‘Question of life and death’: NGOs in Southeast Asia fear the worst for vulnerable groups amid sharp USAID cuts

Arlina and Pereira both acknowledged that some factors are more difficult to fund than others when it comes to obtaining money from politicians, brands, or businesses.

In contrast to, say, ecology, Pereira said, human smuggling is typically” not so beautiful, or doesn’t provide the PR image that a lot of contributors are looking for.”

Pereira fears that if there aren’t enough labor rights organizations working to protect migratory staff ‘ happiness, the US may reverse its decision to suspend foreign aid.

He said,” We are not overdependent on US aid; it’s just the nature of the development world,” calling on the governments of Asia and Africa to help bridge the funding gap by funding their own civil societies.

HOW CHANGES WORLD AID

According to Pereira and other experts, the global humanitarian aid system needs to change in order for it to continue operating responsibly.

Most foreign help is currently” sucked up” by local NGOs and UN organizations, Pereira noted, with little passing down to smaller rivals on the ground.

Rosalia Sciortino, the founder and director of SEA Junction, added that the current system has far too much waste and much money going to tiny civil society organizations.

She stated at the panel discussion in Bangkok that” we need to acknowledge that there was a need to offer more to nearby societies and organizations.”

” We as civil society must all learn about saving and reducing waste in our wasting,” he continues. Therefore, it’s not just the cash we receive; it’s also how we use it, making sure our organization’s conservation is attained.

Reformation may be challenging in an environment of blanket breaks, according to John Luke Chua, a member of the USAID-funded Asia Counter Smuggling in Persons job.

” I’ve heard requests for localization, more flexible financing, and stronger help for the community. Otherwise, he told the board, “what we have best nowadays is a strong centrist change that prioritizes political expediency over evidence-based impact.”

” Funding choices are no longer influenced by whether programs actually accomplish what they set out to do, but rather by whether or not they coincide with short-term social calculus.”

Sara Piazzano, a freelancer and project manager, observed greater changes occurring as governments around the world are more willing to offer concessional mortgages in place of their own.

These types of loans are typically low- or zero-interested, and can be obtained from institutions through specialized programs and partnerships with international organizations, including multilateral institutions. They reached record highs in value worldwide in 2023.

Japan is carrying that out. Nearly all of the development aid was relocated there. China, of course, has always followed this strategy. According to Piazzano, “perhaps this is the future that we are going to see,” noting that Indonesia, Vietnam, and India are the main recipients in Asia.

” I was anticipating that Bangladesh would have a significant impact without USAID.” However, she said,” USAID is nothing if you compare what they are getting from the World Bank.” &nbsp,

According to data, Bangladesh’s World Bank funding was five times higher than USAID’s in 2023.

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In latest acquisition, Catcha Digital acquires Theta Service Partner to enter banking software sector

  • Conditional agreement for 92.5% in Theta Service Partner for approximately US$7.9m cash
  • Strategic entry into banking software sector for Catcha Digital as it builds out its digital ambitions

From left (standing): Helen Wong (Partner, Messrs Tay & Helen Wong); Lim Cheah Hoay (Associate, Cheang & Ariff); Choy Chong Hwai (Manager, Finance & Administration, Theta); Chan Chong Yoong (Head of Technical Department, Theta); Yoon Ming Sun (Partner, Cheang & Ariff); Chin Yi Hong (Senior Investment Analyst, Catcha Digital); Justin Tee (Associate, Cheang & Ariff); and Eugene Gan (Senior Associate, Cheang & Ariff).  From left (sitting): Hew How Fong (Director & Chief Technology Officer, Theta); Mark Leong (Chief Commercial Officer, Theta); Eric Tan (CEO, Catcha Digital); and Oscar Ong (Vice President of Investments, Catcha Digital).

Catcha Digital Bhd announced on Wednesday its third acquisition in just the month of March, matching the three it made in the entire 2024. Its wholly-owned subsidiary, Catcha Theta Holdings Sdn Bhd has entered into a conditional share sale agreement to acquire 92.5% equity interest in Theta Service Partner Sdn Bhd (Theta) for a cash consideration of approximately US$7.9 million (RM35 million) (subject to adjustments as set out in the conditional share sale agreement), which is split into 4 tranches of RM5.9 million, RM6.6 million, RM11.2 million and RM11.3 million respectively.

[RM1 = US$0.22]

The second, third and fourth tranche payments are tied to expected profit after tax of not less than RM3.5 million, RM4 million and RM5 million for the financial year ended/ending 31 Dec (FYE) 2024, FYE 2025 and FYE 2026, respectively. This strategic acquisition marks Catcha Digital’s expansion into the banking software solutions sector, specifically in loan origination software. In FYE 2023, Theta and its subsidiaries (Theta Group) recorded a profit after tax (PAT) of RM3.4 million. This transaction is expected to contribute positively to Catcha Digital’s earnings.

Theta is a leading provider of loan origination software for financial institutions through its flagship product ORIGINS – a comprehensive lending solution that streamlines operations across retail, SME, and commercial segments.

Theta Group has gained traction among major financial institutions globally, maintaining long-term relationships spanning over two decades with some of Southeast Asia’s largest banking groups (ranked by total assets) for their operations across the region, including one of the largest banks in Singapore, one of the largest banks in Malaysia, and a prominent Pan-Asian bank headquartered in Taiwan.

“This acquisition represents a strategic entry into the banking software sector and is well-aligned with our vision of building a comprehensive digital technology group. What particularly impressed us about Theta Group was their deep domain expertise in loan origination systems, evidenced by their long-standing relationships with major financial institutions across multiple markets. Their proven track record in delivering mission-critical software solutions to its long term customers, combined with a proven management team with deep domain expertise, presents compelling sustainable growth opportunities,” said Patrick Grove, Chairman of Catcha Digital.

“Joining forces with Catcha Digital strengthens our ability to capture the significant opportunities we see in the banking software sector. Over our 25-year journey, we’ve witnessed firsthand how critical robust loan origination systems have become for financial institutions’ operations, alongside the tailwind presented by tighter regulation amongst the banking industry globally. The market is now demanding more sophisticated solutions, particularly around artificial intelligence and cloud capabilities. Catcha Digital’s strategic support and regional network will be instrumental as we accelerate our next phase of growth,” said Leong Kwok Hung, Managing Director of Theta.

The proposed acquisition aligns with Catcha Digital’s vision to diversify its business to include information technology solutions business and build the leading digital group in ASEAN, targeting the region’s fast-growing digital economy, valued at approximately RM1 trillion according to Google, Temasek, and Bain & Company’s 2024 SEA e-Conomy report. The Group continues to seek strategic investments and proposed acquisitions that complement its existing segments while expanding its presence in the digital economy beyond digital media.

Including the proposed acquisition of Theta, Catcha Digital has announced six strategic acquisitions in the last five months, each positioned to strengthen its foothold in the digital economy and contribute positively to future earnings. The aggregate expected profit to be achieved by each target company is approximately RM21.1 million, based on their respective 12-month post-completion periods or FYE 31 December 2025 where applicable.

  1. On 17 March 2025, Catcha Digital announced an acquisition of 51% interest in DS Services Sdn Bhd (Digital Symphony) for RM22.95 million. The payment, to be made in three tranches over 24 months, is contingent on Digital Symphony achieving a PAT of RM4.5 million in the first 12 months post-completion and RM4.2 million in the subsequent 12 months. The acquisition has not been completed as it is pending the fulfilment of the conditions precedent under the conditional share sale agreement.
  2. On 14 March 2025, Catcha Digital announced an acquisition of 60% interest in Framemotion Studio Sdn Bhd for RM37.32 million. The payment, to be made in three tranches over 24 months, is contingent on Framemotion achieving a profit after tax and minority interest of RM6.8 million in the first 12 months post-completion and RM6.8 million in the subsequent 12 months. The acquisition has not been completed as it is pending the fulfilment of the conditions precedent under the conditional share sale agreement.
  3. On 20 Dec 2024, Catcha Digital announced a 60% acquisition of Drive 2 Digital Sdn Bhd (D2D) for RM16.2 million. The payment, to be made in three tranches over 24 months, is contingent on D2D achieving a PAT of RM3.5 million in the first 12 months post-completion and RM4.2 million in the subsequent 12 months. The acquisition has not been completed as it is pending the fulfilment of the conditions precedent under the conditional share sale agreement.
  4. On 19 Dec 2024, Catcha Digital announced a 70% acquisition of Tastefully Malaysia Sdn Bhd for RM7.6 million. The payment, to be made in four tranches over 36 months, is contingent on Tastefully achieving a PAT of RM0.5 million for the FYE 2024, RM1.1 million for the first 12 months after completion, RM1.4 million for the subsequent 12 months, and RM1.6 million for the final 12 months. The acquisition has not been completed as it is pending the fulfilment of the conditions precedent under the conditional share sale agreement.
  5. On 28 Nov 2024, Catcha Digital announced a 51% acquisition of Nexible Solutions Sdn Bhd for RM11.3 million, which was completed on 22 Jan 2025. The purchase consideration are to be paid in four tranches and is tied to the achievement of the profit after-tax guarantee (PAT Guarantee) over the period of 36 months, broken down into PAT Guarantee of RM0.7 million, RM1.2 million, RM2.2 million and RM3.3 million for the 12-month period ended 31 December 2024, 31 December 2025, 31 December 2026 and 31 December 2027 respectively.

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Malaysian golf-tech company Deemples launches in Thailand after US$ 2 million funding round

  • aims to connect Thai golf and make the game more accessible.
  • Deemples expands its golfing andamp, match activities to Thailand after victory in M’sia.

From left to right: Amarin Nitibhon, renowned actor and professional golfer; David Wong, CEO and founder of Deemples; Kittisak Cholasueksa, manager of Deemples (Thailand) Co., Ltd.; Ahmad Daleen, CTO of Deemples; Daniel Boongullaya, general manager of Floraville Golf & Country Club.

Deemples, Malaysia’s own-developed golfing platform and mobile app, has publicly launched in Thailand. This important step is a significant step in its effort to bring together golf enthusiasts from different parts of the country and improve the golfing experience.

The idea for the business was born out of a basic need to get golf buddies. What started out as a remedy quickly developed into what the business claims to be Southeast Asia’s largest golfing community, making it simple for golfers to organize games, whether it be a casual round, tournament, or club game. Deemples ensures that golfers can concentrate on what really matters while playing the game thanks to its tech-driven method and frictionless payment integration.

Deemples has connected over a hundred thousand golf in the area because golf is a community activity that brings people up. We were shown by the Thai golf industry that they wanted us to enter the market, and we have already established a strong community there,” said Deemples ‘ CEO and founder David Wong.

The sport’s language is universal; it’s about love and the ability to enjoy whenever and wherever you can. We’re excited to grow into this sport hub and continue to offer golfers a platform to join, play, and share their passion for the sport, he continued with a strong foundation in Malaysia.

With the most golfers in Southeast Asia, Deemples ‘ growth into Thailand aims to create a more connected and visible area, making it simpler than ever for sportsmen to enjoy the sport at any time, anywhere.

Thousands of golfers are taking part in the growing acceptance of golf in Asia. Southeast Asia’s participation rate increased by 25 % between 2016 and 2020, contributing to the state’s overall increase in membership to 23.3 million. Malaysia has seen the most remarkable growth in Southeast Asia.

Deemples is poised to grow in Southeast Asia’s expanding golf tourism surroundings, building on this speed. The company aims to foster the pretty relationships that energy the economy by seamlessly connecting golfers across the area, especially in Malaysia’s expanding business. Its strong booking and event management features, in addition to its integration of native players and foreign players, create a vivid golfing ecosystem, making it the ideal complement to top golfing destinations like Thailand.

Deemples ‘ technological infrastructure was created to allow for flexibility and seamless integration. We’re leveraging our powerful system, which includes sophisticated matching algorithms and a secure payment gate, to make sure Thai golfers have the smooth knowledge that has made us the world’s leading golf destination, according to Ahmad Daleen, Chief Technology Officer of Deemples.

” We’re committed to continuous technology, making sure our technology not only meets but exceeds the needs of a rapidly expanding and evolving golf business,” he continued.

Deemples serves as a platform for the growth of golf tourism in Malaysia by supporting a vivid and connected golfing community. The company is expected to offer the same sport booking and matching encounter in Thailand with stable development in Malaysia since its inception.

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LexisNexis Southeast Asia releases 2025 generative AI and legal profession survey for Malaysia and Singapore

  • 48 % of legal professionals in MY &amp, SG are confident in utilizing generative AI.
  • Without adopting conceptual AI resources, 70 % of respondents worry about falling behind.

A leading global provider of information and analytics, LexisNexis ® Legal &amp, Professional, has released the Generative AI and the Legal Profession 2025 Survey Report for Malaysia and Singapore. The report examines how the constitutional industry is implementing conceptual AI tools in daily life in light of a survey of over 400 attorneys and legal experts from both nations. It provides important insights into consciousness, utilization trends, and a future where these tools will be essential to legitimate research and practice.

Gaythri Raman, managing director of LexisNexis Southeast Asia, said,” Generative AI is breaking new ground across sectors, and its effects on the legitimate sector in Malaysia and Singapore is important.” These parts “are truly positioned to lead the implementation of AI technology.” conceptual AI is not just about efficiency; it is also changing the way legal services are provided in the legitimate career.

The report’s conclusions include:

  • 70 % of respondents believe they will fall behind if they don’t begin using conceptual AI techniques. The companies they serve ( 36 % ), peers ( 30 % ), and clients ( 16 % ) also have personal motivation, pressure, and expectations.
  • 48 % of legal experts in Malaysia and Singapore expressed confidence in their ability to use conceptual AI tools and equipment.
  • In their work, 66 % of respondents said they were using generative AI tools, with those working in law firms demonstrating greater adoption than those working internally.
  • 56 % of respondents believe that the impact of incorporating generative AI into their businesses or organizations is revolutionary or major.

Meet Lexis AI.
One of LexisNexis’s most recent offerings, Lexis AI, or &nbsp, is a legal generative AI with capabilities for document upload, conversational search, and intelligent legal writing. Lexis AI offers: Powered by state-of-the-art encryption and privacy technology to keep sensitive information secure;

  • Conversational search: makes it easier for users to interact with Lexis AI in conversation and to refine output, making it simpler and longer to do legal research.
  • Document drafting: Quickly generates client communications and contract terms from a straightforward user fast.
  • Summarization: Delivers event reports in seconds, with more features and content coming soon.
  • Document upload: enables users to quickly analyze, summarize, and discover important insight from legal papers.

Lexis AI responses are grounded in one of the largest legal content libraries in the world, which includes analytical, secondary, and primary sources as well as Practical Guidance units.

Click this link to learn more about Lexis AI.

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Shareholders approve XLSMART merger, Axiata and Sinar Mas Set to advance regional collaboration

  • Both parties signed LOIs to deepen collaboration across MY, ID & SEA
  • Following the merger, Axiata & Sinar Mas will each hold a 34.8% stake in XLSMART

Left to Right: Vivek Sood, appointed commissioner of XLSMART/Group CEO of Axiata Group, Arsjad Rasyid P.M., appointed president commissioner of XLSMART, Franky O. Widjaja, chairman of Sinar Mas Telecommunications & Technology, Rajeev Sethi, appointed president director & CEO of XLSMART) and Antony Susilo, appointed director & CFO of XLSMART at the media conference in Jakarta yesterday to announce shareholders’ approval on the XL Axiata-Smartfren merger.

Axiata Group Berhad and Sinar Mas have jointly announced that shareholders of PT XL Axiata Tbk (XL Axiata), PT Smartfren Telecom Tbk (Smartfren), and PT Smart Telcom (SmartTel) have formally approved the merger of the three companies, marking a significant milestone in Indonesia’s telecommunications sector.

In a statement, the companies said the approval was secured following extraordinary general meetings of shareholders (EGMS) held on 25 March 2025 by XL Axiata, Smartfren, and SmartTel. This follows prior in-principle regulatory approvals from Indonesia’s Ministry of Communication and Digital Affairs and the approval of the Indonesia Stock Exchange and Financial Services Authority, further solidifying institutional support for the strategic consolidation, they added.

The approval signifies the confidence of shareholders in the combined potential of XL Axiata and Smartfren, reinforcing their commitment to driving a more integrated, efficient, and innovative telecommunications industry. With this shareholder endorsement, XLSMART will continue the important roles played by XL Axiata and Smartfren in Indonesia’s development via the critical telecommunications industry. Combining XL Axiata’s extensive infrastructure and reach with Smartfren’s digital innovation, XLSMART is better able to serve consumers and businesses in the era of digitalisation.

With a subscriber base exceeding 94.3 million, annual projected revenue of US$2.76 billion (RM12.24 billion), and an EBITDA of US$1.35 billion (RM6 billion), XLSMART is well-positioned to lead the next phase of growth in Indonesia’s telecommunications sector. The landmark merger is also set to realise significant cost synergies, with an estimated annual run-rate pre-tax synergies of US$300 million (RM1.3 billion) to US$400 million (RM1.7 billion) post-integration completion.

Following the completion of the merger, Axiata Group and Sinar Mas will become the joint controlling shareholders, with each holding a 34.8% stake in XLSMART, with equal influence over its strategic direction and decisions.

To strengthen the collaboration beyond XLSMART, Axiata and Sinar Mas, on 28 January 2025, signed two letters of intent (LOIs) at a ceremony witnessed by Malaysian prime minister Anwar Ibrahim and the president of the Republic of Indonesia Prabowo Subianto at the Petronas Twin Towers in Kuala Lumpur. This coincides with Malaysia’s role as the chair of Asean, a position that allows the country to influence the regional agenda and drive collective objectives.

These LOIs laid the groundwork for deeper collaboration between the two companies, focusing on potential synergies in Malaysia, Indonesia, and Southeast Asia. The agreement envisioned joint efforts in advanced 5G solutions, enterprise services, digital infrastructure, and fintech innovations, supporting the broader goal of accelerating digital transformation across the region. The shareholder approvals mark a critical step forward in realising that vision and advancing strategic cooperation between the two companies.

As part of the newly formed company’s leadership, Rajeev Sethi has been appointed as president director and CEO, supported by a robust executive team that includes nine directors and nine commissioners, ensuring a well-balanced representation from both XL Axiata and Smartfren. Rajeev has extensive and successful experience in transforming telecommunications companies in emerging markets that will help XLSMART to realise its synergy values, and was previously the CEO at Robi Axiata Bangladesh.

The integration of these leadership teams also reflects the company’s focus on operational excellence, strategic growth, and synergy-driven transformation. XLSMART will focus on expanding network coverage, enhancing service quality, and driving digital innovation, while also unlocking opportunities in mobile broadband, enterprise services, and emerging digital technologies to meet the evolving needs of Indonesia’s telecommunications market. The merged entity will combine Axiata’s regional expertise and deep experience in managing integrated operations with the local knowledge and established presence of Sinar Mas, creating a larger, financially robust organisation.

Franky Oesman Widjaja, chairman of Sinar Mas Telecommunications and Technology, emphasised the significance of this merger in strengthening Indonesia’s digital economy. “We believe this consolidation is a crucial step toward creating a more robust telecommunications industry in Indonesia. By combining XL Axiata’s solid infrastructure with Smartfren’s customer-focused digital services, XLSMART will offer enhanced connectivity solutions that empower consumers and businesses while supporting the nation’s long-term digital aspirations.”

“We are excited for the opportunity to drive meaningful progress for Indonesia’s digital economy, ensuring that our customers, partners, and stakeholders benefit from increased efficiency, broader coverage, and superior service quality,” he added.

Meanwhile, Vivek Sood, group CEO of Axiata Group, highlighted the broader impact of the transaction. “This merger marks a defining moment in Indonesia’s digital landscape. The confidence of our shareholders in approving this transaction underscores our vision to build a stronger, more resilient telecommunications entity that delivers value through scale, efficiency, and innovation. With XLSMART, we are poised to enhance customer experience, expand digital services, and contribute to the growth of Indonesia’s digital economy.”

“This merger is not only about combining two businesses but about creating a new, forward-looking company that will set benchmarks in innovation, service quality, and operational excellence. We believe this business combination will allow for the improved financial health of the industry, and we are confident XLSMART will emerge as a formidable player—enabling us to significantly accelerate investments in digital infrastructure and innovation, and ultimately empower communities,” he added.

According to the parties, the transition towards XLSMART will be carefully managed to ensure a seamless integration for customers, employees, and partners. The company will prioritise a smooth operational transition while maintaining service reliability and customer satisfaction. Three brands (XL, Smartfren, and Axis), which are well-positioned in their respective customer segments and complementary, will continue. Over the coming months, Axiata and Sinar Mas will work closely to align business operations, optimise network infrastructure, and explore new service offerings that capitalise on the strengths of the merged entity.

Beyond the business integration, the formation of XLSMART represents a deeper strategic collaboration between Malaysia and Indonesia in the digital economy sector. As two of Southeast Asia’s largest economies, Malaysia and Indonesia share a common vision of fostering digital inclusion, enhancing connectivity, and leveraging technology as a key driver of economic growth.

The partnership between Axiata and Sinar Mas is a testament to this shared ambition, demonstrating how cross-border collaborations can create value not just for businesses but for entire economies. Through this merger, both companies are setting a new standard for regional telecommunications partnerships, integrating expertise, resources, and infrastructure to deliver innovative and customer-centric solutions. Furthermore, this collaboration aligns with the broader national and regional digital economy agendas, ensuring that the telecommunications sector remains a key enabler of economic progress.

As Indonesia and Malaysia continue to strengthen their economic ties, this partnership stands as a model for future corporate alliances that transcend borders, creating a more interconnected, competitive, and sustainable digital ecosystem. With XLSMART, Axiata and Sinar Mas reaffirm their commitment to fostering stronger corporate partnerships that drive innovation, support national digital agendas, and contribute to Southeast Asia’s growing role as a global digital powerhouse.

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Commentary: By deporting Uyghurs, Thailand blinked and China got its way

Thailand has a proven track record of managing between great power for decades. Its foreign policy has been compared to “bamboo politics,” which bends with the weather but doesn’t deflate.

Former Thai authorities permanent minister and vice chancellor for foreign affairs, Mr. Sihasak Phuangketkeow, said,” We need the Chinese, but we also need to stand up to China.” Thailand does exercise leadership in Southeast Asia, but we can’t demonstrate that we are under their pressure.

He continued,” We also need the US to maintain the balance of energy, but it’s undoubtedly not in our interests to coincide with the US against China.”

Dr. Pavin Chavalpongpun, a professor at Kyoto University’s Center for Southeast Asian Studies, does not anticipate a significant change in focus toward China. There haven’t been any significant changes in Thai-Chinese relationships, according to me. He claimed that this kind of relation has existed for some time. &nbsp,

He noted that previous Thai Prime Minister Thaksin Shinawatra had visited his family’s burial grounds in China, where his daughter and current prime minister Paetongtarn Shinawatra are regarded as his proxy. &nbsp,

Fourth-generation Hakka Chinese immigrants with ancient origins in Guangdong, China, are Thaksin and his girlfriend Yingluck, who was also primary secretary before being dismissed in the coup in 2014. Thaksin and his sister visited the ancient village in 2001, and in 2014 he once more visited the area. &nbsp,

However, Thailand has excelled at balancing the great powers, and these are trying times, and Thailand’s deportation of the Uyghurs is a direct result of its bad diplomacy. They may have deported the Tamils, but with more intelligence, Dr. Pavin claimed. &nbsp,

A top Thai national rebuffed the claim, calling the idea flawed, when asked whether it was accurate to conclude that the Uyghur show suggested Thailand was tilting toward or perhaps deferring to China.

The official said,” It’s not a yes or no response.” It’s about making accommodations.

Previous international journalist, separate author, and writer Nirmal Ghosh has locations in Thailand and Singapore.

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Thailand moves up 9 places in World Happiness rankings

(Photo: Varuth Hirunyatheb)
( Photo: Varuth Hirunyatheb)

Thailand moved up nine areas to become the third-happiest country in Asean and 49th in the World Happiness Report 2024 positions.

Finland has been the happiest nation for eight years, while Afghanistan has been the least happy, according to the University of Oxford statement.

In the joy statement for 2023, Thailand was ranked 58th.

Participants from each nation were polled to assess their happiness levels on a level of 0 to 10, with 0 being entirely satisfied and 0 being the same.

Thailand received a 6.22 in 2024, making it the third-happiest nation in Southeast Asia after Singapore, where it placed fourth worldwide, 34, and Vietnam, where it was 46.

There are six split sub-factors in the determing position, according to deputy state official Anukul Prueksanusak: social support, GDP per capita, wholesome life expectancy, freedom, generosity, and perceptions of corruption.

Thailand was ranked eighth for benevolence, according to Mr. Anukul, which reflects Thais ‘ ongoing support for one another, such as in families and communities.

We ranked 81st in GDP per capita, according to the survey. He continued,” The government’s financial stability is demonstrated by the superior economic view in recent years.”

Mr. Anukul claimed that the move up to 49th area was a positive sign for Thailand, but there were other things that needed to be improved to maintain better living conditions and greater happiness in the future. &nbsp,

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Sovereign fund Danantara Indonesia names ‘dream team’ of former presidents, Sachs, Dalio and ex-Thai PM Thaksin

” Good Device” Danantara will focus on projects in energy and food safety, artificial intelligence development, and natural resources running in its first influx of investment for US$ 20 billion. According to some analysts, the main economy’s largest market saw a market downturn last week when the main share indexContinue Reading

Duterte falls victim to oligarchic power in the Philippines – Asia Times

It was more than just the end of a family drama when former president Rodrigo Duterte was turned over to the International Criminal Court ( ICC ) on March 11, 2025. It was the most recent chapter in the oligarchic power story that has shaped Philippine politics from the beginning of the Marcos dictatorship to the present day.

This development—catalyzed by coordinated actions of the government, executive and court to protect President Ferdinand Marcos Jr’s strength and destroy his greatest rival—had been building since the prosecution of Vice President Sara Duterte, Duterte’s child.

The tenacity of autocratic dominance, as demonstrated by no less than the Marcoses, raises concerns about the Philippines ‘ political direction and its capacity to break free from its hold.

The Marcos lineage has a lot of anxiety. In 1972, two centuries into his second term as president, Ferdinand Marcos Sr appeared on television and claimed that revolutionary parts were plotting to overthrow the government, using it as a pretext to declare martial law.

What followed was not just political revolution but also a tremendous unfolding that put the country on a program of political and economic decline. Under Marcos Sr, who consolidated power and sparked the fracturing of political parties, the two-party system fell apart, leaving a legacy of division and factionalism ( Teehankee, 2024 ).

Cronyism became entrenched. Towards the end of autocratic concept. Nearby warriors had authority. The country descended into financial mismanagement, where hardship soared and prosperity disparities widened. A state liberated from two imperial experts found itself ensnared in a period of political and economic difficulties less than three decades after independence.

Marcos Sr abused the defense to thwart criticism and strengthen his position of authority. Historian Alfred McCoy notes 3, 257 extrajudicial killings, 35, 000 torture victims and 70, 000 incarcerations during the Marcos years ( McCoy, 1999 ).

Under Marcos Sr., lawlessness, a long-standing component of Philippine politics, grew into a tool of the state. He authorized and equipped private militias to thwart communist uprisings, but in reality to impose political dominance ( Parada, 2023 ).

Now, private armed organizations operate with tacit state aid, serving as democratic officers and suppressing criticism for local warlords. A rival family from the 2022 gubernatorial race ( Parada, 2023 ), according to rumors, carried out the massacre of a governor and nine others in Negros Oriental in March 2023.

The 2009 Maguindanao murder, which saw the end of the conflict between the Ampatuan and Mangudadatu groups, is the bloodiest example of this. 32 of the victims were journalists, 32 of them editors.

Warlordism and fortification are just part of the equation. Innovations like “behest money” and kickbacks made it possible for friends to become the new elites, consolidating power in controlled service sectors like crops, media, and power.

These old and new oligarchs exercise political power that results in financial control, as well as economical influence over political structures, many of which are forged through strategic alliances, including marriage.

Freedom House noted the Philippines ‘ low democratic status in 2024, highlighting that power remains tightly concentrated within patronage and kinship networks ( Freedom House, 2024 ). Around 70 % of the House of Representatives seats were held by political families with decades-long standing ( Freedom House, 2024 ).

Political donations, which have few legal restrictions, are dominated by a small network of major donors, further entangling this pattern of influence ( Freedom House, 2024 ). According to the Philippine Center for Investigative Journalism, the dominance of political dynasties is directly correlated to underdevelopment and poverty, especially in Visayas and Mindanao, where the competitive environment remains weak ( Fonbuena, 2024 ).

The oligarchs have fought and coexisted with the state throughout the country, becoming thus entangled that they are now almost indistinguishable from one another. William Howard Taft, the then-president-general of the Philippines, passed laws in 1902 that ultimately gave the rich Filipino rulers greater control over sizable landmasses.

This entrenched a landed aristocracy that remains the basis of the government’s present political and economic oligarchs. They eventually seized important positions in the court, administrative, and government, adapting so well to historical shifts that they came to see themselves as the only genuine voice of the country as the only genuine voice of the country.

They parroted the co-prosperity ideology and framed collaboration with the Japanese as a matter of national survival during World War II ( Rafael, 1991 ). After the war, President Manuel Roxas granted them amnesty, erasing any lingering questions about their power and legitimacy ( Rafael, 1991 ).

This “oligarchic apparatus,” a complicated web of electricity made up of both old and new elites, laws and institutions, has since evolved into the very foundation of the country. Although Marcos Jr.’s election in 2022 may have appeared as a return to power, it was only an expression of this apparatus’s persistent strength and control.

But entrenched is the autocratic machine that attempts to issue this dominance have largely failed. Little has been made in the National Commission on Good Government (PCGG), which was established to retrieve property from the ousted president and his friends. Only$ 3.4 billion has been recovered despite an estimated$ 30 billion in unaccounted Marcos wealth ( Montalvan II, 2023 ).

In 2024, several cases tied to Marcos ‘ family assets were dismissed by the Philippines ‘ anti-graft court due to prosecution delays ( Elemia, 2024 ). Importantly, the president nominates PCGG chairpersons and commission, as with most senior positions in government, above judges and prosecutors and the director.

The autocratic apparatus has always moved unimpeded and generally unopposed, but it is now in its most organized and established type. The durability of this system raises an uncomfortable question for the ICC, which relies on government assent—and so the incumbent’s support—to bring out its mandate: is real social accountability exist in a nation where autocratic rule has become identical from the state itself?

None of this excludes other possible causes of this political slog. Strongman politics, amplified by his war on drugs, sparked by Dutte’s ( and his daughter’s ) strongman rule, which fueled a corrupt and violent police force and sparked new drug rivalries, setting in motion a new cycle of violence that ultimately turned against him.

Yet strongman politics and even the “anti-oligarch” rhetoric are hardly unique to Duterte, nor was his war on drugs new. Strongman candidates have pursued the presidency in every election since Marcos Sr’s fall in 1986 ( e .g., Alfredo Lim, Panfilo Lacson ) ( Garrido, 2020 ).

This bias toward strongman politics is a reflection of the Filipino’s changing perception of democracy, one that points to the limitations of reforms within the current democratic institutions, such as the unsuccessful attempts to break monopolies in key industries ( such as utilities ) through constitutional amendment.

To call Duterte’s arrest” justice”, then, is to deny a deeper truth: his politics was not an aberration but a reckoning—however flawed—of a political and economic hegemony decades in the making, perfected by no less than Marcos Sr, where oligarchs and the state preserve their dominance while stifling competition and perpetuating poverty, criminality, and even the drug trade in the nation’s peripheries.

Let’s not forget that the Marcos Sr dictatorship, with the support of the police and the military, also contributed to the rise of Jose” Don Pepe” Oyson, a petty smuggler who became the godfather of the methamphetamine trade ( Sidel, 1999 ). This history was obscured by Duterte’s arrest in a masterstroke of cooptation, which has not been corrected by his arrest.

In this, Marcos is not alone. A lineage of neo-colonized intellectuals has consistently assisted in breaking up the memory of earlier revolutionary struggles and negotiating agreements that only serve to further oligarchic rule. This includes progressive-minded enablers of the current regime who paint ilusory victories and underline how deeply they support the power structure they claim to demolish ( San Juan, 2024 ).

The oligarchs ‘ greatest strength is not just in their ability to influence perceptions and imitate the language of reform. It is also in their control. What appears as a battle for justice often is little more than a recalibration of entrenched power.

Oligarchy corrodes, deviating even from the laws of justice, truth, and perception. The silent hum of resistance grows beneath the decay: slow, steady, and steady, but still as persistent as steel sharpening over time.

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