World

Research Shows Drive-Through Vaccination Centers May Play Critical Role in Pandemic

Published

4 years ago

March 26, 2021

Although the development, approval, and release of several Covid-19 vaccines has naturally been a positive shift in the pandemic, we must now face the challenges involved in distributing the vaccine as efficiently as possible to as many individuals as possible. Research indicates drive-through vaccination clinics may help.

A drive-through vaccination clinic is essentially a tent or temporary building that, as the name implies, can be set up so that those receiving a vaccination can drive up to the clinic instead of waiting in an office or outside a clinic with others.

There are clear benefits to this approach. First, drive-through clinics typically allow for greater distancing than traditional clinics, which could limit the chances of viruses spreading. Additionally, because drive-through clinics can be established fairly quickly without taking up much space, they can assist in providing the vaccine to citizens living in areas where traditional clinics are few and far between.

A new model also suggests there is a strong possibility taking advantage of drive-through vaccination clinics can ensure a substantially faster rollout of the vaccine.

Specifically, a recent paper published in the INFORMS Journal on Applied Analytics, “Lessons from Modeling and Running the World’s Largest Drive-Through, Mass Vaccination Clinic,” studies data from The Louisville Metro Public Health and Wellness department pertaining to the impact of drive-through clinics on the efficiency of H1N1 vaccinations in the area.

Based on an analysis of the past data, researchers have concluded that drive-through vaccination clinics, if set up on a large scale, could allow 350 million additional Americans to be vaccinated in 100 days. It’s worth noting that’s greater than the entire current American population.

That may be the primary benefit the paper’s authors identified, but it isn’t the only one. For instance, they also discovered that many citizens prefer the convenience of a drive-through clinic. Their existence might thus encourage people who otherwise would postpone getting the vaccine to do so earlier.

Along with believing drive-through vaccination clinics are more convenient, it appears many people also prefer them because they feel they are safer than clinics where they may have to wait in close proximity with other people. Researchers also point out that parents with young children can more easily get vaccinated if these clinics are available in their areas.

To reap these benefits, the model the paper’s authors relied on involves setting up 350 mass vaccination clinics throughout the country. The clinics would need to operate seven days a week for approximately eight hours every day. They would ideally consist of five tents, each capable of serving two cars simultaneously, and four nurses’ stations in each tent. Two nurses would be assigned to each station.

While establishing this many drive-through vaccination clinics would require a significant degree of cooperation and coordination on the part of various agencies and local governments, the fact that companies are already on hand to supply them indicates this goal can be achieved. History also shows it can have a substantial impact on the course of the pandemic. For instance, during the H1N1 vaccinations in Louisville, on average, walk-up clinics accounted for 424 vaccinations per hour, while drive-through clinics accounted for 762.

These are all reasons those involved in providing the vaccine to citizens in their areas should strongly consider taking advantage of drive-through clinics. The research clearly shows they may play a critical role in stopping the pandemic.

World

Criminal probe focussed on Mehtas shipping business

Published

3 weeks ago

August 6, 2025

Jonathan Grilli

From Monitoring Desk

DUBAI: An Asian family linked with the shipping business is facing criminal investigation in several jurisdictions including in Dubai and Far East where the family’s companies are under active investigation now, according to the authorities in three countries.

Sanjay and Gaurav Mehta, through their companies Best Oasis Ltd in Dubai and Priya Blue Industries in Gujarat, are facing investigations over money-laundering suspicions and suspected links to the Russian oil sector, sanctioned by the western countries, sources shared.

Sanjay and Gaurav Mehta, through their companies Best Oasis Ltd in Dubai and Priya Blue Industries in Gujarat have projected an image of environmental responsibility in ship recycling. They have tout certifications, attend global summits, and positioned themselves as ESG-compliant but their business practices have come under intense probe now. Their operations reportedly involve dismantling high-risk ships, using cash transactions, and leveraging political connections to avoid accountability, a source shared looking into the companies’ affairs. The investigation is being conducted in Dubai and the Far East.

The investigators are looking at the Mehtas operations dating back to 2006 when they came to attention of the law enforcement for the first time. Priya Blue dismantled the “Blue Lady” in 2006, a vessel containing over 1,200 tons of asbestos and radioactive waste, despite protests and objections from Greenpeace. Later, the “Exxon Valdez,” notorious for a major oil spill, was renamed “Oriental Nicety” and dismantled by the Mehtas in Gujarat, drawing international attention. In recent years, their transactions have become less conspicuous but reportedly more hazardous.

In 2025, Best Oasis allegedly acquired and dismantled at least four vessels linked to sanctioned entities, including Iranian and Houthi-controlled networks. These weren’t obscure ships; they were designated under U.S. terrorism sanctions for their involvement in oil smuggling and arms transport. According to investigators, here are the details of the sanctioned ships dismantled by Best Oasis in 2025: IMO: 9155808, Name: NOLAN (SOLAN), Sanction: SDN (SDGT), Beaching: 31 Jan 2025, Plot 16; IMO: 9221657, Name: BLUEFINS, Sanction: SDN (SDGT); Beaching: 26 Feb 2025, Plot 16; IMO: 9105085, Name: CONTRACT II, Sanction: SDN risk, Beaching: Arrived mid-2025, Plot 27; IMO: 9209300, Name: GAMA II, Sanction: SDN (SDGT); and Beaching: Pending/Planned, Plot 34

All four vessels were reportedly dismantled in Alang on plots leased by proxy firms connected to the Mehtas. These short-term leases, approved on a ship-by-ship basis by the Gujarat Maritime Board, reportedly make regulatory oversight nearly impossible. Once dismantling is complete, plot registrations often lapse, leaving no long-term record, according to documents shared by the investigators in Dubai.

Rahul Mistry, a shipping compliance researcher, noted this as a growing pattern: “This is a pattern we’ve seen more frequently in the last two years sanctioned hulls arriving under the radar, processed fast, with no digital trace.”

Payments for these vessels reportedly bypassed normal financial channels. According to sources familiar with the deals, transactions were settled in cash, either on-site or through offshore handlers. One source described entire ship values being paid in foreign currency bundles, avoiding Indian and Dubai banking disclosures, said one of the investigators familiar with the matter.

A retired port official Mr. Akin Yadav, familiar with Alang and Gujarat Maritime Board approvals stated that short-term leases are routinely used to avoid scrutiny, adding, “It was never meant to be a permanent workaround. But it’s become one.”

Political connections also reportedly play a role. Union Minister Mansukh Mandaviya and Gujarat State Minister Jitu Vaghani have been linked to approvals granted for Best Oasis and its proxies. While there’s no direct evidence of personal gain, sources allege that both men used their influence to expedite approvals, slow down inquiries, and shield the companies from enforcement.

Despite these activities in India, Best Oasis is expanding under new branding. A recent joint venture in Japan with Hiroshi Abe is being marketed as a clean, regionally responsible recycling partner for Japanese shipowners.

Mariko Fujita, a Tokyo-based maritime consultant, observed, “They’re presenting themselves as a new entity with no reference to past controversies. But none of the underlying ownership or structure has changed.”

In Alang, the situation reportedly remains much the same. Plot numbers are reassigned, cash continues to circulate and the same network of breakers and handlers is reportedly involved. Individuals like Jayant Vanani (also known as Budhabhai Patel) and Ramesh Mendapara are frequently named in connection with specific beachings, including “Contract II” and “GAMA II.” Both have been previously linked to other shadow transactions involving distressed or sanctioned tonnage.

Several yards allegedly connected to Best Oasis, including Shantamani Ship Breakers and Sai Baba Ship Breakers, reportedly operate with minimal inspection, despite numerous reports of irregularities in worker safety, hazardous waste disposal, and compliance with Indian scrapping codes.

This system, according to multiple sources, appears to be intentionally designed to operate in plain sight with just enough paperwork to pass basic scrutiny but not enough to trigger meaningful enforcement. There is no indication that regulatory bodies including customs, port health officers, or environmental oversight panels have conducted full inspections of any of the sanctioned vessels listed. Most were reportedly cleared and dismantled within days of arrival.

Rahul Mistry said: “This isn’t merely a loophole; it’s reportedly a business model. Best Oasis and Priya Blue are allegedly running a high-volume, low-visibility operation that filters sanctioned, end-of-life ships through legal instruments to appear legitimate on paper. This reportedly involves routing untaxed funds and shielded actors through a well-connected political and industrial network. As global scrutiny of ESG practices intensifies, many of these activities are allegedly being whitewashed through new partnerships and branding, but the underlying mechanisms reportedly remain unchanged.”