Ukraine harnesses spirit of Tuskegee Airmen in quest for victory

The spirit of the Tuskegee Airmen, the black American World War II fighter pilots who overcame racial discrimination to become the most lauded and decorated combat pilots in US aviation, has become more than inspirational for Ukraine’s own underdog battle against its Russian invaders.

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Italian Prime Minister Giorgia Meloni speaks to Capitol Intelligence/CI Ukraine using CI Glass on Oval Office meeting with President Joe Biden on July 27, 2023 with comment from Campomarino mayor Piero Donato Silvestri and Tuskegee Airmen (Italy) historian Giuseppe Marini

Tuskegee Airmen of the US Army’s 332nd Fighter Group, whose heroism led Star Wars director George Lucas to produce the Hollywood film Red Tails, is connecting critical allies of Ukraine, from the incoming chairman of the Joint Chiefs of Staff, Air Force General Charles Q (CQ) Brown, to US President Joe Biden, Italian Prime Minister Giorgia Meloni, the American owner of AC Roma soccer club, Dan Friedkin, and South Korean President Yoon Suk Yeol.

The key man who will determine whether Ukraine will achieve an unambiguous victory over Russia is fighter pilot General CQ Brown, whose military mentor was Tuskegee Airmen commander and the first black American air-force general, Benjamin O Davis Jr, while Brown is the first black to head a US military service.

As the president’s military adviser, it will be up to Brown to cancel the “just not in time” policy of his predecessor, General Mark A Milley. Milley advised Biden to delay delivery of F-16s fighter jets and long-range ATACMS ballistic missiles, weapons Ukraine needs to put an end to the fratricidal Russo-Ukraine war.

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Tuskegee Airman William T Fauntroy Jr speaks to Capitol Intelligence/BBN using CI Glass on Tuskegee Airmen and experiences with Dr Martin Luther King Jr, in Washington on October 26, 2018.

CQ Brown, while head of the Aviano Air Forces in the Veneto region of Italy, personally rediscovered the Ramitelli Airfield at Campomarino in the economically depressed region of Molise, where the Tuskegee Airmen fighter escorts distinguished themselves with the lowest losses of US bombers during World War II, a feat recognized by 96 Distinguished Flying Crosses.

The historic importance of the Ramitelli Airfield was marked on July 16 by at a ceremony dedicating a monument and mural of a Tuskegee Airman, with the participation of Tuskegee descendants and the newly elected governor of Molise, Francesco Roberti.

Dan Friedkin, AC Roma owner, is also passionate about the Tuskegee Airmen, owning three functionining P-51 Mustangs and two original Tuskegee T6-G trainer planes, Italian aviation lawyer Claudio Tovaglieri said.

Just as Ukrainian President Volodymyr Zelensky makes no apologies for pushing reluctant Western allies for war materiel like Challenger/Leopold tanks and Shadow/Scalp cruise missiles, the private sector led by Boosteroid chief executive offcer and founder Ivan Shvaichenko, Kharkiv Regional Council Chairwoman Tetiana Yehorova-Lutsenko and Kharkiv Mayor Ihor Terekhov are coming to the United States to meet American CEOs.

Speaking to Capitol Intelligence during an intelligence and national-security summit this year, FBI Deputy Director Paul Abbate said he witnessed “unprecedented support” by US companies to Ukraine just prior to the Russian invasion on February 24, 2022, and specifically called out Microsoft for its work helping Ukraine defend itself.

The public-private initiative of Shvaichenko, Yehorova-Lutsenko and Mayor Terekov is part of Ukraine’s efforts to decentralize power to regional elected officials ahead of membership in the European Union. 

Yehorova-Lutsenko is set to be elected as the next president of the Ukrainian Association of District and Regional Councils after forging partnership agreements with the prosperous Italian region of Emilia-Romagna and the US state of Ohio. The Kharkiv already has a sister-city partnership with Cincinnati, Ohio.

Boosteroid CEO Ivan Shvaichenko and Kharkiv Regional Council Chairwoman Tetiana Yehorova-Lutsenko with US Ambassador to Poland Mark Brzezinski, on a US investment mission and renaming of a street in Kharkiv in honor of his father, Zbigniew Brzezinski and grandfather, Tadeusz Brzezinski, at the US Embassy in Warsaw on June 27, 2023.

Shvaichenko, whose company is now the third-largest cloud gaming company in the world after Nvidia’s GEForce and Sony’s PlayStation Cloud Gaming, and strategic partner of Microsoft, is now headed to the United States to open an US headquarters in Gary, Indiana, as part of the company’s goal to list the $500 million to $1 trillion Kiev-based global company on Nasdaq.

Not only does Boosteroid want to be a force to reckoned with in the world’s largest economy, but Shvaichenko plans to use his US footprint to convince US CEOs such as Oracle founder Larry Ellison, Microsoft president Brad Smith, Advanced Micro Systems CEO Lina Su, Vista Equity Partners founder Robert F Smith and DRW Trading founder and CEO Don Wilson to look at Ukraine, especially his native city of Kharkiv, as the world’s new driver of economic growth and innovation.

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US Commerce Secretary Gina Raimondo speaks to Capitol Intelligence/CI Ukraine using CI Glass Boosteroid looking to establish US headquarters in Chicago or Gary, Indiana at the American Enterprise Institute on July 26, 2023, in Washington DC.

For example, Boosteroid is launching a gaming/IT infrastructure developer academy/boot camp in Kharkiv and plans to launch the same initiative in Gary, thus creating centers of excellence between Ukraine’s second city and the American heartland.

US Commerce Secretary Gina Raimondo, who is leading the effort to create learning academies to train a new generation of IT developers and technicians lessen US dependence on Asian chip manufacturers and software developers, said she is very excited about Boosteroid’s plans for Gary, one of the most economically depressed and segregated cities in the United States.

Boosteroid’s plans for Gary follow the decision of South Korea’s Samkee Automotive to build a $200 million, 170-jobs auto part factory in Tuskegee, Alabama, to supply Hyundai and Kia manufacturing plants in nearby Montgomery.

Korean President Yoon Suk Yeol made a high-level visit to Ukraine this month that followed his state visit to President Biden to further cement economic and military ties with the United States on April 26.

Not only is Tuskegee the home of the Tuskegee Airmen and Booker T Washington’s Tuskegee Institute, but also the congressional district of Mike Rogers, the chairman of the US House Armed Services Committee and a stone’s throw from Auburn University, where Alabama’s populist US Senator Tommy Tuberville coached college football.

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Republican US Senator Tommy Tuberville, Democrat Joe Manchin and US Senate Armed Services Committee ranking member Roger Wicker, a Republican from Mississippi, speak to Capitol Intelligence/CI Ukraine using CI Glass on the legacy of the Tuskegee Airmen and the Ukraine war during the US Senate Armed Services Committee confirmation of Charles Q (CG) Brown as the next chairman of the Joint Chiefs of Staff, at the US Senate on July 11, 2023.

Even while holding up the Senate confirmation of General CQ Brown, and all higher-rank military promotions because of his opposition to military funds used for abortions, Tuberville only had praise for Brown and the legacy of the Tuskegee Airmen.

The spirit of the Tuskegee Airmen helped to further consolidate the special relationship between the United States and Italy as Giorgia Meloni furnished her pro-US and pro-Ukraine credentials during her meeting with President Biden at the Oval Office on July 27.

Shortly after a purposely low key Oval Office meeting, Biden went off to make a speech marking the 75th anniversary of president Harry Truman’s executive order desegregating the military forces because of heroism of the Tuskegee Airmen in World War II and their even more courageous “mutiny” against Jim Crow laws in postwar America.

Peter K Semler is the chief executive editor and founder of Capitol Intelligence. Previously, he was the Washington, DC, bureau chief for Mergermarket (Dealreporter/Debtwire) of the Financial Times and headed political and economic coverage of the US House of Representatives and Senate.

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Former candidate Tan Kin Lian applies for eligibility certificate for 2023 Presidential Election

Potential candidates have been able to apply for a Certificate of Eligibility since Jun 13 – the first step in order to enter the presidential race. Prospective candidates must also submit a community declaration.

To qualify, the prospective candidate must have held a senior public office or helmed a company that has at least S$500 million (US$370 million) in shareholders’ equity for at least three years.

The contender must also be a Singapore citizen, be at least 45 years old on Nomination Day and not belong to any political party.

FORMER PRESIDENTIAL CANDIDATE

In 2011, Mr Tan Kin Lian competed against former deputy prime minister Dr Tony Tan, Progress Singapore Party founder Tan Cheng Bock and opposition politician Tan Jee Say. Dr Tan won the final vote in the 2011 polls, gaining 745,693 (35.2 per cent) of the votes.

Mr Tan won 104,085 (4.91 per cent) of the total 2,274,773 votes and lost his deposit for failing to garner more than one-eighth of the total number of votes polled in the election.

Mr Tan became Chief Executive Officer of NTUC Income in 1977, holding the position for 30 years until he left in April 2007. 

After he left NTUC Income, Mr Tan started a business in computer software and has also travelled regularly to provide insurance consultancy in Indonesia. 

According to the Straits Times, Mr Tan had served as the People’s Action Party’s branch secretary at Marine Parade in the 1970s.

He was picked by former senior minister Goh Chok Tong – then a Member of Parliament – to test a pilot scheme for setting up block committees, now known as residents’ committees. 

Mr Tan left the party in 2008, after being in Marine Parade GRC for 10 years before remaining largely inactive for 20 years when he moved to Yio Chu Kang. 

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Pandemic inequalities and the G20

With the Covid-19 pandemic bringing the entire world to an abrupt halt in 2020, multilateral groups such as the Group of Twenty (G20), the United Nations and the European Union played an essential role in coordinating efforts and ensuring that recovery initiatives were spread out across the globe, benefiting those nations that could not rise out of this turmoil without international support.

Arguably, vaccination against the virus causing the Covid-19 respiratory ailment was one of the most effective means to mitigate the effects of the pandemic in both developed and developing nations. With global networks and partnerships allowing a single dose of Covid-19 vaccine to be priced between US$2 and $40, governments needed to make inoculation available for all citizens.

The following data indicate how successful vaccine penetration was in G20 member nations.

Total Covid-19 Doses Administered per 100 People (October 14, 2022) | Source: Our World in Data

However, the Global South evidently fell behind developed nations.

A death rate of 4.66% in Mexico was alarming, with Indonesia being at a concerning 2.46%. Poor mortality rates are a significant indicator of a nation’s sub-optimal health infrastructure.

This means that the developing countries of the G20 lagged behind their developed counterparts in terms of the quality of medical services available to their people, and the results are evident in the Covid-19 data made public.

Despite the vaccines’ apparent success in reducing the disease’s severity among vulnerable populations, numerous countries experienced the adverse effects of widely discredited measures like school closures and lockdowns.

These measures created a significant divide between the Global North and South, with certain nations benefiting from better health infrastructure and advanced educational facilities, allowing them to reopen earlier than others.

For instance, in 2020, children in advanced economies lost an average of 15 school days due to the pandemic, while the number increased to 45 days for emerging-market economies and a staggering 72 days for children in the poorest nations.

The Global South

India faced an uphill task due to its inherently large population, relatively small medical workforce and budgetary constraints. Mexico found it challenging to address an influx of immigrants in its southern regions, paired with geographical disparities.

Indonesia, despite being the first Southeast Asian country to commence a vaccine rollout, fell victim to its own low vaccine stocks and bureaucratic hurdles.

Japan found great success in its vaccination numbers due to a robust campaign, and additional efforts spurred on by the nation hosting the Tokyo Olympics. South Korea used tech solutions for evidence-based health targets and ramped up production through an inherent advanced medical sector.

Other developed G20 nations, similarly, had the privilege of abstaining from such problems for the most part. The United States, despite a strong domestic anti-vaccine movement, had crossed 180 vaccinations per 100 persons at one point, primarily due to governmental wealth enabling contracts with pharmaceutical giants, and vaccines to be administered for free.

The European Union also worked together to fund vaccine research and development and produced enough vaccines by July 2021 to vaccinate 70% of its adult population.

The G20 had, in this regard, attempted to bring about vaccine equity in multiple instances. It created the Access-to-Covid-19 Tools (ACT) Accelerator to bring about an equitable distribution of tests and, subsequently, vaccines around the globe. This was assisted by disseminating information and resources, often favouring nations with little or none to spare.

India’s G20 presidency

During its tenure as the president of the G20, the Indian government was deeply committed to driving tech-enabled development in the health sector and establishing digital public infrastructure.

One crucial proposal India and South Africa put forth in 2020 before the G20 was an intellectual property rights waiver. The primary goal was to enhance access to knowledge, making the battle against Covid-19 economically feasible for developing nations.

Despite not gaining significant traction at the time, this proposal resurfaced during India’s presidency due to its potential to address the pressing challenges faced by the health sectors in the global South.

Moreover, the collapse of COVAX, a global vaccine network intended to distribute vaccines equitably, clearly indicated the structural bottlenecks and vaccine politics that needed urgent resolution.

The existing mechanism failed to provide vaccines effectively based on the specific needs of individual countries, underscoring the importance of a comprehensive and united approach to global health crises.

As India’s G20 presidency approaches its conclusion, specific critical issues remain that demand immediate attention. The global value chains suffered disruption due to the pandemic, and the Russia-Ukraine dispute further highlighted the system’s vulnerability to external shocks.

India must recognize the opportunity to lead the coordination of the G20 in addressing these gaps and creating more robust health systems to mitigate future risks.

This article was co-authored with Rohan Ross of National Law School of India University in Bangalore, Karnataka, during his internship at the Observer Research Foundation.

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As global economy slows, SEA growth fights on

James Villafuerte remembers a few months ago when onions became a luxury in the Philippines. 

Rising inflation, the reopened economy and heavy storms combined to spike in demand and short-circuited supply, sending the price of the pungent vegetable soaring to a 14-year high of $12.8 (700 PHP) per kilogram. 

“[It got] to the extent that flight attendants were caught smuggling onions from other countries to bring into the Philippines because of the high price,” said the regional lead economist at the Asian Development Bank (ADB).

Such anecdotes have become symbols of a global economy wracked with uncertainty, as the continuing war in Ukraine and increasingly urgent climate crisis fuel concerns over inflation and rising living costs. But a new report from ADB released this month and regional analysts are giving reasons for Southeast Asian optimism in the face of wider global challenges such as flagging growth numbers and rising inflation.

Workers push a trolley loaded with imported onions for delivery to stores in the Divisoria district of Manila on 26 January, 2023. Photo: Ted Aljibe/AFP

Released Wednesday, the Asian Development Outlook reported a “marginal” downgrade for Southeast Asia’s growth prospects – from 4.7% to 4.6% for 2023 and from 5.0% to 4.9% in 2024 – reflecting weaker global demand for manufactured exports. The latest edition of ADB’s flagship publication focuses on analyses and insights for individual and regional economies across Asia. 

Despite the foreboding outlook, experts still believe the region’s interconnectivity, resilient internal markets and the return of international travel will bolster Southeast Asia’s economies against the wider global challenges. Villafuerte noted that while growth projections have slowed, they still exceed those in other subregions and the global average. 

James Villafuerte, regional lead economist at the Asian Development Bank. Photo: supplied

“This is a region of 600  plus million people,” said Villafuerte. “Domestic demand remains intact and ‘revenge travel’ has really seen a huge leap in tourism, arrival and tourism related activities.” 

Villafuerte acknowledged that global headwinds from elevated prices had contributed to global inflation. On Tuesday, the Philippines central bank announced that policymakers were prepared to tighten monetary policy in view of continually rising inflation. 

His remarks came shortly after Kristalina Georgieva, managing director of the International Monetary Fund (IMF), the UN’s major financial agency, voiced similar concerns at last week’s G20 summit. The IMF’s own growth downgrades were predicted at 3.4% in 2022 to 2.8% in 2023, before settling at 3% in 2024.

Georgieva cautioned that economic activity is slowing, “especially in the manufacturing sector”, and called for a stronger “global financial safety net” to help support less-developed countries. But for now anyway, she said the broader economic system is withstanding the pressure. 

“The global economy has shown some resilience,” Georgieva stated. “Despite successive shocks in recent years and the rapid rise in interest rates, global growth – although anaemic by historical standards – remains firmly in positive territory, supported by strong labour markets and robust demand for services.” 

A history of interconnected trade 

Indonesia’s President Joko Widodo (centre) and Minister of Trade Zulkifli Hasan (centre left) visit a trade exhibition in Tangerang. Photo: Adek Berry/AFP

While international trade networks remain important, countries are also looking inwards to their own domestic economies. 

According to the ADB report, while global demand for manufactured goods slowed, domestic demand amongst Southeast Asian countries remained intact. Indonesia’s GDP expanded by 5.03% in the first quarter of this year, and economic growth remained steady, despite a slowing in exports. 

Strong national economies can help build on a history of intra-regional connectivity, according to Amanda Murphy, head of commercial banking at HSBC.  

Amanda Murphy, head of commercial banking at HSBC. Photo: supplied

“Southeast Asia has long been a bastion of free trade and sits at the crossroads of two of the world’s largest free trade agreements: the Regional Comprehensive Economic Partnership (RCEP) and the Comprehensive and Progressive Agreement for Trans-Pacific Partnership (CPTPP),” she told the Globe

These agreements, formed in 2018 and 2020 respectively, have strengthened bilateral relations within the Asia Pacific area, creating a network of trade avenues with the advantage of geographical proximity. There are signs this is already paying some dividends.

According to a recent HSBC survey, Murphy explained, over the next two years, Asia-Pacific corporations will place 24.4% of their supply chains in Southeast Asia, up from 21.4% in 2020.

“In particular, RCEP, with its tariff reductions and business-friendly rules of origin, is increasing the appeal of Southeast Asia as a manufacturing base, something more corporates are recognising,” she said.

China 

People look at models of the Intelligent Net-Zero container terminal at the Meijiang Convention and Exhibition Center during the World Economic Forum Annual Meeting of the New Champions in Tianjin. Photo: Wang Zhao/AFP

Within the Asia-Pacific region, Southeast Asian countries are planning their next steps with one eye on Beijing. Concerns over China’s slowing economy have caused ripples throughout international markets. 

“Weaker growth in the People’s Republic of China has actually weakened the demand for manufactured goods in the region,” said Villafuerte. However some Southeast Asian countries are benefiting from a “China+1” strategy, where global manufacturers look to move production out of China to diversify supply chains and mitigate their risk. 

“As businesses seek geographic diversification and adopt the ‘China+1’ strategy, Southeast Asia will continue to gain market share,” said Murphy. “Southeast Asia currently accounts for about 8% of global exports – there is every reason the share can increase.”

China’s exports in June fell to their lowest levels in three years, with a worse-than-expected 12.4% slump from the year before. On the other side of the world, the U.S. also saw a 2.7% export drop at the beginning of the year. 

But for Southeast Asia, as trade between superpowers slows, there may be an opportunity to enter new markets and build new relations. As the U.S. and the E.U. have faded as top destinations for Chinese export markets, the East Asian giant has diverged towards other destinations, including Southeast Asia. Chinese exports to ASEAN – the country’s largest trading partner by region – spiked by 20% in October. 

For ASEAN’s own export markets, building on critical sectors such as garment manufacturing will help strengthen the bloc’s overall economic outlook despite the global slow-down.

“Excepting [Myanmar], governments in the region are strongly committed to growth, which is fundamental. And this is export-led growth which is even better,” said Gregg Huff, professor of economic development and economic history in Southeast Asia at Oxford University. “Productivity increase is what enables real wages to increase. And if these increase it contributes to political stability.”

Domestic markets 

People walk in front of the DBS tower building in Singapore. Photo: Roslan Rahman/AFP

Private consumption was the main driver for economic growth, due to improved labour conditions and income across the region. Some demographics saw an increase in  disposable income, according to Singapore’s DBS Bank. 

But Elizabeth Huijin Pang, a DBS equity research analyst, was quick to stress at a press briefing that some sectors felt the hit of rising inflation and prices more than others. 

“There are still vulnerable groups who have seen the opposite [to our median customers],” she said. “Boomers saw expenses grow faster than income.”

Gig workers were another demographic spotlighted by the bank. DBS data revealed these informal workers to be Singapore’s most financially vulnerable group, with an expense-to-income ratio of 112%, almost double that of a DBS median customer. 

“[Gig workers should not be] lagging behind the rest of the population in terms of their longer-term needs,” said Koh Poh Koon, Singapore’s senior minister of state for manpower,  at a press conference last week. The remarks come shortly after the government’s agreement to accept recommendations from a workgroup for better representation for gig workers’ needs. 

New sectors and opportunities 

People walk past electric tricycles (e-trike) as the local government unit offers free ride in Manila on 6 March, 2023. Photo: Jam Sta Rosa/AFP

As well as focusing on vulnerable communities, shifts into new sectors are also a key part of Southeast Asia’s economic recovery. The region is one of the most vulnerable to climate change, and despite a recent decrease in green investments, a shift towards more sustainable business structures will likely be a key part of the region’s growth in its next economic era.

ADB has recently pledged $1 billion (54.4 billion PHP) towards the implementation of electric buses in Davao City, the Philippines’ largest road-based public transportation project.

“I think transforming our growth model into a more environmentally sensitive and green model of growth is important,” said Villafuerte. “When we analyse actually some of these green industries, we realise they also generate a substantial amount of jobs. … These will again be investment opportunities and also opportunities for employment.”

For Murphy, the rise of the regional digital economy is another key focus area for growth.

“Given that more than 75% of its population is online it’s not surprising that businesses are transforming their business models to cater to changing customer behaviour,” she said. 

The rise of real-time payments and recent initiatives to facilitate cross-border transactions, such as QR code payment agreements between Singapore, Malaysia, Thailand, Indonesia and the Philippines, are helping to boost the region’s economic connectivity. 

“When intra-Southeast Asia real-time payments become a reality, we can expect a jump in the velocity of transactions, whether they are business-to-business or business-to-consumer, which in turn will lead to greater economic activity in the region,” said Murphy. 

Transitioning through growing pains

As global crises continue, it is up to Southeast Asia’s private and public sectors to proactively plan their own paths forward. 

“Three long-term trends that businesses cannot overlook if they want to capture the opportunities in Southeast Asia are what I would call the 3Ts: trade, transition to net zero, and digital transformation,” said Murphy. 

Looking ahead to the future, Southeast Asian nations will have to take a proactive approach to adapt to these growing sectors. Moves are already being made at government level. Both Singapore and the Philippines both recently announced their first sovereign ESG (environmental, social and governance) bond and in April, Singaporean finance minister and Deputy Prime Minister Lawrence Wong revealed the Monetary Authority of Singapore’s finance plan for Net-Zero. 

For Vilafuerte, looking forward involves looking back. Governments and market response to the Philippines’ onion inflation earlier this year was almost immediate and prices and supply regulated. 

“These are temporary shocks and there are natural stabilisers,” he said. “Higher prices and inflation are a sign of a strong recovery. So I think this is just an adjustment period.”

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GIC’s annualised real return at highest since 2015; to invest more in infrastructure amid economic headwinds

Apart from sticky inflation and chronic geopolitical risks, GIC sees disruptions to businesses arising from the shift to a regime of higher interest rates, along with the emergence of generative artificial intelligence (AI).

Asked what that would mean for future returns, Mr Lim said: “We have been warning about lower returns over time.

“Even for the 20-year number, it’s hard to foretell what that number is (year to year). But generally, the investment environment is uncertain … so I think it is better to assume that the return prospects are challenging.”

INFRASTRUCTURE OPPORTUNITIES

GIC said investments into infrastructure would provide opportunities for “inflation-protected returns” and was one way to navigate the uncertain environment.

This is because several aspects of infrastructure, such as rental income, are “inflation-linked”, said GIC’s group chief investment officer Jeffrey Jaensubhakij. Infrastructure is also tied to essential services such as utilities, which remain much needed even in an economic downturn.

“So that stability is actually quite valuable, as we go into an uncertain environment,” he said.

In particular, GIC is “focused on businesses which generate stable, predictable and often times have inflation-linked cash flows across macroeconomic cycles”, said Mr Ang Eng Seng, chief investment officer for infrastructure.

This generally includes businesses that are regulated, have long-term offtake contracts or are in segments with high barriers to entry, he added.

Opportunities in infrastructure are “large and growing” due to factors such as energy transition and the digitalisation of the economy. These two trends have led to the need for new infrastructure like fibre  networks, data centres as well as green power generation and storage, Mr Ang said.

GIC has increased the size of its infrastructure portfolio by five times since 2016, with an annual deployment pace of US$10 billion (S$13.3 billion) to US$20 billion in new commitments a year. These investments are highly diversified and spread across six continents, according to Mr Ang.

This ramp-up in infrastructure investments could be seen in the increased composition of real estate in GIC’s portfolio, which went up to 13 per cent from 10 per cent.

Elsewhere, allocations to emerging market equities inched up by one percentage point to 17 per cent, while that of developed market equities was cut by one percentage point to 13 per cent.

Nominal bonds and cash, which are generally seen as safer investments, still accounted for the biggest share of the portfolio at 34 per cent, although that marked a drop from 37 per cent a year ago.

Allocation to inflation-linked bonds and private equity remained unchanged at 6 per cent and 17 per cent, respectively.

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Sustainable Leaders series: Ayala’s path to an ESG driven business | FinanceAsia

With several ESG-backed initiatives in recent years, the Philippines-based conglomerate Ayala has solidified its commitment to sustainability. Operating across verticals including energy, finance, infrastructure, and real estate, Ayala has committed to net zero greenhouse emissions by 2050. The conglomerate’s energy wing ACEN recently created the world’s first energy transition mechanism (ETM) in November 2022, backed by BPI and RCBC.

On the social front, Ayala’s GCash app and BPI’s BanKo have  played pivotal roles in financial inclusion for unbanked Filipinos and small to medium size enterprises. BPI and Globe are currently reviewing their framework to consciously focus on these areas.

When it comes to governance, Ayala’s boards are working towards an appropriate level of diversity and independence. This involves maintaining high standards when it comes to transparency and disclosure.

The 190-year-old company’s social and sustainability initiatives have a long history. Albert de Larrazabal, CFO at Ayala Corporation said, “We have always aligned ourselves to national interest and had very high standards of governance and stewardship. As we must be mindful of the ecosystems we operate under, ESG in various forms has always been part of our value proposition.”

Ayala’s approach to ESG

Today, ESG-based financing is a priority for Ayala. Apart from ACEN’s implementation of the world’s first ETM, Ayala has issued a social bond with the IFC in support of its cancer hospital. Larrazabal said, “We are looking to do KPI-linked social and ESG financing, which incorporates targets into the commercial terms and conditions of the loan.”

Even during the M&A process, the conglomerate is mindful of integrating new acquisitions into its ESG framework. Ayala has also taken steps to ensure that ESG is a priority that is ingrained at the highest levels of the organisation, leveraging its membership with the World Business Council for Sustainable Development (WBCSD). The conglomerate’s board has received training which ensures they can play an active role in tracking and monitoring developments in the ESG space.

Corporates making public commitments to sustainability draw a lot of attention, not all of it positive. Asked how Ayala approaches concerns about greenwashing, Larrazabal said, “Sometimes it happens inadvertently because of incorrect measurements. That’s why we brought in South Pole. We have taken steps to ensure we are on the right track by committing to independent verification, to give people a degree of reassurance.”

Building a model for the APAC region

While the need for sustainable leaders is strongly felt across APAC, many countries in the region have a minimal contribution to emissions — the Philippines emits half the global average on a per capita basis. Larrazabal said, “Between 80% to 88% of our emissions — depending on individual businesses — are scope 3.” These emissions are defined as the result of activities from assets not owned or controlled by a reporting organisation, but which are a part of its value chain. Larrazabal said, “Our scope 3 is somebody else’s scope 1 and scope 2. We need an environment that enables, incentivises, and if that fails, penalises those who disregard scope 1 and 2.”

Many emerging markets grapple with issues similar to those facing the Philippines — adopting renewable energy, while meeting the demands of a growing population and economy. As a result, ETM-like arrangements may be embraced to a greater extent. Asked for his advice on managing such a transaction, Eric Francia, president and CEO at ACEN said, “It is important for investors to reconsider their position on coal, so long as the principles are well understood. One may be investing in a coal plant, but for a good purpose, which is enabling its early retirement.”

Offering a financial perspective on the ETM, TG Limcaoco, president and CEO Bank of Philippine Islands added, “We provided lending and brought in other institutions. We took reduced rates of returns for equity and debt exposure, which allowed us to shorten the life of the plant by 10 to 15 years. It is a big win for everyone involved.”

For more on Ayala’s adoption of ESG and a deeper insight into the world’s first ever ETM, please watch the accompanying video.

 

 

¬ Haymarket Media Limited. All rights reserved.

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China: When micro becomes macro

Investment strategy: Buy or sell Ukrainian bonds?

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Companies vs politicians

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Bank of Japan tiptoes toward financial bedlam

TOKYO — Has Bank of Japan (BOJ) Governor Kazuo Ueda, 103 days into the job, already blown it?

Inquiring minds in trading pits everywhere can’t help but wonder as inflation and gross domestic product (GDP) diverge in dangerous ways. And markets are getting exactly the last thing you’d want from Ueda’s BOJ: crickets.

Data released on Friday (July 21) showed that core inflation, which excludes fresh food, rose 3.3% in June year on year, faster than in the US. Japan’s inflation surge shows how quickly price dynamics can shift — and perhaps get away from a central bank.

This adds an economic exclamation point to next week’s BOJ policy meeting. The two-day event ending July 28 is shaping up to be the BOJ’s last chance to salvage its reputation in world markets.

The odds the BOJ will do just that aren’t great. “Although we don’t rule out some yield-curve-control-related change at the BoJ’s upcoming policy meeting, our base case is for the central bank to stick to its guns,” says Stefan Angrick, senior economist at Moody’s Analytics.

Norman Villamin, group chief strategist at Union Bancaire Privée, adds that “the Bank of Japan may once again be forced to defend the policy via liquidity injections moving through the summer.”

Given Ueda’s recent comments, Mitsuhiro Furusawa, a former vice minister of finance for international affairs, told Bloomberg: “It’s unlikely that the bank will modify the instrument at the upcoming meeting. In the past, I thought July is possible, but the way he’s speaking, if he moves next week, it’ll be a major surprise.”

This crisis of confidence confronting the BOJ has many fathers, of course. Blame must be shared by Prime Minister Fumio Kishida’s ruling Liberal Democratic Party (LDP) for squandering the last decade. The same goes for a succession of BOJ leaders who forget about what William McChesney Martin said about punch bowls 70 years ago.

It was in 1951 when Martin, then chairman of the US Federal Reserve, famously quipped that a central banker’s job is to remove the punchbowl just as the party gets going. Far from internalizing this mindset as, say the Bundesbank of old did, the BOJ has been refilling and refilling the punchbowl for decades.

First, with the quantitative easing that the BOJ pioneered in 2000 and 2001, just after cutting rates to zero in 1999. The unsurprising result is a level of financial intoxication that no Group of Seven (G7) economy had ever known.

Japanese 10,000 yen bank notes spread out at an office of World Currency Shop in Tokyo on August 9, 2010 Reuters/Yuriko Nakao.
Easy money: Japan has a long history of quantitative easing Photo: Agencies

Twenty-plus years ago, when then-BOJ leader Masaru Hayami served up quantitative easing (QE), it was meant to be a special monetary cocktail available for a limited time only. Over time, though, the Tokyo political establishment got hooked on loose monetary policy.

One government after another prodded the BOJ leader at the moment to keep the liquidity flowing — and to up the dosage. This cycle got supersized in 2013, when the LDP hired Ueda’s predecessor, Haruhiko Kuroda.

At the time, then-prime minister Shinzo Abe said he was mixing up his own cocktail of badly needed structural reforms to end deflation. Abe promised a mix of Ronald Reagan and Margaret Thatcher with Japanese characteristics. Mostly, though, Abe just prodded Kuroda to add more punch bowls.

It backfired. As Kuroda fired his monetary “bazooka,” the yen plunged and exports soared. That generated a corporate earnings boom, one that propelled the Nikkei Stock Average up 57% in 2013 alone.

But those gains never made it to the average Japanese as wages flatlined. That’s because Abe’s party failed to implement the supply-side revolution it promised.

Moves fell by the wayside to cut red tape, liberalize labor markets, increase innovation and productivity, empower women and restore Tokyo’s place as Asia’s financial hub. Instead, Abe bet it all on ultraloose central bank policies, the likes of which modern economics had never seen before.

In short order, the Kuroda-led BOJ drove the yen down 30%, hoarded more than half of all outstanding Japanese government bonds and morphed the BOJ into a giant hedge fund by gorging on stocks. By 2018, the BOJ’s balance sheet topped the size of Japan’s US$5 trillion economy, a first for G7 members.

None of it generated real inflation, though. That took Vladimir Putin’s invasion of Ukraine. The massive boost to oil prices had Japan importing too much inflation too fast via an undervalued exchange rate. The Putin factor collided with Covid-19 era supply chain price pressures.

Japan suddenly had the inflation it sought for a decade. It was the “bad” kind, though, generated more by supply shocks than rising consumer demand. It also came too quickly, catching BOJ officials flat-footed.

On Thursday (July 20), Kishida’s government dramatized the problem by projecting that inflation will likely hit 2.6% this fiscal year.

That’s the highest in at least three decades and well above the BOJ’s 2% target. Worse, it’s double the government’s GDP expectations, now projected to expand 1.3% in the current fiscal year ending in March 2024.

In December, with his retirement less than four months away, Kuroda tested out how declaring “last call” might go down. Not well: Kuroda’s December 20 move to let 10-year yields drift as high as 0.5% caused bedlam in markets.

Then-Bank of Japan governor Haruhiko Kuroda has a QE problem. Photo: Asia Times Files / AFP

The yen surged, Japanese stocks cratered and Wall Street panicked. Kuroda’s response was refilling the punchbowl — again — and then passing bartending responsibilities to Ueda.

It now falls to Ueda to devise a 12-step program for Tokyo without crashing global markets. The trouble is, 23 years of open-bar policies made it okay for investors everywhere to drink free on Japan’s dime.

The arrangement gave way to the so-called “yen-carry trade.” Two-plus decades of zero rates made Japan the premier creditor nation. Investors of all stripes got into the habit of borrowing cheaply in yen to fund bets on higher-yielding assets everywhere.

This strategy has kept aloft everything from Argentine debt to South African commodities to Indian real estate to the New Zealand dollar to cryptocurrencies.

This explains why Kuroda’s flash of sobriety in December caused a mini earthquake globally. When the yen or JGB yields surge, the bottom falls out from under markets across the globe. Asian markets in particular don’t tend to fare well amid big yen gyrations.

These pivots back toward “risk off” crouches often blow up a hedge fund or two. And, clearly, the last thing China needs right now as GDP slows, exports stall and questions linger about the depths of its real estate problem is financial turbulence from Japan.

“Given the BOJ’s outlier status among global central banks that have spent the better part of the last two years fighting inflation,” says economist Udith Sikand at Gavekal Research, “even the smallest of changes to its policy stance could create a ripple effect through foreign exchange markets that have gotten used to the yen being a perennially cheap funding source.”

All of which explains why next week’s BOJ meeting is so crucial. It may be Ueda’s last chance to guide yen-denominated assets instead of being overwhelmed by negative market forces, not least the so-called “bond vigilantes.”

The reference here is to activist traders who take matters into their own hands to highlight government, monetary or corporate policies they deem as unwise or dangerous. They make their voices heard by driving up bond yields and boycotting debt auctions, thereby raising government borrowing costs.

If Ueda isn’t careful, the financial forces that the BOJ has long held at bay could strike back. At the very least, his team must emerge from the July 28 meeting with a plan to begin winding down decades of QE.

“We expect the BOJ to widen the fluctuation range for 10-year JGB yields,” says economist Takeshi Yamaguchi at Morgan Stanley MYFG. “That said, we do not see a meaningful rise in yields. We would see a potential knee-jerk negative equity market reaction as a buying opportunity.”

It’s easier said than done, of course. The last thing Ueda’s team wants is to tank the Nikkei — or Japan’s broader economy. Ueda, of course, has the events of December 20 on his mind. But the lessons from the 2006-07 era of BOJ policymaking also loom large.

At the time, then-BOJ governor Toshihiko Fukui tried his hand at weaning Japan Inc off the monetary sauce. QE, after all, was meant to bring the economy back from a kind of near-death experience; it was never meant to be permanent.

Fukui decided it was time to get Japan clean. First, he ended QE. In July 2006, he pulled off an official rate hike and then a second one in early 2007.

Not surprisingly, global markets struck back when investors, banks, companies and politicians howled in protest. Before long, Fukui was on the defensive and the rate hikes stopped.

By 2008, after Masaaki Shirakawa took over as BOJ governor, Tokyo was slashing rates back to zero and restoring QE. Then came Kuroda in 2013 to turbocharge QE.

Kazuo Ueda has a decision to make. Image: Facebook

Ueda also has lessons from Washington on his mind, namely the collapse of Silicon Valley Bank (SVB) amid aggressive US Fed tightening moves. As Ueda’s team understands, some of the conditions imperiling US lenders seem eerily familiar to headwinds facing Japan’s regional banks.

All too many of these 100-plus institutions saw profits squeezed by an aging and shrinking population. The communities they service have been hit by an exodus of companies keen on headquartering in Tokyo rather than the provinces.

The BOJ’s rigid “yield curve control” regime, which makes it hard for banks to borrow at one part of the maturity spectrum and lend at the other, is an added blow. So many regional lenders hoard bonds rather than lending SVB-style. This makes these embattled lenders vulnerable to BOJ tapering or tightening.

On the other side of the risk list is that the BOJ might be letting inflation become ingrained. Earlier this year, Japanese unions scored the biggest wage gains for workers in 31 years. The average 3.91% increase could add fuel to the BOJ’s inflation troubles and exacerbate concerns among traders worried the Ueda-led BOJ is already losing the plot.

“It’s a close call, but we still think yield curve control tweaks are possible, given that recent data support steady inflation growth and a sustained economic recovery,” says economist Min Joo Kang at ING Bank.

The only thing clear about the July 27-28 meeting, however, is that the BOJ will be in the global spotlight as rarely before.

Follow William Pesek on Twitter at @WilliamPesek

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Ayala’s path to an ESG driven business | FinanceAsia

With several ESG-backed initiatives in recent years, the Philippines-based conglomerate Ayala has solidified its commitment to sustainability. Operating across verticals including energy, finance, infrastructure, and real estate, Ayala has committed to net zero greenhouse emissions by 2050. The conglomerate’s energy wing ACEN recently created the world’s first energy transition mechanism (ETM) in November 2022, backed by BPI and RCBC.

On the social front, Ayala’s GCash app and BPI’s BanKo have  played pivotal roles in financial inclusion for unbanked Filipinos and small to medium size enterprises. BPI and Globe are currently reviewing their framework to consciously focus on these areas.

When it comes to governance, Ayala’s boards are working towards an appropriate level of diversity and independence. This involves maintaining high standards when it comes to transparency and disclosure.

The 190-year-old company’s social and sustainability initiatives have a long history. Albert de Larrazabal, CFO at Ayala Corporation said, “We have always aligned ourselves to national interest and had very high standards of governance and stewardship. As we must be mindful of the ecosystems we operate under, ESG in various forms has always been part of our value proposition.”

Ayala’s approach to ESG

Today, ESG-based financing is a priority for Ayala. Apart from ACEN’s implementation of the world’s first ETM, Ayala has issued a social bond with the IFC in support of its cancer hospital. Larrazabal said, “We are looking to do KPI-linked social and ESG financing, which incorporates targets into the commercial terms and conditions of the loan.”

Even during the M&A process, the conglomerate is mindful of integrating new acquisitions into its ESG framework. Ayala has also taken steps to ensure that ESG is a priority that is ingrained at the highest levels of the organisation, leveraging its membership with the World Business Council for Sustainable Development (WBCSD). The conglomerate’s board has received training which ensures they can play an active role in tracking and monitoring developments in the ESG space.

Corporates making public commitments to sustainability draw a lot of attention, not all of it positive. Asked how Ayala approaches concerns about greenwashing, Larrazabal said, “Sometimes it happens inadvertently because of incorrect measurements. That’s why we brought in South Pole. We have taken steps to ensure we are on the right track by committing to independent verification, to give people a degree of reassurance.”

Building a model for the APAC region

While the need for sustainable leaders is strongly felt across APAC, many countries in the region have a minimal contribution to emissions — the Philippines emits half the global average on a per capita basis. Larrazabal said, “Between 80% to 88% of our emissions — depending on individual businesses — are scope 3.” These emissions are defined as the result of activities from assets not owned or controlled by a reporting organisation, but which are a part of its value chain. Larrazabal said, “Our scope 3 is somebody else’s scope 1 and scope 2. We need an environment that enables, incentivises, and if that fails, penalises those who disregard scope 1 and 2.”

Many emerging markets grapple with issues similar to those facing the Philippines — adopting renewable energy, while meeting the demands of a growing population and economy. As a result, ETM-like arrangements may be embraced to a greater extent. Asked for his advice on managing such a transaction, Eric Francia, president and CEO at ACEN said, “It is important for investors to reconsider their position on coal, so long as the principles are well understood. One may be investing in a coal plant, but for a good purpose, which is enabling its early retirement.”

Offering a financial perspective on the ETM, TG Limcaoco, president and CEO Bank of Philippine Islands added, “We provided lending and brought in other institutions. We took reduced rates of returns for equity and debt exposure, which allowed us to shorten the life of the plant by 10 to 15 years. It is a big win for everyone involved.”

For more on Ayala’s adoption of ESG and a deeper insight into the world’s first ever ETM, please watch the accompanying video.

 

 

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