Featured in the Media – Page 7 – Asia School of Business

The Gempur Rasuah Sabah 2.0 anti-corruption rally held this past weekend, with the slogan Madani Pelindung Rasuah Sabah, ended with the burning of PM Anwar’s caricature to rebuke his administration. With the event and its organizers being investigated, we talk to Ariff Adi Putera Anwar, Research Associate from the Institute for Development Studies (Sabah) about the situation and for insight into Sabah’s political culture.

Other stories we covered:

Strait of Hormuz potentially shut: With the US’ decision to join Israel in its attacks on Iran, the Iranian Parliament has approved the decision to shut the Hormuz Strait. With Washington warning that this would be “economic suicide,” we talk to Julia Roknifard, Senior Lecturer at the School of Law and Governance at Taylor’s University about the geopolitical implications of the potential closure.
Should refugees be allowed to work?: President of the Malaysian Employers Federation (MEF) has stated that integrating refugees into the formal workforce can benefit the country on multiple fronts. However, refugees in Malaysia cannot legally seek employment. We spoke to economist Dr Melati Nungsari who is also Deputy CEO of the Asia School of Business and Datuk Shamsuddin Bardan, Executive Director of the Malaysian Employers Federation.
Foreign workers frustrated with living conditions: In light of the Bukit Mertajam riots last week in which foreign workers were frustrated with their hostel warden collecting fines, Minister of Human Resources Steven Sim said the ministry will level repercussions against operators that fail to comply with acceptable housing conditions. We talk to Glorene Das, executive director of Tenaganita for better insights into the situation and about the conditions foreign workers live in.
Malaysia shortlisted for World’s Best School Prize: SK Putrajaya Presint 11 (1) were shortlisted for developing an app called “Helpie” that engages the students in fun games and that help their mental health. We talk about their innovative creation, the team behind it, and schools having open conversations about mental health.

Listen to the full interview below.

Originally published by BFM.

KUALA LUMPUR, June 20 — It is time for us to discuss the changing landscape surrounding refugee rights and protection worldwide and Malaysia’s potential to be a leading nation in this landscape. Earlier this year, the UN Refugee Agency proclaimed that severe funding cuts at the agency are putting refugees at increased risk for harm and danger.

The United States, previously a beacon of hope for refugees worldwide, has suspended its Refugee Admissions Program (USRAP) under President Donald Trump’s second reign, which began in January of this year. This programme – the largest refugee resettlement programme in the world – was the main funnel through which refugees in Malaysia could gain permanent resettlement. This leaves us with the question: so what now?

Malaysia’s informality has been a blessing to the approximately 190,000 refugees and asylum-seekers in the country. Though they are incorrectly and unfairly lumped with “illegal migrants”, and though their rights are limited, refugees do have mobility across geographical areas in the country and are not confined to refugee camps, and they can access paid opportunities in the grey economy. The fact is that all working refugees in Malaysia contribute to the Malaysian economy as hidden (and typically exploited) labour.

These are the important facets of refugee life here that are good, but there are negative sides to the coin: fear and danger of arrests, no access to affordable healthcare or education, and the constant feeling of impermanence and lack of legal status – belonging neither here nor there. This impermanence, however, is vanishing into a state of “fixedness”.

Despite being a non-signatory of the 1951 Refugee Convention, Malaysia has allowed refugees in on humanitarian grounds. Although Malaysia’s stance has always been that we are an intermediate host country, this is no longer accurate. The reality is that for the past 20 years, only 7.1 per cent of refugees registered with the UN Refugee Agency in Malaysia were resettled abroad. Out of those resettled in 2024, UN data show that 76.3 per cent went to the United States. With this door now closed, resettlement out of Malaysia is increasingly unrealistic as a “durable solution”.

The presence and permanency of refugee communities can no longer be ignored without severe consequences – not only for individual refugees, but also for the coherence and continued prosperity of Malaysian society. Keeping a growing population estranged and increasingly hopeless on the fringes of society is unjust and unsustainable, and there is much to gain from improving long-term inclusion opportunities.

President Trump’s severe funding cuts for international bodies, including the UN Refugee Agency, present another challenge to the status quo for Malaysia and its refugee community. These cuts have led to significant downsizing and underfunding of existing programmes, including efforts to support the Malaysian government in formulating and implementing a comprehensive policy framework for refugee reception and support. So how can Malaysia move forward?

In this piece, we will suggest three steps that Malaysia can implement within existing laws and policies. We want to emphasise that the discussion on whether or not to ratify international conventions should not stand in the way of practically providing a dignified life for those under our care.

Based on extensive research among refugee communities in Malaysia, we suggest the following three steps to improve the quality of life for the refugees who are already here and have nowhere else to go:

First, increase the inclusion of refugees and other undocumented populations in lawful employment. Legislation is already available in the IMM13 Visit Pass and work permit system and the National Security Council (NSC) Directive No. 23 – all that is needed is coherent implementation. This will increase living standards for a significant part of the Malaysian population, reduce exploitation, and broaden the state’s tax base. In 2019, an IDEAS study estimated that, if granted the right to work, refugees could contribute around RM3 billion to Malaysia’s annual GDP by 2024. Additionally, including refugees in the formal workforce will help reduce labour shortages in sectors like agriculture, construction, and caregiving.
Second, invest in access to education and healthcare for refugees and their children. This is an important step for Malaysia to take to ensure adherence to the Convention on the Rights of the Child (CRC) and the Convention on the Elimination of All Forms of Discrimination against Women (CEDAW), both signed by Malaysia in 1995. Additionally, it will ensure that the next generation of refugees will grow up able and willing to contribute to Malaysian society. Programmes already exist in Malaysia for the most underprivileged children to go to school; these can be extended to include refugee children.
Third, expand partnerships with community-based organisations (CBOs), NGOs, and international organisations to meet refugees’ needs for support. This includes efforts to secure increased international funding for CBOs and NGOs that work with refugee support and rights in Malaysia. As American funding for UNHCR and other international bodies is reduced, the gaps in provision of support will have to be filled.

Recent research shows that refugee and host CBOs are already carrying significant responsibilities for registration and support, and that this type of support will likely be the most sustainable and effective way to move forward. CBOs already have the know-how and the connections to make this happen – they just need the right political and financial support to continue their important work.

Finally, the government must be ready to take up a more important role in refugee status determination and management. In the absence or reduced capacity of a coordinating international body such as the UN Refugee Agency, we need to step up to do more. This is not a problem that will fix itself, and these individuals are not only numbers – they are real people whose lives are in our care.

Furthermore, it is in the Malaysian ethos to care; and we have done exactly that recently with our magnificent national societal response to the ongoing slaughter of the Palestinian people and how every part of the nation – from individuals to NGOs to government officials at the highest level – have condemned the genocide and have worked hard to funnel aid and help to Gaza. We have it in us to do more, to extend the same solidarity and compassion to those seeking asylum here.

The reality is that global resettlement and funding systems are clearly broken, and in the current world order, no one is going to step in and fix them. This means that refugees and host communities in Malaysia all need to adjust to the fact that refugees are no longer a temporary presence. Lofty ideas of a full policy framework or ratification of international conventions should not hold Malaysia back from taking the reins on refugee protection.

Small, pragmatic steps can be taken to promote longer-term protection and integration opportunities. This will improve lives and provide hope for the future – for refugees and host communities alike. Everyone stands to benefit: both refugees and Malaysian society at large.

* Professor Melati Nungsari, Dr Kirstine Rahma Varming, and Shre Maha Manohar are researchers based in Kuala Lumpur who work on topics related to refugee studies and forced displacement.

Originally published by Malay Mail.

In coffee shops, office corridors and classrooms, a new reality is setting in: artificial intelligence (AI) is no longer a futuristic con- cept-it’s here and it’s reshaping the way we work.

As Al tools become smarter, faster and increasingly integrated into everyday tasks, from automated custom- er service to generative design, the anxiety many feel is understandable. For some, it seems less like an upgrade and more like a warning: the way we’ve always worked may not survive the coming shift.

It’s Not The Whole Job, Yet

According to Asia School of Business Professor of practice (Al & Technology) David Asirvatham, the reality is not as black-and-white as it may seem. “When we take on a job, it actually comprises many tasks,” he said. “Al isn’t replacing entire jobs overnight, it’s gradually taking over parts of them.” That may sound like small comfort, but it’s an important distinction. Al doesn’t appear as a robot demanding your ID and laptop. It starts small: drafting reports, analysing data, suggesting edits.

Yet, the impact builds up fast. Research indicates that within the next three years, Al could take over 30 per cent of workplace tasks, and more than 50 per cent within five to six years. In Malaysia alone, McKinsey estimates that 4.5 million jobs could be displaced or transformed by Al by 2030. Globally, the figures are even more staggering mindset.

AI Won’t Replace You, But Someone Using it Might

Asirvatham, however, urges a shift in mindset. “Al will take your job if you don’t use it. If you use Al, you are safe.” And that is the crux of the matter. The question is no longer whether Al will replace you, but whether you are willing to learn how to work with it.

In reality, Al is already helping many employees become more productive. Generative tools such as ChatGPT, Midjourney and others enable work- ers to produce faster, ideate more creatively and manage complex tasks more efficiently. In medicine, Al assists in diagnoses. In finance, it Asirvatham, however, urges a shift in identifies fraud. In education, it personalises learning experiences.

Real Fears In Repetitive Roles

Still, fears remain, and they are valid.
These concerns are especially acute in sectors that involve repetitive tasks. Manufacturing, services and finance are particularly vulnerable, as Al can often perform such roles more efficiently and at lower cost. It is no surprise that workers in these. fields feel anxious. Asirvatham believes the antidote lies in human-centred skills.

“Critical thinking, creativity, leadership and resilience these are things Al cannot replicate,” he says. “And these are the skills we need to focus on.” He also highlighted the impor- tance of technical literacy-under- standing basic machine learning con- cepts, mastering prompt engineering and knowing how to apply Al tools in context. These should become everyday competencies, not specialised knowledge.

A Role For Business

Businesses, too, must do their part. Many in Malaysia are not yet Al-ready. Data remains fragmented, awareness is low, and there is a shortage of Al talent. Without investment in training. infrastructure and collaboration with academia, even the most advanced tools will yield limited results.

Perhaps the better question to ask is not “Should we be afraid of Al?” but “Are we prepared for it?” Because the future is not man or machine-it is man with machine. As Asirvatham puts it: “If you’re using Al to your advantage, it becomes your assistant, not your replacement.”

Originally published by New Straits Times.

KUALA LUMPUR: Bank Negara Malaysia’s participation in Project Dunbar, a cross-border central bank digital currency (CBDC) initiative, is a sound move, said Professor of Economics Anella Munro.

She said the participation demonstrates Malaysia’s commitment to being at the forefront of regional financial innovation.

“Being part of this project certainly fits into the goal of understanding what it is, developing capacity, considering potential use cases, and collaborating with others, some of whom have experience and some who do not. From an outsider’s perspective, I believe Bank Negara is doing all the right things,” she said in an interview with SunBiz.

Munro said while there are other ways to facilitate cross-border transactions, CBDCs remain a superior option.

“None is really as good as a central bank digital currency because it’s a safe settlement asset, like we use at the wholesale level, and I hope it would help potentially with transparency, speed, and cost.”

She said cross-border payments have traditionally relied on correspondent banking systems, which are slow and expensive.

“What if we had a system that provided a safe settlement asset for cross-border transactions at the wholesale level?”

However, Munro said, with cross-border CBDC implementation, there are a lot of issues about governance.

“It’s more complicated than it seems, due to jurisdictional and legal issues, in addition to technological challenges.

“It’s a sovereign currency, do you want it on the same platform? Do you want it to be used abroad? Borders become irrelevant once you’re on some of these platforms.”

She pointed to stablecoins which could provide a similar kind of service, although they are not as strong as central bank liabilities because they come with a different kind of counterparty risk.

“If stablecoins are very well backed, they could potentially serve as a settlement asset in the system,” Munro said.

She said stablecoins were a disaster a few years ago as they were not properly backed and were considered the Wild West.

“They say they’re stable, but often back themselves with questionable assets. This has changed a lot in the last few years, but the area is still an open question. The regulation has really come in to tame them and make them much more what they say they are.”

The push for CBDCs dates back starting with China’s e-yuan project in 2014. When Facebook Libra came around in 2019, it renewed focus on the area, driven by concerns over big tech potentially controlling global payment systems and private data from social networks.

Munro also highlighted that the fear of privacy issues and the potential for unregulated payments within private networks has led to the current push for CBDCs. “Not only were there privacy concerns, but if a payment system operated within a private network, it could avoid oversight for anti-money laundering and other regulations, which was a significant problem.”

Originally published by The Sun.

近日，马来西亚亚洲商学院（Asia School of Business）首席执行官兼院长约瑟夫・谢里安（Joseph Cherian）发表了，深入探讨教育灵活性的价值，并强调亚洲高等教育体系应具备独特的灵活性，以适应快速变化的世界。

约瑟夫・谢里安指出，在生活的各个领域，灵活性都具有内在价值，而这种价值源于未来结果的不确定性。以劳动力市场为例，中国人力资源和社会保障部预测，到 2025 年，受自动化、人工智能与绿色转型加速影响，超过 55% 的岗位将需要重新培训或技能提升。中国就业市场正迅速演变，高端制造、人工智能、医疗健康与可再生能源等领域的人才需求急剧上升。同时，企业和求职者的需求也在不断变化，这些都凸显出教育系统跟上时代变革步伐的紧迫性。

为满足这些需求，中国已启动《教育现代化 2035》等战略计划，致力于完善终身学习体系，并将数字工具融入课堂教学。通过 “国家智慧教育平台” 和 AI 驱动的学习解决方案等政府举措，积极推动更灵活、包容的教育模式，培养适应未来经济的人才。

当前全球事件的不可预测性，使得传统教育系统面临挑战。那些无法适应个人需求与兴趣的教育模式，容易导致部分人被边缘化。不过，这种不确定性也为亚洲国家在教育领域带来了合作契机。约瑟夫・谢里安强调，“教育灵活性” 理念意义重大，允许学习者自主规划学习旅程，将大幅提升教育整体价值。间隔年、模块化学习与非同步课程等，都是教育系统为适应多样化需求做出的灵活调整。

在亚太地区，适应性学习结构的必要性日益受到认可。许多知名学府已采用灵活模式，支持学生暂停学业、探索跨学科领域或远程修课。全球多所顶尖大学，如麻省理工学院、康奈尔大学和耶鲁大学，也积极拥抱数字化与在线学习转变，为远程学习者提供优质课程。在东南亚，亚洲商学院推出的 “敏捷持续教育”（ACE）模式，让学习者可按自身节奏积累学分，还能转换为全日制或非全日制学位课程，为攻读研究生学历提供便利。

教育灵活性不仅助力个体成长，还能帮助雇主培养适应性强的员工队伍，推动社会形成终身学习文化。领英《职场学习报告》显示，94% 的员工表示，若公司愿意投资其学习与发展，他们更愿意长期留任，充分体现了教育适应职业发展轨迹的重要性。

约瑟夫・谢里安表示，随着亚太地区教育系统的发展，应始终聚焦教育质量与可及性。敏捷学习方法、可叠加课程与模块化学位等创新方式，预示着学习将成为一段持续、适应性的旅程。亚洲及全球教育机构已在为这一转型奠定基础，拥抱教育灵活性，将构建起支持学习者每个阶段的生态系统，为充满不确定性的未来做好准备。

Originally published by Zhihu.
Also published in Sohu, Baidu and Weibo.

With the Philippines’ Social Security System (SSS) receiving a poor rating from a global pension index last year, a finance expert suggested that consolidating all state and private retirement schemes into a unified pension system would be an ideal and more sustainable move for the government.

“It would be wise to consolidate these various government and private sector retirement schemes and ensure the sustainability of the consolidated defined benefit plan,” Joseph Cherian, CEO, president and dean of Asia School of Business, told Manila Bulletin in an email interview.

Why? Too many separate pension programs with different rules, making it so fragmented and difficult to navigate for both the regulators and contributors.

Cherian said changes in regulations would help fix the fragmented system that confuses Filipinos and leads to inefficiencies in “contributions, administration, regulation, as well as unintended overlaps, gaps in coverage, and sustainability risks.”

He said the government should review the laws that allowed the system to become “disparate.”

“Introduce legislation aimed at harmonizing the various retirement schemes,” Cherian said, but noted that “any transition would require careful planning to protect both current and future retirees.”

If this reform sounds quite difficult to translate into reality, Cherian said, measures such as shifting the risks from SSS to its contributors. This system works in countries like Singapore and Malaysia, he said.

Bearing the risks

SSS President and CEO Robert Joseph M. de Claro earlier stated that the state-run pension fund is considering shifting to a variable or hybrid model from its current “defined benefit” mode.

Cherian likened the variable or hybrid model to Singapore’s Central Provident Fund (CPF), wherein an account owner saves in the same way as they would in a “defined contribution” scheme.

In this setup, both the employee and the employer regularly contribute to a personal retirement account. The account grows based on contributions and investment returns, with the worker shouldering the risk.

By the time one retires, the total savings are converted into regular monthly payouts, similar to a “defined benefit” pension, but based on how much the worker has saved over time.

Meanwhile, in the “defined benefit” model of the SSS, the pension fund is responsible for ensuring there’s ample funds to pay the promised pension—even if investment returns are low.

Thus, placing the risks upon the government.

Under the new setup, contributors would take on more responsibility during the savings period, including understanding how their money is invested.

But account holders would have “a full, transparent view of their account values,” Cherian argued. He said this would give them more control to adjust—whether by saving more, delaying retirement, or managing expenses—to secure their future benefits.

Meanwhile, the SSS fund is expected to last longer under the new model, as payouts will be based on what each member has saved, not a fixed-amount income across all contributors.

Cherian said if investments perform well over time, members could also see higher retirement benefits.

Slow, steady shift

While Cherian believes a reform is needed, he said any changes to SSS benefits should be carried out “slowly and steadily,” ensuring current members are not negatively affected.

“First, freeze the SSS plan to new members. Payouts are determined based on account balances,” Cherian suggested.

“Initially, especially during the early years of the transition, the government may need to subsidize the SSS benefits program to ensure everyone in retirement can enjoy a dignified standard of living,” he further explained.

How about the SSS fund life? How long can it last to cover its account holders as it is forecast to last just 28 years—far below the ideal 68 years.

Cherian said there is no “magic panacea” this “especially if the SSS program is grossly underfunded.” In 2023, the pension fund had liabilities of $150.53 billion with assets of just $15.32 billion.

Such a massive gap may not sustain the system in the long run. Thus, a reform—and Cherian said the government may also hike its contribution rates. The Marcos administration increased the rates 15 percent earlier this year.

“Try going higher,” he said, noting that, comparatively, the rate in Singapore can reach as high as 37 percent, with 17 percent coming from the employer and 20 percent from the employee.

Contribution rate in Malaysia can also reach “up to 24 percent in total, with 13 percent contributed by the employer and 11 percent by the employee.”

Originally published by Manila Bulletin.

KUALA LUMPUR: The Asia School of Business has announced the appointment of Joseph Cherian as its Chief Executive Officer, President, Dean, and Distinguished Professor. Professor Cherian was previously Deputy CEO of the School and assumes the role of CEO from Professor Sanjay Sarma, who has taken on a new role on the School’s Board of Governors and returns to the Massachusetts Institute of Technology (MIT) after two years helming Asia School of Business.

As Professor of Finance, he possesses a highly versatile, varied and distinguished international background, spanning academia, global financial markets, and strategic leadership in education. Professor Cherian’s academic career in teaching and researching finance, asset management and portfolio investments includes top global universities including Cornell University, National University of Singapore, and Boston University. Apart from teaching at the Asia School of Business, he most recently served as Visiting Professor of Finance at the Samuel Curtis Johnson Graduate School of Management, SC Johnson College of Business, Cornell University. He was formerly an Executive-in-Residence and a two-term member of the Johnson Dean’s Advisory Council at Cornell University and is now an Emeritus Member of the Council.

Professor Cherian’s professional experience in the financial services sector spanned asset management where he managed US$67 billion in client assets as Global Head and Chief Investment Officer of the Quantitative Strategies Group at Credit Suisse Asset Management. He continues to be involved in the financial industry through advisory roles to governments and think-tanks in the Asia-Pacific region, including Australia, Malaysia, Hong Kong and Singapore, in areas such as venture funds, asset management, pensions and capital market policies and reforms.

As an internal successor to the School’s top role, Professor Cherian’s appointment builds on his international and varied experience combined with his successful steering of the School’s strategic endeavors since joining in 2022. The School remains focused on delivering world-class business education with its unique perspectives from emerging markets and economies.

Professor Cherian holds a BSc in Electrical Engineering from MIT, and MSc and PhD degrees in Finance from Cornell University.

A respected academic, innovator, and entrepreneur, Professor Sanjay Sarma led key changes at the School, driven by his vision to transform education for the future. He introduced Agile Continuous Education (ACE), a modular, flexible, and stackable learning pathway designed to support lifelong learning and upskilling in a range of business topics with rich AI immersions. As he steps down and returns to MIT after two years at the helm of the School, Professor Sarma will remain closely involved in its endeavours as an Eminent Visiting Professor and a member of the Board of Governors.

Originally published by The Exchange Asia.

The Asia School of Business (ASB) has appointed Joseph Cherian as its new Chief Executive Officer, President, Dean and Distinguished Professor.

Cherian succeeded Professor Sanjay Sarma as Chief Executive Officer as the latter has taken on a new role on ASB’s Board of Governors and returns to the Massachusetts Institute of Technology (MIT) after two years helming the position.

Apart from teaching at ASB, he most recently served as Visiting Professor of Finance at the Samuel Curtis Johnson Graduate School of Management, SC Johnson College of Business, Cornell University.

He was formerly an Executive-in-Residence and a two-term member of the Johnson Dean’s Advisory Council at Cornell University and is now an Emeritus Member of the Council.

Cherian’s professional experience in the financial services sector spanned asset management where he managed US$67 billion in client assets as Global Head and Chief Investment Officer of the Quantitative Strategies Group at Credit Suisse Asset Management. He continues to be involved in the financial industry through advisory roles to governments and think-tanks in the Asia-Pacific region, including Australia, Malaysia, Hong Kong and Singapore, in areas such as venture funds, asset management, pensions and capital market policies and reforms.

Meanwhile, as a respected academic, innovator and entrepreneur, Sarma led key changes at ASB, driven by his vision to transform education for the future. During his tenure, he introduced Agile Continuous Education, a modular, flexible and stackable learning pathway designed to support lifelong learning and upskilling in a range of business topics with rich artificial intelligence immersions.

As Sarma steps down and returns to MIT, he will remain closely involved in its endeavours as an Eminent Visiting Professor and a member of the Board of Governors.

Originally published by Business Today.

KUALA LUMPUR 19 Mei – Asia School of Business (ASB) melantik Profesor Joseph Cherian sebagai Ketua Pegawai Eksekutif, Presiden, Dekan, dan profesor yang baharu.

Beliau menggantikan Profesor Sanjay Sarma yang kini ditetapkan semula jawatan sebagai ahli Lembaga Gabenor ASB dan kembali ke Massachusetts Institute of Technology (MIT) selepas dua tahun menerajui institusi tersebut.

Joseph sebelum ini berkhidmat sebagai Profesor Kewangan Pelawat di Samuel Curtis Johnson Graduate School of Management, SC Johnson College of Business, Cornell University.

Beliau memiliki Ijazah Sarjana Muda Sains dalam Kejuruteraan Elektrik dari MIT, serta Ijazah Sarjana dan Ijazah Kedoktoran dalam bidang Kewangan dari Universiti Cornell.

Malahan, Joseph berperanan sebagai Executive-in-Residence selama dua penggal sebagai ahli Johnson Dean’s Advisory Council di Cornell University, dan kini merupakan Ahli Emeritus bagi majlis tersebut.

Joseph berpengalaman luas dalam sektor kewangan dan pernah menguruskan AS$67 bilion (RM315 bilion) aset pelanggan sebagai Ketua Global dan Ketua Pegawai Pelaburan, Quantitative Strategies Group di Credit Suisse Asset Management.

Beliau turut terlibat sebagai penasihat kepada kerajaan dan badan pemikir di Asia Pasifik termasuk Australia, Malaysia, Hong Kong, dan Singapura dalam bidang dana teroka, pengurusan aset, pencen, serta dasar dan reformasi pasaran modal.

Sanjay pula memacu pelbagai transformasi penting di ASB, termasuk memperkenalkan Agile Continuous Education seperti pendekatan pembelajaran modular, fleksibel, dan boleh digabungkan dalam menyokong pembelajaran sepanjang hayat dengan integrasi kecerdasan buatan.

Originally published by Dagang News.

PETALING JAYA: Pendekatan wilayah dilihat sebagai jalan tengah yang lebih adil dan inklusif dalam pelaksanaan Peraturan Pembasmian Hutan Kesatuan Eropah (EUDR), sekali gus mampu melindungi kepentingan kira-kira 250,000 pekebun kecil dalam industri sawit negara.

EUDR yang dikuatkuasakan oleh Kesatuan Eropah (EU) bertujuan membendung perubahan iklim global dengan menyekat import produk pertanian yang dikaitkan dengan aktiviti penebangan hutan.

Bagaimanapun, standard ketat yang ditetapkan peraturan itu dibimbangi boleh mendiskriminasi pekebun kecil Malaysia yang tidak mempunyai akses kepada teknologi atau sumber untuk memenuhi keperluan pelaporan dan pengesanan ditetapkan.

Pensyarah Kanan di Asia School of Business (ASB), Dr Pieter E. Stek berkata, struktur rantaian bekalan minyak sawit tempatan yang bersifat berlapis dan tidak formal menyukarkan proses penjejakan hingga ke peringkat ladang kecil.

Katanya, situasi itu menyebabkan pekebun kecil berisiko disingkirkan daripada pasaran Eropah walaupun mereka tidak terlibat secara langsung dalam penebangan hutan.

“Sebagai alternatif, Malaysia wajar memperjuangkan pendekatan wilayah seperti 162 Kluster Minyak Sawit Mampan (SPOC) sedia ada dalam rundingan pelaksanaan EUDR.

“Bagi kawasan berisiko rendah yang mencatat kadar penebangan minimum, pekebun kecil boleh dianggap patuh secara automatik.

“Pendekatan ini lebih praktikal dan adil kepada pekebun kecil yang sekian lama menjadi tulang belakang rantaian bekalan sawit negara.

“Kami tidak menolak EUDR, tetapi pelaksanaannya harus mengambil kira realiti di lapangan, terutamanya bagi negara pengeluar,” katanya dalam kenyataan.

Sementara itu, Profesor Madya Pengurusan Operasi dan Rantaian Bekalan serta Pengarah Center for Sustainable Small-owners (CSS) ASB, Dr Asad Ata berkata, cadangan itu juga berpandukan kepada faktor logistik, memandangkan buah tandan segar sawit perlu diproses dalam tempoh 24 jam.

“Keadaan ini mengehadkan penghantaran buah sawit dalam radius antara 50 hingga 100 kilometer dari ladang ke kilang, sekali gus menjadikan kawasan jauh dari hutan sebagai zon berisiko rendah terhadap penebangan baharu.

“Dengan pemantauan elektronik di jalan utama dan pelaksanaan sistem hibrid di kawasan berisiko tinggi, pendekatan wilayah mampu mengimbangi keperluan pemeliharaan alam sekitar dan kelangsungan hidup pekebun kecil,” ujarnya.

Tambah beliau, EU juga digesa mempertimbangkan pendekatan kawal selia secara bersama dengan negara pengeluar.

“Kerjasama ini diharap dapat memanfaatkan infrastruktur sedia ada seperti SPOC dan mengukuhkan pematuhan tanpa mewujudkan halangan sistemik terhadap eksport dari negara membangun,” katanya.

Originally published by Utusan Malaysia.

Category: Featured in the Media

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