into Amazon's warehouse footprint. Amazon makes money from selling third-party seller services, by taking a cut of each sale and collecting fees from sellers who use its warehouses. Revenue in that segment surged 64% during the quarter.

Colombian Paramilitaries Killed Another Farmer Leader


The sign reads, "Being a social leader is not a crime," Bogota, Colombia, April 29, 2021. | Photo: Twitter/ @InfoNodal

Published 30 April 20

1,173 social leaders have been murdered since the signing of the 2016 Peace Agreement.

Colombia's Institute of Studies for Development and Peace (INDEPAZ) on Thursday reported the murder of social leader Wilson Lopez by armed men in Aguadas municipality, Caldas Department.


RELATED:

Colombia Goes on Strike to Demand an End to Violence

"Lopez, who was renowned for promoting family farming campaigns in El Congal village, was shot to death while walking through the community on Wednesday afternoon," INDEPAZ stated.

The social leader encouraged the return to the community of dozens of people who were victims of forced displacement by paramilitary and guerrilla groups.

Sixteen years ago, El Congal was affected by armed groups that committed crimes and constantly threatened its inhabitants.

"Just a few days ago, the farmers returned to their territory. Today they are left without their struggle's leader," INDEPAZ stressed.

Fifty-seven social leaders have been killed so far this year. The number of leaders killed stands at 1,173 since the signing of the 2016 Peace Agreement.

On Wednesday, Colombians took to the streets to protest against the increasing violence in their country and the systematic assassinations of social leaders.

Six Catholics Kidnapped in Haiti Are Released



Catholics praying for the release of the hostages, Haiti, April, 2021. | Photo: Twitter/ @vaticannews_fr

TELESUR
Published 30 April 2021

"A relief for the whole society, for all those who love life, and for all those who defend life," said Archbishop of Port-au-Prince Max Leroy Mesidor.

The Society of Saint-Jacques Fathers announced that four priests, a nun, and a layman kidnapped in Haiti were released on Friday.

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Haitians Block Streets to Protest Kidnappings

Among them are two French citizens, nun Agnes Bordeau and priest Michel Briand, who has lived in Haiti for three decades.

"It's a relief for the whole Church. A relief for the whole society, for all those who love life and for all those who defend life," said Archbishop of Port-au-Prince Max Leroy Mesidor.

The Saint-Jacques Fathers also thanked the Haitian authorities and the ambassadors of France and the United States for their efforts.

The meme reads, "Relief at the release announcement of Agnes Bordeau and Michel Briand, who were kidnapped 19 days ago in Haiti. All my support for the Island's inhabitants who have to live in this insecure environment."

On April 11, ten people were kidnapped by the “400 Mawozo”, a criminal group operating in Croix-des-Bouquets, on the outskirts of Port-au-Prince. A few days later, on April 15, this criminal act precipitated the resignation of Prime Minister Joseph Jouthe.

Subsequently, the Haitian Catholic Church held several days of protest and closed its churches, schools, and universities to demand the release of the hostages.

A week ago, the 400 Mawozo began to free some hostages, among whom was the mother of priest Jean Anel Joseph and three other religious.