China’s influence over Iran limited by teapot refineries – Asia Times

The Houthis, supported by Iran, are putting more pressure on ships as they attack the Bab al-Mandab islands at the edge of the Arabian Peninsula, which is causing significant disruption to international trade. All eyes are on China, which is portraying itself as the negotiator of the Middle East. It is anticipated that Iran will be under stress to control its surrogate in Yemen.

According to some, Beijing may have a lot of influence over Tehran because it is Iran’s largest trading partner, accounts for a fourth of Egyptian industry, and is one of the few nations to continue purchasing Iranian fuel despite American restrictions.

Prior to the Red Sea issue, a third of global maritime industry, and 40 % of trade between Europe and Asia passed through the Bab al-Mandab Islands. Foreign trade has suffered a strike, despite the crisis leaving Chinese shipping unaffected. Company representatives in Shanghai complained that the Cape of Good Hope is required to divert goods from Europe, which would add costs and day.

However, due to the difficulty in discerning send possession, with most boats registered in the Bahamas, Bermuda, Panama and various places, it is only a matter of time before a Chinese-owned fleet or a ship carrying Foreign sailors is hit.

With a lot to gain and little to acquire, China has repeatedly attempted to put an end to the issue. Iranian officials claimed that if the Houthis do n’t repress and Chinese interests are endangered, Sino-Iranian trade will suffer.

But, Beijing’s instructions to Tehran fall on deaf ears, and the Houthis continue to wreak havoc in the Bab al-Mandab Strait.

the difficulty in controlling the “dark ships”

Tehran ignores Beijing’s reminder because it is meaningless.

Much of Iranian oil is sold to private Chinese “teapot” refineries – referred to as such because of their small scale compared with the large refineries owned by state-owned enterprises ( SOEs ).

Teapots account for 90 % of Iran’s total oil exports, despite their modest status. Chinese SOEs stopped purchasing Iranian oil out of fear of American extraterritorial jurisdiction in 2018, after the US withdrew from the Joint Comprehensive Plan of Action (JCPOA ) and launched the “maximum pressure campaign” against Iran. But, vases are undeterred.

There are several causes of this:

Second, the reimposition of sanctions against Iran came at the same time as the start of the Sino-American business conflict. In the same year, management of Shandong Dongming Petrochemical Group – the state’s largest mug – stated that, as China imposed tariffs on American fuel in a display of tit-for-tat, the business was ending order of British oil, which would be replaced by Iranian oil instead.

Next, “high risk means higher profit.” Iranian crude was once 13 times less expensive than the regular price on the market.

Third, some of the smaller vases do not do business with any other nation beside Iran, and they pay Iran in renminbi instead of US cash, thus granting them immunity from British extrajudicial control. Chinese SOEs, which do not benefit from this breadth, are unable to afford to do business with Iran lest they run the risk of losing their investments in other parts of the world.

Beijing would have much easier times deciding to stop purchasing Iranian oil if state-owned refineries had been doing so. Teapots working with Iran to smuggle Iranian oil into China make it difficult for Beijing to carry out regulation – not to mention that Beijing is reluctant to exert too much pressure on Tehran, fearing it would damage Sino-Iranian relations.

Iran discovered that fighting asymmetric warfare is the only way it can overcome the difference in weight class when it is squared off against the vastly superior American-Israeli alliance. Thus, urging Tehran to establish its position as the” axis of resistance” would effectively disarm Iran. It would cast doubt in Tehran on whether Beijing is really as neutral as it claims.

Teapots ‘ purchase of Iranian oil is difficult to regulate. Iranian oil is carried by an Iranian ship that enters the Persian Gulf or travels to the Strait of Malacca, where it turns its automatic identification system off and lowers its national flag. This allows the Iranian ship to stop broadcasting its location and identity.

Under the cover of darkness, Iranian ships can literally and figuratively hide in the dark and help Iran obfuscate the source of its oil while Omani, Malaysian, or Indonesian ships are waiting at the predetermined destination.

These nations knowingly ignore the world for a few reasons:

  • Being a middleman in this field is a lucrative business.
  • htey are sympathetic to Iran, a neighboring Muslim nation.
  • They are unsatisfied with American extraterritorial authority.

In February of this year, an Omani citizen by the name of Mahmood Rashid Amur Al Habsi and a Chinese citizen by the name of Wang Shaoyun were indicted by the US for violating American sanctions.

The US claims that Al Habsi used a$ 16 million loan from American financial institutions to buy an oil tanker later known as M/T Oman Pride. The ship used ship-to-ship transfer, which obfuscated the oil’s origin with the aid of deceptive documents, to transfer Iranian oil to third-party ships.

The oil was then sold to Chinese refineries. US dollars were used to pay the Iranians. Before being transferred to an Iranian front company, the money was washed through several shell companies. Over$ 100 million worth of Iranian oil was sold this way before the US caught wind of it.

Iranian-based organization United Against Nuclear Iran reported earlier this year that a ship transferred Iranian oil from another ship off Kharg Island, Iran, to a ship-to-ship transfer before sending it to Sohar, Oman.

The author is aware that this is not an isolated case because she has lived in Oman for a long time and has connections to the country’s oil industry. Hundreds of millions of US dollars ‘ worth of Iranian oil, passed off as Omani oil, have been shipped to Chinese refineries in Shandong province, as well as to Liaoning and Shanghai in recent years.

Oman has a reputation for acting as a mediator between hostile powers in the region and those with significant presence there, including Iran and Saudi Arabia and Iran and the US, despite never declaring itself to be neutral.

Oman can act in this way because it is on the positive side of all nations. In order to avoid bringing down the wrath of either Iran or the US, Oman resorted to feigning ignorance of its citizens conducting illicit trade with Iran, whether on a large or small scale.

An Omani enclave south of the Strait of Hormuz is known as Musandam Governorate. Because of its isolation, Muscat frequently overlooks the governorate when it comes to economic development.

In order to stave off poverty, the local populace resorts to smuggling. Smugglers traverse the strait with speedboats, or” shooties” as they are known locally, carrying everything from clothing to electronics.

A 2011 report from Mehr News Agency revealed that Iran receives approximately$ 5 billion worth of goods annually. A member of the Royal Omani Police’s Coast Guard, quoted on the condition of anonymity, said they are told by decisionmakers to turn a blind eye to the smuggling.

Iranian oil disguised as Malaysian oil surpasses Malaysia’s own crude oil production, so much so that it positions it as the fourth-largest oil exporter to China, behind Russia, Saudi Arabia, and Iraq. US Treasury Department representatives arrived in Kuala Lumpur in May of this year to talk with Malaysian counterparts about how to stop Iran from evading sanctions.

Malaysian Communication Minister Fahmi Fadzil responded that while Malaysia is willing to comply with UN sanctions, Malaysia will not follow in the footsteps of the United States ‘ unilaterally imposed sanctions.

Iranian oil is mistaken for Omani, Malaysian, and Indonesian oil, among other names after entering China.

China’s empty promise

Officials at the Iranian embassy in China have repeatedly complained to this author that despite Tehran’s having signed onto the Belt and Road Initiative and, in 2o21, the China-Iran 25-year Cooperation Program, Chinese investment in Iran has been minimal.

China has only made a small portion of the$ 400 billion pledged. The National Development and Reform Commission ( NDRC ), the Ministry of Foreign Affairs, and other departments have received numerous complaints from Iranian embassy officials without success.

Indeed, whereas China last year received$ 64.3 billion worth of imports from Saudi Arabia, and$ 5.24 billion worth from Israel, China imported only$ 4.6 billion worth. Although it is undoubtedly true that China has severely underinvested in Iran, many of its imports from Iran are still unaccounted for.

Following Washington’s withdrawal from JCPOA, China canceled one of the two investment agreements that China had signed with Iran in the previous ten years. There are several reasons for China’s weak record of investing in Iran:

First, in response to President Akbar Hashemi Rafsanjani’s encouragement, Iran’s Islamic Revolutionary Guard Corps ( IRGC ) began to” contribute to the country’s reconstruction” in the wake of the Iran-Iraq War.

Since that time, IRGC has built a business empire. Both President Mohammad Khatami and President Hassan Rouhani tried to stop the IRGC’s encroachment on key economic sectors to no avail. Currently, there are IRGC-affiliated businesses operating in every economic sector, from construction to telecommunication.

This led to widespread corruption, crony capitalism, and nepotism. Foreign investors are expected to bribe government officials for their services, and may have their licenses revoked or lose their contracts, only for them to be awarded to IRGC affiliated companies.

Chinese businesses have frequently complained that foreign investors are being prejudiced by Iran’s business environment. Numerous Chinese companies have chosen to remain anonymous, and their intention is to avoid doing business with Iran as a result of the corrupt business environment.

It is unlikely that the situation will improve anytime soon. The IRGC, which is Iran’s most elite military unit, has a monopoly over Iranian export and import, only answering to the supreme leader and enraging over 80 % of the country’s economy along with the Quds Force. Any politician would have to pause before proposing reform because the IRGC has effectively taken over as the “kingmaker” in Iranian politics.

Second, the study of national character – the belief people belonging to a nation are predisposed to behave in a certain way, a concept that has been debunked as stereotype and largely abandoned in Western academia, remains popular in China. It is crucial to General Secretary Xi Jinping’s plan to achieve” the great rejuvenation of the Chinese nation.”

For instance, a statement made by Southern Daily, the official newspaper of the Communist Party of China’s Guangdong Province, compares Chinese national character to that of the West, saying that” cultures of the orient are introverted, while cultures of the occident are extroverted” ( p. 2 ).

According to Chinese scholars, Iranian’s national character is grounded in contradiction. Iran lost to colonialism and imperialism while the successes of the subsequent Persian Empire gave its heirs, the Iranians, a sense of national pride. In recent years, Iran’s isolation from the international community gave them the mentality of victimhood. Thus, Iranians are both proud and insecure.

Iranians ‘ contradictory national character demonstrates that, despite suffering from a myriad of exogenous and endogenous issues, Iran still refuses to compromise, according to Chinese scholars. This is an alien idea in a nation like Iran, which frequently overlooks long-term interests in favor of short-term interests.

Recently, under orders from Tehran, Iranian companies manually hiked up the price of oil sold to China. Iranian oil was sold to China in previous years for$ 10, which was 13 less than the Brent Crude benchmark. The discount is currently only$ 4.50 to$ 6.50.

A representative from a teapot doing business in Shandong province complained that” the new price is too high” and said the Chinese “have been working day and night to lower the price, but Iranians have been very tough, and there is little room for negotiation“.

Iranians were unable to comprehend that Russia is not sanctioned in the same way that Iran is, according to a representative from another teapot, saying that” Iran wants China to purchase Iranian oil at the same price as Russia does, which is$ 1 less than the market average.”

In other words, Iran does not comprehend that Chinese refineries will only accept the risk of purchasing Iranian oil if the price is affordably low. Iran’s Energy Press News Agency even goes so far as to describe the decision to raise the price of oil as a “wise move“.

Third, Chinese goods have a bad reputation in Iran because of it. You get what you pay for, the idiom goes. There are both high-quality, expensive goods, and low-quality, cheap goods made in China.

However, rising inflation and declining income in recent years have made Iranians increasingly unable to purchase expensive, high-quality goods. In Iran, as a result, Chinese goods have come to be associated with poor quality.

Chinese companies complain that they have to contend with Iranian skepticism of China’s high-quality, expensive goods. The Iranian people view them as being excessively expensive. Iranians also turn their backs on cheap, low-quality Chinese goods, only purchasing them when they are absolutely necessary.

With few sticks and even fewer carrots in the toolkit, there is very little Beijing can do. Tehran, which has endured decades of sanctions, is unlikely to buckle under Chinese pressure, even if Beijing puts more pressure on Tehran. The phrase “neither east nor west” from the revolutionary era still applies today.

Iran’s” Look to the East” policy does not mean replacing American hegemony with Chinese hegemony. Should Beijing ever choose to put too much pressure on Tehran, it could quickly backfire because Beijing has so little to offer.

Yang Xiaotong works as an assistant researcher for the Beijing-based think tank SIGNAL Group. This article is republished with permission. The original can be read here.

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Ukraine war a lose-lose proposition for all concerned – Asia Times

Some two and a half times after&nbsp, Russia launched its” special military activity” against Ukraine there appears to be much thought given to how the conflict was realistically&nbsp, finish. Now, both parties claim that their purpose is “victory”.

For President Volodymyr Zelensky, this entails the return to Ukraine of all the lands occupied by Russia, including Crimea, and NATO account.

For President Vladimir Putin’s triumph, it means that Russia will continue to control the land it seized from its neighbor and that Ukraine will not only refrain from joining NATO but acknowledges that it is a part of Russia’s sphere of influence.

In other words, as of right now, each group demands that its adversary be a acquiescence without reservation. Given the current circumstances, these problems are never likely to be met, and if new story is a guide, they probably never will be.

The next big conflict, as it was known, saw Japan and Germany defeat one of the opposing forces in the end. All subsequent wars, from Korea to Vietnam to the Iran/Iraq conflict ended either with a negotiation, a compromise ( be it temporary ) or a return to the status quo ante.

And in the two instances where the attacking authority was initially successful, specifically Iraq and Afghanistan, it proved capable of consolidating its carry on its opponent.

So, one can honestly believe, irrespective of the standard pronouncements made by all the parties to the Ukraine fight, that the result will be some sort of “modus vivendi”, even if this may take the form of an eternal, protracted, low-intensity confrontation. But whatever the results, there are a number of experiences that cannot be ignored.

In terms of populations, Russia’s population is currently estimated at 144 million. The combined groups of Germany, Poland and France are 192 million, reaching 259 million if one adds Ukraine.

From an economic standpoint, Russia’s position is not much stronger. Currently, Russia has an average yearly per capita GDP of some US$ 15, 200, compared with$ 48, 700 for Germany,$ 39, 000 for France and$ 18, 500 for Poland.

Therefore, Putin took a position of relative failure in terms of population and economic clout when he began his Ukrainian project. These flaws were made even more clear by Russia’s achievement in the military world.

A Russian armoured row made a run for Kiev on February 27, 2022, with the intention of putting a pro-Russian government in place in the Russian capital. At best, it was a lightening strike that was supposed to last 48 hours. For Russia, it has proved rather an absolute disaster.

The Russian troops, which reportedly had been reformed and reorganized under Putin, proved capable of seizing the Russian capital, more galvanizing a opposition embodied figuratively instantaneously by Zelensky.

Putin’s actions against Ukraine, which occurred after Russia’s invasion of Crimea, had a damaging impact on the development of global ties as it had been intended since World War II.

Granted, it was not the first day that a nation-state without foreign support invaded another. In theory, there was little to differentiate between the Russian invasion of Ukraine and the American invasion of Iraq.

Also, India’s conquest of Sikkim in April 1973 and the “referendum” that followed may have caused a splash, but it did no. Finally, Sikkim was useless and America’s invasion of Iraq was a show.

Ukraine, however, is in the heart of Europe. It is one of the world’s major grain producers and it shares a boundary with Poland, Slovakia, Hungary and Romania. So, in geostrategic conditions, a Russian-dominated Ukraine has the potential of appearing as a menace to Western Europe. But to do so it has to be firmly in Russia’s hand. For Putin, the problem is not only to establish his identity on Ukraine but, once he has, to keep it in his grasp.

One may assume that the rest of Ukraine would not approve of being under Soviet rule, aside from the Donbass and Crimea, which are both inhabited by Russian listeners. Putin’s military might be insufficient to control an held Ukraine, but if background provides an example it does not enjoy in his favor.

When Germany occupied part of France in 1940, it took some 350, 000 European soldiers to retain some 25 million Frenchmen under control. That proportion considered the fact that French officials continued to be in charge of the nation for all manner of purposes at the local level.

So the postal service, trains, schools, road maintenance, the courts and the like endured as they always had and almost all of the 72, 500 Jews who were deported to the death camps were arrested not by the Germans but by the European authorities operating on behalf of the occupiers.

It would take at least one million, if not more, to impose Putin’s rule over an occupied Ukraine, keeping in mind the size of the French population in relation to the number of occupying Germans as a reference and assuming that the Ukrainian resistance to the Russian occupation would not be more committed than the French.

A hostile and occupied Ukraine would not, in the long run, pose a greater challenge to Putin’s vision of Russia than his current predicament, he might ask.

On paper, there were two ways of denying Putin’s ambition to impose his hegemony on Ukraine.

The first was to allow him to have his way while ensuring that his desire to recreate a Russian empire based on the Stalinist model would be thwarted by the burden it would impose on Russia from within.

However, this would not only have entailed a long-term strategy for which the West was ill-equipped. It also would have required, above all, that the Ukrainians throw in the towel. Although this might have happened about 20 years ago, a resurgence of Ukrainian nationalism made it possible for the nation to refuse to accept Russia as its oppressor in the 2020s.

The second way of denying Putin’s ambition—refusing to let him have his way—is what has emerged as the current situation. Today, there is a general consensus among Western countries that Putin’s geopolitical agenda must be constrained.

That raises two questions:

  • Why?
  • At what cost?

Putin’s Ukrainian initiative will be viewed as a direct threat to Western Europe if, in part, the Western public accepts the idea that if he is n’t stopped, it will encourage him to take similar initiatives against Poland or the Baltic states. In this perspective, Putin had to be stopped, and Ukraine was the place to do it.

Questions that were raised or left unanswered included whether he had the population to move farther west, whether the economy would support an open conflict, or whether the army would manage it.

If Ukraine had not resisted the Russian incursion, there would have been&nbsp, no scope for the West to intervene as it did. However, once it did, the nature of the conflict changed.

What started out as a conflict between Moscow and Moscow’s neighbor became a conflict between Washington-plus-allies and Russia. And while conflict’s political and economic dimensions are still restricted to the Russian-Ukrainian border region, they have expanded to include all countries.

The collateral damages have been colossal, even if the human cost of the conflict is estimated to be 400 000 casualties in addition to the estimated 3.7 million internally displaced and the 6.3 million refugees who have fled the country.

In economic terms, the combination of sanctions, embargoes and disruption is estimated to have cost a total of some$ 1.5 trillion, equivalent to 1 % of the global GDP. This includes, among other things, the price of petroleum, which in turn has impacted prices in the fertilizer and petrochemical industries, as well as the global supply of grain. From that perspective, the war in Ukraine is nothing less than a global economic disaster.

The disruptive impact of the conflict in Ukraine is difficult to understate if the international order is a matter of balance. Before Putin’s” special military operation”, NATO, which was conceived as an anti-Soviet alliance, has, over the years, drifted into a state of semi-irrelevance.

Literally overnight, Putin was able to persuade countries like Finland and Sweden to join the alliance, which was revived as a buffer against a potential Russian imperial expansion.

Washington’s stance on both Russia and China on a more global scale inevitably provided the two with a common ground when confronting a common enemy. However, Beijing’s interests do n’t align with China’s desire to see Russia overbearingly weakened, as this would strengthen Washington’s reputation globally.

Ultimately, Beijing’s Russia policy entails providing some support to Putin without provoking an excessive American reaction.

As for the West in general and more specifically for Washington, the future is, to say the least, uncertain. The temptation to use Ukraine to bring Putin to his knees is real, but it also poses a risk.

Russia is a major nuclear power, after all, and nothing could prevent it from losing control of its arsenal if it drifted into a state of semi-anarchy. The real question is therefore whether Putin can be attracted to without destroying the Russian state.

Much will depend on how long the Putin establishment can maintain the system that the West is currently imposing on it. Sanctions are undoubtedly having an impact, but one should not discount the fact that the Russian people’s level of social resilience is unmatched in the West in terms of hardship.

In terms of socioeconomics, Russian society is neither industrial nor entrepreneurial, and all it produces is energy, grain, and raw materials. In the end, Russia is much less receptive to outside forces than countries like China by merely hunkering down.

As of today, Putin’s” special military operation” has reinvigorated NATO, illustrated the shortcomings of the Russian armed forces and massively boosted Ukrainian nationalism. They have yet to demonstrate that they are even close to reining Putin in when it comes to their responses.

That makes the current situation a lose-lose proposition for all concerned.

Alexander Casella PhD has taught and worked as a journalist for Le Monde, The Times, The New York Times, Die Zeit, The Guardian and Swiss radio and TV, writing primarily on China and Vietnam. In 1973, he joined the UNHCR, serving, among other postings, as head of the East Asia Section and director for Asia and Oceania. The International Center for Migration Policy Development’s representative in Geneva then served him.

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CelcomDigi, Huawei Malaysia to elevate network productivity with AI-driven 5G network

  • Collaboration does investigate AI software in CelcomDigi’s” IntelligentRAN
  • Celcom to utilize Huawei’s information for client insights, modern transformation

CelcomDigi’s CEO Idham Nawawi and Huawei Malaysia’s CEO Simon Sun formalising the collaboration between CelcomDigi and Huawei Malaysia.

CelcomDigi Bhd and Huawei Technologies ( Malaysia ) Sdn Bhd have formalised a Memorandum of Understanding ( MoU) to work together on integrating artificial intelligence ( AI ) into CelcomDigi’s network, paving the way to establish one of Malaysia’s most intelligent 4G and 5G-ready networks in the country.

The collaboration will explore applying AI capabilities to CelcomDigi’s Radio Access Network (RAN ) also known as” IntelligentRAN”. This includes the use of a digital baby system to facilitate the quick testing of novel network models, as well as the use of strategic network management capabilities through superior analytics, and the use of multiple support systems to carefully provision network services to enhance the customer experience.

Yet as network infrastructures become more sophisticated, AI and robotics can significantly increase network productivity and innovation. The company will be able to conduct extensive simulations in a virtual network replica due to dwell implementation, accelerating development at lower costs and causing little disruption to customers. Strategic system management, powered by forecast techniques, ensures a consistent and reliable client experience. Furthermore, customers will have access to more personalized and superior wireless services thanks to smart orchestration of 4G and 5G sources.

CelcomDigi’s CEO Idham Nawawi said”, The land is in a perfect place to be a local leader in both 5G and AI growth. In the midst of a fresh 5G-AI-powered era of “digital-everything,” we are actively investing to create the most advanced 4G and 5G system in the nation to realize this goal. With a strong AI-driven community, we believe we are best positioned to build a high-performance 5G system to power Malaysia’s online potential. ” &nbsp, &nbsp,

However, Simon Sun, CEO of Huawei Malaysia, emphasised that Malaysia is at the level of pronunciation for deploying system intelligence as AI systems advances.

Huawei Malaysia is evolving from being an It solutions provider to a collaborative engineer of AI-driven networks in order to accomplish this.” Our vision is to create brilliant networks across Malaysia. By combining the IntelligentRAN and CelcomDigi, we will unlock significant business value by enabling the full integration of AI capabilities across all wireless network layers and ensuring the success of the 5G business, he said.

In addition, in the collaboration, CelcomDigi and Huawei Malaysia will look at how to use cross-domain data convergence from Huawei platforms to gain a comprehensive view of the customer and service lifecycle, foster proactive user experience management, and facilitate seamless digital transformation across the company’s network operations.

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Democratic showdown puts Widodo, Prabowo on the backfoot – Asia Times

As demonstrators attempted to flood parliament in protest of the questionable political ruling, Indonesian legislators have resisted plans to disregard the government’s Constitutional Court.

Some joyous supporters of the Constitutional Court applaud the choice, but many warn that the government may still take similar steps to strengthen the authority of retiring president Joko Widodo and protection secretary Prabowo Subianto, who will take him on October 20.

The jury rendered two significant decisions on August 20 that set off the near-consensual crisis. Just days before the membership of candidates was scheduled to begin, the first significantly reduced the nomination boundary for candidates running in local elections.

There were signs of cooperation within the alliance as every key party except one then supports Prabowo and Widodo in important local races. The goal was to effectively prevent opposition candidates from winning several crucial races.

Anies Baswedan, a former governor of Jakarta and likely to win a second term in office, appeared to be the most well-known destination. But some individuals from the PDI-P – Widodo’s old group, which is now extremely opposed to him – stood to become affected.

A lower court’s decision to relax the least time demands for political candidates was overturned by the second Constitutional Court decision.

The lower court’s decision was criticized as suggest because Kaesang Pangarep, the only possible candidate who appeared to be impacted by the change, was the second child of President Joko Widodoo, who had been preparing to move for the position of deputy governor of Central Java.

Faced with this double punch, Indonesia’s congress, which pro-government events dominate, made plans to avoid the rulings. Important lawmakers met with Gerindra party’s Minister of Law and Human Rights, Supratman Andi Agtas, on August 21 for a quick meeting.

What came up was a proposal to essentially dismiss the court’s decisions by revising local election court’s provisions regarding candidate eligibility and nominations in ways that completely contradicted the decisions.

The common response, nevertheless, was swift and upset. One image designed to look like a disaster warning system, complete with the text” Peringatan Darurat” ( Emergency Alert ), spread widely on social media. It was posted and reposted by some often unbiased influencers, comedians and another celebrities, helping protest support and arrange the protests.

On August 22, protest launched big rallies across Indonesia. Special attention was given to Kaesang’s election and Jokowi’s claims that he wanted to create a political dynasty.

The protests ‘ swell of social media posts by Kaesang’s wife, which appeared to show the pair taking a private airplane to America to begin a college course there, did nothing to improve things. Additional satire was sparked by a picture of her laptop that showed her taking a social justice class.

The important action, however, took place no on social media but on the roads. The most interest was garnered by Jakarta protest ‘ attempts to take over the legislature.

However, significant demonstrations took spot in numerous cities and towns throughout the coastal region. In Ambon City and Makassar, protest managed to break into their respective local legislatures.

According to activists with knowledge from previous demonstrations who spoke to Asia Times, the protests on August 22 appeared to extend far beyond the normal groups. Numerous stars credited social media posts on their accounts with attracting more varied and larger crowds than usual.

Faced with this powerful street-level criticism, legislature has scrapped the modifying costs. Protest elicited cheers, but several remain unsure whether the government will try to restore the proposed changes once the rallies have ended.

” Yes, on the one hand, we’ve received good information that the correction is not going to get carried out”, said Fikri Diaz, a law student who joined the Jakarta demonstrations. ” But we should n’t yet lower our guard”.

He cited how, in 2019, Widodo had resorted to signing a contentious Omnibus Bill while the majority of protest were asleep to try to limit disturbance. The elections commission is awaiting word from other parties to see if it will correctly apply the judge’s decisions.

The protests and near-consensual problems occurred in the middle of what critics claim was a deterioration of politics during the national vote, which ended in February of this year.

Despite not meeting the minimum age requirement of 40, the Constitutional Court ruled in October 2023 that the first child of President Widodo, Gibran Rakabuming Raka, could be nominated as Prabowo’s vice-presidential running partner.

The Chief Justice of the Court, Widodo’s brother-in-law, was eventually removed from his place for violating professional morality in presiding over a situation in which he had a clear conflict of interest.

Additionally, there were allegations that the authorities had used happiness handouts to support Prabowo’s election and that the two opponents had been harassed at the net during the election campaign.

The Constitutional Court’s decisions, in contrast to perceived creeping anti-democratic techniques, were viewed as a positive indicator of political separation of powers for many.

” I think the Constitutional Court was giving a solution to the majoritarian tendencies we’re seeing today”, says Titi Anggraini, a constitutional lawyer and member of the Association for Elections and Democracy’s ( Perludem ) advisory board.

However, the government and legislature’s bet to avoid these judge decisions was the last straw for many Citizens worried about political backsliding.

The public’s outcry over the recent wave of insults to our political values is a classic example of a “tipping place” fact, according to Thomas Lembong, a former Widodo trade minister.

He has since become essential of Widodo and is now socially close to Anies Baswedan. Lembong endorsed the protesters in a statement on August 22 that bothered Indonesia’s democracy and its declining position.

In an appointment with Asia Times, Lembong said,” Some of our political leaders have been testing the patience and tolerance of the public by breaking more and more political and social standards more and more quickly over the past year.

” Until we got the reaction we see nowadays, with open figures and well-known actors and singers who have so far remained scrupulously reluctant suddenly speaking out,” he continued.

However, some care that the battle is far from over. The head of Indonesia’s second-largest group, Airlangga Hartarto of Golkar, abruptly resigned on August 12 and was quickly replaced by a well-known Widodo ally in a muddle of situations.

Jokowi is also concerned because he is Suharto’s son-in-law, who is accused of being a part of the 1998 kidnapping and disappearance of several pro-democracy activists.

” I think this is the new normal – rather than the be-all or end-all”, said Kevin O’Rourke, chairman of the Jakarta-based risk firm Reformasi Information Services. &nbsp,

This is not the ultimate test of democracy, but rather the beginning of a drawn-out strategy, according to the statement. At some point, later and not actually in the near phrase, more anger is good, perhaps with violence&nbsp, and&nbsp, fatalities”, O’Rourke predicted.

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NDR 2024: Singles applying for BTO flats near parents to have priority; low-income couples to get higher grant

Home MARKET STABILISING

The COVID-19 crisis and the disturbance the building industry experienced, according to Mr. Wong, caused problems with the housing market.

As the supply of new houses slowed, prices went up. Since then, the government has started a number of cooling actions to stabilize the market in addition to supply-boosting work.

” By early next year, the queue may be cleared”, said Mr Wong. People will soon be able to pick up their codes and complete all BTO projects that COVID-19 has delayed.

MND had pledged to build 100, 000 new cottages from 2021 to 2025. By December, more than 80, 000 new condos may become delivered and all 100, 000 products by next year, he added.

Mr Wong noted that the president’s work are” starting to stabilise the house business”.

” We occasionally read news reports in the media about the costs of HDB selling apartments. I know it’s a major concern for house customers”, he said.

He added that the government carefully monitors these charges, particularly how they change in relation to earnings or what is known as the house price-to-income amount.

For instance, the ratio of the median value of a four-room HDB sale even after offers, against the median annual household income was 4.8 in 2014. This means that the home’s cost after provides was nearly five times the company’s revenue. &nbsp,

This came down to under 4 over the years, but went back up to 5 with the effects of the pandemic.

The percentage is now at 4.8, &nbsp, similar as what it was a decade ago, said Mr Wong. &nbsp, Compared with other big cities like London, Sydney and Hong Kong, Singapore’s existing property price-to-income numbers are even” significantly lower”.

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eCloudvalley appoints Sandy Woo as Malaysia country director to accelerate business growth

  • Past led the Malay industry for Veritas Technologies
  • Appointment highlights the agency’s commitment to expand cloud adoption

eCloudvalley appoints Sandy Woo as Malaysia country director to accelerate business growth

eCloudvalley Digital Technology, a fast-growing cloud solutions provider and premier Amazon Web Services partner, has announced the appointment of Sandy Woo ( pic ) as Country Director for its Malaysia operations. This strategic shift demonstrates the firm’s commitment to accelerating the adoption of cloud technology and modern transformation in Malay businesses.

Woo, a pioneer with over twenty years of experience in the tech sector, will spearhead eCloudvalley’s effort to simplify cloud systems and make innovative solutions more available to businesses from various industries. Her appointment comes at a critical moment for Malaysia’s ongoing efforts to develop its electric economy blueprint, which aims to make it a high-income, online driven nation.

” This is a fantastic time to work for eCloudvalley, working alongside a team of skilled cloud professionals who are serving an expanding client base. Malaysia is being prepared for accelerated sky adoption and innovation, according to Woo, pointing to Amazon Web Services ‘ plans to launch a new AWS Region around.

She continued,” We are driven to assist and enable firms to fully understand the transformative potential of the sky and advanced systems like generative AI, system teaching, big data, IoT, and more. We have a focused plan and proven skills.

Due to eCloudvalley, Woo led the Malay industry for Veritas Technologies, playing a key role in expanding the company’s business footprint while embodying her aggressive nature to create data-driven results. Woo also held leadership roles with renowned technology companies, including Cisco Systems, CA Technologies, and NTT ( Dimension Data ).

” Our victory at eCloudvalley is measured by our ability to provide advanced, custom sky solutions that create real business value for our clients.” Woo’s visit shows our responsibility to creating a skilled workforce capable of meeting the requirements of Malaysia’s changing market, according to Regional Director Jonathan Que.

She makes the ideal leader for our Indonesian operations because of her thorough understanding of consumer business needs and her knowledge of changing industry trends. Woo is the right prospect not only to push eCloudvalley’s second phase of growth, but also to support our clients innovate, size, and obtain their business targets”, he added.

In Malaysia in 2020, eCloudvalley established its presence during a time of significant disruption, and it has since grown to include a total of 60 cloud professionals. The company has played a pivotal role in helping numerous enterprises, startups, and SMBs navigate the evolving business landscape.

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Joshua Ong: Relentless proptech founder, gone too soon

  • Co-founded MHub in 2015, grew it proptech option used in 2.5k jobs
  • Survived by&nbsp, family Kelly and two&nbsp, younger children, Lauren and Asher

Joshua Ong (right) with his parents and siblings when he was 12.
Startup leader, Joshua Ong passed aside on&nbsp, 22 July&nbsp, at 11: 45 pm. He was 38&nbsp, – very young.

Everyone who knew him was shocked by his sudden departure from heart failure, particularly since he was texting friends and coworkers frequently hours before his spirit failure.

Joshua was one of four co-founders of MHub, a proptech business headquartered in Kuala Lumpur, Malaysia. His passing finds a hole in the souls of his co-founders, Quek Wee Siong, Jon Saw, and Jason Ding. They each express their thoughts on Joshua, their “fell friend.”

Jon Saw

Joshua and I first met in Klang as children, and we eventually reconnected. Always on the lookout for business partners, Joshua, ( with help from his then two co-founders ) ‘ con’vinced me to join MHub. We started with the four of us, then we’re 65 powerful.

Joshua’s self-assurance and intellect persisted throughout every endeavor. His determination was viral, inspiring those around him to strive for excellence. His comfort, especially during foods, endeared him to all. Around him, no single eats anything.

Joshua was larger-than-life and not hesitated to challenge the status quo. His vision for MHub was revolution, aiming to reinvent the house industry with refined, user-friendly procedures.

In sales, his obstinate perseverance was unprecedented, he would visit a prospect with” good dawn”,” great afternoon”, and” great evening” daily until they finally responded. When they asked why he did that, he had answer” There’s nothing wrong with that, proper”? It’s no question that many of his former clients are now regarded as near friends.

Joshua’s loss was a destructive blow. We’ve lost not just a partner, but a mentor and friend. Even today, I may “hear” him advising me on things to do that may improve the organization, increase myself. I would have preferred to have listened to him more. We will be guided by his passion and commitment.

Joshua Ong, right, at a town hall with his co-founders. It was not uncommon for him to break into minister “ceramah” mode to inspire the team to fight on despite the odds against the company. To his right are, Quek Wee Siong, Jason Ding and Jon Saw.

Jason Ding&nbsp,

2015 was the year we started our organization. That same year, I emceed Joshua and Kelly’s marriage ceremony. Nine years later, I found myself speaking at his awake and death services.

I included the Fs that I believe best describe Joshua as he was in my speech for him:

    Founder- Besides MHub, he started many another businesses, a shop, a coffee beans distributor, and a electronic solutions organization. Every few months, he would launch a new enterprise if he had his approach. He needed to be confined. His thoughts ran on a different level, continually looking at business opportunities, solving problems, and connecting dots.

  1. Food partner: His love for food was unwavering. Food was certainly his love speech, from meal requests to food orders for his team. Whenever we had our leader conferences, he was the definition chief food officer. He would always be able to identify the area’s top makan locations.
  2. Harsh fighter- Josh is a normal fighter. Josh and I clashed regularly. I came to the conclusion that battle was his way of thinking and expressing ideas. Recently after doing the Myers-Briggs Test Indicator test, it was confirmed that as an ENTP ( Extraverted, Intuitive, Thinking, and Perceiving )- he enjoyed debating and “one-upmanship”. In the end, he fought valiantly for his wife and family.
  3. Faith-driven– I met Josh because we went to the same religion. Even though we have not served in the same departments, we occasionally acknowledge that MHub brought us together as a blessing. Joshua made it clear that he was trying his hardest to improve even though he was not great in our fair conversations. At the end of the day, what we can do is to be the best. Our fingertips are entirely in your arms. even at the next breath we can take.

Often we would talk about “one day when MHub. .”. this and that. A longer airport meant more goals and celebrations along, in my opinion. However, it is not intended to be. Your “one time” does not pass, a dispiriting reminder to business owners and entrepreneurs. But, enjoy the journey, not just the place.

The Mhub team at Joshua's wake.

Quek Wee Siong

Joshua and I were both 13 when we first met. Back in school, he was always the best student and a healthy head, liked by professors and peers everywhere. He was the “pengawas” we may count on, helping outcasts like me hide our handphones during area checks.

Through the years I’ve grown to regard Joshua’s infinite innovative power, continuously exploring new ideas, and continuous resilience. He was remarkable at discovering details about potential business opportunities or companies. In other words, he was “kaypoh” except one’s company.

Joshua was the starting point of our startup in 2014, originally called” Mortgage Hub” providing tech solutions to financial institutions. It has since pivoted to home industry-centric, the MHub we know now.

His strong conviction that Southeast Asia’s real estate sector was ready for disturbance gave birth to our company. Prior to the pandemic, he also made sacrifices in order to support MHub, including taking give breaks and moving his household from Melbourne to Kuala Lumpur. His goal was to bring together a completely online end-to-end real house ecosystem that would facilitate everything from apartment rentals to property management and fractionalized investments.

Sure, we were up against strong incumbents and giants but that did n’t scare him, on the contrary. His fighting spirit was viral. He would enter secretary “ceramah” function in our community halls to motivate our group to persevere despite the odds against us.

Close to a generation of collaboration, we weathered several problems and we kept fighting, often each different! Within the management staff, Joshua was a fierce leader of the opposition. Our argument may be analogous to a husband and wife, which included two days of motionless treatment.

But this time, there’s no coming back up.

I believe his departure is not just a decline to MHub, but to the wider real-estate industry and technical habitat. We did achieve the dragon standing we shared, and we will be proud of you. &nbsp,

As usually, Joshua has the last word. His March 2018 blog is the following:

” Feeling proud. One of the biggest engineers in Malaysia has confirmed that they will vote for us and that we will be able to grow and grow their business.

Although it’s not a simple journey, I’m hoping that MHub will certainly be a regional Malaysia Boleh brand that will guide the transformation of the proptech industry. More to occur and more to hike. Simply put, I felt the curve getting steeper.

It came with lots of sweat, tears, and difficult job.

Kudos to those who criticized, laughed, and refused to listen to us.

Thank you to those who believed, who told us to not offer up and to maintain racing.

Bless you to those who gave us encouragement.


This is by far the biggest challenge and uncertainty that MHub has faced as a business. On the company walls is the quote” Fall down seven times, getting off eight”- an expression of grit, a value exemplified by Joshua regularly.

Getting back up is precisely what they’ll do. In honor of Joshua Ong, the management team has chosen to call an upcoming product transfer” SalesCandy JO.”

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Mobile Guardian breach: Protocols in place but more could have been done to investigate processes, say experts

RELIANCE ON TECHNOLOGY&nbsp,

According to Mr. Koh of Akamai Technologies, this occurrence underscored the dangers of third-party electric solutions being more closely integrated into important fields like education. &nbsp,

Because they provide a large number of clients nationally, he explained, making service providers like Mobile Guardian more and more vulnerable to cyberattacks. &nbsp,

According to experts, online education is still relevant, and parents, teachers, and students should practice modern hygiene to lessen the disruptions brought on by similar incidents. &nbsp,

As schools incorporate products like iPads and pills, they become more important for understanding, said Mr Koh. &nbsp,

When these products are instantly made inoperable, he added, and when they are combined with a lack of adequate storage or healing methods and emergency ideas, he continued. &nbsp,

It has the potential to cause common averse like what we are currently seeing.

When misused, system management tools like Mobile Guardian can be very disruptive to learning, according to Mr. Koh, who performs strong functions like digitally wiping devices. &nbsp,

According to him, schools require solid backup and recovery strategies to quickly restore students ‘ function and applications as well as concise and clear response plans to manage these turbulence. &nbsp,

According to Mr. Terence Siau, general director of the Singapore Center for Strategic Cyberspace and International Studies, this event has highlighted the importance of having a business continuity plan. &nbsp,

” Sad to say, we wo n’t be able to avoid ( disruptions and incidents ) 100 per cent if we really want to go to a digital world”, he continued, noting that technology will always come with vulnerabilities. &nbsp,

” We’re definitely dependent on a digital world, so … more planning in terms of business continuity, backing up is important” .&nbsp,

Schools can develop more comprehensive emergency programs that include other learning methods and platforms, according to Flexxon’s Ms. Chan, to reduce disruption if related incidents occur again. &nbsp,

She advised putting in place robust backup systems to make sure data is always accessible and properly stored, yet if main systems are compromised. &nbsp,

For instance, schools may consider saving the components in many locations – in on-site function servers, in the fog and on documents, she added. &nbsp,

Individuals who store their research and information on a shared computer at home might also think about putting them on an external hard drive or a cloud-based learning platform. In the event that any of these crash, they may also maintain a folder of handwritten notes. &nbsp,

According to Ms. Chan, schools can also take into account a two-tiered data storage scheme, which involves performing an incremental backup every three weeks or less and updating your copy every time new changes are made. &nbsp,

It is crucial to keep in mind that these are always labor-intensive and difficult to enforce. Perhaps so, it helps prevent a complete record lost in a situation like this. ” &nbsp,

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Piyush Gupta: The veteran banker who led DBS for almost 15 years

SINGAPORE: After almost 15 years at the head of Singapore’s largest provider, DBS CEO Piyush Gupta may leave his post.

DBS announced on&nbsp, Wednesday ( Aug 7 ) that Mr Gupta will retire at the next&nbsp, annual general meeting on Mar 28, 2025.

The company’s team head of organisational bank Tan Su Shan, 56, may succeed him.

Mr. Gupta, 64, was questioned about potential retirement this time during an analyst lecture in May.

” No, I am not retiring this time”, he responded at the time. &nbsp,

CAREER BANKER

Mr. Gupta has just recently worked for two large businesses and three other businesses.

In 1982, he started his career in Citibank’s company in Kolkata, India, working in the back office as a director of administrative workers, according to an appointment with the New York Times in 2013.

By 2000, he had risen up the ranks to become the CEO of Citibank Indonesia.

When he made the leap of faith and founded his personal Go4i.com start-up.

He and the Hindustan Times, one of India’s largest magazines, joined forces at the top of the ecommerce bubbles.

Shortly, however, the bubble burst and Go4i.com folded.

In a chapter of his book Training For My Younger Self, he said,” I went through two months of a shake-up in my self-confidence. I was worried about what I wanted to do and what was going to happen in the future.”

He returned to Citi in 2001, where he became the CEO for South East Asia-Pacific, and was concerned for all of Citi’s company – financial markets, investment bank, wealth supervision and more – in those areas.

In 2009, he was appointed CEO by DBS. In a statement at the time, DBS said his “broad-based bank knowledge” positions him also to expand the brand, and added that he is known for being a “well-rounded head”.

Gupta is a seasoned Asia hands who has successfully led firms in difficult and positive times, according to the statement.

Mr. Gupta was born in India in 1960 and soon after taking over the position of DBS CEO, he became a member of Singapore.

AT THE HELM OF DBS

Prior to Mr. Gupta’s appointment, the best position at DBS was unoccupied for a short while.

His quick president, Mr Richard Stanley, died in April the same year from cancer.

This occurred as the world attempted to recover from the world’s economic crises in 2007 and 2008.

In an interview with the Business School at the National University of Singapore in 2015, he claimed that lenders were distracted and very focused on” the conflicts of yesterday” as a result of the issue.

” As a consequence, businesses have never thought enough about the battle of tomorrow. However, he claimed that the most banks CEOs have prioritized automation over the top priority in the last two years.

During his tenure, topics like cryptocurrency technology, online banking, and online payments emerged and gained popularity. &nbsp,

For instance, electric pocket PayLah! was launched in 2014 and now has more than 2 million customers.

Both DBS and Mr Gupta received awards over the years, as a testament to his command.

In 2022, DBS received its fifth” World’s Best Bank” title from US-based publication Global Finance. It was also named” World’s Best Digital Bank” by Euromoney in 2018.

Mr Gupta was one of the country’s top 100 best-performing key executives in 2019, according to the Harvard Business Review. He was named Economic Times ‘ International Indian of the Year in 2021.

SERVICE Outages

However, his day at DBS was not always straightforward.

As early as 2010, the year after he became CEO, the Monetary Authority of Singapore ( MAS ) criticised the bank for a seven-hour system-wide outage, according to Finextra, a fintech news website based in London.

On July 5, that year, all customer and business banking services, ATMs, and points of sale transactions stopped, and MAS claimed the bank failed to implement a solid technology risk management framework.

In November 2021, online bank service suffered a two-day failure. MAS said it was a” major disruption”. &nbsp,

Both days, MAS imposed an extra cash condition on the bank, though the number in 2021 was significantly larger.

After another day-long failure in March 2023, MAS said the disturbance was “unacceptable” and that the institution had fallen short of expectations.

Another upheaval that affected ATMs and online companies hit DBS in October of that same year. Additionally, Citibank service decreased.

2.5 million dollars in ATM and pay transactions were halted due to the failure.

DBS was instructed by MAS to delay all non-essential IT modifications for six months and to a six-month ban on new business ventures by the MAS in November.

Despite MAS’s announcement to not prolong the six-month delay in April, DBS must also set off additional regulatory money by applying a 1.8 % multiplier to its risk-weighted assets.

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