What does the 50th Year of ASEAN-Japan Friendship and Cooperation: Golden Partnership,
Golden Opportunities mean to you?
When I see the term "golden opportunities," the first thing that catches my eye is the keyword "golden,"
which means value. As a young engineering professional from Myanmar, I believe Japan plays a critical
role in industrial transformation during Myanmar's democratic era. During my employment with Barons
Industrial Technology, I had the opportunity to communicate with Kubota, Penta-Ocean, Hitachi, Suzuki,
and Mitsubishi, which are integral parts of transforming the Thilawa Industrial Zone. As a young
engineer, while working as an external contracting service provider, I witnessed the quality, cleanliness,
and orderliness of Japanese industries, which I can learn from and appreciate the Japanese commitment
to keeping their promises.
The cooperation between JICA and Myanmar has provided opportunities for jobs and capacity building.
Meanwhile, I can also see that Japan is aiding Myanmar through the Asian Development Bank's rural
development and poverty reduction initiatives in Myanmar. JICA also raised 1.5 billion dollars to
improve Myanmar's basic and secondary high schools. I believe education should be available to those
who are willing to learn, resilient and persistent, and those who have a vision for their lives despite their
challenging circumstances. I have heard of the Japanese term "Gabare," or "Ganbatte," which I find
inspiring.
Meanwhile, I believe that Japan can enjoy Myanmar's skilled young workforce and blue collars. I also
think that Myanmar could play a strategic role in the Greater Mekong connectivity program (one of the
most biodiverse regions), where Japan can raise awareness among Myanmar people to promote SDG 13
(climate action), SDG 14 (life below water), and SDG 15 (life on land).
2. What do you think are the key challenges that Generation Z Leaders in ASEAN and
Japan currently face in terms of community development and addressing social
issues?
Overpopulation- The world's population is projected to grow from 7.8 billion to nearly 9 billion,
and Myanmar is sandwiched between three highly populous countries: India, Bangladesh, and
China. This presents both opportunities and challenges. On the one hand, rising demand in these
markets could boost Myanmar's economy. On the other hand, for example, Myanmar’s low
literacy rate, child labor, and unfair labor practices towards the large population could hinder its
ability to capitalize on these opportunities and could even lead to social unrest. Additionally, the
mass migration of bigger number of people to another country in search of better opportunities
could create tensions due to competing resources.
Fourth Industrial revolution against fixed set of traditions- Although administration and
governance are essential for successful innovation, Myanmar's innovation potential is hindered
by the fixed mindsets of its leaders and outdated bureaucratic procedures that impede mobility
and digital innovation.
Geopolitical conflicts- Geopolitical conflicts arisen from different countries have caused greater
divide among nations, impeding trade, causing stress on global currency and technical
competition. Some countries are left out by the global supply chain twined by energy and food
crisis. Geopolitical conflicts also affect our job opportunities, securing venture capitals critical for
innovation, grants and regional inclusion when pushing for sustainable agenda.
3 In your opinion, what specific skills and knowledge do ASEAN Generation Z Leaders
need to effectively address social challenges in their communities?
Global Perspective/Outlook: As leaders, we must have a global perspective to reduce inequality
and lead at the forefront. This means constantly learning with curiosity about the competing
forces shaping our world. We must look beyond ASEAN. For example, we should learn from Japan,
Israel, South Korea, and the MENA region for inspiration.
Resilience and Adaptability: The world is changing more rapidly than ever before, driven by the
Fourth Industrial Revolution, extreme inequality between developed and developing countries,
geopolitical realignments, the COVID-19 pandemic, digitalization, food and financial scarcity,
overpopulation, and climate-related disasters. In this rapidly changing world, we can either try to
change the external environment or change our internal selves. To change internally is to become
resilient and adaptable, so that we can bounce back from challenges and thrive in the face of
change
Digital skills: Digital skills such as the ability to use, manipulate, and visualize data; program to
simulate and plan; and automate to increase efficiency and productivity when human
intervention is not required are essential for good governance. For example, digital literacy allows
us to make informed decisions about how to engage high school students with digital tools while
safeguarding them from harm.
Communication/people skills: While the Fourth Industrial Revolution and AI automation have
eliminated many jobs, human interaction, the feeling of being cared for by another human, and
social needs still apply in the modern context. For example, students still need personal
interactions with teachers, even though Chat-GPT can provide them with answers. Patients still
need nurses who understand them, and hotels still need receptionists who can make customers
happy when they enter the door.
