Analyze

Industrial meatpacking plants in countries all over the world (USA, Germany, Australia) have all become hotspots of COVID-19 (Link). 

The close proximity in which workers working in such plants, the gruelling hours, the lack of access to healthcare among workers (many of whom are immigrants, refugees and POCs), are all reasons why such plants have emerged as hotspots. This Propublica article talks about the amont of preparation that such an industry has for pandemic flu outbreaks that could wipe out animals, but failed to do the same for their workers (Link). Moreover, our desire of meat (bad for the environment and unsustainable), has resulted in these companies having a tremendous amount of clout which allowed some to go over the heads of local officials as the ProPublica article reports. 

A well publicised Harvard study reported an association between long-term exposure to fine particulate matter (PM2.5) and COVID-19 deaths (Link). Another recent study that consider multiple pollutants found a signficiant association between nitrogen dioxide (NO2), a traffic-related pollutant and COVID-19 deaths, and not PM2.5 (Link).

Air pollution and COVID-19 have intersected in other ways. The decreases in air pollution due to the lockdown were seen as one of the few silver linings of the crisis (Link). Although early optimism has been dashed as air pollution levels have jumped right back up in China (Link) and other places when the lockdown was lifted. Some may say that under the cover of COVID-19, the Trump administration also rolled back several environmental regulations (Link), and it is unclear yet what the long-term effects of such rollbacks will be.

Air pollution is also a carrier of COVID-19 (Link), and researchers have been investigating the transmission of the virus by simulating mundane activities such as speaking in the elevator and even flushing a toilet.

Some of the other ways however, in which air pollution and COVID-19 will intersect are at infrastructure such as warehouses, which we will see increase as more and more people move to shopping online. Already in the recent pasts of the building of massive warehouses have been challenged for environmental justice reasons, as they tend to be built in poor, minority communities and result in heavy freight traffic, which in turn burdens such communities with increased pollution (Link1, Link2). Amazon employees themselves have documented the nature of siting of warehouses (Link), and it is likely to become an even more fraught site of contention as we move forward.

Individualizing and psychologizing the suicides, ignoring the publicness of the action and the structural causes, took away from its extreme emotional potency. Although it did spawn a good deal of activism and research, the profit margins of Apple continue to grow and Foxconn’s are shrinking. 

Automation is ignored - this topic was raised in the Dialectical Anthropology article that responded to something else that Ngai wrote and cited this piece.

Apple ”released its Supplier Responsibility Progress Report in February 2011 to show the remedial measures taken by Foxconn, its largest supplier, in the aftermath of the suicides. However, none of the ‘remedial measures’ addressed such core issues as speed-up, illegal levels of compulsory overtime work, dangerous conditions in the Foxconn factories, the humiliation of workers, and illegal practices associated with the use of student interns as workers.” -p1263

I think the corporations had extremely little regard for the Chinese factory workers, including the higher-ups at Foxconn and the people of Apple and the other companies that contract their manufacturing with Foxconn. It seemed like pure damage control.

Really just denying responsibility hard: Foxconn’s “public responses to workers’ suicides were uniform: the workers who attempted suicides suffered from individual psychological problems such as depression, distress over heavy debts, or family and other personal problems (Li, 2010). Foxconn hired Western and Chinese psychologists and psychiatrists to defend it in the wake of the plague of worker suicides at the company.” p1260

As more specified in news articles, like Heffernan 2013, Foxconn increased wages but increased the quotas by even more. They started making workers sign anti-suicide pledges that said they wouldn’t blame the company or sue or ask for compensation. They retracted that because of outcry but then just put up nets. “Steve Jobs gamely insisted that the factory, with swimming pools and cinemas, was far better than required. The Foxconn communications director Liu Kun, argued that with more than a million employees in China alone, the rate of "self-killing" wasn't far from China's relatively high average. Everyone pledged to do better and the story went away.”

In this economist article I can’t access, but that is cited in the Wikipedia article on this topic, they also mentioned that Buddhist monks were brought in for prayer sessions.

The activists “condemned the ineffectiveness of the Chinese government and trade unions to enforce labor law and protection of the migrant workers and hence urged Apple and other brands to support genuine reform of Foxconn’s unions.” p1261 - so they are turning to the brands for labor conditions to improve.

The purpose of this program is to educate students to become global leaders (dubbed Phoenix Leaders) in radiation disaster response. The program aims to use experience from the aftermath for Hiroshima to create an overarching program of “Radiation Disaster Recovery Studies”, with multiple disciplines of Medicine, Environmental Studies, Engineering, Sciences, Sociology, Education and Psychology. The eventual aim is to create a new and evolving system of response, safety, and security. 

The program was created in reaction to the disaster at Fukushima-Daiichi, with influence of the lessons learned post-bombing in Hiroshima. Hiroshima University specializes in radiation casualty medicine and works to improve medical care in response to nuclear emergencies. This program was specifically made to generate leaders capable of directing relief efforts while keeping the clear goal of reconstruction post-disaster. 

The program is located at the Hiroshima university campus. It involves common coursework for all tracks of the program (at the Hiroshima Phoenix Training Center), specialized courses in different professional subjects, fieldwork in Fukushima, and internships with a Japanese company and an international organization.