Richard Javad Heydarian is a Manila-based academic, columnist and author
March 08, 2024
Japan is a land of paradoxes. It’s steeped in tradition and is sometimes resistant to change. But it is also a bastion of technological dynamism, which could prove useful as it seeks to find its place in the emerging brave new world.
Amid an ongoing global “chip war”, Japan has rapidly positioned itself as a semiconductor hub. Seeking to enhance its economic security and dominate the next phase of technological innovation, it has poured $67 billion into bolstering its chip production capacity.
Chip producers such as Taiwan Semiconductor Manufacturing Company and Alchip Technologies are flocking to the North-East Asian nation, encouraged by its robust industrial policy. Japan’s semiconductor king, Renesas Electronics, is on a multi-billion-dollar acquisition drive to consolidate its position in core industries such as defence and infrastructure.
Morris Chang, founder of Taiwan Semiconductor Manufacturing Co., at the opening ceremony of their new factory in Kumamoto Prefecture, Japan, on February 24. Bloomberg
This technological dynamism is partly an upshot of Japan’s proactive bureaucracy, especially its Ministry of Economy, Trade and Industry, which oversaw its economic miracle after the devastation of the Second World War. During a recent visit to the ministry, I was struck by the sophistication and nimbleness of its bureaucrats, who were among the world’s first to develop an integrated concept of “national economic security” amid growing uncertainties in global supply chains.
At the same time, it’s hard to overstate Japan’s relative stagnation. A country whose economy was the second largest throughout the first decade of the 21st century was dethroned by Germany last year, and is expected to be surpassed by India by 2030.
Meanwhile, it is confronting myriad geopolitical uncertainties. Based on conversations with current and former officials, concern about China’s ascent is clear, as is the political dysfunction in the US, its sole treaty ally.
Japan is also grappling with acute political and demographic crises at home.
Japan's leaders are having to rethink its post-war grand strategy to survive. AFP
After almost three centuries of relative stasis during the Edo Period, the country embraced a “Century of Transformation” that began during the Meiji Restoration in the late-1800s and culminated in its emergence as America’s biggest economic rival in a hundred years’ time. But even at its peak, post-war Japan was never a fully independent power.
International relations expert Peter Katzenstein notes that “Japan’s grand strategy aimed at gaining power and prestige and sought to leverage its economic prowess to a position of regional and perhaps global leadership [that] would complement rather than rival that of the United States”. This was especially so because Tokyo primarily “relied on the continued protection by the US military”.
Japan’s strategic subordination was further reinforced by an acute economic crisis in the late-1980s that presaged the so-called “Lost Decades” of the 1990s and 2000s.
During his second stint as prime minister, from 2012 to 2020, the late Shinzo Abe embarked on a transformative policy agenda that aimed to make his country more militarily capable, economically dynamic, and a global force for good.
Current Prime Minister Fumio Kishida, Mr Abe’s protege, has built on his legacy by adopting an increasingly muscular national strategy. During a keynote address at the 2022 Shangri-La Dialogue in Singapore, Mr Kishida launched a “realism diplomacy”, under which Japan is doubling its defence spending; developing “counterstrike” and offensive military capabilities; and co-developing next-generation fighter jets and defence technology with likeminded powers.
Japan's Prime Minister Fumio Kishida delivers at the 5th Tokyo Global Dialogue in Tokyo on February 28. AFP
Deepening security co-operation with the West and India has gone hand-in-hand with Japan’s emergence as a major source of defence aid. Last year, Tokyo launched the Official Security Assistance package, under which key South-East Asian states are expected to receive maritime security assistance.
Crucially, Tokyo is also pursuing high-stakes defence deals with regional states, most notably a Visiting Forces Agreement-style pact with Manila, thus portending expanded Japanese military presence on Philippine soil and increasingly sophisticated joint drills.
The shift in Japan’s outward orientation, however, is also driven by a deepening strategic anxiety among its leadership over Beijing’s rise.
China overtook Japan as the world’s second-largest economy in 2010. Between 1990 and 2014, China’s share of East Asia’s gross domestic product increased from 10 per cent to 50 per cent, while Japan’s shrank from 70 per cent to 20 per cent.
Meanwhile, Beijing’s defence budget – smaller than Tokyo’s in the early-2000s – is said to be five times bigger than that of its arch-rival today. But just as worrying for Japanese elites is China’s increasingly sophisticated economy and military capabilities.
Last year, China surpassed Japan as the world’s leading car exporter, while consolidating its position as a leader in cutting-edge technologies in areas such as renewable energy, quantum communications, 5G telecommunications and electric vehicle production.
As one former Japanese official put it to me, “China has used the [international trading] system against us”, referring to how Beijing has drawn on global trade with, and investments from, the West and Japan to transform itself into a technological superpower.
A major concern for Tokyo is China’s potential “weaponisation” of global supply chains amid a brewing conflict with the West, which explains Japan’s frantic drive to build up its own tech production capacity and diversify its supply chains.
But Tokyo’s strategic elite also worries about its sole ally, America, particularly over its unstable domestic politics. There is growing anxiety about a potential major foreign policy shift should former president Donald Trump return to the White House next year. Mr Trump has threatened to impose even bigger tariffs on its Asian competitors and has warned allies to “pay their dues” or face dire consequences.
The long-term trajectory of the Japan-US alliance is an existential issue for Tokyo, given the latter’s concerns about a potential conflict with China over either Taiwan or maritime disputes in East Asia. Japan’s sense of insecurity is so acute that, one former official put it to me that “for the first time we are talking about [hosting American or developing our own] nuclear weapons in Japan”, referring to an ongoing debate over whether Tokyo needs a nuclear deterrent.
What makes these external headwinds especially troubling for Japan is its own domestic situation.
Mr Kishida has one of the lowest approval ratings of any leader in recent history, yet there are no clear alternatives on the horizon. Political passivity and cynicism are common among voters, who have little confidence in their political class. Add to this, the shrinking population that will only exacerbate economic stagnation.
In many ways, Japan is at a strategic crossroads, forcing its leaders to rethink its post-war grand strategy in order to survive, if not thrive, in a new era of geopolitical uncertainty.
What is the FNC?
The Federal National Council is one of five federal authorities established by the UAE constitution. It held its first session on December 2, 1972, a year to the day after Federation.
It has 40 members, eight of whom are women. The members represent the UAE population through each of the emirates. Abu Dhabi and Dubai have eight members each, Sharjah and Ras al Khaimah six, and Ajman, Fujairah and Umm Al Quwain have four.
They bring Emirati issues to the council for debate and put those concerns to ministers summoned for questioning.
The FNC’s main functions include passing, amending or rejecting federal draft laws, discussing international treaties and agreements, and offering recommendations on general subjects raised during sessions.
Federal draft laws must first pass through the FNC for recommendations when members can amend the laws to suit the needs of citizens. The draft laws are then forwarded to the Cabinet for consideration and approval.
Since 2006, half of the members have been elected by UAE citizens to serve four-year terms and the other half are appointed by the Ruler’s Courts of the seven emirates.
In the 2015 elections, 78 of the 252 candidates were women. Women also represented 48 per cent of all voters and 67 per cent of the voters were under the age of 40.
Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.
Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.
“Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.
Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.
“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.
Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.
From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.
Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.
BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.
Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.
Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.
“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.
Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.
“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.
“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”
The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”
The calling app is available to download on Google Play and Apple App Store
To successfully install ToTok, users are asked to enter their phone number and then create a nickname.
The app then gives users the option add their existing phone contacts, allowing them to immediately contact people also using the application by video or voice call or via message.
Users can also invite other contacts to download ToTok to allow them to make contact through the app.
How to apply for a drone permit
Individuals must register on UAE Drone app or website using their UAE Pass
Add all their personal details, including name, nationality, passport number, Emiratis ID, email and phone number
Upload the training certificate from a centre accredited by the GCAA
Submit their request
What are the regulations?
Fly it within visual line of sight
Never over populated areas
Ensure maximum flying height of 400 feet (122 metres) above ground level is not crossed
Users must avoid flying over restricted areas listed on the UAE Drone app
Only fly the drone during the day, and never at night
2006: Didier Drogba (Chelsea and Ivory Coast)
2007: Frederic Kanoute (Sevilla and Mali)
2008: Emmanuel Adebayor (Arsenal and Togo)
2009: Didier Drogba (Chelsea and Ivory Coast)
2010: Samuel Eto’o (Inter Milan and Cameroon)
2011: Yaya Toure (Manchester City and Ivory Coast)
2012: Yaya Toure (Manchester City and Ivory Coast)
2013: Yaya Toure (Manchester City and Ivory Coast)
2014: Yaya Toure (Manchester City and Ivory Coast)
2015: Pierre-Emerick Aubameyang (Borussia Dortmund and Gabon)
2016: Riyad Mahrez (Leicester City and Algeria)
What: The Al Burda Festival
When: November 14 (from 10am)
Where: Warehouse421, Abu Dhabi
The Al Burda Festival is a celebration of Islamic art and culture, featuring talks, performances and exhibitions. Organised by the Ministry of Culture and Knowledge Development, this one-day event opens with a session on the future of Islamic art. With this in mind, it is followed by a number of workshops and “masterclass” sessions in everything from calligraphy and typography to geometry and the origins of Islamic design. There will also be discussions on subjects including ‘Who is the Audience for Islamic Art?’ and ‘New Markets for Islamic Design.’ A live performance from Kuwaiti guitarist Yousif Yaseen should be one of the highlights of the day.
Key findings of Jenkins report
Founder of the Muslim Brotherhood, Hassan al Banna, "accepted the political utility of violence"
Views of key Muslim Brotherhood ideologue, Sayyid Qutb, have “consistently been understood” as permitting “the use of extreme violence in the pursuit of the perfect Islamic society” and “never been institutionally disowned” by the movement.
Muslim Brotherhood at all levels has repeatedly defended Hamas attacks against Israel, including the use of suicide bombers and the killing of civilians.
Laying out the report in the House of Commons, David Cameron told MPs: "The main findings of the review support the conclusion that membership of, association with, or influence by the Muslim Brotherhood should be considered as a possible indicator of extremism."
Results
2.30pm: Expo 2020 Dubai – Conditions (PA) Dh80,000 (Dirt) 1,600m; Winner: Barakka, Ray Dawson (jockey), Ahmad bin Harmash (trainer)
3.05pm: Now Or Never – Maiden (TB) Dh82,500 (Turf) 1,600m; Winner: One Idea, Andrea Atzeni, Doug Watson
3.40pm: This Is Our Time – Handicap (TB) Dh82,500 (D) 1,600m; Winner: Perfect Balance, Tadhg O’Shea, Bhupat Seemar
4.15pm: Visit Expo 2020 – Handicap (TB) Dh87,500 (T) 1,600m; Winner: Kaheall, Richard Mullen, Salem bin Ghadayer
4.50pm: The World In One Place – Handicap (TB) Dh95,000 (T) 1.900m; Winner: Castlebar, Adrie de Vries, Helal Al Alawi
Starring: Baneen Ahmad Nayyef, Waheed Thabet Khreibat, Sajad Mohamad Qasem
Rating: 4/5
EA Sports FC 26
Publisher: EA Sports
Consoles: PC, PlayStation 4/5, Xbox Series X/S
Rating: 3/5
Email sent to Uber team from chief executive Dara Khosrowshahi
From: Dara
To: Team@
Date: March 25, 2019 at 11:45pm PT
Subj: Accelerating in the Middle East
Five years ago, Uber launched in the Middle East. It was the start of an incredible journey, with millions of riders and drivers finding new ways to move and work in a dynamic region that’s become so important to Uber. Now Pakistan is one of our fastest-growing markets in the world, women are driving with Uber across Saudi Arabia, and we chose Cairo to launch our first Uber Bus product late last year.
Today we are taking the next step in this journey—well, it’s more like a leap, and a big one: in a few minutes, we’ll announce that we’ve agreed to acquire Careem. Importantly, we intend to operate Careem independently, under the leadership of co-founder and current CEO Mudassir Sheikha. I’ve gotten to know both co-founders, Mudassir and Magnus Olsson, and what they have built is truly extraordinary. They are first-class entrepreneurs who share our platform vision and, like us, have launched a wide range of products—from digital payments to food delivery—to serve consumers.
I expect many of you will ask how we arrived at this structure, meaning allowing Careem to maintain an independent brand and operate separately. After careful consideration, we decided that this framework has the advantage of letting us build new products and try new ideas across not one, but two, strong brands, with strong operators within each. Over time, by integrating parts of our networks, we can operate more efficiently, achieve even lower wait times, expand new products like high-capacity vehicles and payments, and quicken the already remarkable pace of innovation in the region.
This acquisition is subject to regulatory approval in various countries, which we don’t expect before Q1 2020. Until then, nothing changes. And since both companies will continue to largely operate separately after the acquisition, very little will change in either teams’ day-to-day operations post-close. Today’s news is a testament to the incredible business our team has worked so hard to build.
It’s a great day for the Middle East, for the region’s thriving tech sector, for Careem, and for Uber.
Uber on,
Dara
Why it pays to compare
A comparison of sending Dh20,000 from the UAE using two different routes at the same time - the first direct from a UAE bank to a bank in Germany, and the second from the same UAE bank via an online platform to Germany - found key differences in cost and speed. The transfers were both initiated on January 30.
Route 1: bank transfer
The UAE bank charged Dh152.25 for the Dh20,000 transfer. On top of that, their exchange rate margin added a difference of around Dh415, compared with the mid-market rate.
Total cost: Dh567.25 - around 2.9 per cent of the total amount
Total received: €4,670.30
Route 2: online platform
The UAE bank’s charge for sending Dh20,000 to a UK dirham-denominated account was Dh2.10. The exchange rate margin cost was Dh60, plus a Dh12 fee.
Total cost: Dh74.10, around 0.4 per cent of the transaction
Total received: €4,756
The UAE bank transfer was far quicker – around two to three working days, while the online platform took around four to five days, but was considerably cheaper. In the online platform transfer, the funds were also exposed to currency risk during the period it took for them to arrive.