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He is the only suspect in the destruction of the historic buildings that housed the National Assembly and the offices of lawmakers, the governing African National Congress and several opposition parties.

On Tuesday, as the judge, Zamekile Mbalo, ordered Mr. Mafe committed to a psychiatric hospital in Cape Town for 30 days, the suspect appeared visibly distressed. He shook his head from side to side, breathing heavily as he clutched his belongings in a shopping bag. His lawyers said he would go on hunger strike to protest his continued detention.

Mr. Mafe’s lawyer, Mr. Mpofu, a former anti-apartheid activist and now a prominent member of an opposition party, has a reputation for taking on politicized cases. He defended a group of veterans accused of briefly holding the defense minister hostage during a meeting over unpaid benefits. Mr. Mpofu is also a lawyer for Jacob Zuma, the former president, appearing on his behalf to appeal his arrest on contempt of court charges last year.

living through California’s tinderbox years has convinced me to keep an eye on climate dangers; while forecasts on climate risk are inexact, making some effort to anticipate its danger when deciding where to live feels more responsible than ignoring it. And when people in California are paying a million dollars above asking price for homes in areas of high and increasing wildfire risk, isn’t that something like ignoring it?

There is a concept in behavioral economics known as a “Minsky moment,” which describes when a bull market suddenly wises up to its own unsustainability, causing a collapse in prices.

Jesse Keenan, an associate professor at the Tulane University School of Architecture who studies how climate change affects housing markets, told me that a Minsky moment could be coming for high-priced homes in at-risk coastal cities. As home lenders, insurance companies and other players in the real estate business begin to better understand their exposure to climate risks, they may raise premiums or force disclosure requirements that could lower home values.

At the moment, buying a home in the San Francisco Bay Area, where I live, looks like a safe investment. But lately I have begun to obsess about the uncertainty built into the changing weather. What if three fire seasons from now proves to be one fire season too many — and, in a blink, the housing market into which we’ve invested so much of our future implodes? “In a way, climate change could begin to look like a foreclosure crisis,” Keenan told me.

“Security and privacy have long been top companywide priorities at Twitter,” said Twitter spokeswoman Rebecca Hahn. She said that Zatko’s allegations appeared to be “riddled with inaccuracies” and that Zatko “now appears to be opportunistically seeking to inflict harm on Twitter, its customers, and its shareholders.” Hahn said that Twitter fired Zatko after 15 months “for poor performance and leadership.” Attorneys for Zatko confirmed he was fired but denied it was for performance or leadership.

the whistleblower document alleges the company prioritized user growth over reducing spam, though unwanted content made the user experience worse. Executives stood to win individual bonuses of as much as $10 million tied to increases in daily users, the complaint asserts, and nothing explicitly for cutting spam.

Chief executive Parag Agrawal was “lying” when he tweeted in May that the company was “strongly incentivized to detect and remove as much spam as we possibly can,” the complaint alleges.

Zatko described his decision to go public as an extension of his previous work exposing flaws in specific pieces of software and broader systemic failings in cybersecurity. He was hired at Twitter by former CEO Jack Dorsey in late 2020 after a major hack of the company’s systems.

“I felt ethically bound. This is not a light step to take,” said Zatko, who was fired by Agrawal in January. He declined to discuss what happened at Twitter, except to stand by the formal complaint. Under SEC whistleblower rules, he is entitled to legal protection against retaliation, as well as potential monetary rewards.

A person familiar with Zatko’s tenure said the company investigated Zatko’s security claims during his time there and concluded they were sensationalistic and without merit. Four people familiar with Twitter’s efforts to fight spam said the company deploys extensive manual and automated tools to both measure the extent of spam across the service and reduce it.

In 1998, Zatko had testified to Congress that the internet was so fragile that he and others could take it down with a half-hour of concentrated effort. He later served as the head of cyber grants at the Defense Advanced Research Projects Agency, the Pentagon innovation unit that had backed the internet’s invention.

Overall, Zatko wrote in a February analysis for the company attached as an exhibit to the SEC complaint, “Twitter is grossly negligent in several areas of information security. If these problems are not corrected, regulators, media and users of the platform will be shocked when they inevitably learn about Twitter’s severe lack of security basics.”

Zatko’s complaint says strong security should have been much more important to Twitter, which holds vast amounts of sensitive personal data about users. Twitter has the email addresses and phone numbers of many public figures, as well as dissidents who communicate over the service at great personal risk.

This month, an ex-Twitter employee was convicted of using his position at the company to spy on Saudi dissidents and government critics, passing their information to a close aide of Crown Prince Mohammed bin Salman in exchange for cash and gifts.

Zatko’s complaint says he believed the Indian government had forced Twitter to put one of its agents on the payroll, with access to user data at a time of intense protests in the country. The complaint said supporting information for that claim has gone to the National Security Division of the Justice Department and the Senate Select Committee on Intelligence. Another person familiar with the matter agreed that the employee was probably an agent.

“Take a tech platform that collects massive amounts of user data, combine it with what appears to be an incredibly weak security infrastructure and infuse it with foreign state actors with an agenda, and you’ve got a recipe for disaster,” Charles E. Grassley (R-Iowa), the top Republican on the Senate Judiciary Committee,

Many government leaders and other trusted voices use Twitter to spread important messages quickly, so a hijacked account could drive panic or violence. In 2013, a captured Associated Press handle falsely tweeted about explosions at the White House, sending the Dow Jones industrial average briefly plunging more than 140 points.

After a teenager managed to hijack the verified accounts of Obama, then-candidate Joe Biden, Musk and others in 2020, Twitter’s chief executive at the time, Jack Dorsey, asked Zatko to join him, saying that he could help the world by fixing Twitter’s security and improving the public conversation, Zatko asserts in the complaint.

The complaint — filed last month with the Securities and Exchange Commission and the Department of Justice, as well as the FTC — says thousands of employees still had wide-ranging and poorly tracked internal access to core company software, a situation that for years had led to embarrassing hacks, including the commandeering of accounts held by such high-profile users as Elon Musk and former presidents Barack Obama and Donald Trump.

But at Twitter Zatko encountered problems more widespread than he realized and leadership that didn’t act on his concerns, according to the complaint.

Twitter’s difficulties with weak security stretches back more than a decade before Zatko’s arrival at the company in November 2020. In a pair of 2009 incidents, hackers gained administrative control of the social network, allowing them to reset passwords and access user data. In the first, beginning around January of that year, hackers sent tweets from the accounts of high-profile users, including Fox News and Obama.

Several months later, a hacker was able to guess an employee’s administrative password after gaining access to similar passwords in their personal email account. That hacker was able to reset at least one user’s password and obtain private information about any Twitter user.

Twitter continued to suffer high-profile hacks and security violations, including in 2017, when a contract worker briefly took over Trump’s account, and in the 2020 hack, in which a Florida teen tricked Twitter employees and won access to verified accounts. Twitter then said it put additional safeguards in place.

This year, the Justice Department accused Twitter of asking users for their phone numbers in the name of increased security, then using the numbers for marketing. Twitter agreed to pay a $150 million fine for allegedly breaking the 2011 order, which barred the company from making misrepresentations about the security of personal data.

After Zatko joined the company, he found it had made little progress since the 2011 settlement, the complaint says. The complaint alleges that he was able to reduce the backlog of safety cases, including harassment and threats, from 1 million to 200,000, add staff and push to measure results.

But Zatko saw major gaps in what the company was doing to satisfy its obligations to the FTC, according to the complaint. In Zatko’s interpretation, according to the complaint, the 2011 order required Twitter to implement a Software Development Life Cycle program, a standard process for making sure new code is free of dangerous bugs. The complaint alleges that other employees had been telling the board and the FTC that they were making progress in rolling out that program to Twitter’s systems. But Zatko alleges that he discovered that it had been sent to only a tenth of the company’s projects, and even then treated as optional.

“If all of that is true, I don’t think there’s any doubt that there are order violations,” Vladeck, who is now a Georgetown Law professor, said in an interview. “It is possible that the kinds of problems that Twitter faced eleven years ago are still running through the company.”

“Agrawal’s Tweets and Twitter’s previous blog posts misleadingly imply that Twitter employs proactive, sophisticated systems to measure and block spam bots,” the complaint says. “The reality: mostly outdated, unmonitored, simple scripts plus overworked, inefficient, understaffed, and reactive human teams.”

One current and one former employee recalled that incident, when failures at two Twitter data centers drove concerns that the service could have collapsed for an extended period. “I wondered if the company would exist in a few days,” one of them said.

The current and former employees also agreed with the complaint’s assertion that past reports to various privacy regulators were “misleading at best.”

For example, they said the company implied that it had destroyed all data on users who asked, but the material had spread so widely inside Twitter’s networks, it was impossible to know for sure

As the head of security, Zatko says he also was in charge of a division that investigated users’ complaints about accounts, which meant that he oversaw the removal of some bots, according to the complaint. Spam bots — computer programs that tweet automatically — have long vexed Twitter. Unlike its social media counterparts, Twitter allows users to program bots to be used on its service: For example, the Twitter account @big_ben_clock is programmed to tweet “Bong Bong Bong” every hour in time with Big Ben in London. Twitter also allows people to create accounts without using their real identities, making it harder for the company to distinguish between authentic, duplicate and automated accounts.

In the complaint, Zatko alleges he could not get a straight answer when he sought what he viewed as an important data point: the prevalence of spam and bots across all of Twitter, not just among monetizable users.

Zatko cites a “sensitive source” who said Twitter was afraid to determine that number because it “would harm the image and valuation of the company.” He says the company’s tools for detecting spam are far less robust than implied in various statements.

The complaint also alleges that Zatko warned the board early in his tenure that overlapping outages in the company’s data centers could leave it unable to correctly restart its servers. That could have left the service down for months, or even have caused all of its data to be lost. That came close to happening in 2021, when an “impending catastrophic” crisis threatened the platform’s survival before engineers were able to save the day, the complaint says, without providing further details.

The four people familiar with Twitter’s spam and bot efforts said the engineering and integrity teams run software that samples thousands of tweets per day, and 100 accounts are sampled manually.

Some employees charged with executing the fight agreed that they had been short of staff. One said top executives showed “apathy” toward the issue.

Zatko’s complaint likewise depicts leadership dysfunction, starting with the CEO. Dorsey was largely absent during the pandemic, which made it hard for Zatko to get rulings on who should be in charge of what in areas of overlap and easier for rival executives to avoid collaborating, three current and former employees said.

For example, Zatko would encounter disinformation as part of his mandate to handle complaints, according to the complaint. To that end, he commissioned an outside report that found one of the disinformation teams had unfilled positions, yawning language deficiencies, and a lack of technical tools or the engineers to craft them. The authors said Twitter had no effective means of dealing with consistent spreaders of falsehoods.

Dorsey made little effort to integrate Zatko at the company, according to the three employees as well as two others familiar with the process who spoke on the condition of anonymity to describe sensitive dynamics. In 12 months, Zatko could manage only six one-on-one calls, all less than 30 minutes, with his direct boss Dorsey, who also served as CEO of payments company Square, now known as Block, according to the complaint. Zatko allegedly did almost all of the talking, and Dorsey said perhaps 50 words in the entire year to him. “A couple dozen text messages” rounded out their electronic communication, the complaint alleges.

Faced with such inertia, Zatko asserts that he was unable to solve some of the most serious issues, according to the complaint.

Some 30 percent of company laptops blocked automatic software updates carrying security fixes, and thousands of laptops had complete copies of Twitter’s source code, making them a rich target for hackers, it alleges.

A successful hacker takeover of one of those machines would have been able to sabotage the product with relative ease, because the engineers pushed out changes without being forced to test them first in a simulated environment, current and former employees said.

“It’s near-incredible that for something of that scale there would not be a development test environment separate from production and there would not be a more controlled source-code management process,” said Tony Sager, former chief operating officer at the cyberdefense wing of the National Security Agency, the Information Assurance divisio

Sager is currently senior vice president at the nonprofit Center for Internet Security, where he leads a consensus effort to establish best security practices.

The complaint says that about half of Twitter’s roughly 7,000 full-time employees had wide access to the company’s internal software and that access was not closely monitored, giving them the ability to tap into sensitive data and alter how the service worked. Three current and former employees agreed that these were issues.

“A best practice is that you should only be authorized to see and access what you need to do your job, and nothing else,” said former U.S. chief information security officer Gregory Touhill. “If half the company has access to and can make configuration changes to the production environment, that exposes the company and its customers to significant risk.”

The complaint says Dorsey never encouraged anyone to mislead the board about the shortcomings, but that others deliberately left out bad news.

When Dorsey left in November 2021, a difficult situation worsened under Agrawal, who had been responsible for security decisions as chief technology officer before Zatko’s hiring, the complaint says.

An unnamed executive had prepared a presentation for the new CEO’s first full board meeting, according to the complaint. Zatko’s complaint calls the presentation deeply misleading.

The presentation showed that 92 percent of employee computers had security software installed — without mentioning that those installations determined that a third of the machines were insecure, according to the complaint.

Another graphic implied a downward trend in the number of people with overly broad access, based on the small subset of people who had access to the highest administrative powers, known internally as “God mode.” That number was in the hundreds. But the number of people with broad access to core systems, which Zatko had called out as a big problem after joining, had actually grown slightly and remained in the thousands.

The presentation included only a subset of serious intrusions or other security incidents, from a total Zatko estimated as one per week, and it said that the uncontrolled internal access to core systems was responsible for just 7 percent of incidents, when Zatko calculated the real proportion as 60 percent.

Zatko stopped the material from being presented at the Dec. 9, 2021 meeting, the complaint said. But over his continued objections, Agrawal let it go to the board’s smaller Risk Committee a week later.

Agrawal didn’t respond to requests for comment. In an email to employees after publication of this article, obtained by The Post, he said that privacy and security continues to be a top priority for the company, and he added that the narrative is “riddled with inconsistences” and “presented without important context.”

On Jan. 4, Zatko reported internally that the Risk Committee meeting might have been fraudulent, which triggered an Audit Committee investigation.

Agarwal fired him two weeks later. But Zatko complied with the company’s request to spell out his concerns in writing, even without access to his work email and documents, according to the complaint.

Since Zatko’s departure, Twitter has plunged further into chaos with Musk’s takeover, which the two parties agreed to in May. The stock price has fallen, many employees have quit, and Agrawal has dismissed executives and frozen big projects.

Zatko said he hoped that by bringing new scrutiny and accountability, he could improve the company from the outside.

“I still believe that this is a tremendous platform, and there is huge value and huge risk, and I hope that looking back at this, the world will be a better place, in part because of this.”

The largest of those priorities was his intense focus on growing OpenAI, which he saw as his life’s mission, one person said.

A separate concern, unrelated to his initial firing, was that Altman personally invested in start-ups he discovered through the incubator using a fund he created with his brother Jack — a kind of double-dipping for personal enrichment that was practiced by other founders and later limited by the organization.

“It was the school of loose management that is all about prioritizing what’s in it for me,” said one of the people.

a person familiar with the board’s proceedings said the group’s vote was rooted in worries he was trying to avoid any checks on his power at the company — a trait evidenced by his unwillingness to entertain any board makeup that wasn’t heavily skewed in his favor.

Graham had surprised the tech world in 2014 by tapping Altman, then in his 20s, to lead the vaunted Silicon Valley incubator. Five years later, he flew across the Atlantic with concerns that the company’s president put his own interests ahead of the organization — worries that would be echoed by OpenAI’s board

The same qualities have made Altman an unparalleled fundraiser, a consummate negotiator, a powerful leader and an unwanted enemy, winning him champions in former Google Chairman Eric Schmidt and Airbnb CEO Brian Chesky.

“Ninety plus percent of the employees of OpenAI are saying they would be willing to move to Microsoft because they feel Sam’s been mistreated by a rogue board of directors,” said Ron Conway, a prominent venture capitalist who became friendly with Altman shortly after he founded Loopt, a location-based social networking start-up, in 2005. “I’ve never seen this kind of loyalty anywhere.”

But Altman’s personal traits — in particular, the perception that he was too opportunistic even for the go-getter culture of Silicon Valley — has at times led him to alienate even some of his closest allies, say six people familiar with his time in the tech world.

Altman’s career arc speaks to the culture of Silicon Valley, where cults of personality and personal networks often take the place of stronger management guardrails — from Sam Bankman-Fried’s FTX to Elon Musk’s Twitter

But some of Altman’s former colleagues recount issues that go beyond a founder angling for power. One person who has worked closely with Altman described a pattern of consistent and subtle manipulation that sows division between individuals.

AI executives, start-up founders and powerful venture capitalists had become aligned in recent months, concerned that Altman’s negotiations with regulators were dangerous to the advancement of the field. Although Microsoft, which owns a 49 percent stake in OpenAI, has long urged regulators to implement guardrails, investors have fixated on Altman, who has captivated legislators and embraced his regular summons to Capitol Hill.

Firewalls around the engines, nitrogen pumps in fuel tanks that help prevent immediate burning, and fire-resistant materials on seats and flooring most likely helped to keep the rising flames at bay, said Sonya A. Brown, a senior lecturer in aerospace design at the University of New South Wales in Sydney, Australia.

“Really, the Japan Airlines crew in this case performed extremely well,” Dr. Brown said. The fact that passengers did not stop to retrieve carry-on luggage or otherwise slow down the exit was “really critical,” she added.

Tadayuki Tsutsumi, an official at Japan Airlines, said the most important component of crew performance during an emergency was “panic control” and determining which exit doors were safe to use.

Former flight attendants described the rigorous training and drills that crew members undergo to prepare for emergencies. “When training for evacuation procedures, we repeatedly used smoke/fire simulation to make sure we could be mentally ready when situations like those occurred in reality,” Yoko Chang, a former cabin attendant and an instructor of aspiring crew members, wrote in an Instagram message.

Ms. Chang, who did not work for JAL, added that airlines require cabin crew members to pass evacuation exams every six months.

That shame mangrove has been completely uprooted by Trump.

The reason people felt ashamed is that they felt fidelity to certain norms — so their cheeks would turn red when they knew they had fallen short

in the kind of normless world we have entered where societal, institutional and leadership norms are being eroded,” Seidman said to me, “no one has to feel shame anymore because no norm has been violated.”

People in high places doing shameful things is hardly new in American politics and business. What is new, Seidman argued, “is so many people doing it so conspicuously and with such impunity: ‘My words were perfect,’ ‘I’d do it again.’ That is what erodes norms — that and making everyone else feel like suckers for following them.”

Nothing is more corrosive to a vibrant democracy and healthy communities, added Seidman, than “when leaders with formal authority behave without moral authority.

Without leaders who, through their example and decisions, safeguard our norms and celebrate them and affirm them and reinforce them, the words on paper — the Bill of Rights, the Constitution or the Declaration of Independence — will never unite us.”

. Trump wants to destroy our social and legal mangroves and leave us in a broken ethical ecosystem, because he and people like him best thrive in a broken system.

He keeps pushing our system to its breaking point, flooding the zone with lies so that the people trust only him and the truth is only what he says it is. In nature, as in society, when you lose your mangroves, you get flooding with lots of mud.

Responsibility, especially among those who have taken oaths of office — another vital mangrove — has also experienced serious destruction.

It used to be that if you had the incredible privilege of serving as U.S. Supreme Court justice, in your wildest dreams you would never have an American flag hanging upside down

Your sense of responsibility to appear above partisan politics to uphold the integrity of the court’s rulings would not allow it.

Civil discourse and engaging with those with whom you disagree — instead of immediately calling for them to be fired — also used to be a mangrove.

when moral arousal manifests as moral outrage — and immediate demands for firings — “it can result in a vicious cycle of moral outrage being met with equal outrage, as opposed to a virtuous cycle of dialogue and the hard work of forging real understanding.”

In November 2022, the Heterodox Academy, a nonprofit advocacy group, surveyed 1,564 full-time college students ages 18 to 24. The group found that nearly three in five students (59 percent) hesitate to speak about controversial topics like religion, politics, race, sexual orientation and gender for fear of negative backlashes by classmates.

Locally owned small-town newspapers used to be a mangrove buffering the worst of our national politics. A healthy local newspaper is less likely to go too far to one extreme or another, because its owners and editors live in the community and they know that for their local ecosystem to thrive, they need to preserve and nurture healthy interdependencies

in 2023, the loss of local newspapers accelerated to an average of 2.5 per week, “leaving more than 200 counties as ‘news deserts’ and meaning that more than half of all U.S. counties now have limited access to reliable local news and information.”

As in nature, it leaves the local ecosystem with fewer healthy interdependencies, making it more vulnerable to invasive species and disease — or, in society, diseased ideas.

It’s not that the people in these communities have changed. It’s that if that’s what you are being fed, day in and day out, then you’re going to come to every conversation with a certain set of predispositions that are really hard to break through.”

we have gone from you’re not supposed to say “hell” on the radio to a nation that is now being permanently exposed to for-profit systems of political and psychological manipulation (and throw in Russia and China stoking the fires today as well), so people are not just divided, but being divided. Yes, keeping Americans morally outraged is big business at home now and war by other means by our geopolitical rivals.

More than ever, we are living in the “never-ending storm” that Seidman described to me back in 2016, in which moral distinctions, context and perspective — all the things that enable people and politicians to make good judgments — get blown away.

Blown away — that is exactly what happens to the plants, animals and people in an ecosystem that loses its mangroves.

a trend ailing America today: how much we’ve lost our moorings as a society.

Civil discourse and engaging with those with whom you disagree — instead of immediately calling for them to be fired — also used to be mangroves.

civility itself also used to be a mangrove.

“Why the hell not?” Drummond asks.“You’re not supposed to say ‘hell,’ either,” the announcer says.You are not supposed to say “hell,” either. What a quaint thought. That is a polite exclamation point in today’s social media.

Another vital mangrove is religious observance. It has been declining for decades:

So now the most partisan national voices on Fox News, or MSNBC — or any number of polarizing influencers like Tucker Carlson — go straight from their national studios direct to small-town America, unbuffered by a local paper’s or radio station’s impulse to maintain a community where people feel some degree of connection and mutual respect

In a 2021 interview with my colleague Ezra Klein, Barack Obama observed that when he started running for the presidency in 2007, “it was still possible for me to go into a small town, in a disproportionately white conservative town in rural America, and get a fair hearing because people just hadn’t heard of me. … They didn’t have any preconceptions about what I believed. They could just take me at face value.”

Gurrola was arrested for investigation of assault with a deadly weapon, Lowe said.

Sets a goal to reduce carbon pollution by at least 3 billion metric tons cumulatively by 2030 – more than half of the annual carbon pollution from the U.S. energy sector

Directs EPA to work closely with states, industry and other stakeholder to establish carbon pollution standards for both new and existing power plants;

Makes up to $8 billion in loan guarantee authority available for a wide array of advanced fossil energy and efficiency projects to support investments in innovative technologies;

expanding and prioritizing forest- and rangeland-restoration efforts to make areas less vulnerable to catastrophic fire;

Commits to expand major new and existing international initiatives, including bilateral initiatives with China, India, and other major emitting countries;

calling for the end of U.S. government support for public financing of new coal-fired powers plants overseas, except for the most efficient coal technology available in the world’s poorest countries, or facilities deploying carbon capture and sequestration technologies;

Jamie Meredith, a student’s mother, said some of the children went to hide in a toilet during the shooting. The authorities did not release a motive for the shooting and said they were not sure if the pupils and teacher were targeted. 

. Sobbing, he called his grandmother’s mobile phone but by the time she arrived at the house he was gone. 

I think he just took him down.”

he teenager had been home educated and it was unclear if he had ever attended the elementary school. His mother was at work at the time of the attack.

T

The 2012 fire was not the first refinery accident to occur locally or in other parts of the globe where Chevron operates. But its dramatic scale, negative health effects, and adverse economic impact made it a modern milestone in Richmond’s often-fraught relationship with its biggest employer. The fire caused a $1.86 billion drop in the city’s assessed property values, reducing tax revenues from Chevron itself, other businesses, and homeowners

When Standard Oil opened for business in 1905, present-day Richmond consisted of grain fields, cattle farms, and a duck-hunting marsh adjacent to its low range of knolls rising from the bay. As California historian Gray Brechin notes, “Ohlone Indians once found the place so rich in food that they had, over thousands of years, built a gigantic pile of clam and mussel shells at the mouth of a creek there.”

“the prevailing winds through the Golden Gate drove the smoke, ashes, and dust rich in heavy metals and asbestos, along with the stench of petrochemicals and acids, back upon the town.”

Business, the City, workers with jobs to lose and expats living abroad will insist that we retain our current access to the single market and free movement.

Yet the big truth would remain that we have gone through the greatest constitutional crisis since the war to end up pretty much where we were before. Immigration would not fall significantly. The most striking difference would be that we would lose the ability to influence most of the EU laws and regulations our businesses have to follow.

Alternatively we could really leave. Inflation would rise as the pound sunk, jobs would go, and public services and businesses would suffer as immigrant labour abandoned us.

Whatever choice Brexit forces on us, Ukip and forces to its right will prosper. They will be able to say to supporters old and new that they were lied to and betrayed. Either immigrants would still be coming or their grievance-filled followers would be getting poorer.

I cannot imagine better conditions for resentment to rise. A referendum that was meant to let “the people take control” and “restore trust” will have achieved the opposite. You do not need an over-active imagination to picture the threats to the safety of anyone who looks or is foreign that may follow.

Statistics show that Muslims in Sweden are far more likely to be victims of hate crimes than perpetrators. Crime against Muslims in the country jumped by nearly 90% between 2012 and 2015, the government said.

But the cease-fire was shaky from the start. Some residents refused to leave, fearing their departure would prompt the killing of the remaining rebels. Pro-government Facebook pages also criticized the deal and began a campaign called “No to feeding the gunmen.”

More mortars struck on Sunday as crowds of civilians rushed to meet the convoy, killing at least six people, according to activists and videos posted online. (adsbygoogle = window.adsbygoogle || []).push({}); Later, hundreds of civilians ran between two lines of United Nations vehicles as gunfire crackled nearby. Some civilians discarded their bags as they ran.

A leaked draft calls for the evacuation of all civilians who wish to leave besieged areas, not just women, children and the elderly, as the Syrian government stipulated in Homs. It also calls on President Bashar al-Assad’s government to stop using so-called barrel bombs — crude explosives that opposition groups say have killed hundreds of civilians in recent weeks.It is unlikely that the council will pass a resolution that calls for those who violate international law to be held accountable, largely because Syria’s strongest international backer, Russia, would most likely veto it.

Others said the limited success of the Homs operation was unlikely to build support for similar plans at the Geneva talks.Some suggested the Syrian government had agreed to the deal only to improve its image before the talks.“This regime has a very long history of using these humanitarian gestures to strengthen their own position,” said Steven Heydemann, the director of Syria programs at the United States Institute of Peace.

In his tweets, Mr Joseph gave a lacerating commentary on anything from policy to personal appearance.

, Mr Joseph joined Republican attacks on Mrs Clinton for perceived failings of her handling of last year's attack on the US diplomatic post in Benghazi, Libya.

The Daily Beast website broke the news of his sacking, describing it as a shock and saying Mr Joseph was "well known among policy wonks".

But it said that "inside the administration, there was little sympathy for the man who they feel had betrayed their confidence while taunting them all the while".

In an apology emailed to Politico, Mr Joseph said: "It has been a privilege to serve in this administration and I deeply regret violating the trust and confidence placed in me.

"What started out as an intended parody account of DC culture developed over time into a series of inappropriate and mean-spirited comments. I bear complete responsibility for this affair and I sincerely apologise to everyone I insulted."

Last month, it eclipsed Walmart as the most valuable retailer in the country, with a market valuation of $250 billion, and Forbes deemed Mr. Bezos the fifth-wealthiest person on earth.

Others who cycled in and out of the company said that what they learned in their brief stints helped their careers take off. And more than a few who fled said they later realized they had become addicted to Amazon’s way of working.

Amazon may be singular but perhaps not quite as peculiar as it claims. It has just been quicker in responding to changes that the rest of the work world is now experiencing: data that allows individual performance to be measured continuously, come-and-go relationships between employers and employees, and global competition in which empires rise and fall overnight. Amazon is in the vanguard of where technology wants to take the modern office: more nimble and more productive, but harsher and less forgiving.

“Organizations are turning up the dial, pushing their teams to do more for less money, either to keep up with the competition or just stay ahead of the executioner’s blade,”

At its best, some employees said, Amazon can feel like the Bezos vision come to life, a place willing to embrace risk and strengthen ideas by stress test. Employees often say their co-workers are the sharpest, most committed colleagues they have ever met, taking to heart instructions in the leadership principles like “never settle” and “no task is beneath them.”

In contrast to companies where declarations about their philosophy amount to vague platitudes, Amazon has rules that are part of its daily language and rituals, used in hiring, cited at meetings and quoted in food-truck lines at lunchtime

“You can work long, hard or smart, but at Amazon.com you can’t choose two out of three,” Mr. Bezos wrote in his 1997 letter to shareholders

mazon, though, offers no pretense that catering to employees is a priority. Compensation

As the company has grown, Mr. Bezos has become more committed to his original ideas, viewing them in almost moral terms, those who have worked closely with him say. “My main job today: I work hard at helping to maintain the culture,”

perhaps the most distinctive is his belief that harmony is often overvalued in the workplace — that it can stifle honest critique and encourage polite praise for flawed ideas. Instead, Amazonians are instructed to “disagree and commit” (

According to early executives and employees, Mr. Bezos was determined almost from the moment he founded Amazon in 1994 to resist the forces he thought sapped businesses over time — bureaucracy, profligate spending, lack of rigor. As the company grew, he wanted to codify his ideas about the workplace, some of them proudly counterintuitive, into instructions simple enough for a new worker to understand, general enough to apply to the nearly limitless number of businesses he wanted to enter and stringent enough to stave off the mediocrity he feared.

Every aspect of the Amazon system amplifies the others to motivate and discipline the company’s marketers, engineers and finance specialists: the leadership principles; rigorous, continuing feedback on performance; and the competition among peers who fear missing a potential problem or improvement and race to answer an email before anyone else.

But in its offices, Amazon uses a self-reinforcing set of management, data and psychological tools to spur its tens of thousands of white-collar employees to do more and more. “The company is running a continual performance improvement algorithm on its staff,” said Amy Michaels, a former Kindle marketer.

As the newcomers acclimate, they often feel dazzled, flattered and intimidated by how much responsibility the company puts on their shoulders and how directly Amazon links their performance to the success of their assigned projects

Company veterans often say the genius of Amazon is the way it drives them to drive themselves. “If you’re a good Amazonian, you become an Amabot,” said one employee, using a term that means you have become at one with the system.

many others said the culture stoked their willingness to erode work-life boundaries, castigate themselves for shortcomings (being “vocally self-critical” is included in the description of the leadership principles) and try to impress a company that can often feel like an insatiable taskmaster.

A 2013 survey by PayScale, a salary analysis firm, put the median employee tenure at one year, among the briefest in the Fortune 500

To prod employees, Amazon has a powerful lever: more data than any retail operation in history. Its perpetual flow of real-time, ultradetailed metrics allows the company to measure nearly everything its customers do:

Amazon employees are held accountable for a staggering array of metrics, a process that unfolds in what can be anxiety-provoking sessions called business reviews, held weekly or monthly among various teams. A day or two before the meetings, employees receive printouts, sometimes up to 50 or 60 pages long, several workers said. At the reviews, employees are cold-called and pop-quizzed on any one of those thousands of numbers.

Ms. Willet’s co-workers strafed her through the Anytime Feedback Tool, the widget in the company directory that allows employees to send praise or criticism about colleagues to management. (While bosses know who sends the comments, their identities are not typically shared with the subjects of the remarks.) Because team members are ranked, and those at the bottom eliminated every year, it is in everyone’s interest to outperform everyone else.

many workers called it a river of intrigue and scheming. They described making quiet pacts with colleagues to bury the same person at once, or to praise one another lavishly. Many others, along with Ms. Willet, described feeling sabotaged by negative comments from unidentified colleagues with whom they could not argue

The rivalries at Amazon extend beyond behind-the-back comments. Employees say that the Bezos ideal, a meritocracy in which people and ideas compete and the best win, where co-workers challenge one another “even when doing so is uncomfortable or exhausting,” as the leadership principles note, has turned into a world of frequent combat

Resources are sometimes hoarded. That includes promising job candidates, who are especially precious at a company with a high number of open positions. To get new team members, one veteran said, sometimes “you drown someone in the deep end of the pool,” then take his or her subordinates. Ideas are critiqued so harshly in meetings at times that some workers fear speaking up.

David Loftesness, a senior developer, said he admired the customer focus but could not tolerate the hostile language used in many meetings, a comment echoed by many others.

Each year, the internal competition culminates at an extended semi-open tournament called an Organization Level Review, where managers debate subordinates’ rankings, assigning and reassigning names to boxes in a matrix projected on the wall. In recent years, other large companies, including Microsoft, General Electric and Accenture Consulting, have dropped the practice — often called stack ranking, or “rank and yank” — in part because it can force managers to get rid of valuable talent just to meet quotas.

Molly Jay, an early member of the Kindle team, said she received high ratings for years. But when she began traveling to care for her father, who was suffering from cancer, and cut back working on nights and weekends, her status changed. She was blocked from transferring to a less pressure-filled job, she said, and her boss told her she was “a problem.” As her father was dying, she took unpaid leave to care for him and never returned to Amazon.

“When you’re not able to give your absolute all, 80 hours a week, they see it as a major weakness,” she said.

A woman who had thyroid cancer was given a low performance rating after she returned from treatment. She says her manager explained that while she was out, her peers were accomplishing a great deal. Another employee who miscarried twins left for a business trip the day after she had surgery. “I’m sorry, the work is still going to need to get done,” she said her boss told her. “From where you are in life, trying to start a family, I don’t know if this is the right place for you.”

A woman who had breast cancer was told that she was put on a “performance improvement plan” — Amazon code for “you’re in danger of being fired” — because “difficulties” in her “personal life” had interfered with fulfilling her work goals. Their accounts echoed others from workers who had suffered health crises and felt they had also been judged harshly instead of being given time to recover.

Amazon retains new workers in part by requiring them to repay a part of their signing bonus if they leave within a year, and a portion of their hefty relocation fees if they leave within two years.

In interviews, 40-year-old men were convinced Amazon would replace them with 30-year-olds who could put in more hours, and 30-year-olds were sure that the company preferred to hire 20-somethings who would outwork them. A

“One time I didn’t sleep for four days straight,” said Dina Vaccari, who joined in 2008 to sell Amazon gift cards to other companies and once used her own money, without asking for approval, to pay a freelancer in India to enter data so she could get more done. “These businesses were my babies, and I did whatever I could to make them successful.”

Recruiters, though, also say that other businesses are sometimes cautious about bringing in Amazon workers, because they have been trained to be so combative. The derisive local nickname for Amazon employees is “Amholes” — pugnacious and work-obsessed.

By the time the dust settles in three years, Amazon will have enough space for 50,000 employees or so, more than triple what it had as recently as 2013.

just as Jeff Bezos was able to see the future of e-commerce before anyone else, she added, he was able to envision a new kind of workplace: fluid but tough, with employees staying only a short time and employers demanding the maximum.

“Amazon is driven by data,” said Ms. Pearce, who now runs her own Seattle software company, which is well stocked with ex-Amazonians. “It will only change if the data says it must — when the entire way of hiring and working and firing stops making economic sense.”

The government says the civilians are being held hostage by the fighters, while activists there say the government is using starvation as a weapon of war against the town, which is just outside the city limits of Damascus, the government-held capital.

There appeared to be disagreements over the terms. The spokesman for Moadhamiya’s rebel council said initially that the rebels had not agreed to disarm. But later, he and other activists involved in the negotiations said the government would not bring food until rebels gave up their heavy weapons and ejected anyone from the town who was not a legal resident, which would reduce the ranks of rebel fighters.

residents would establish armed groups whose job would be to protect the town, an arrangement that sounds much like the pro-government militias operating elsewhere. He said the army would not enter the area but instead would guard it from outside. “The army will protect Moadhamiya, but inside the town the residents will protect it,” he said. “They will carry weapons and set up checkpoints to prevent the entrance of strangers who came from around the world to destroy our country.” Another activist who gave only his first name, Ahmed, said clashes had erupted as government forces tried to approach the town, and rebels had fired back. He said they were trying to keep the response low-key to avoid breaking the truce before food arrives.

South Sudanese President Salva Kiir blamed soldiers loyal to his former vice president, Riek Machar, for starting this month's violence.

Tensions have been high in South Sudan since July, when Kiir dismissed Machar and the rest of the Cabinet. The move inflamed tensions between Kiir's Dinka community and Machar's Nuer community.

On Thursday, attackers killed two Indian army peacekeepers, wounded a third, and killed two to 20 of 30 civilians who were seeking refuge at the United Nations' Akobo base, the U.N. said.

South Sudan became the world's newest country when it split from Sudan in July 2011. The split happened after a 2005 peace agreement ended years of civil war between the largely Animist and Christian south and the Muslim-dominated north. The deal led to a January 2011 referendum in which people of the south voted to secede from Sudan.

The shootings came amid heightened concern among Canadians about terrorist attacks

As the police locked down buildings in downtown Ottawa and asked stores to close, an eerie still, broken only by screaming emergency sirens, descended on the district.

The easy access to the grounds of Parliament Hill reflected the general Canadian view that an attack was unlikely. Mr. Harper and other members of his cabinet, however, have frequently warned that terrorist attacks might come to Canada.

“If you can kill a disbelieving American or European — especially the spiteful and filthy French — or an Australian, or a Canadian, or any other disbeliever from the disbelievers waging war, including the citizens of the countries that entered into a coalition against the Islamic State, then rely upon Allah, and kill him in any manner or way however it may be