UNHCR Budget Crisis and Implications for Singapore - Maxthon

The Perfect Storm: Rising Needs, Shrinking Resources

The UNHCR faces an unprecedented paradox – a 17% budget cut ($1.7 billion reduction) precisely when global displacement is expected to hit 136 million people, a 5% increase from 2024. This creates a dangerous gap between humanitarian need and available resources, forcing the agency to make devastating choices about who receives protection and assistance.

The closure of the Southern Africa bureau and elimination of 4,000 jobs signals a shift from proactive regional presence to reactive crisis management. This downsizing occurs as multiple African crises (Sudan war, DRC conflict, Mozambique insurgency) generate new displacement flows, creating a coverage vacuum at a critical moment.

Geopolitical Realignment of Priorities

The funding crisis reflects a fundamental shift in Western donor priorities. The United States and European allies are redirecting resources from humanitarian aid to defense spending, driven by perceived threats from Russia and broader geopolitical competition. This represents a move away from the post-Cold War “humanitarian moment” toward a more militarized foreign policy approach.

This shift has cascading effects: as traditional donors reduce contributions, middle-power countries and emerging economies are expected to fill gaps they may be unwilling or unable to cover, creating a fragmented and underfunded global response system.

Singapore’s Strategic Position and Vulnerabilities

Regional Displacement Pressures: Singapore sits in a region prone to displacement-generating events:

Climate displacement: As sea levels rise and extreme weather intensifies, regional populations may face displacement, with Singapore as a potential destination or transit point
Economic migration: Regional economic instability could increase migration pressures
Political instability: Potential conflicts in Southeast Asia could generate refugee flows

Singapore’s Response Capacity: Singapore’s approach to refugee issues has historically been:

Selective engagement: Contributing financially to UNHCR while maintaining strict immigration controls
Regional coordination: Working through ASEAN mechanisms rather than unilateral action
Humanitarian assistance: Providing aid for overseas crises while limiting direct resettlement

Policy Implications for Singapore

1. Enhanced Regional Leadership Opportunity The Western funding retreat creates space for Singapore to expand its humanitarian leadership role. As a wealthy, stable nation with strong governance capacity, Singapore could:

Increase UNHCR contributions to partially offset Western cuts
Lead ASEAN humanitarian coordination mechanisms
Develop innovative financing models for refugee assistance

2. Domestic Preparedness Challenges Singapore must prepare for potential displacement scenarios:

Infrastructure planning: Ensuring capacity for temporary humanitarian assistance
Legal framework development: Creating clearer pathways for different categories of displaced persons
Inter-agency coordination: Strengthening links between immigration, social services, and emergency management

3. Economic Security Considerations

Supply chain resilience: Displacement in key trading partners could disrupt economic flows
Labor market impacts: Regional instability could affect migrant worker availability
Financial sector exposure: Regional displacement could create economic instability affecting Singapore’s financial services

Strategic Recommendations for Singapore

Immediate Actions:

Increase UNHCR funding by 25-30% to demonstrate leadership and help fill the gap
Establish a regional displacement monitoring system to provide early warning of potential flows
Strengthen partnerships with international humanitarian organizations operating in Southeast Asia

Medium-term Strategies:

Develop a comprehensive displacement response framework that balances humanitarian obligations with national security concerns
Create innovative financing mechanisms such as humanitarian bonds or regional pooled funding
Build regional capacity through training and technical assistance to neighboring countries

Long-term Vision:

Position Singapore as a humanitarian hub for the Asia-Pacific region, leveraging logistics capabilities and governance expertise
Lead development of regional norms around displacement response that reflect Asian values and circumstances
Integrate displacement planning into national resilience and security frameworks

Risks and Mitigation

Primary Risks:

Overwhelmed capacity if large-scale displacement occurs suddenly
Regional reputation damage if Singapore is perceived as unresponsive to humanitarian crises
Security vulnerabilities from uncontrolled population movements

Mitigation Strategies:

Develop graduated response protocols based on displacement scale and type
Build public understanding of Singapore’s humanitarian role and limitations
Strengthen border management and screening capabilities
Create regional burden-sharing agreements in advance of crises

Conclusion

The UNHCR budget crisis represents both a challenge and an opportunity for Singapore. While the global retreat from humanitarian funding creates risks of regional instability and displacement, it also positions Singapore to demonstrate leadership and shape regional responses to displacement challenges.

Singapore’s response should balance humanitarian obligations with practical limitations, leveraging its strengths in governance, finance, and regional diplomacy to create sustainable solutions. The key is to act proactively now, before crisis conditions force reactive and potentially inadequate responses.

This situation underscores the interconnected nature of global challenges – what appears as a distant humanitarian funding crisis could quickly become a pressing regional security and humanitarian issue for Singapore.

UNHCR Budget Crisis: Singapore’s Strategic Response Through Scenario Analysis

Scenario Framework: Four Pathways Forward

Let me analyze Singapore’s strategic options through four distinct scenarios, each representing different approaches to the UNHCR funding crisis and regional displacement challenges.

SCENARIO 1: “REACTIVE MINIMALIST”

Singapore maintains status quo approach with minimal additional engagement

Scenario Description:

Singapore continues current selective engagement patterns – modest UNHCR contributions, strict immigration controls, and reactive crisis responses. No significant policy changes or proactive initiatives.

Implementation:

Maintain current UNHCR funding levels (~$2-3 million annually)
Respond to displacement crises only when they directly affect Singapore
Rely primarily on ASEAN collective responses
No expansion of domestic refugee/asylum frameworks

Likely Outcomes:

Short-term (1-2 years):

Minimal domestic political friction
Preserved immigration control autonomy
Lower immediate financial costs
Continued regional stability (assuming no major crises)

Medium-term (3-5 years):

Crisis scenario: Rohingya-style crisis emerges in Cambodia or Myanmar
- Singapore faces intense international pressure for response
- Limited options due to lack of preparatory frameworks
- Potential reputational damage as regional leader
Economic impacts: Regional instability disrupts trade routes and labor flows
ASEAN fragmentation: Uncoordinated responses strain regional unity

Long-term (5-10 years):

Climate displacement acceleration: Sea-level rise displaces populations in Bangladesh, Indonesia, Philippines
Singapore becomes crisis destination without adequate preparation
Overwhelmed capacity leads to security and social tensions
Lost opportunity to shape regional norms and institutions

Risk Assessment:

High vulnerability to sudden displacement events
Reputational costs of appearing unresponsive to humanitarian needs
Missed leadership opportunities in regional governance

SCENARIO 2: “SELECTIVE LEADERSHIP”

Strategic engagement in specific areas while maintaining core restrictions

Scenario Description:

Singapore significantly increases UNHCR funding and takes leadership in specific displacement issues while maintaining strict domestic policies. Focuses on “smart power” approach using finance and expertise rather than territorial solutions.

Implementation:

Quadruple UNHCR contributions to $10-12 million annually
Establish Singapore Humanitarian Innovation Hub for displacement technology and logistics
Lead development of ASEAN Displacement Response Framework
Create $50 million Regional Displacement Fund over 5 years
Maintain strict domestic asylum limitations but improve temporary protection procedures

Crisis Response Simulation: Myanmar Military Escalation (Year 2)

Trigger Event: Myanmar military government collapses, generating 500,000 new refugees across borders

Singapore’s Response:

Financial: Deploy $15 million emergency funding within 48 hours
Logistical: Coordinate ASEAN airlift operations using Singapore’s aviation hub
Diplomatic: Lead international donor conference, securing $200 million in pledges
Domestic: Accept 200 “particularly vulnerable cases” for temporary protection
Innovation: Deploy AI-powered refugee registration system developed in Singapore

Outcomes:

Enhanced regional leadership credibility
Demonstrated capacity for rapid, effective response
Limited domestic political backlash due to measured approach
Economic benefits from humanitarian logistics contracts

Long-term Trajectory:

Years 3-5: Singapore becomes recognized regional humanitarian coordinator

UNHCR establishes Asia-Pacific innovation center in Singapore
Singapore mediates regional displacement burden-sharing agreements
Development of “Singapore Model” for middle-power humanitarian leadership

Years 5-10: Climate displacement leadership

Singapore leads development of climate displacement legal frameworks
Manages regional early warning systems
Becomes destination for “humanitarian capital” and expertise

Strategic Advantages:

Balances humanitarian leadership with domestic constraints
Leverages Singapore’s comparative advantages (finance, logistics, governance)
Builds soft power while maintaining hard boundaries
Creates economic opportunities in humanitarian sector

Risk Mitigation:

Gradual escalation allows policy adjustment
Focus on “enablement” rather than direct hosting reduces domestic pressure
Strong emphasis on regional solutions maintains ASEAN primacy

SCENARIO 3: “PROACTIVE INTEGRATION”

Singapore develops comprehensive displacement response capabilities

Scenario Description:

Singapore transforms into a regional humanitarian hub with significantly expanded domestic capacity and international engagement. Develops new legal frameworks and infrastructure while maintaining selective but more generous policies.

Implementation:

Major UNHCR funding increase: $25 million annually
Legal framework overhaul: New Temporary Protection Act allowing up to 5,000 temporary residents
Infrastructure development: Purpose-built humanitarian processing center
Regional institution building: Singapore-hosted ASEAN Humanitarian Coordination Center
Academic integration: Major refugee studies program at NUS/NTU
Private sector engagement: Humanitarian innovation incubator

Crisis Response Simulation: South China Sea Conflict (Year 3)

Trigger Event: Military conflict in South China Sea displaces 2 million people across Philippines, Vietnam, Malaysia

Singapore’s Response: Phase 1 (Days 1-7):

Activate emergency protocols, accept 2,000 temporary protection cases
Deploy $50 million emergency funding
Coordinate ASEAN maritime rescue operations

Phase 2 (Weeks 2-8):

Host international coordination hub at Changi
Process and distribute displaced persons across ASEAN
Lead negotiations for long-term regional settlement

Phase 3 (Months 3-12):

Facilitate durable solutions for 1,500 persons through third-country resettlement
Integrate 300 highly skilled individuals into Singapore economy
Return remaining persons to safe areas as conflict resolves

Institutional Development:

Year 1-2: Foundation building

Legal frameworks established
Staff training and capacity building
Regional partnerships developed

Year 3-5: Crisis management experience

Successfully manage 3-4 regional displacement events
Refine procedures and expand capacity
Establish Singapore as “go-to” regional coordinator

Year 5-10: Global recognition

Singapore model studied internationally
Hosting major UN humanitarian conferences
Leadership in global displacement governance reform

Economic Integration:

Humanitarian sector GDP contribution: $500 million annually by year 5
Innovation spillovers: Advanced logistics, AI applications, social services
Labor market: Selective integration of displaced skilled professionals
Tourism: “Humanitarian Singapore” as soft power attraction

Challenges and Mitigation:

Social integration concerns: Comprehensive community preparation programs Economic costs: Offset by humanitarian sector development and international funding Security risks: Enhanced screening and monitoring capabilities Political backlash: Gradual implementation with strong public communication

SCENARIO 4: “FORTRESS SINGAPORE”

Singapore prioritizes domestic security and economic interests above humanitarian engagement

Scenario Description:

Singapore dramatically reduces international humanitarian engagement, focusing resources on border security and domestic resilience. Adopts an “America First” style approach prioritizing citizen welfare over global responsibilities.

Implementation:

Reduce UNHCR funding to symbolic levels
Strengthen immigration enforcement with AI-powered border systems
Withdraw from regional humanitarian commitments
Focus resources on citizen resilience – climate adaptation, economic security
Develop “Singapore preference” policies in all sectors

Crisis Response Simulation: Indonesian Political Collapse (Year 2)

Trigger Event: Indonesian government falls, generating massive displacement toward Singapore

Singapore’s Response:

Immediate border closure with enhanced maritime patrols
Diplomatic deflection: Push responsibility to Australia, Malaysia, international community
Domestic focus: Use crisis to justify increased security spending and national unity messaging
Economic opportunism: Secure beneficial trade deals as Indonesia destabilizes

Regional Consequences:

ASEAN fragmentation: Singapore’s withdrawal weakens regional coordination
Burden concentration: Malaysia, Thailand overwhelmed with displacement
International isolation: Singapore faces sanctions and diplomatic pressure
Economic disruption: Regional instability hurts Singapore’s trade-dependent economy

Long-term Trajectory:

Years 1-3: Short-term domestic gains

Popular support for “Singapore First” policies
Reduced immigration pressures
Lower humanitarian spending

Years 3-7: Escalating costs

Regional isolation undermines economic interests
Climate displacement makes fortress approach unsustainable
Loss of soft power reduces diplomatic influence
Security costs escalate as regional instability grows

Years 7-10: Strategic failure

Singapore’s regional leadership position permanently damaged
Economic costs of isolation exceed humanitarian spending savings
Climate displacement forces crisis responses without preparation
International reputation as responsible stakeholder destroyed

Strategic Risks:

Economic self-harm: Regional instability hurts trade-dependent economy
Climate vulnerability: Fortress approach fails against climate displacement
Security backfire: Regional resentment creates security threats

Cost-Benefit Analysis (10-year horizon)

Selective Leadership Scenario emerges as optimal:

COMPARATIVE ANALYSIS: SCENARIO EVALUATION
Effectiveness Metrics
Scenario	Regional Stability	Economic Impact	Soft Power	Domestic Stability	Crisis Resilience
Reactive Minimalist	Medium-Low	Neutral	Declining	High	Low
Selective Leadership	High	Positive	Strong Growth	Medium-High	High
Proactive Integration	Very High	Very Positive	Maximum	Medium	Very High
Fortress Singapore	Low	Negative	Collapse	Short-term High	Very Low

Decision Framework: Graduated Implementation

Phase 1 (Months 1-6): Foundation

Announce UNHCR funding increase to $10 million
Begin ASEAN Displacement Framework consultations
Establish interdepartmental coordination mechanism

Phase 2 (Months 6-18): Capacity Building

Launch humanitarian innovation hub
Develop temporary protection legal framework
Conduct first regional displacement simulation exercise

Phase 3 (Years 2-3): Implementation

Deploy new capabilities in first regional crisis
Evaluate and refine based on experience
Consider expansion to Proactive Integration if successful

Decision Points:

After Phase 1: Assess regional reception and domestic acceptance
After Phase 2: Evaluate capacity and readiness
After first crisis: Determine long-term trajectory based on performance

This graduated approach allows Singapore to test the Selective Leadership model while maintaining flexibility to adjust based on results and changing circumstances.

The Meeting Room

Six months after the UNHCR budget announcement

The air conditioning hummed steadily in the twenty-third floor conference room of the Ministry of Home Affairs building. Through the floor-to-ceiling windows, Dr. Sarah Chen could see the familiar skyline of Marina Bay, its gleaming towers reflecting the late afternoon sun. But her attention was focused on the PowerPoint slide displaying stark numbers: $10 million commitment to UNHCR – Regional Reception Analysis.

“The response has been… mixed,” said David Tan, the Deputy Secretary for Regional Affairs, adjusting his wire-rimmed glasses. “Malaysia’s Foreign Minister called it ‘a welcome step toward regional responsibility.’ Indonesia was more cautious – they’re worried we’re setting expectations they can’t match.”

Sarah, recently appointed as Singapore’s first Director of Humanitarian Strategy, scanned the faces around the polished conference table. Six months ago, this position didn’t exist. Now she sat at the nexus of Singapore’s most ambitious shift in humanitarian policy since independence.

“And domestically?” asked Minister Lee Wei Ming, his voice carrying the weight of someone who would face Parliament’s questions.

“The Straits Times editorial was supportive,” Sarah replied, consulting her tablet. “But the online comments… well, let’s say there’s skepticism about spending taxpayer money on ‘other people’s problems.'”

A uncomfortable silence settled over the room. Everyone knew the delicate balance they were trying to strike.

“The key question,” Sarah continued, “is whether we’ve bought ourselves the credibility to lead when the next crisis hits. Because according to our forecasting models, we won’t have long to wait.”

Chapter 2: The Innovation Hub

Eighteen months later

The Singapore Humanitarian Innovation Hub occupied the entire third floor of a converted warehouse in Tanjong Pagar. Sarah walked through the open-plan space, past workstations where computer scientists collaborated with former UNHCR field officers, developing AI-powered refugee registration systems.

“Show her the early warning dashboard,” said Dr. Raj Patel, the Hub’s Technical Director, gesturing toward a wall-mounted display showing Southeast Asia in real-time. Red, yellow, and green indicators pulsed across the map like a living organism.

“We’re tracking seventeen different displacement risk factors,” explained Maya, a recent NTU graduate whose algorithms had already prevented one humanitarian disaster by providing three weeks’ advance warning of flooding in Bangladesh. “Weather patterns, political sentiment analysis, economic indicators, even social media trends.”

Sarah nodded approvingly. Phase 2 was exceeding expectations. The Hub had become a magnet for talent – humanitarian workers tired of reactive crisis management, tech professionals seeking meaningful applications for their skills, academics studying displacement patterns.

But she knew the real test was coming.

Her phone buzzed: Priority Alert – Myanmar Situation Escalating. Confidence Level: 87%

Chapter 3: The Crisis

Three weeks later

At 3:47 AM, Sarah’s secure phone shattered her sleep. The Myanmar military government had collapsed overnight. Preliminary reports suggested half a million civilians were fleeing toward the Thai and Bangladeshi borders.

By 6 AM, she was in the Cabinet crisis room, watching live satellite feeds of endless streams of people walking along dust roads, carrying children and possessions in plastic bags.

“Thailand’s overwhelmed,” reported Colonel Lim from the Intelligence Division. “They’re asking for immediate ASEAN coordination. Bangladesh is threatening to close its borders.”

Prime Minister Wong studied the feeds with the expression of someone calculating complex variables. “Sarah, this is what we prepared for. Are we ready?”

The weight of two years of planning compressed into a single moment. Sarah thought of the legal frameworks they’d drafted, the staff they’d trained, the partnerships they’d built. Most importantly, she thought of the early warning system that had given them three weeks to prepare.

“Yes, Prime Minister. We’re ready.”

Within six hours, Singapore had deployed its first $15 million emergency funding package. By day two, Changi Airport had become the coordination hub for the largest humanitarian airlift operation in ASEAN history. Singapore’s purpose-built processing center – criticized by some as excessive when constructed – now handled the careful screening and distribution of 2,000 particularly vulnerable refugees across willing partner countries.

But the real test came on day five, when a boatload of 150 desperate refugees appeared off Singapore’s southern coast.

Chapter 4: The Moment of Truth

Sarah stood on the deck of the Singapore Police Coast Guard vessel, watching the rickety fishing boat bob dangerously in the choppy waters. Women clutched children, elderly men sat slumped with exhaustion. These weren’t statistics on a dashboard – they were human beings whose lives hung in the balance of decisions made in air-conditioned rooms.

“Ma’am, we need instructions,” said the Coast Guard commander. “The boat’s taking on water. We can’t tow them back to international waters in this condition.”

Sarah’s earpiece crackled with voices from the crisis center. Legal advisors citing international law, security officials concerned about precedents, immigration officers worried about processing capacity. But she remembered the words from their scenario planning sessions: The moment of truth will come not in conference rooms but in real boats with real people.

“Bring them in,” she said quietly. “Take them to the processing center.”

Later, critics would call it Singapore’s “Merkel moment” – the decision that defined their humanitarian approach. Supporters would praise it as moral leadership. But for Sarah, watching Coast Guard officers help exhausted refugees onto their vessel, it simply felt like the right choice.

Chapter 5: The Calculation

Three months after the crisis

Sarah sat in the same MHA conference room where this journey had begun, but now the atmosphere was different. The walls displayed commendation letters from the UN Secretary-General, ASEAN heads of state, and international humanitarian organizations. More importantly, they showed integration statistics: 89% of temporary protection cases successfully resettled, $45 million in international funding attracted to Singapore’s humanitarian sector, and zero security incidents.

“The polling numbers are interesting,” said David Tan, now promoted to Secretary for Regional Integration. “Initial public concern about the boat rescue has shifted to pride about Singapore’s leadership role. Turns out people like being part of something bigger than themselves.”

Minister Lee nodded approvingly. “The Prime Minister wants to know: are we ready for Phase 3?”

Sarah looked at her tablet, displaying the next wave of projections. Climate change was accelerating. Political instability was spreading. The Indonesian elections showed troubling signs. Her early warning systems painted an increasingly complex picture of future displacement challenges.

But they also showed something else: Singapore was no longer alone. Malaysia had increased its UNHCR funding by 300%. Thailand had established its own processing protocols based on Singapore’s model. Even Indonesia was developing climate displacement contingency plans.

“The question isn’t whether we’re ready for Phase 3,” Sarah said. “The question is whether we can afford not to be. Because the alternative – reactive, uncoordinated crisis management – costs far more than proactive leadership.”

She pulled up a final slide: Regional Displacement Preparedness Index – 2027. Singapore sat at the top, but more importantly, the entire regional average had risen dramatically.

“We’ve proven that strategic compassion isn’t just morally right,” Sarah concluded. “It’s economically smart, politically sustainable, and regionally stabilizing. The data supports expansion.”

Chapter 6: The New Normal

Two years later

Sarah walked through the expanded Humanitarian Innovation Hub, now occupying three floors and hosting visitors from governments worldwide seeking to replicate the “Singapore Model.” The morning briefing showed typical activity: early warning alerts for potential displacement in the Philippines (low probability), coordination with Australia on a joint climate migration research project, and final preparations for the ASEAN Humanitarian Coordination Center’s inaugural meeting.

Her assistant knocked on her office door. “Dr. Chen, the documentary crew from the BBC is ready for your interview.”

Sarah smiled. The world was increasingly interested in Singapore’s transformation from cautious observer to regional humanitarian leader. Academic papers analyzed their “graduated engagement approach.” Other middle powers studied their “smart compassion” model.

But for Sarah, the real measure of success was simpler: the 3,247 people who had found safety through Singapore’s programs, the regional early warning system that had prevented two major humanitarian disasters, and the quiet pride she saw in Singaporeans when they discussed their country’s role in the world.

The interviewer’s first question was predictable: “How did a small city-state become a major player in humanitarian affairs?”

Sarah looked out her window at the city skyline, where new buildings rose alongside older structures, constant change managed with careful planning. “We realized that in an interconnected world, our security and prosperity depend on regional stability. Humanitarian leadership isn’t altruism – it’s enlightened self-interest. We invested in our neighbors’ resilience because ultimately, that’s an investment in our own.”

“And the costs?”

“The five-year program cost us $180 million in direct spending. But we’ve attracted $320 million in international humanitarian investment, prevented countless crises that would have disrupted our trade relationships, and built soft power that enhances our diplomatic influence. Most importantly, we’ve helped create a more stable region.”

“Any regrets about the approach?”

Sarah paused, remembering that moment on the Coast Guard vessel, watching desperate people being pulled from the water. “Our only regret is that we didn’t start sooner. Every month we waited to develop these capabilities was a month when we were less prepared for the inevitable challenges ahead.”

Epilogue: The Next Generation

Five years later

Maya, now Director of the Early Warning Division, stood before a class of graduate students from across ASEAN. Her presentation title read: “From Crisis Response to Crisis Prevention: The Singapore Humanitarian Model.”

“The key insight,” she explained to the diverse group of future policymakers, “was understanding that humanitarian challenges don’t respect borders. You can’t build walls high enough to keep out displacement caused by climate change, conflict, or economic collapse. But you can build systems that anticipate, prepare for, and manage these challenges cooperatively.”

A student from Indonesia raised her hand. “But wasn’t there domestic political risk? How did Singapore maintain public support?”

Maya smiled, remembering her own early concerns about public reaction. “They proved that people support policies that work. When citizens see their country successfully leading, when they see problems being solved rather than just managed, when they see their tax dollars creating both moral leadership and practical benefits – they become proud supporters.”

She clicked to the final slide: a map of Southeast Asia showing the integrated displacement response network now spanning eight countries, the climate migration legal framework adopted by ASEAN, and the humanitarian innovation centers in six capitals.

“Singapore didn’t just change its own approach to displacement,” Maya concluded. “It catalyzed a regional transformation. That’s the real lesson: sometimes small countries can achieve outsized impact not through military or economic power, but through moral leadership backed by practical capability.”

After class, Maya walked through the Innovation Hub’s memorial wall – photos of the thousands of people whose lives had been saved or improved through the programs developed in this building. Each face represented a story of displacement, resilience, and hope. Each story represented a decision point where Singapore chose engagement over isolation, proactive planning over reactive crisis management.

As Singapore’s skyline glittered in the evening light, Maya reflected on the journey from those first tentative meetings to regional humanitarian leadership. The path had required careful calculation, measured risks, and constant adaptation. But it had proven that even small nations could shape their region’s response to humanity’s greatest challenges.

The future would bring new displacement crises, new technology solutions, and new opportunities for leadership. But Singapore had established the template: combine moral commitment with practical capability, balance national interests with regional stability, and always remember that in an interconnected world, investing in others’ security ultimately enhances your own.

The calculus of compassion had proven its worth.

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