TABLE OF CONTENTS
1 Welcoming Words
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2 Introduction 6 ASEAN—An Overview in Figures 8 The Great Divider/Connecter—Southeast Asia’s Future: A Shatterbelt or a Gateway Region? 13 Decolonisation and the Changing Political Geography of Southeast Asia 20 Transforming Higher Education to Meet Future Challenges: The Experiences of NUS— Interview with Professor Tan Eng Chye, President of NUS 28
3 ASEAN Perspectives Interview with HE Ng Shin Ein, Ambassador of the Republic of Singapore to Hungary Sustainable Development Towards an Integrated ASEAN Economic Community—Lessons from the Fight Against Covid-19 in Vietnam Southeast Asian Regional Processes from Indonesia’s Perspective Great Power Competition from a Singaporean Perspective The Singaporean Growth Model Philippine Foreign Policy in the Context of the Southeast Asian Great Power Competition Southeast Asia at the Crossroads of Power Rivalry: A Vietnamese Perspective
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40 45 53 59 65 71
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93 99 105 113
5 Regional Issues ASEAN–Australia Relations: Location, Position, and Timing Maritime Competition in the Indo-Pacific— The Role of ASEAN Nations The Indo-Pacific Strategy and ASEAN ASEAN–EU Cooperation: Present and Future Indonesia and the South–South Cooperation from Bandung until Today Regional Economic Integration for Global Access?—The Case of ASEAN
118 120 126 133 140 150 157
6 Antall József Knowledge Centre AJKC Book Review
162 164
7 Authors 166 Guest of Authors 166 Authors of AJKC 169
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Partners and Influences India’s Act East Engagement: From Southeast Asia to the Indo-Pacific Australia’s Role in the Indo-Pacific’s Shifting Power Dynamics
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Good Neighbour, Bad Neighbour— The Developing Relations between China and ASEAN A View on Regionalism through Japan– ASEAN Economic Relations The Republic of Korea and ASEAN— Striving to Be the Best Partner EU–ASEAN Trade Relations: Beyond the Impasse
TABLE OF CONTENTS
76 78 85
References of Pictures and Used Data
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9 Next Issue
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WELCOMING WORDS
Dear Readers,
Editor’s Note
The second half of the last century was marked by globalisation and regional integration. Here in Europe, living in one of the prime examples of the latter—and enjoying the benefits of the former— we often tend to forget that there are a few other successful integration processes in the world. ASEAN, which is only a decade younger and comprises one and a half times more people than the EU, is a noteworthy case in point. Its already considerable importance appears to be growing in a century labelled “Asian” mostly because of its central position among the old and the up-andcoming great powers along the coasts of the Indo-Pacific region. The successes it has so far achieved and the hurdles it might face in the future are, thus, crucial to unravel what our century will look like, and, at the same time, they could also be edifying examples of what other ways of effective integration can emerge. Therefore, we dedicated our latest issue to some of the key challenges of the Indo-Pacific in general and ASEAN in particular, hoping that we can provide our readers with the most relevant regional processes to look at. Although attempting to be as overarching as possible, we could not cover every essential aspect; thus, however much we wanted to include a deeper analysis of society and culture, we chose to drop it this time because of its overly complex nature. Yet, thanking all our colleagues and partners for their invaluable contributions, we hope this issue will make an instructive reading and help in understanding the Asian future.
The Holy Grail of foreign policy analysis is predicting which region or country will present the most opportunities and/or threats in the future, and we at the Knowledge Centre constantly look for the next strategic area which may come into play. However, Southeast Asia and the Indo-Pacific are not in this ephemeral category, it is a “bet” as sure as it gets. The countries of the region have already formed an economic and demographic giant when considered combined. They serve as a pivotal region in global security and stability. Global and regional powers are already deeply invested in the ASEAN countries, including the European Union. With this magazine, we aim to contribute to the Hungarian and European efforts to understand and deepen the interdependent relationship between the two ends of Eurasia. We believe that not only the great powers, but we in Central Europe may also provide benefits to ASEAN countries, and vice versa. We are grateful to the Hungarian and foreign authors of this volume without whom this issue would not have been possible. The insightful contributions of our partners in Southeast Asia and Australia also illustrate that there is an interest to work with a Hungarian think tank on moving relations forward. This humbles and honours us and motivates our team to continue these joint efforts in the future to serve our audience. Zsolt Csepregi—Editor
Zsombor Szabolcs Pál—Editor-in-Chief WELCOMING WORDS
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TRANSFORMING HIGHER EDUCATION TO MEET FUTURE CHALLENGES: THE EXPERIENCES OF NUS— INTERVIEW WITH PROFESSOR TAN ENG CHYE, PRESIDENT OF NUS Zsolt Csepregi, August 2020, Budapest
Professor Tan Eng Chye Elected as president of the National University of Singapore in 2018, Professor Tan Eng Chye is the 23rd leader to head the institution. He obtained his BA in Mathematics and did his PhD at Yale University. He joined NUS in 1985 and has held visiting positions at various universities overseas. His work as an educator and scientist earned him numerous awards and honorary titles. He is also a member of several councils, e.g., in the International Advisory Council of the Southern University of Science and Technology in China; Singapore’s Future Economy Council; the Agency for Science, Technology and Research; and the National Research Foundation.
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INTRODUCTION
Singapore’s local universities are highly regarded globally. The National University of Singapore (NUS) and, particularly, the Nanyang Technological University (NTU) have done very well on the global ranking of universities. What are the main factors in the case of NUS that have made this impressive accomplishment possible? Allow me to preface my responses by first highlighting the ongoing impact of the COVID-19 pandemic. As a small country globally connected to the world, Singapore has been greatly impacted by the pandemic—our GDP is expected to contract by up to 7% this year, an unprecedented figure. Universities, not just in Singapore but across the world, have also been affected. For NUS, our core activities lie in three spheres: education, research, and enterprise. Each of these has global dimensions, such as international student exchange, overseas startup nodes, research with partners, and many other connections, and all these have been impacted to a certain degree, in some instances drastically. In the long term, it is not yet clear how the higher education landscape would be permanently affected by COVID-19. However, the tentative
picture emerging suggests an employment and labour market that will be much changed, with old jobs disappearing, and new ones, requiring new skills or a new blend of skillsets, rising in demand. Universities will have to cater for this changing environment and to reconfigure themselves quickly if they are to remain both relevant and dynamic. However, returning to your question, perhaps let me start by saying that universities in Singapore do not have as long or distinguished a history as those in the US or Europe. NUS is Singapore’s oldest university; still, we are only 115 years old. So, in university terms, we are a relative youngster! The development of NUS and other local universities has actually been in tandem with Singapore’s development as a nation. NUS started as a small medical college supported by the local community when we were still part of the Straits Settlements, under British rule. Our first intake was a modest twentythree students. When Singapore first gained independence, and for many years afterwards, our priority was to train and educate young cohorts of students for a rapidly developing nation. During this period, NUS
focussed on being a university with a strong educational emphasis. As Singapore became an advanced and then a First World economy, it was no longer sufficient to model ourselves against other countries; to go further, we had to innovate and come up with our own unique ideas and solutions. As the nation’s flagship university, we had to do the same. This approach was behind some of our pioneering initiatives during the period, including U Town, Duke–NUS, Yale–NUS, the Yong Siew Toh Conservatory of Music, and the Lee Kuan Yew School of Public Policy, among others. These ground-breaking efforts brought us global prominence and recognition. The Singapore Government has also played a crucial role and has been far-sighted in making higher education a key pillar of global competitiveness. For example, the government set up the framework for publicly funded Autonomous Universities in 2005, which allowed each university to pursue individualised strategies as corporatised, not-for-profit entities. In the case of NUS we aimed to become a broad-based comprehensive university, with complementary strengths in education, research, and enterprise excellence. In terms of research, a significant factor propelling NUS’s ascendant trajectory has been Singapore’s strong commitment to funding R&D. Our first National Technology Plan (1991–1995) had a budget of USD 2 billion; for the current Research, Innovation and Enterprise (RIE) plan from 2016 to 2020, the funding commitment was SGD 19 billion. On a concomitant basis, innovation and entrepreneurship (I&E) were stepped up as core University endeavours. I&E links up to our research and education activities by seeding an entrepreneurial culture, creating start-up opportunities for our students, faculties, and researchers, and by bringing our most promising breakthroughs and technologies to market. It bears emphasising that, although education, research, and I&E are distinctively separate activities, synergy is critical to expanding and maximising opportunities, and to amplify the impact of our research advances and innovations.
OUR ALUMNI, WHICH NOW NUMBER ALMOST 300,000, CAN BE FOUND ACROSS THE WORLD AND PLAY AN ACTIVE ROLE IN SHAPING THE UNIVERSITY’S EVOLVING ROLE IN MEETING THE CHALLENGES OF THE FUTURE. A final factor behind NUS’s continued ability to adapt and innovate has been the unwavering support of our university community, past and present. In particular, our alumni, which now number almost 300,000, can be found across the world and play an active role in shaping the university’s evolving role in meeting the challenges of the future. What do you see some of the most pressing short- and long-term challenges that NUS and universities across the world need to address are? Much like other universities, our immediate priority during the onset of the COVID-19 pandemic was the safety and well-being of our community. We instituted measures such as temperature scanning, safe distancing, and staggered work schedules to reduce the risk of transmission within the campus. Meanwhile, we also took the opportunity to innovate and enhance our services by introducing, for instance, a mobile app, uNivUS, which allows for real-time INTRODUCTION
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updates and notifications, along with forms to submit health declarations, amongst other features. This helps to keep our community informed and assured of the latest developments and measures. Our second concern was the impact of the pandemic on our graduating cohort. We recognised that the employment market would be much more challenging for them this year. Our response was the NUS Resilience and Growth Initiative 2020, which includes employment assistance, enhanced financial aid for students, and funding support for start-ups with community impact. We aim to provide 200 jobs within NUS to our new alumni, with another 800 apprenticeship positions with partner enterprises. Although unexpected, COVID-19 demonstrated the power of disruptive forces to impact individuals and communities. By scanning our environment, we can try and anticipate other disruptive forces with equal or even greater power to impact the future. Universities can then play a positive role by alleviating negative impacts, providing solutions, or helping the community to respond or adapt to change. One clear emerging theme today is sustainability. This comprises a whole range of major issues, such as climate change, energy and food security, and sustainable development. Successful sustainability solutions will also need to incorporate the notion of equitable access and the promotion of broad community benefits. Another major disruptive force at work is digitalisation and the ongoing waves of technology advancement. Working from home (WFH) became the norm during this COVID-19 period, and this may be the start of a decisive shift towards new ways of living and working in the future. COVID-19 also gave a significant push towards online learning. While not yet fully replacing inclass learning, blended classrooms, particularly for universities, may become more widely practised. This has major implications on how we develop, deliver, and assess the learning of our students. Digitalisation, as well as other technologies of the Fourth Industrial Revolution, are gaining tremendous momentum in reshaping the world of work. Industries and jobs will be 30
INTRODUCTION
disrupted and subjected to constant rapid change. Therefore, we need to prepare not only our young students but our existing workforce and to keep learning and adapting to changing conditions. For universities, this means that if we are to play an important role in such a future scenario, we will have to change our traditional focus, embrace teaching and learning as a lifelong endeavour, and reach out to many more diverse groups of learners. NUS has been innovating at a rapid pace to meet the challenges of future employment. What are some of your key considerations, and how do you envision lifelong learning, a strategy that Singapore has deemed essential for its global success? We are evolving quickly because the world around us is changing so rapidly. The overriding concern is to prepare students to be future ready. This means not just accumulating knowledge but using it in creative and imaginative ways to solve problems. We also seek to enhance long-term employability, and this means cultivating traits such as resilience, adaptability, and embracing a constant spirit of learning. We seek to foster these qualities through innovative, integrated, and experiential learning programmes. Our core approach includes our General Education (GE) framework, which offers a broad range of topics distinctively separate from each student’s disciplinary interest. We also strongly encourage interdisciplinary and crossdisciplinary learning and knowledge application to broaden intellectual frameworks. In June this year, we announced that we would be piloting ten Cross-disciplinary Degree Programmes (CDPs), and we are planning to do more. Extended internships and apprenticeships will also become a more distinctive feature of our student programmes. For us, a small nation without any natural resources, our people are the primary and most valuable asset. Singapore’s national movement for lifelong learning is known as SkillsFuture. Lifelong learning is the key to increased productivity, economic resilience, and global
competitiveness. It has not been easy to shift mindsets to embrace continuous learning, but the message has steadily gained broader acceptance. To be successful, extensive coordination between the government, industry, and education providers such as universities is needed. On NUS’s part, we made a major shift with the launch of NUS Lifelong Learners or NUS L³ programme, wherein every NUS student enrolment will be valid for twenty years from the point of undergraduate admission. This opens the avenue for our 300 thousand alumni to access a wide variety of courses, ranging from short modules to full postgraduate programmes. These courses are nationally certified and emphasise skills-based learning and industry relevance. On the other hand, adult learning is different from undergraduate learning. Learners have different needs and priorities. I think there is great scope for innovation and adaptation in adult learning, and this is a field which will show rapid growth and development in the decades ahead. Where do you see the opportunities and areas where universities in Europe and Asia can collaborate further? Singapore is known for its alliance between the government, the industry, and its universities. How was this synergy achieved? We continue to see many opportunities in research, education, and enterprise that universities in Asia and Europe can partner with and collaborate on. In research, a strong starting point would be the recognition that many of the challenges the world faces today are common in nature, complex, and closely interrelated. For example, no country is likely to be able to mitigate climate change by implementing measures solely on its home territory. Another area would be resource management, which would require extensive innovation and adjustments across the complex chain of consumption, production, and logistics. This is certainly beyond the range of expertise and capabilities of any one nation. Collaboration and partnership will be crucial if we are to achieve a new era of sustainability.
INDUSTRIES AND JOBS WILL BE DISRUPTED AND SUBJECTED TO CONSTANT RAPID CHANGE. THEREFORE, WE NEED TO PREPARE NOT ONLY OUR YOUNG STUDENTS BUT OUR EXISTING WORKFORCE AND TO KEEP LEARNING AND ADAPTING TO CHANGING CONDITIONS. Powerful technologies such as AI and bioengineering are beginning to reshape societies. We need to better understand their ongoing and potential impact across diverse communities and learn to tailor solutions that are a better fit. As Asia is growing in economic strength and depth, there is an increasing need for the East and West for greater mutual understanding to bridge perspectives and to align approaches. Interactions, exchanges, and exposure programmes, at professional, academic, and student levels can be immensely beneficial for improving communications and building strong bonds and networks. NUS has many strong ties with universities across Europe, and we look forward to growing our relationships in the years ahead. Concerning the synergy you asked, in Singapore, we have a unique arrangement, known as the tripartite arrangement which brings together the INTRODUCTION
31
government industry, and the labour force. Through extensive discussions, broad directions for various sectors of the economy are mapped out, including manufacturing, lifestyle industries and services, and the built environment. These discussions are framed in key platforms such as the Future Economy Council and the Research, Innovation and Enterprise Plan. Industries and higher education leaders, for example, at NUS, are then encouraged to explore areas of cooperation and partnership that align with these broad directions. For NUS, we believe in public-private partnerships that are long-term and synergise and align efforts in our key areas of research, education and training, and enterprise. NUS has also established Corporate Labs, in partnership with leading companies. Corporate Labs are funded by the National Research Foundation in key research themes such as offshore marine engineering, cybersecurity, and applied materials. Besides research-related projects, our labs aim to develop talent and manpower as well as to offer training and apprenticeship opportunities. Projects with the most promising prospects may be offered market or commercialisation opportunities, with strong support by NUS’s vibrant entrepreneurial ecosystem, which includes access to VC funding, IP support, and access to global markets. Our research activities are not undertaken in isolation but are embedded as parts of wider, integrated, thematic research clusters such as sustainability, maritime issues, and Smart Nation (that is to say, data sciences, artificial intelligence, cybersecurity, optimisation research, and analytics). This encourages the efficient diffusion of new ideas and knowledge within the cluster and speeds up the cycle of application and innovation within a broader space. So synergy is a key approach that allows NUS to focus its efforts and resources in an integrated manner and to maximise benefits and outcomes across the interlinked domains of research, education, and enterprise. Singapore is a very diverse country that has various communities with different mother 32
INTRODUCTION
AS ASIA IS GROWING IN ECONOMIC STRENGTH AND DEPTH, THERE IS A GROWING NEED FOR THE EAST AND WEST FOR GREATER MUTUAL UNDERSTANDING TO BRIDGE PERSPECTIVES AND TO ALIGN APPROACHES. tongues, including Mandarin, Malay, and Tamil. However, education is conducted in English. What are some of the highlights and challenges of this practice? We were a former British colony, so the language of administration, law, and international trade was naturally English. After gaining independence, English was retained as the working language, which served two essential functions: the efficient understanding among our diverse communities and the bridge that facilitates our connection to the world. Singapore’s livelihood, then as now, depends on our connectedness, and English has played a major role in enabling our seamless and rapid communications with the world. We have retained and indeed promoted mother-tongue education in our schools because we see the language as a key transmitter of culture and heritage. Through such an approach,
we try to blend the best of both worlds: English for modern knowledge and global ease of communications and mother tongues to preserve diversity and identity. Here, credit should go to our comprehensive and rigorous preuniversity education system for instilling this deep-seated appreciation for English as a common language and mother tongues as cultural transmitters. Our connectedness with both East and West has since become one of the distinctive features of Singapore as a global city. And our comfort and familiarity with diversity has proved invaluable in building linkages and networks across Asia, including China, India, and Southeast Asia. Singapore sits at the crossroads of the Asia-Pacific and the Indian Ocean and at the heart of ASEAN. How does NUS see its role and explore possibilities within these regional and geographic frameworks? Singapore is indeed fortunate to be strategically located at the crossroads of East and West and the heart of ASEAN. There have been many projections that the weight of economic growth will shift towards Asia and the Pacific Rim sometime during the 21st century and that this will dramatically expand opportunities for growth and development. As a trade-dependent nation, Singapore has always committed to supporting an open, rulesbased trading system. Our consistent position has been that a relatively free flow of goods, services, and ideas offers the best path forward for nations and communities at different levels of development to tap into diverse opportunities and to attain growth and prosperity. As such, if the world, or a region, should take a decided shift towards reducing access, or tightening the flow of trade and exchanges, it would significantly impact Singapore, and by extension, NUS. We are observing the rising US–China trade tensions with close concern, and we hope that differences can be resolved with goodwill and mutually beneficial arrangements. A university is an organisation with a unique mission, as it is charged with advancing knowledge and uplifting society through innovation, ideas, and new technologies. One of
the most powerful ways to do so is through partnerships, sharing, and exchanges. As a university, we are globally oriented. We have many partners and collaborations both within Asia and globally. For example, we offer double and joint degree programmes with other leading universities, and our students enjoy overseas exchange and internship programmes that range across the world. Another example would be our overseas start-up nodes where our globally recognised brand, Block 71, often partners with established entities such as major corporations and government enterprises to tap into local and regional markets and opportunities. In 2019, we number some 350 partner universities in the Americas, Australia, Asia and Europe. Many of our programmes and initiatives would not be possible without an international component or partnership. NUS is also an active member of several leading global university alliances, such as the International Alliance of Research Universities, the Association of Pacific Rim Universities, and the ASEAN University Network. ASEAN is our home region and the one we are most familiar with. With the region’s projected dynamic growth, we see entrepreneurship and entrepreneurial education as powerful tools to deliver innovation, create new markets, and expand opportunities for individuals and communities. I have already mentioned the startup nodes we had established in various ASEAN nations; we are also actively encouraging our NUS students to explore and immerse themselves in the region through internships, exposure programmes, and exchanges. In summary, we see international linkages and collaborations as essential to raise the relevancy, impact and dynamism of NUS.
INTRODUCTION
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INTERVIEW WITH HE NG SHIN EIN, AMBASSADOR OF THE REPUBLIC OF SINGAPORE TO HUNGARY Zsolt Csepregi, August 2020, Budapest
HE Ng Shin Ein Serving as Singapore’s Non-Resident Ambassador to Hungary since 2016, Ms Ng Shin Ein has strengthened connections between Singapore and Hungary through bilateral exchanges, bidirectional visits of business delegations and facilitated the establishment of people-to-people connections. She is also active in the private sector as a board member of various companies, e.g., Starhub Ltd, a leading homegrown telecommunications company, former director of Fairprice, Singapore’s largest supermarket operator, or advisor to Grab Holdings Inc, South east Asia’s largest mobile technology company.
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Starting with the overall context of our interview on economic relations between Singapore and Hungary, how do you see Singapore’s economic development in the coming years, what are the main challenges, opportunities, and tasks? Singapore has been a beneficiary of the rules-based international order, free trade, and the flow of investments. However, even prior to COVID-19, there were worrying trends that posed challenges to the global system. These include escalating US–China tensions, a pushback against globalisation and free trade, and the increasing bifurcation of technology and supply chains. Structural changes such as the fragmentation of global supply chains and technological disruptions were already in motion. There were also signs of a slowdown in international trade and investments. COVID-19 has accelerated these pre-existing trends, amplified them, and broadened the areas of impact. Looking beyond the pandemic, the global economy will not be returning so soon to the levels of openness and connectivity that we have been accustomed to. We will have to constantly adapt, restructure, and transform to emerge stronger. There are certainly opportunities that come with these challenges.
ASEAN PERSPECTIVES
In particular, we now see real opportunities to further accelerate the digitalisation of Singapore’s economy, an effort that was in progress before the advent of COVID-19. Out of necessity, businesses have had to innovate and adapt to digital solutions that would have been alien to them a year ago. In this regard, Singapore’s efforts to digitalise in the past few years have paid off immensely, and we are in a good position to help businesses and citizens adapt. We have seen the equivalent of five years of consumer and business digital adaption in just eight weeks when COVID-19 began. There is no going back, and we will have to continue to accelerate digital transformation across all sectors and prepare ourselves for the postCOVID-19 world. One silver lining of the pandemic has been the opportunity to deepen existing relationships and forge new ones. The pandemic has underlined the importance of international cooperation in the face of global challenges. In the past few months, Singapore has worked closely with friends in Europe and other global partners on issues of common interest, ranging from supporting multilateralism and keeping supply chains open to repatriating stranded travellers. This has reaffirmed the trust and strengthened the friendship between us. Even in this pandemic,
we can take comfort in being dependable partners to each other as we work together to tackle global challenges. Could you describe Singapore’s economic relationship with its main regional partners in ASEAN? Is Singapore interested in further economic integration in ASEAN? ASEAN was established fifty-three years ago with peace and prosperity as its founding principles. At the time, the region was mired in hostilities and confrontation, but ASEAN offered countries a platform to build trust and cooperation, thus bringing peace and stability to the region. This has been serving as the key pillar for the economic growth of Singapore and Southeast Asia. ASEAN has transformed the economic development of each of its member states, but it is our combined economic heft that is particularly salient. The establishment of the ASEAN Economic Community (AEC) in 2015 has made ASEAN more integrated and united. With a combined GDP of about USD 3 trillion in 2018 and a population of about 650 million, 60% of whom are under 35 years old, ASEAN represents a young, vibrant workforce and an attractive consumer market. By 2030, ASEAN is forecast to become the fourth-largest economy in the world. To realise this potential, we will have to press on with our regional economic integration efforts. This includes pushing for the full implementation of the AEC Blueprint 2025, as well as working with like-minded countries to forge closer economic linkages. To date, ASEAN has concluded six Free Trade Agreements (FTAs) with key economic partners. The Regional Comprehensive Economic Partnership will be the world’s largest trading bloc when it is signed later this year. The EU is a key Dialogue Partner with whom ASEAN is keen to deepen linkages. Singapore, as the ASEAN–EU Country Coordinator, is working actively to facilitate this. As two of the world’s leading regional organisations, ASEAN and the EU share much in common, including a belief in the importance of effective multilateralism, a rules-based international
order, and a commitment to free trade and economic integration. We commemorated the 40th anniversary of dialogue relations in 2017 and are working to upgrade ASEAN–EU relations to a Strategic Partnership. On the economic front, the EU has concluded several bilateral FTAs with ASEAN member states such as Singapore and Vietnam, and we should work towards an ASEAN–EU FTA. Negotiations are currently ongoing for an ASEAN–EU Comprehensive Air Transport Agreement which would be the firstever bloc-to-bloc agreement to enhance air connectivity between the two regions. Taken together, these efforts will increase opportunities for exchanges and interaction among our people and further strengthen the links between ASEAN and the EU. How does the US–China trade war affect Singapore, and how can you mitigate the great powers’ contest in your region when you have deep relations with both of them? Asia depends on stable ties between the US and China to have a secure and predictable environment for prospering. Sharpening US– China tensions will impact not just Singapore but also the rest of Asia and the world. This is especially so for small, open economies that are highly dependent on trade. The US–China trade tensions have created uncertainty and volatility in global markets. The tit-for-tat tariffs have farreaching implications, given the integrated nature of today’s global supply chains. Should they be sustained, global business and consumer confidence will be reduced, exacerbating the damage COVID-19 has already done to our economies. The world looks at the major powers to overcome their differences, build mutual trust, and work constructively to uphold a stable and peaceful international order. Much will depend on the strategic choices that the US and China are making. What we can do is to continue to remain open to all partners, be it the US, China, or Europe. Singapore will continue to work with like-minded partners to uphold an open and rules-based international trading system and support for multilateralism. ASEAN PERSPECTIVES
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Zooming in on Central Europe and, especially, Hungary, what role does the region play in Singapore’s foreign economic relations and where could these relations develop? Is there a specific Singaporean approach or strategy towards Central Europe? Singapore and Hungary have a cooperative and long-running relationship. In fact, this year marks the 50th anniversary of diplomatic relations between Singapore and Hungary. Over this time, Singaporeans have come to deeply appreciate the hardworking and innovative nature of the Hungarian people and their rich culture. One lesson that we have learnt through the course of this long relationship is that, despite the geographical distance that separates us, many of the challenges we face are remarkably similar. Underlying this is the fact that no country or city is immune to the global changes brought about by emerging technologies, shifting economies, urban challenges, and, now, COVID-19. It is important for cities to come together to share good ideas and best practices, explore collaborations, and test people-centric smart solutions. Singapore and Hungary have worked together to overcome these challenges on numerous occasions, aided by the strong links between businesses, as well as in research and development. Recent examples include HungaroControl’s contribution to the Smart Digital Tower in Changi Airport and the Memorandum of Understanding between the Ministry of Foreign Affairs and Trade of Hungary and the Singapore Space & Technology Association to cooperate on space activities. To commemorate the 50th anniversary of diplomatic relations, Hungary Post and SingPost have also collaborated on a joint stamp that will be unveiled soon. Singapore welcomes opportunities where we could work with Hungary to increase food imports from Europe as part of our broader efforts to diversify our food supply sources and markets. We import more than 90% of our food from 170 countries and regions, and I believe there are opportunities for agri-food trade cooperation between Hungary and Singapore. In fact, both 38
ASEAN PERSPECTIVES
THE PANDEMIC HAS UNDERLINED THE IMPORTANCE OF INTERNATIONAL COOPERATION IN THE FACE OF GLOBAL CHALLENGES. countries have been exploring the importation of agricultural products from Hungary, and I hope this will bear fruit in the near future. Which kind of investments would you suggest for Singaporean partners in Hungary, and which sectors should Hungarian capital consider for investment in Singapore? The EU–Singapore Free Trade Agreement, which entered into force on 21 November 2019, affords investors in both countries new opportunities for investments in both ways. Tech-based start-ups are likely to see significant growth given the rapid pace of digitalisation and, in some industries, the boost provided by COVID-19. As a matter of fact, Hungary is one partner country in the current EUREKA GlobalStars-Singapore Call where companies from Hungary and Singapore are encouraged to cooperate on joint technology development and innovation. We also see great potential in Hungary’s automotive and aviation sectors where Singapore companies can benefit from your proximity to European customers and from good manufacturing capabilities. Furthermore, being located at the crossroads of three TransEuropean Transport Network Corridors, which grant access to 500 million EU consumers, Hungary is an attractive place for logistics activities by Singapore partners. Singapore is also looking to grow its expertise in the agri-tech sector. Areas such as precision agriculture, sustainable farming, and value chain
design could be of interest to Hungarian food producers. Singapore is the top investment destination in ASEAN for agri-food tech startups, drawing in a total of USD 177 million in 2019. We would be pleased to have Hungarian start-ups, accelerators, and financiers join this growing ecosystem in Singapore. Singapore is considered in the world as one of the best examples of successfully adapting to its environment, utilising technology and synergies between business, government, and academia. What would be the most important advice we, in Hungary could take from Singapore’s success? Singapore has gone through various phases in its development, with each phase presenting new challenges that we had to find solutions to in order to progress. Our economy has undergone numerous transformations since 1965 when we became independent. To cope with the high unemployment back then, we focussed our energies on labour-intensive industries to create employment. We have since moved on to capital-intensive industries, embraced the knowledge economy and are busy laying the foundations for entering the digital economy. To survive, small countries like Singapore have to continue to adapt to new circumstances and learn from our friends, including Hungary. We recognise that, in an interconnected world, Singapore can only thrive if all our friends and partners flourish. Hence, we are always happy to share our experience and best practices. To do so, we established the Singapore Cooperation Programme to curate courses, seminars, workshops, and study visits on a range of topics of interests to our friends in the developing world. However, we are cognisant that every country has its unique circumstances and development stage, and we do not presume to have all the answers. Much of what we have learnt from others has been adapted to our circumstances and needs. We encourage our friends to look at our experiences critically and to similarly adapt what is feasible. While it is very soon to see the effects of the COVID crisis, generally, if it is true that
supply chains will shorten, how will this affect Singapore’s economy? What can it do to mitigate the difficulties? Are there any opportunities in this tragic crisis for Hungarian–Singaporean cooperation? In the wake of the COVID-19 pandemic, Singapore redoubled its efforts to maintain its connectivity and openness to the world. To this end, we also worked closely with like-minded partners. For example, Singapore and New Zealand initiated a Joint Ministerial Statement on ensuring supply chain connectivity amidst the COVID-19 pandemic to affirm our shared commitment to maintaining open supply chains. Ten other countries have since joined this collective response. This underscores our joint commitment to open trade links and seamless connectivity. Singapore also worked closely with ASEAN member states to issue the Hanoi Plan of Action on Strengthening ASEAN Economic Cooperation and Supply Chain Connectivity in Response to the COVID-19 Pandemic. Singapore welcomes more like-minded partners to join its continued efforts to keep trade lines open and refrain from imposing restrictions that hinder trade so that we can rebuild our economies and emerge stronger from this crisis. The sharp falls in international trade and travel have exacerbated economic challenges. Amidst the disruptions brought about by the pandemic, we must work together to strengthen international trade and increase trade flows. This will be important for a strong, sustainable, and resilient recovery in our economies. In this regard, our EU–Singapore Free Trade Agreement has been useful in cushioning the impact of COVID-19. EU imports from Singapore actually increased by 12% in the first six months (between December 2019 and May 2020) after the Agreement had come into force. We should continue to encourage our businesses to seek out new opportunities, be it in terms of diversification of food sources and exports, digital economy, research & development, or innovative start-ups. Against this backdrop, I am confident that there are ample opportunities to deepen and strengthen cooperation between Singapore and Hungary. Thank you. ASEAN PERSPECTIVES
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G RS UE
AUTHORS
G RS UE O
AUTH ST
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AUTHO ST
Cook, Malcolm Visiting Senior Fellow at the ISEAS-Yusof Ishak Institute in Singapore, Visiting Fellow at the National Security College in Canberra, and Non-
India’s Act East Engagement: From Southeast Asia to the Indo-Pacific
resident Fellow of the Lowy Institute in Sydney
Dang, Cam Tu PhD, Associate Professor, Deputy DirectorGeneral of the Institute for Foreign Policy and Strategic Studies, Diplomatic
Southeast Asia at the Crossroads of Power Rivalry: a Vietnamese Perspective
Academy of Vietnam
Dang, Minh Duc Prof. Dr, Senior Researcher, Research of Political and Law, Deputy Director of Institute for European
ASEAN–EU Cooperation: Present And Future
Studies, Vietnam Academy of Social Sciences
Daniel, Thomas Senior Analyst, Institute of Strategic and
The Indo-Pacific Strategy and ASEAN
International Studies (ISIS) Malaysia
Fang, Nicholas Director of Security and Global Affairs, Singapore Institute of International Affairs
Great Power Competition from a Singaporean Perspective
Háda, Béla Research Fellow at the National University of Public Service and its Center for Strategic and Defense Studies
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AUTHORS
Maritime Competition in the Indo-Pacific— The Role of ASEAN Nations
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Hung, Dat Hung MA, Industrial University of Ho Chi Minh City
Sustainable Development Towards an Integrated Asean Economic Community—Lessons from the Fight Against Covid-19 in Vietnam
Klemensits, Péter Ph.D., Senior Researcher at the PAGEO Geopolitical Institute, Pallas Athene Domus Meriti Foundation in Budapest, Temporary Lecturer at the Department of International Studies, Institute
Philippine Foreign Policy in the Context of the Southeast Asian Great Power Competition
of International Studies and Political Science, Pázmány Péter Catholic University, Budapest
Lee, Poh Onn Dr, Senior Fellow in the Regional Economic Studies Programme at ISEAS-Yusof Ishak Institute,
The Singaporean Growth Model
Singapore
Mishra, Rahul Senior Lecturer at the Asia-Europe Institute, University of Malaya, Co-author of India’s Eastward Engagement: From Antiquity to Act East
India’s Act East Engagement: From Southeast Asia to the Indo-Pacific
(SAGE Publications, 2019)
Morris, David Vice President of the United Nations Sustainable Business Network, Political risk Consultant, and Senior Research Fellow at Beijing Foreign Studies
Australia’s Role in the Indo-Pacific’s Shifting Power Dynamics
University
Pach, Judit Ambassador Extraordinary and Plenipotentiary, Embassy of Hungary to Jakarta
Southeast Asian Regional Processes from Indonesia’s Perspective
AUTHORS
167
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Puteri Nor, Ariane Yasmin Analyst, Institute of Strategic and International
The Indo-Pacific Strategy and ASEAN
Studies (ISIS) Malaysia
Teixeira de Sousa Sénécaut, Bárbara Junior Researcher at the European Institute of Asian Studies, specialising in China and ASEAN,
EU–ASEAN Trade Relations: Beyond the Impasse
and their relations with the EU
Tran, Dinh Lam Director, Center for Vietnamese and Southeast Asian Studies, Vietnam National University of Social Sciences and Humanities
Sustainable Development Towards an Integrated Asean Economic Community—Lessons from the Fight Against Covid-19 in Vietnam
Völgyi, Katalin Research Fellow, Centre for Economic and Regional Studies, Institute of World Economics
168
AUTHORS
Regional Economic Integration for Global Access?—The Case of ASEAN
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The Great Divider/Connecter—Southeast Asia’s Future: A Shatterbelt or a Gateway Region? Csepregi, Zsolt Deputy Director for International Affairs
Interview with Professor Tan Eng Chye, President of NUS Interview with HE Ng Shin Ein, Ambassador of the Republic of Singapore to Hungary
Hamar, Balázs Head of Brussels Office and Deputy Director
Kocsev, Bence Historian, Head of Győr Office
Papp, Viktória Anna International Relations Manager (China)
The Republic of Korea and ASEAN—Striving to Be the Best Partner
Decolonisation and the Changing Political Geography of Southeast Asia Indonesia and the South–South Cooperation from Bandung until Today
Good Neighbour, Bad Neighbour— The Developing Relations between China and ASEAN AJKC Book Review
Schwarcz, Emese International Relations Manager (Japan)
A View on Regionalism through Japan–ASEAN Economic Relations
AUTHORS
169