report by the asef acting executive director sun xiangyang

Asia-Europe Foundation (ASEF) > Executive Office

41st ASEF Board of Governors’ Meeting (ASEFBoG41), 11-12 June 2020, Online

Report by ASEF Acting Executive Director as of 4 June 2020 1 | P a g e

Report by the ASEF Acting Executive

Director SUN Xiangyang

Dear ASEF Governors,

I was appointed the Acting Executive Director (AED) of the Asia-Europe Foundation (ASEF) at the

ExCo Meeting on 4th December 2019. I have the honour to report to you ASEF’s work since last

December.

Due to the limited time of the online BoG conference, my report has three parts only: the

implementation of projects ASEF has done since last ExCo meeting in December 2019; the

measures that ASEF is doing to ensure its financial sustainability; and last but not least, the

Human Resources situation.

1, Transformation of ASEF Projects in 2020

ASEF had to review its project operations in 2020 and beyond due to the COVID-19 pandemic.

Although the lockdown in most countries has put all upcoming projects and meetings across

Asia & Europe on hold, ASEF has been trying to work with the aim of remaining a core facilitator

of people-to-people connectivity within ASEM by building a ‘New Modus Operandi’ of

transforming its projects, planning new projects, and adding new elements of online or virtual

activities to its portfolio.

In the past few months, ASEF has worked closely with the ExCo Governors in this regard; we

never had so many ExCo meetings at such a short period, and I myself had a lot of phone and

mail discussions with the Chair and Vice-Chair. We also regularly have intensive discussions

among ASEF staff on how to handle this new situation - we have not been sitting idle. In a way,

I would say we have more work to do now to plan the online events and discuss the budget

issue. For the sake of the limited time of this online BoG, please allow me not to touch on the

detailed information of the projects. I have included the details of the transformed projects in

the attached document “ASEF Project Summary 2020”.

ASEF has taken note of the indication by some ExCo Governors that the contribution by ASEF

Partners will probably be 30% less for 2020, and we have made efforts to revise the

transformed and new project budget accordingly.

Not all project budgets were revised again, because some projects involve our partner

organisations’ external funds to ASEF, such as the Human Rights Seminar, Environment Forum

and Public Health Network. We are keeping these projects so we can continue having the

external funds, not only for the implementation of the projects, but also for providing staff costs

for at least 5 ASEF staff. Thus, it is more conducive to ASEF’s financial situation to do so.

After the transformation work, we have done, we believe it will help ASEF to continue to be

relevant and bring added value to the ASEM process during this challenging time. But I would

like to highlight some of the challenges ASEF continues to face during this transformation

process:

1) ASEF needs to expand and invest in e-platforms & technology/software as well as

relevant technical/e-soft skills training for its staff to maintain high quality of project

delivery. ASEF does this through cross-departmental efforts to pool limited resources &

further strengthen the collaborative work culture within the organisation. The




Communication Team is leading these efforts through the ASEF Integrated Digital

Ecosystem project.

2) With all organisations focusing on online delivery, significantly more & innovative

efforts in communication & outreach activities are required to build up, stand out and

ensure ASEM’s & ASEF’s visibility throughout the project implementation.

3) ASEF has to spend more time & means to engage participants throughout the

project implementation process. One of ASEF’s most attractive project elements, the

personal & intercultural interactions and networking opportunities for participants, has to

be compensated with new creative approaches.

4) Project design will need to become more adaptive to changing ground realities.

5) Fundraising & finding new partners are challenging amid the current scenario

because face-to-face meetings are not possible & when the financial health of potential

donors/sponsors/partners is also under stress. It is easier to attract partners’ financial or

in-kind contributions for certain types of activities, such as hotel accommodation for

participants, conference facilities, cultural mobility grants. However, owing to the current

scenario, ASEF will not be able to benefit from such possibilities as on-site events & travel

grants are fewer in 2020.

ASEF is fully aware of the above-mentioned challenges; we are discussing the ways to solve it

among the management team, and among the staff. We are also ready to find solutions during

the implementation of the online projects. We also hope all the governors could continue to

support ASEF and give wise guidance to ASEF when we are facing such difficulties.

2, Ensuring ASEF’s financial sustainability is one of my top priorities. In the past several years,

ASEF’s received contributions have been stagnant. SEF is facing financial constraints. Since I

was appointed as acting ED, I have been working on the following measures:

1) Working closely with ASEF Finance Director to ensure spending within the

contributions available. I fully respect the expertise of the Finance Director and follow his

professional advice. We together evaluate the expected contributions from time to time,

and on this basis, allocated the budget to the Programme Departments. When we foresaw

the possibility of less contribution, ASEF already did a round of revising the project budget

as early as in February 2020.

2) Encouraging Programme Departments to proactively apply to Trust Funds, and also

to make the full use of EU Grant. We have also been working closely with MoFA Japan to

deliver the Public Health project, and the Japanese Government is very satisfied with

ASEF’s work and already confirmed the Japanese Government will provide an additional

sum to ASEF for the Japanese Trust Fund. In this challenging time of COVID-19 pandemic,

the additional fund of 5.7 billion Japanese Yen (that’s more than US$ 51 million) from the

Japanese Government will help ASEF to better contribute to the fight against the pandemic.

We would express our heart-felt appreciation to the Japanese Government.

3) Stressing the importance & necessity of attracting external funds. I highlight this

quite often with the management team. This will serve as an indicator for ASEF staff’s

annual appraisals.

4) Adopting more cost cutting measures, such as foregoing the ASEF car and drivers,

cutting overtime meals & transport, and other miscellaneous costs.

5) Initiating a Voluntary Salary Reduction (VSR) measure. To stay viable during this

economic downturn, 14 ASEF directors and managers have stepped up to the call for VSR.




The VSR is being implemented for 3 months from May to July 2020, saving SGD 33,000

for ASEF. There is no requirement to report this cost-saving measure to the Ministry of

Manpower (MOM) of Singapore for the month of May 2020. We will continue to monitor

MOM’s website for guidance on mandatory notification actions required/not required in

June and July 2020 cost-saving measures implemented by local organisations. It may be

not a big amount to ASEF as an organization, but it is the solidarity spirit and personal

sacrifice by ASEF mid and high-level staff.

6) Proactively using the Resilience Budget package by the Singapore Government. To

encourage firms to retain employees during this period of uncertainty, the Singaporean

government provided a Resilience Budget package consisting of the Jobs Support Scheme

(JSS) and Foreign Worker Levy (FWL) waiver and rebates amongst others. The JSS is

intended to offset and protect the wages of local employees (Singapore citizens and

Permanent residents) for 10 months. ASEF received the first JSS pay outs during April 2020.

ASEF can look forward to more JSS pay outs during May, July and October 2020. ASEF also

received FWL waiver (March and April 2020) and FWL rebates (April and May 2020)

specifically for 3 of our foreign employees who hold Singapore works passes. The total

amount is around SGD 260,000. We would also express our heart-felt appreciation to the

Singaporean Government in this regard.

7) Strictly implementing the ASEF Fiscal Action Plan by not hiring new staff when there

are resignations. This means more staff cost saving, and a step further near the target of

project to staff cost ratio proposed by the ExCo.

I wish to highlight one factor with regard to ASEF’s finance. ASEF is operating its functions based

on its savings from the previous years. Due to the uncertainty of the contributions which ASEF

actually receives for the year, ASEF begins to spend the estimated contributions from the start

of the year. The saving on ASEF cashflow account is enough for ASEF to sustain for a year, but

if the actual contributions greatly reduce, ASEF will face financial trouble at the beginning of the

next year.

By implementing the above-mentioned measures to its utmost efforts, ASEF sincerely expects

Governors would help ASEF to ensure the contributions from their Governments, which is the

political commitment of ASEM Partners.

3, The 3rd part of my report comes to Human Resources:

1) In response to the situation of the COVID-19 and the DORSCON orange level in

Singapore, ASEF has swiftly developed a Guide on ASEF’s Business Continuity Planning

and put in place ASEF’s Precautionary Measures to ensure the safety and health of our

staff. We are closely monitoring the situation and providing regular updates to our staff.

With the escalating COVID-19 pandemic situation, the Singapore Circuit Breaker was

mandated on non-essential services operating in Singapore. 100% of ASEF staff worked

from home from 7 April 2020.

2) 5 HR policies are currently under Management Council review and discussion.

These are: (1) Anti-Harassment, (2) Conflict of Interest, (3) Equal Employment Opportunity,

(4) Grievance and (5) Whistle Blower. It will be decided later this year by the Management

Team.

3) To kick-start the preparation of 2020 KPI setting, trainings for Directors and staff

were already conducted. The 2020 Department goals were finalised and approved in April

2020. ASEF will focus on learning, contributing, adapting during 2020 as well as sourcing

external funding during these challenging times.

4) There are five staff movements during this period (April to June 2020):

Ms. Kaw Jik Hoon, HR Director left on 22 April 2020

A Project Officer from the Culture Department left on 12 May 2020

A Project Officer from Education Department will leave on 30 June 2020




Effective 21 April 2020:

Mr. Yannick Bineau re-designated as Director for G&E Department

Ms. Grazyna Pulawska appointed as Acting Director of SD&PH Department

Staff strength as on 30 June 2020:

35 salaried staff

3 Secondees

Acting Executive Director, COM Director and G&E Director

4, ASEF has finished the PO/PE Skill Pool Concept Paper and Project Internal Evaluation

Framework. However, we will report the paper and its implementation to the Board in the next

BoG, as this online BoG has limited time.

Thank you for your attention and I look forward to your feedback and instruction to ASEF’s work.

I also look forward to welcoming the new Executive Director and Deputy Executive Director to

ASEF.

Annex 1 ASEF Project Summary 2020

Annex 2 ASEF Events Calendar 2020




Annex 1

ASEF Project Summary 2020

Culture Department

1. ASEF culture 360

Online; 1 January - 31 December 2020

Status: Transformed project

Summary: culture360.ASEF.org is a mobile-friendly website offering the latest news & analysis

on arts, culture & heritage from across ASEM. It reaches over 250,000 online audiences

annually. It is one of 2 fully virtual ASEF projects. culture360 is the only digital cultural

information platform focusing on Asia & Europe. It was set up by ASEF in response to a

recommendation from ASEM Culture Ministers in 2003. culture360 has been acknowledged by

UNESCO & the EU as a good practice for bi-regional cultural co-operation. In the cultural sector,

however, digital projects are the hardest to raise funds for. Hence, innovative fundraising

methods will need to be explored in 2020.

Existing Activities: In 2020, culture360 comprises of 10 key activities. Of these, activities 1 to

5 are ‘business as usual’ activities, namely: 1) Technical maintenance & development of

website; 2) Publication of 400 aggregated content items compiled from across ASEM; 3)

Publication of 20 special commissioned reports (including, on-going series such as Mobility

Funding Guides & Green Guides; new podcast & video interview series); 4) Media partnerships

with unusual arts events; 5) Monthly e-newsletter.

Changes & New Elements: Several new activities have been developed – using the existing

budget or at zero cost - in response to COVID-19 & the need for fundraising, namely: 6) Arts e-

residency via online competition; 7) Special mapping of online cultural content for home viewing

& public support to the arts, both in response to the current COVID-19 pandemic; 8) User survey

on the impact of COVID-19 on the work of cultural professionals & results compiled for the 9th

ASEM Culture Ministers’ Meeting (ASEMCMM9); 9) Enhanced communication & outreach

strategy via social media; 10) Fundraising roadmap. Implementation of some of the new

activities (e.g. 6/Mapping of Online Digital Content & 10/Fundraising Roadmap) have already

commenced.

Original BoG project budget (ASEF share): SGD 125,552

Revised budget (ASEF share): SGD 102,615

2. Mobility First! ASEF Cultural Mobility Initiative

Hybrid project (i.e. several ASEM countries + virtual); 1 January - 31 December 2020


Summary: Mobility First! is ASEF’s cultural mobility initiative, which comprises of a travel grant

for cultural professionals; a resource hub for cultural mobility information; and, knowledge

networks of alumni & mobility funders. Mobility First! is the only travel grant currently available

to artists from all 51 ASEM member countries. Mobility First! has been acknowledged by

UNESCO as a good practice in multilateral cultural co-operation in the ASEM context.

Fundraising for Mobility First! has attracted approx. SGD 100,000 (between 2018 & 2020).

Existing Activities: The 2 travel grant activities will be implemented later in the year, if conditions

permit: namely, 1 travel grant matched funded by partner; and, 1 travel grant fully funded by

the Norwegian Ministry of Foreign Affairs.

Changes & New Elements: Given the current global travel restrictions, Mobility First! will focus

more on its role as resource hub & knowledge network in 2020 through the following activities,

which use the existing budget or are zero cost: 1) Project microsite mobilityfirst.ASEF.org; 2)

Virtual event, Cultural Mobility in a Post-Covid World: a conversation with mobility funders in

Asia and Europe; 3) New: Training webinar for artists, How to Make a Better Grant Application:




A Step-by-step Guide; 4) New: Establishing & managing a Mobility Funders Alliance; 5) Annual

report on Asia-Europe cultural mobility trends; 6) New: Mapping: Making Art in the Time of Covid:

A Compilation of Initiatives by Mobility First! Alumni, in response to the current COVID-19

pandemic; 7) New: Alumni survey to gather policy recommendations for a post-Covid arts sector

& results compiled for the 9th ASEM Culture Ministers’ Meeting (ASEMCMM9); 8) Enhanced

communication & alumni relations strategy via social media.



3. ASEF Support to the ASEM Cultural Festival

Hybrid project (Phnom Penh, Cambodia & Brussels, Belgium tbc; virtual); 13-17 November

2020 tbc


Summary: The ASEM Cultural Festival, an ASEM initiative, is a public arts festival to be held as

an official side event of the 13th ASEM Summit (ASEM13; Cambodia, 2020). ASEF supports the

organisation of the festival, which will present up to 10 arts events (e.g. dance, theatre and

visual arts), especially artistic collaborations involving Asian and European artists. The Festival

is increasingly presenting artistic collaborations between Asia & Europe and is able to attract

new partnerships from ASEM Partners.

Changes & New Elements: In 2020, the ASEM Cultural Festival: Asia & Europe: Cultures Connect

will comprise of 3 key activities, namely: 1) A 5-day festival with 10 on-site or virtual

performances – preparations are being made for a “Plan B” scenario of a partially or fully

virtual festival; 2) A curtain raiser event (on-site or virtual) in Brussels; 3) Festival website

(www.ASEMculturalfestival.com) as a repository of rich audio-visual content from past editions.

Additionally, communication efforts will be significantly improved through the following new

activities: 4) Virtual conversations with participating artists; 5) Alumni survey on Asia-Europe

cultural co-operation and importance of government-led arts projects, given the impact of

COVID-19; 6) Public survey on audience interest in digital arts festivals in Asia & Europe; 7)

Enhanced communications & alumni relations strategy, via social media



Education Department

1. 4th ASEF Young Leaders Summit (ASEFYLS4) on "Sustainable Development in a world post

COVID-19"; Official Youth Event in support of the 13th ASEM Summit

Hybrid project (i.e. virtual + Cambodia & Several ASEM Countries); July 2020 – June 2021


Summary: The ASEFYLS4 invites ca. 120 young people to learn about youth leadership, to

collaborate on community activities and to demonstrate the youth’s role in driving sustainable

development in a post-COVID-19 world. The ASEF Young Leaders Summit is the official youth

side event in conjunction with the ASEM Summits and connects the youth with ASEM Leaders

and the ASEM process.

Changes & New Elements: With an implementation period of about 1 year, the project consists

of several activities. Most of the face-to-face meetings have been transformed to virtual

activities, including the actual youth conference in Cambodia. ASEF will integrate these

elements in the ASEFYLS programme: 1) an ASEM-wide Open Call for Participation, coupled with

an online survey on SD and COVID-19; 2) an e-learning and collaboration platform (ca. 3 months)

for the selected participants of 51 countries + online course of renowned education institution

of leadership, 3) a virtual training for resource persons, 4) 1-day virtual conference for all

participants and open to the public, 5) an ASEM Youth Intervention alongside the ASEM13

(virtual or on-site delivered by 4 youth representatives), and 6) up to 10 concrete

actions/capacity building activities implemented by youth in their local communities (each with

a duration of ca. 6 months).






2. Preparatory & Expert Meeting for the 8th ASEF Regional Conference on Higher Education

(ARC8) on "Vision 2030: Inclusive and diverse Higher Education in Asia and Europe"; Official

Dialogue Partner of the 8th ASEM Education Ministers’ Meeting

Virtual project; July -November 2020


Summary: The ASEF Regional Conference on Higher Education (previously known as ASEF

Rectors Conference & Students’ Forum) is the Official Dialogue Partner and side-event of the

ASEM Education Ministers Meetings. ASEF invites a group of 20 Experts of Higher Education to

develop a Vision 2030 on inclusive and diverse HR to contribute to SOM1 and the ASEMME8

outcomes.

Changes & New Elements: Instead of an on-site consultation & working group meeting, the

Experts Group will now collaborate on a dedicated e-platform set up by ASEF to prepare inputs

for the policy dialogue with the ASEM Education Senior Officials. The ASEMME8 SOM1 is

scheduled to take place between 16-18 November 2020 in Germany and the Experts will join

the event virtual. Following the SOM1, the participants continue their online collaboration,

finetune the Vision 2030 document, and further work on Guidelines for ASEM Universities.

Findings and recommendations will be shared with ASEM university and student organisation

representatives in the framework of the ARC8 conference in 2021. Depending on the ASEMME8

format, ASEF’s participation will be either virtual or on-site.


(for both Expert Group in 2020 and ARC8

Conference in 2021)


(for both Expert Group in 2020 and ARC8

Conference in 2021)

3. ASEF Higher Education Innovation Laboratories (ASEF Innolabs) on “Universities’ Role in

Data Science and Artificial Intelligence Innovation Ecosystems”

Virtual project; 1 November – 15 December 2020


Summary: The ASEFInnolabs are capacity building trainings that connect staff in charge of

innovation initiatives in universities and focus on the transformative role of data science and

artificial intelligence in tertiary education.

Changes & New Elements: Through an ASEM-wide Open Call, ASEF will select ca. 25 participants

to join a virtual training and to explore the role of universities for national & regional innovation

ecosystems. The methodology is based on peer-to-peer learning and exchange of knowledge,

facilitated by experts in design thinking and involving business and policy makers for

discussions. The trainings can be organised online or on-site in conjunction and in synergy with

other major ASEM and/or Asia-Europe events like conferences, exhibitions, conventions to

create synergies. The 2020 will be however a fully virtual edition. A hybrid version is planned

for 2021 (on-site and online for those who wish to join remotely).


(for 4 Innolabs editions)

Revised budget (CTF): SGD 67,448

(for 2 Innolabs editions in 2020 & 2021)




4. ASEF Classroom Network (ASEFClassNet) 2020

Hybrid project (i.e. virtual + Several ASEM Countries); Throughout 2020

Status: New project submission

Summary: The ASEF Classroom Network provides opportunities for collaborative teaching &

learning and is a platform to explore & leverage on the potential of education technology in

secondary, high and vocational schools in ASEM Partner countries.

Specifics: The ASEFClassNet 2020 focuses on virtual school collaborations, research & studies

on the two transversal themes of the ASEM Education Process, namely ‘Sustainable

Development’ and ‘Digitalisation’, as well as the impact of COVID-19 on teaching and learning

in secondary education. The various project activities are open and accessible to all schools

across ASEM countries as they are conducted virtually.

Project budget: SGD 13,692

Governance & Economy Department

1. 20th Informal ASEM Seminar on Human Rights on “Human Rights of Older Persons”

Face-to-face; Venue: Gyeongju, Republic of Korea; January - early March 2021 (tbc)

Status: Postponed; usual set-up

Summary: The Informal ASEM Seminar on Human Rights promotes an open and non-

confrontational debate on current and relevant human rights related issues between

representatives of civil society organisations and officials from ASEM countries.

Specifics: Among many issues related to human rights of older persons, the discussion during

the Seminar will focus on four major sub-topics that require greater efforts and attention from

the international community. The participation in this 3-day Seminar will take place in four

simultaneous working group discussions on the following topics:

• Autonomy and Independence of Older Persons

• Social Protection and Human Rights of Older Persons

• Age Discrimination against Older Persons focusing on Labour Markets

• Empowerment of Older Persons through Education and Training

Original BoG project budget (ASEF share): SGD 115032

Revised budget (ASEF share): SGD 99436

2. 8th ASEF Public Diplomacy Training

Hybrid project; Online course - 3Q 2020 (tbc); face-to-face – Venue: Berlin, Germany; 1Q 2021

(tbc)

Status: Postponed; usual set-up

Summary: ASEFPDT makes concrete and practical contributions to the ASEM Process by

providing capacity-building training for early-/mid-career diplomats, government officials and

civil society actors involved in the ASEM Process. The practical skills-oriented training is also a

networking opportunity to connect Asian and European diplomats. In addition, the project

promotes visibility of ASEF and understanding about the ASEM Process through a dedicated

training module. ASEF takes the lead in the Training and collaborates with the DiploFoundation

of Switzerland, supported by the Federal Department of Foreign Affairs of Switzerland. The

Federal Foreign Office of Germany will host the 8th edition of the Training (face-to-face

component).

Specifics: The Online Course and Face-to-face Training will take a highly participatory and

practical approach which requires full involvement by all participants. Training methods will

include interactive discussions with participants and trainers, quizzes, essay-based

assignments, presentations, videos, online and offline meetings and group exercises to




encourage peer learning. The intensive Online Course will run for 8 weeks while the Face-to-

Face Training will take place for 5 days.


Revised budget (ASEF share): SGD 53,880.50

Sustainable Development & Public Health Department

1. ASEF Public Health Network

1.1 Research on Monitoring and Evaluation for Risk Communication for Public Health

Emergencies

Virtual project; July 2020 – December 2021


Summary: As part of the ASEM Initiative for the Rapid Containment of Pandemic Influenza, ASEF

Public Health Network (ASEF PHN) has been working on Risk Communication for Public Health

Emergencies (PHEs) to build capacity for ASEM Partners’ pandemic preparedness and response

since 2013. In 2020, the world, including Asia and Europe, is experiencing the novel-

coronavirus disease (COVID-19) pandemic, and risk communication is being deployed in a real

public health emergency. To further analyse and understand the various plans used for risk

communication, the Network will conduct a research project with a focus on Monitoring and

Evaluation for Risk Communication during the COVID-19 pandemic.

Specifics: Risk communication is one of the eight core functions which all WHO Member States

must comply with under the International Health Regulations (2005). According to the results

from the Joint External Evaluation (JEE), risk communication is often identified as a weakness

of countries’ preparedness and response capacity against a possible pandemic. With the

current COVID-19 pandemic, stakeholders have called for ASEF PHN to continue to facilitate

and connect Asia and Europe in this field.

1.2 Public Health Session at the ENVforum annual conference 2020

Hybrid Project (Munich, Germany & Virtual); November 2020


Summary: ASEF PHN has continued to expand its work in creating a network and mobilising a

regional response to the risk of pandemics with the focus on antimicrobial resistance (AMR),

which is the emergence and spread of bacterial infections that are resistant to antibiotics. In

2020, ASEF PHN will host a session on SDGs & public health post-pandemic and will use AMR

as the focus area.

Changes & New Elements: The current COVID-19 pandemic has created a need to plan for a

future more resilient to global health threats. Traditionally, the issue of PHEs has stayed within

the public health sector, yet it is crucial to create synergies between health and non-health

sectors. Such an approach will support countries to achieve the SDGs despite future health

emergencies like COVID-19. Among many, we will focus on AMR, which can potentially cause a

global health crisis.


(JTF, inclusive of 2 employees’ HR cost)


(JTF, inclusive of 2 employees’ HR cost)

2. Asia-Europe Environment Forum 2020 (ENVforum 2020) – Several Activities


Summary: The ENVforum aims to contribute to the formulation of sound decisions across all

sectors that are mindful of their environmental, social and economic impacts and the future

generations. In doing so, we foster inter-regional cooperation between Asia and Europe on

sustainable development and its environmental dimensions.




Changes & New Elements: The ENVforum has prepared the digital transformation of its activities,

including utilising tools such as webinars, virtual conferencing apps, and creating more digital

content to ensure the activities get implemented as planned. The ENVforum contribution of SGD

335,929 includes ASEF’s share of SGD 141,938 and partial salary cost of SGD 80,000 (coming

from ASEF: SGD 50,000 & Partners: SGD 30,000)



2.1 "Research on single-use plastic reduction initiatives in ASEM.”

Research resulting in e-publication; Throughout 2020

Status: Usual set-up

Summary: Research on single-use plastic reduction initiatives in ASEM – mapping the drivers

and blockers for a “plastic-free ASEM” resulting in e-publication showcasing over 100 identified

initiatives.

Specifics: The research plan consists of 1) Collating single-use plastic initiatives from ASEM

countries (completed); 2) Disseminating the survey analysing ASEM examples; 3) Conducting

interviews on the sample number of submissions; 4) Reviewing the preliminary results at the

ENVforum conference; 5) Finalising the analysis resulting in the e-publication disseminated to

ASEM stakeholders and beyond.

2.2 "Sustainable Development Transformation Forum (SDTF)”

Incheon, Korea; 27-29 October 2020

Status: Usual set-up

Summary: ENVforum is a knowledge partner for this event. ASEF’s contribution is focused on

showcasing results of our research and capacity building activities and facilitating different

dialogues among participants during plenary sessions.

Specifics: ENVforum (ASEF) covers part of the event-related cost project (e.g. travel of a few

speakers and support for catering). The main organiser – United Nations Office for Sustainable

Development (UNOSD) funds the cost of ASEF staff travelling as Experts to the conference.

2.3 Connecting the dots: Creating an enabling environment for SDG 12 in ASEM – ENVforum

annual conference

Hybrid project (Virtual & On-site - Venue: Munich Germany), 9-10 November 2020

Status: Postponed & Transformed project

Summary: The ENVforum annual conference will focus on circular economy with the particular

focus on 4 issues: 1) Single-Use Plastic; 2) Sustainable Textiles; 3) Sustainable Agriculture & 4)

Public Health Post-COVID19. It will gather policymakers, business representatives and experts

from Asia and Europe relevant to the sustainable development goals (SDGs) implementation.

In doing so, the conference provides a space for multi-stakeholder, regional and international

dialogue and knowledge sharing essential for the success of the 2030 Agenda.

Changes & New Elements: ENVforum will introduce a virtual conference app as well as engage

people in the online preparation process that would allow delivering quality policy briefs as a

result of the event. Each of the briefs will be taken care of by the group of already selected

facilitators that will ensure the continuity of the collaboration. Due to the hybrid nature of the

project, we will issue an open call for online participants to allow the higher representation of

youth in the event.

2.4 ASEAN Capacity Building Series

On-site; Venue - Siem Reap, Cambodia, 3Q 2020 TBC





Summary: The ASEAN Capacity Building Series [previously known as CLMV Capacity Building]

(Cambodia, Lao PDR, Myanmar and Viet Nam) is a project that ENVforum is a Knowledge

Partner of, responsible for designing the programme of the conference and national workshop.

Specifics: ENVforum (ASEF) is a Knowledge Partner that covers a part of the event-related cost

project. The majority of the funding is from HSF that takes over the logistics and hosting

responsibilities from additional HSF budget.

2.5 Capacity-building activities supporting COP26 preparation

Virtual; 3rd & 4th Quarter of 2020


Summary: Capacity-building activities supporting COP26 preparation: research on Nationally

Determined Contributions (NDCs) resulting in the updated guidebook for COP26 and a series of

webinars on issues of the Paris Agreement’s Rulebook, the Article 6 market and non-market

mechanism and transparency reporting. ENVforum will also collate the information from

selected countries on their NDCs and submit their long-term strategies for low-carbon

development.

Changes & New Elements: The UNFCCC has officially postponed the mid-year Intersessional to

4 to 12 October 2020, and COP26 has also been postponed to 2021. Initially planned for

November 2020 COP26 will take place in 2021; therefore the side-events planning for 2021

COP26 will be revised.

Communications Department

1. ASEF Integrated Digital Ecosystem (AIDE)

Internal; 2020 & 2021

Status: New project

Summary: Digitalisation is a top priority for ASEF in 2020, and COVID-19 has accelerated this

need. The overall aim of this project is to develop an ASEF Integrated Digital Ecosystem (AIDE)

across the organisation by 2021, so that its upgraded digital tools, social media platforms and

e-programmes enhance and complement fully the physical projects that will resume once the

pandemic is over.

Specifics: 4 areas of focus for ASEF’s org-wide digital transformation via an integrated digital

ecosystem: 1) Development of essential digital tools, 2) Revamping the ASEF website, 3)

Improving ASEF’s internal operations, 4) Digital-related training for staff.

Budget: SGD 83,000 SGD

The AIDE project is not an additional expenditure requiring additional external funds. ASEF is

aware of its financial limitations and all aspects of AIDE will be funded from “savings” from 2

internal sources: ASEF Communications Department’s budget (Department budget) - SGD

33,000; and, ASEF Programme Departments’ budget - SGD 50,000 (savings incurred from

transformed or cancelled projects).

Please refer to ASEF Integrated Digital Ecosystem (AIDE) paper for further information.

2. ASEM InfoBoard (AIB) – 2020

Online; 1 January – 31 December 2020


Summary: ASEM InfoBoard (www.ASEMInfoBoard.org) is the only official information platform

of the Asia-Europe Meeting (ASEM). The website offers relevant, up-to-date and publicly

accessible information on ASEM meetings, official documents and ASEM related news. Apart

from the website, the ASEM activities are disseminated through ASEM Social Media and the AIB

e-newsletter.




Existing Activities & Changes: The original BoG40 approved budget is adjusted by reallocating

travel-related cost to the communications part to start the preparation for the following year’s

25th ASEM anniversary celebration activities. The management of website, social media and

release of monthly e-newsletters are going on as usual.

Budget: SGD 42,507

3. 10th ASEF Editors’ Roundtable (ASEFERT10) – 2020

Hybrid Project: November 2020


Summary: Following the format established in 2000, the 10th ASEF Editors’ Roundtable

(ASEFERT10) features 26 news editors and senior journalists from Asia and Europe. Under the

topic “Strengthening the cooperation between journalists in combating fake news” ASEFERT10

will be a landmark event celebrating the 10th edition of the series and it will be organised as a

side-event of the 13th ASEM Summit (ASEM13) in November 2020 in Phnom Penh, Cambodia.

Existing Activities & Changes: The project consists on several activity that will have a strong

online component: Activity 1: 10th ASEF Editors’ Roundtable – “Strengthening the cooperation

between journalists in combating fake news”. Activity 2: Public Forum on “How can the media

stay relevant in the age of fake news and citizen journalism?”. Activity 3 Editors’ coverage of

ASEM Summit and interviews with ASEM leaders.

Budget: SGD 81,860




Annex 2

report by the asef acting executive director sun xiangyang

Documents