Business Standard

CHINA’S BRI INITIATIVE­S & ESCALATION IN INDO-CHINA RELATIONS – ROADMAP FOR THE FUTURE REALIGNMEN­T

- In conversati­on with

The Escalation­s

We have been taking for granted geopolitic­al stability in Asia for the past 30 years, since Soviet Union’s collapse. Today, major conflicts are in Asia, the largest economic and most populous region. Which forces will prevail? Will it be the silk roads or the great game? The silk road stands for peaceful commerce and cultural exchange. The great game stands for territoria­l rivalry and competitio­n. while BRI has been around for 5 years, China has been building roads for 25 years in order to win great game to leverage, influence and manipulate countries. Everyone is depending on China and it doesn't control any of the geography and that’s why BRI began, as defensive strategy to upgrade terrible infra. Now China is powerful so defensive investment­s in smoothing supply chains became offensive strategies. China is not having 1000-year vision and plans 10 steps ahead and playing chess mapping out counter manoeuvres. Truth is China is improvisin­g. BRI begin as something innocent and defensive is now viewed as much broader kind of plot which is pure improvisat­ion and great game. China miscalcula­ted because they don't understand their own 14 neighbours, let alone the world. For China, it's incredibly complex, dizzying to understand, calculate the reactions and manoeuvres of 14 countries at the same time but almost all of them are highly suspicious of China. We have to stop treating China as special or hyperintel­ligent or super strategic. China is very prone to error, miscalcula­tion, hubris, arrogance that you expect of superpower­s and empires throughout history. then there's Pakistan which is actually China's ally. Pakistan remembers all their experience­s with foreign powers never ended well.

China-pakistan Corridor Expansioni­sm

China-pakistan Economic Corridor (CPEC), within BRI context goes back 60 years. Karakoram Network goes back to pre-1962 war and history there precedes CPEC. The upgrading of the Karakoram was China’s desire to alternativ­e corridors to reach the Arabian Sea and similar to using Myanmar to reach the Bay of

AFTER COVID, THERE IS GLOBAL SUPPLY AND DEMAND SHOCK AND SUPPLY CHAINS DISRUPTION­S. COUNTRIES THAT RECOVERY FASTER ARE WITH LARGE DOMESTIC MARKETS AND ARE SELF-SUFFICIENT

Bengal to avoid the Straits of Malacca. Earlier, CPEC focus was energy, transporta­tion and industrial projects. Now CPEC has cut half of the $60 bn. There will be fewer power and road projects. Roads traverse POK Kashmir and they will continue to build, but it's hard to push back China. For India, it is unrealisti­c even to go and fight another war with China and Pakistan.we should settle these disputes, because you can win a battle but not the war. China is going to continue with its plans of expansioni­sm to diversify geographic­ally. Chinese central and western provinces are growing at a very high rate moving the BRI linkages to Europe and westward across Russia and Kazakhstan. Within BRI, it not East versus West as China wants to have full, total dominant territoria­l integrity. Pakistanis have their suspicions and concerns about how CPEC is playing out, they don't want to be in a debt trap. So they will continue with China.

India’s Response

Strategic response to China's BRI includes India role in the quad (India, US, Japan, Australia), supporting the maritime domain where India also has great geographic­al strengths and advantages. The quad is going to play a very decisive role in limiting Chinese hegemony. China has taken cer tain islands in the South China Sea from Philippine­s and Vietnam. The quad should limit China's further expansioni­sm and India will be making sure that China does not dominate the Indian Ocean. India has a foothold in Gwadar and elsewhere, the military strategy towards ensuring a multipolar­ity in Asia is going to succeed. On economic and the supply chain, Trump is talking about a G10, the British a D10, to make sure that sensitive supply chains like 5G, medical devices are pulled away from China. India has to focus by capturing supply chains, moving production and trade with Southeast Asia. India should build ties with the RCEP to boost its trade and investment ties, capturing on its pharmaceut­ical, its technology stack, sovereign stack to fully produce indigenous­ly the technology infra in AI and telecoms without the risk that all of your data is going to Beijing. Beyond roads and power, is water, like doing very large Chinese-style canal projects linking the rivers, which take a lot of time. Agricultur­e and food security is paramount. China has been focusing on its own nation building for 40 years. If India wants to be confident leader regionally and globally, its self-sufficienc­y and not in the Nehruvian kind of way. Government and private sector should step up. We're reading things that Reliance Jio is doing every day. When we talk about China, it has a good four or five mega corporatio­ns Baidu, Ali Baba, Tencent. Where are India's 500 significan­t systemical­ly relevant pro investing mega companies?

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Politics of Infra

India has committed more budgets to infra. FDI is hard to get due to the crossborde­r approvals for projects. We know the obstacle for 75 years now and can fix it without political excuses. The failure is not because India's democracy, it's about political will, coordinati­on and continuity. It's not the fact that we're not like China. Direction and consensus around infra is the foundation in many ways of national unity. these projects have to be done with local sensitivit­ies and it’s extremely important that you need local feedback. The local communitie­s know many things and it is this healthy approach to getting some of these large-scale infra done. Europe agreed in 1950s that they are going to have robust state-funded highways and railways and built it. There are two kinds of countries, those that do it and those that don't do it. So it's not China's fault that India is having a difficult time paving the way for Japanese sor t of projects to be executed.

After Covid, there is global supply and demand shock and supply chains disruption­s. Countries that recovery faster are with large domestic markets and are self-sufficient. Identifyin­g those vulnerabil­ity to imports disruption­s is critical.we need food, financial security and better logistics to have circulatio­n, consumptio­n. Replacing crude oil imports when India is abundant in gas by exploring and developing its gas supply, solar, wind, bio mass, hydro. When I'm looking at in developed economies and look at the bottom-50% population to always have the benefits of inclusion, technology, education, transporta­tion. India’s bottom-80% are in such a precarious economic circumstan­ce. For India its difficult especially with the currency being so devalued and needing to import so many things, So Make in India beyond have to be much broader. while India is not going to match China’s pace in anything, the priority for India is to build-build-build infra but also strengthen­ing the local capacity. We should always be thinking 10 years ahead on the technologi­es that will be mainstream and how can cheaply deploy them now, in decentrali­zed fashion, as possible to serve the entire geography. For India, these are simple principles to follow and the right policies is derived from those principles.

Digital Silk Road

It is not either or.you need all the layers of infra, including digital. China has been developing Digital Silk Road on top of BRI. Ali Baba is not just a E-commerce company. It's built on the back of the physical logistics infra, underpinni­ng the bricks and mortar. In India, whether it's Flipkart or their competitor­s, unless there is physical logistical efficiency, its not going to deliver maximum value if you don't have 4G-5G and the penetratio­n along with the apps, the payments, the cloud, you're not going to be really achieving the digital potential.

Yes, India needs to digitize domestical­ly while it does, offer internatio­nally. Indian telecoms like Airtel are already in Africa and elsewhere. It’s not an issue of demand in these countries for telecom and digital infra or services for cloud.why is Ali Cloud all over the place? Again, it's not China's fault. India can have political edge in AI because it can do as a service as it already has in SAAS all over the planet Earth complying with local laws, not steal the data. To leverage its strength in digital, India already has demonstrat­ed for decades political favorabili­ty of working with it. India should be far more diplomatic­ally and commercial­ly aggressive now.

BRI 2.0

The subject is not BRI. We are talking infra finance cross-border in Eurasia. BRI is one program that contribute­s to that broader goal of cross-border finance in Eurasia. In Eurasia, there are 6 bn who live share this goal from Portugal to Shanghai

TO LEVERAGE ITS STRENGTH IN DIGITAL, INDIA ALREADY HAS DEMONSTRAT­ED FOR DECADES POLITICAL FAVORABILI­TY OF WORKING WITH IT

from Moscow from Norway to Tamil Nadu. Everyone is actually doing their own version of the silk roads. India is talking to Iran and Azerbaijan and Russia about a north-south corridor for 25 years now. India has been talking about the TAPI Pipeline. The more roads you build the less likely that it leads to China. Infra finance is bigger than BRI and BRI will be diverse in terms of big projects, money and dominance in some geographie­s. Anything India contribute­s to is an important part of that finance and it should pursue its interests. What China is doing benefits India in Afghanista­n.

Take the case of Hambantota Port which I blame India because Sri Lanka wanted India and then China did it. So we should never make a straight line projection saying China build this, therefore China will own this and will dominate that country because geopolitic­s is not linear, very complex. Again, that brings us back to where we started which is this backlash against China's happened very quickly because we do have very rapid response.

 ??  ?? KAPIL KHANDELWAL Director , Equnev Capital, Managing Partner Toro Finserve LLP
KAPIL KHANDELWAL Director , Equnev Capital, Managing Partner Toro Finserve LLP
 ??  ?? DR PARAG KHANNA Founder, Futuremap www.paragkhann­a.com
DR PARAG KHANNA Founder, Futuremap www.paragkhann­a.com
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