When Mr Cameron went to Jakarta

What the outcome of Cameron's Indonesian tour means for relationships between London and Jakarta

Earlier this month, many of us were among the Indonesian business community which welcomed British Prime Minister David Cameron to Jakarta, where he expressed his clear desire for closer trading links between our countries.

This week, Indonesia’s trade minister, Gita Wirjawan, will arrive in Europe to press the case for more trade with all member states of the European Union. As part of Indonesia’s forestry business sector, with over $9bn in exports annually, we wholeheartedly support the initiatives from both Cameron and Wirjawan.

For European companies, Indonesia represents a substantial and growing opportunity at a time of deep economic crisis. Indonesia is the largest economy in South East Asia, with a GDP in excess of $1trn. Annual GDP growth reached 6.5 per cent at the end of 2011. We have a thriving consumer economy which offers great prospects for everyone from smart phone makers to automotive brands and plane manufacturers. During Cameron’s trip to Jakarta, Garuda Indonesia, Indonesia’s national airline, announced an order of 11 new planes from Airbus, bringing much needed work for the UK aviation industry.

For Indonesia, Europe continues to be a significant market for our exporters. In Indonesia’s forestry sector, Europe accounts for 15 per cent of Indonesia’s timber product exports, a figure we would like to grow in the years ahead.

In order to achieve that, we understand European businesses and consumers need cast-iron assurances that their wood products do not come at the expense of the environment. Indonesia contains many of the world’s most precious natural resources and biodiversity. Indonesia’s rainforests are home to some of most endangered species on the planet, such as the Sumatran Tiger, and are critical in the fight against climate change.

Indonesia, including the forestry sector, has recognised that deforestation is no longer an acceptable option for our country, our partners, and the environment. That’s why Indonesia’s President, Susilo Bambang Yudhoyono, made a strong commitment last year to protecting Indonesia’s rainforests and reducing the country’s greenhouse gas emissions by 26 per cent over the rest of this decade.

In the forestry sector, we have seen the very positive and practical results of these commitments, with the introduction of a new certification system for Indonesia’s timber sector, called "SVLK".

SVLK, which comes into force next year, will provide the assurance to European and other customers that Indonesia’s wood products are produced in a legal and sustainable manner. Two months ago, all the major trade associations representing the forestry sector in Indonesia, gathered in Jakarta to work out the practical steps required to achieve world-class timber production and trade standards through SVLK. We are now very firmly on that path, which will ultimately cover every part of the wood product sector in Indonesia. It is a huge undertaking – but a vital one.

The timing of SVLK is very important for our European stakeholders. When the EU Timber Regulation comes into force in March 2013 it will require all European importers of timber to have done a high level of due diligence on the wood products they buy. By providing a simple and clear standard, SVLK licensing will make this much easier and provide a very high level of reassurance for those sourcing timber products in Indonesia.

We urge the European Commission, European Member States and the Indonesian government to promote awareness of the SVLK in Europe and what it will mean for those who wish to trade in wood products with Indonesia. With these world-class standards in place, Indonesia’s forestry sector will be able to participate in the growing trade opportunities between our country and the EU – without sacrificing precious environmental values.

Finally, we would also like to call for constructive engagement with European NGOs who have taken such a strong interest in the protection of Indonesia’s natural resources over the years. The new SVLK system is something they should support and welcome. Indonesia’s forestry sector wants to work with them to help make it a success.

We hope that the initiatives by Cameron and Wirjawan mark the beginning of a new era of trade between Indonesia and EU nations. There are huge gains to be made by both sides if our economic ties can become stronger.

Illegally logged trees are floated downstream in Indonesia. Photograph: Getty Images

Purwadi Soeprihanto is the executive director of the Association of Indonesian Forest Concessionaires.

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Arsène Wenger: how can an intelligent manager preside over such a hollowed-out team?

The Arsenal manager faces a frustrating legacy.

Sport is obviously not all about winning, but it is about justified hope. That ­distinction has provided, until recently, a serious defence of Arsène Wenger’s Act II – the losing part. Arsenal haven’t won anything big for 13 years. But they have been close enough (and this is a personal view) to sustain the experience of investing emotionally in the story. Hope turning to disappointment is fine. It’s when the hope goes, that’s the problem.

Defeat takes many forms. In both 2010 and 2011, Arsenal lost over two legs to Barcelona in the Champions League. Yet these were rich and rewarding sporting experiences. In the two London fixtures of those ties, Arsenal drew 2-2 and won 2-1 against the most dazzling team in the world. Those nights reinvigorated my pride in sport. The Emirates Stadium had the best show in town. Defeat, when it arrived in Barcelona, was softened by gratitude. We’d been entertained, more than entertained.

Arsenal’s 5-1 surrender to Bayern Munich on 15 February was very different. In this capitulation by instalments, the fascination was macabre rather than dramatic. Having long given up on discerning signs of life, we began the post-mortem mid-match. As we pored over the entrails, the curiosity lay in the extent of the malady that had brought down the body. The same question, over and over: how could such an intelligent, deep-thinking manager preside over a hollowed-out team? How could failings so obvious to outsiders, the absence of steel and resilience, evade the judgement of the boss?

There is a saying in rugby union that forwards (the hard men) determine who wins, and the backs (the glamour boys) decide by how much. Here is a footballing equivalent: midfielders define matches, attacking players adorn them and defenders get the blame. Yet Arsenal’s players as good as vacated the midfield. It is hard to judge how well Bayern’s playmakers performed because they were operating in a vacuum; it looked like a morale-boosting training-ground drill, free from the annoying presence of opponents.

I have always been suspicious of the ­default English critique which posits that mentally fragile teams can be turned around by licensed on-field violence – a good kicking, basically. Sporting “character” takes many forms; physical assertiveness is only one dimension.

Still, it remains baffling, Wenger’s blind spot. He indulges artistry, especially the mercurial Mesut Özil, beyond the point where it serves the player. Yet he won’t protect the magicians by surrounding them with effective but down-to-earth talents. It has become a diet of collapsing soufflés.

What held back Wenger from buying the linchpin midfielder he has lacked for many years? Money is only part of the explanation. All added up, Arsenal do spend: their collective wage bill is the fourth-highest in the League. But Wenger has always been reluctant to lavish cash on a single star player, let alone a steely one. Rather two nice players than one great one.

The power of habit has become debilitating. Like a wealthy but conservative shopper who keeps going back to the same clothes shop, Wenger habituates the same strata of the transfer market. When he can’t get what he needs, he’s happy to come back home with something he’s already got, ­usually an elegant midfielder, tidy passer, gets bounced in big games, prone to going missing. Another button-down blue shirt for a drawer that is well stuffed.

It is almost universally accepted that, as a business, Arsenal are England’s leading club. Where their rivals rely on bailouts from oligarchs or highly leveraged debt, Arsenal took tough choices early and now appear financially secure – helped by their manager’s ability to engineer qualification for the Champions League every season while avoiding excessive transfer costs. Does that count for anything?

After the financial crisis, I had a revealing conversation with the owner of a private bank that had sailed through the turmoil. Being cautious and Swiss, he explained, he had always kept more capital reserves than the norm. As a result, the bank had made less money in boom years. “If I’d been a normal chief executive, I’d have been fired by the board,” he said. Instead, when the economic winds turned, he was much better placed than more bullish rivals. As a competitive strategy, his winning hand was only laid bare by the arrival of harder times.

In football, however, the crash never came. We all wrote that football’s insane spending couldn’t go on but the pace has only quickened. Even the Premier League’s bosses confessed to being surprised by the last extravagant round of television deals – the cash that eventually flows into the hands of managers and then the pockets of players and their agents.

By refusing to splash out on the players he needed, whatever the cost, Wenger was hedged for a downturn that never arrived.

What an irony it would be if football’s bust comes after he has departed. Imagine the scenario. The oligarchs move on, finding fresh ways of achieving fame, respectability and the protection achieved by entering the English establishment. The clubs loaded with debt are forced to cut their spending. Arsenal, benefiting from their solid business model, sail into an outright lead, mopping up star talent and trophies all round.

It’s often said that Wenger – early to invest in data analytics and worldwide scouts; a pioneer of player fitness and lifestyle – was overtaken by imitators. There is a second dimension to the question of time and circumstance. He helped to create and build Arsenal’s off-field robustness, even though football’s crazy economics haven’t yet proved its underlying value.

If the wind turns, Arsène Wenger may face a frustrating legacy: yesterday’s man and yet twice ahead of his time. 

Ed Smith is a journalist and author, most recently of Luck. He is a former professional cricketer and played for both Middlesex and England.

This article first appeared in the 24 February 2017 issue of the New Statesman, The world after Brexit