Uzbek man charged in new york attack said he felt good about what he did vnexpress international

Dat Bike’s flagship electric motorbike, Weaver. Photo by VnExpress/Ny Bui.

U.S. venture capital firms Wavemaker Partners, Hustle Fund and iSeed Ventures are the others.

The startup plans to establish a supply chain in Southeast Asia in the next two to three years.

Amit Anand, founding partner of Jungle Ventures, said: “We believe that Dat Bike will lead the mobility sector and create a new benchmark not just in the region but potentially globally for what the next generation of two-wheeler electric vehicles will look and perform like.”

It is Jungle Ventures’ first investment in the mobility sector, he said, explaining his firm decided to invest since it was impressed that the startup, with an initial funding of less than $1 million, had managed to produce its own electric motorbikes within two years.

Talking to VnExpress , Dat Bike founder Nguyen Ba Canh Son said the money would help expand production capacity and fund R&D.

Son founded Dat Bike in December 2018 after quitting his job in the U.S.’s Silicon Valley.

Its flagship and first electric motorbike, Weaver, is powered with a 5,000W motor and has a top speed of 80 kilometers per hour. Its battery can be fully charged within three hours.

It costs VND39.9 million ($1,734).

Its plant in the southern province of Binh Duong has a capacity of 1,000 motorbikes a month.

It opened its first store in HCMC last December, and Son said sales have been growing at 35 percent a month since then.

Dat Bike sources all its components domestically. Son said the benefits of this, instead of sourcing from China and other countries, include streamlined logistics and a more efficient supply chain.

Most of its customers in the country are in technology, pharmaceuticals and manufacturing, while financial organizations are among the new ones, Elizabeth Laws Fuller, WeWork’s head of growth in Southeast Asia, told VnExpress .

It entered Vietnam in 2018 and now has two locations in Ho Chi Minh City out of its 30 in Southeast Asia.

Vietnam is seeing rising demand for coworking space.

A recent survey by WeWork and market research firm International Data Corporation found that 80 percent of companies plan to use coworking space in the next three years.

Another reason for the improving figures in Vietnam is its success in containing the Covid-19 pandemic and sustaining economic growth, Fuller said.

Many global corporations have been investing or expanding in Vietnam in recent years, and they have demand for flexible workspace, she said.

The pandemic has changed companies’ perception of coworking space, and in the long term customers would not be only small and medium-sized players but also large companies, she added.

An artist’s impression of Samsung Electronics’ research and development center in Tay Ho District, Hanoi. Photo courtesy of Samsung.

The former is expected to be completed in 2022 and employ 3,000 engineers.

The South Korean giant also has other R&D centers in Vietnam to research into mobile devices, household electrical appliances, artificial intelligence, and data analysis.

The Qualcomm R&D center opened in June last year in Hanoi with four laboratories for developing wireless technologies (4G, 5G) and camera technologies and boosting the performance of mobile device batteries. It has around 50 engineers, all of them Vietnamese.

The Samsung facility will develop smartphones for the Southeast Asian market and software for Australia, New Zealand and Europe, and serve as a 5G network testing hub.

Others have also chosen Vietnam to set up R&D centers, including ride-hailing company Grab (in HCMC), South Korean tech giant LG Electronics (Hanoi and Da Nang) and Japan’s Toshiba and Panasonic (Hanoi).

Samsung also has 11 labs in Vietnamese universities to conduct collaborative education programs and enable students to take part in research into mobile phone technologies.

Many students have gone on to become researchers at the company.

Vu Thanh Thang, vice chairman of cybersecurity firm BKAV, said the trend of tech giants setting up R&D centers in Vietnam shows the country “has the ability to take part in high value-added activities in the global value chain.”

Vietnam is now in a golden demographic period with 45 percent of its population being under 30 years of age, which is attractive to global companies, he said.

But this trend is causing difficulties to local tech companies since they have to compete with global giants to attract talent, he pointed out.

He suggested that instead they should proactively train their own R&D engineers.

To better understand this concept, VietNamNet talks with Dr. Nguyen Van Dang, an expert on public Administration and policy from the Ho Chi Minh National Academy of Politics.

Dr. Nguyen Van Dang. Photo: Pham Hai

The media is familiar with the concepts of corporate governance, urban governance, global governance. Is this the first time the documents of the Party Congress have used the “national governance” concept?

It is true that this is probably the first time the Party documents have mentioned the concept of “governance”. More specifically, in the Political Report of the 12th Party Central Committee presented at the 13th Party Congress, in the section “The key tasks and strategic breakthroughs of the 13th term”, the Party advocated: “Changing national governance in the direction of modernity and efficiency”.

This concept is also used with the same connotations in the “Lessons from experience” section of the 2016-2020 socio-economic report; Resolution of the 13th Party Congress; Socio-economic development strategy for the period 2021-2030. Thus, the concept of “national governance” has been used four times in the documents.

When did the concept of “governance” appear and what does it mean?

The concept of “governance” originated in the ancient Greek as “kubernan”, meaning control/guide. Later, Plato used the word with the connotation of “designing a ruling system”. In the Middle Ages the word “gubernare” appeared in Latin, which also implied to guide/control or rule through law. Until the 1970s, “governance” was still commonly used in the same meaning as “government”.

In the early 1980s, the concept of “governance” became more common and used with a broader meaning.

Government not only refers to the activities of the state, but also extends to non-state subjects. This diverse network of actors gradually reduces the notion of boundaries between units in government, between public – private sector, or domestic – international.

So far, there still exist different interpretations of the concept of “governance” among the sciences. In terms of solving common problems of the community, “governance” or “public governance” is generally understood as the establishment, application, and enforcement of “rules of the game”.

More specifically, it is a set of principles for collective decision-making in multidisciplinary contexts, and there is no formal system of control between them that governs the terms of the relationship between the subjects participating in the governance system.

The difference between “state management” and “national governance ”

What are the key features of national governance?

The first is the multi-subject feature. The governance system will include not only the government, laws, principles and administrative regulations and state agencies, but also private subjects and non-profit organizations, as well as the more active role of every citizen.

Therefore, the public interest is no longer the only basis for governance decisions. In the framework of a multi-subject relationship, the interests of different subjects must be respected. Consequently, policies or management decisions tend to be dominated by diverse interests, not just public interests.

Second, reduce the gap and narrow the public-private boundary. The governance system integrates administrative systems with market and non-profit mechanisms, thereby narrowing and blurring the boundaries between the state and society.

Third, the cooperation between partners will gradually replace the imposed relationship in order as in the traditional government model. Due to the participation of diverse subjects in governance relationships, the form of those relationships will gradually change to a horizontal relationship, which is more collaborative, cooperative, and equal.

Fourth, governance is interconnected – governance models and paradigms that include institutions and people at all levels of government as well as different policy areas, and are not limited by the local territory border.

So, what is the most fundamental difference between “state management” and “governance”?

Management, whether at the organizational, local or national level, always has a subject that controls relationships and decision-making (government, board of directors, administrators…). However, when it comes to governance, such a central subject does not exist.

The 13th National Party Congress. Photo: Pham Hai

Therefore, the most fundamental difference among management systems is that there will not be a single subject that can fully control the collective decision-making process in multi-subject governance relationships.

Good sign

How will the role of the government be in the national governance system?

Governance systems require the government to gradually adapt to its role of coordinating the differences in expectations and interests of subjects of governance. It also means that the government cannot easily impose its will on related parties as in a traditional governance model.

How do you evaluate the emergence of the concept of “national governance” in the documents of the 13th Party Congress?

First of all, I think it is a good sign because it shows the change in the Party’s perception. However, the limited use of this concept also proves a certain caution of the Party towards this new concept.

In your opinion, why is there such caution?

In my opinion, “governance” is a concept of Western origin so it reflects tradition and reality in Western societies. This concept, thus, will still be very strange to many Vietnamese people.

In addition, the tradition and reality of the political – administrative system in Vietnam and many East Asian countries in general are also very different from the West. Therefore, we cannot rush to use arbitrarily foreign concepts.

Building a national governance model

What is your opinion about the future of “governance thinking” in Vietnam?

We live in a rapidly changing and interdependent world. Therefore, since the late 1990s, management thinking has been an increasingly popular trend in the world.

At home, reforming the political – administrative system towards respecting and promoting the people’s mastery has been a consistent policy of the Party in many recent congresses.

The reality also shows the limitations of the state’s ability and resources in solving community problems. Therefore, we are witnessing the increasingly active participation of businesses, social organizations and individual citizens, working side by side with the government to solve collective problems.

What are the challenges in the process of building “national governance” in Vietnam?

“Governance” is an exotic concept so the first challenge is that we must define this concept associated with the actual context in Vietnam today. This has not been shown in the documents of the 13th Party Congress.

On that foundation, the next step is to build a national governance theory and model, which can catch the world’s movement trends and reconcile with the traditional and current characteristics of Vietnam.

I think that this is a theoretical challenge that the Party should be concerned about in coming years.

Hien Anh

Ministry petitions for unchanging tuition fee to share financial burden with students

According to the Department of Planning and Finance of the Ministry of Education and Training, the Decree No. 86/2015 on the collection and management of tuition fees for educational institutions and the policy of tuition fee exemption has clearly specified the framework and ceiling tuition fees for public higher education institutions.

By Phan Thao – Translated by Anh Quan

Fresh CEO rush shakes up Vietnam’s banking arena, photo Le Toan

In February, Shinhan Bank Vietnam named Lee Taekyung, former CEO of Shinhan Bank Cambodia, as new CEO of the local franchise. With 29 years of experience under his belt, Taekyung has been in charge of various positions of strategy, planning, risk management, and marketing, among others.

He previously took the helm as head of the Global Business Division of Shinhan Bank Korea and gained working experience at Shinhan Bank America and Shinhan Bank Cambodia. In the latter, Taekyung doubled the size of the bank, including assets, profits, the number of branches, and employees in just two years.

“In the ever-evolving financial landscape, customers’ needs will change quickly. We must be a bank that keeps pace with customer changes with customer-oriented value as the top priority,” he noted. “Vietnam is the most important country globally for Shinhan Financial Group, and we sincerely appreciate all of the customers. Shinhan Bank Vietnam will continue to expand corporate social responsibility activities in Vietnam and contribute more to society.”

Standard Chartered Vietnam also appointed a new CEO in February. Michele Wee, a seasoned banker with over 25 years of industry experience, joined Standard Chartered in 2011 as global head of E-commerce Sales to build a business distribution channel for the bank’s Financial Markets (FM) clients.

Prior to her appointment as CEO in this country, she was the head of FM for Singapore, Australia, and Brunei, in which she was responsible for the development and execution of these markets’ FM strategy.

“Vietnam is an important market for our global network with significant opportunities to develop our businesses with universal banking capabilities. My key focus will be on providing valuable support and benefits to our clients, regulators, and the communities, building on our unrivalled local knowledge and international expertise,” Wee said.

She takes over the reins from Nirukt Sapru who was appointed as CEO for Vietnam, Laos, and Cambodia in 2013, and in 2015 took on the expanded role as the regional CEO for ASEAN and South Asia cluster markets including Australia, Brunei, Nepal, the Philippines, and Sri Lanka.

Last year, the Vietnamese subsidiary of Deutsche Bank appointed Huynh Buu Quang, former CEO of Maritime Bank (MSB), as its acting CEO. Quang had served as the CEO of locally-invested bank MSB for four years. He has 25 years of experience in the banking and financial sector and had previously held senior positions at HSBC.

Deutsche Bank’s Asia-Pacific CEO Alexander von zur Muehlen said, “With Vietnam a key growth market for our bank in ASEAN, we are delighted to have an individual of Quang’s calibre and experience leading the next phase in the expansion of the local franchise.”

In the region, Deutsche Bank AG has a long track record in providing corporate finance and advisory solutions to Vietnamese corporates, leading a number of notable capital market transactions. The bank’s expertise in loans and structured finance is also well known. Since 2017, Deutsche Bank has raised more than $1 billion in debt, loan and equity capital annually for Vietnamese corporates. The German lender confirmed its commitment in Vietnam to support higher trade flows from Europe, which are expected to increase following the recently ratified EU-Vietnam Free Trade Agreement.

Specifically, major Thai bank Kasikornbank received approval from the State Bank of Vietnam to open its Ho Chi Minh City branch in February. Kasikornbank aims to serve Thai business customers and clients of all shapes and sizes who have invested in Vietnam, as well as local retail customers. It targets lending of 10 billion baht ($318 million) in its first year of operation while also investing in startups with the aim of scouting advanced digital technologies for increased business opportunities.

“Kasikornbank has used the knowledge gained from services offered at its two representative offices in Hanoi and Ho Chi Minh City in order to upgrade the representative office in Ho Chi Minh City to a bank branch. It will focus on offering services to Thai, Chinese, Japanese, and South Korean companies wishing to expand their businesses in Vietnam for international trade and investment, as well as local entrepreneurs, especially those conducting business with Thai corporate customers of Kasikornbank,” the bank stated.

Elsewhere, Mizuho Financial Group, one of Japan’s largest financial groups, appointed managing executive officer of its banking unit Masahiko Katoas the new CEO of the bank in February.

By Celine Luu