< Back Forging Unity, Fueling Growth BY RAGIE MAE TAÑO-ARELLANO IN A BID TO TRANSFORM NUEVA VIZCAYA INTO THE FASTEST-GROWING LOCAL ECONOMY, GOVERNOR JOSE "JING" GAMBITO HAS JOINED FORCES WITH HIS POLITICAL OPPONENTS. COMMONLY REFERRED TO AS "PAPA JING," HE BELIEVES THAT RECONCILING WITH HIS POLITICAL RIVALS IS A KEY FACTOR THAT WILL DRIVE NUEVA VIZCAYA'S PROGRESS. In the realm of politics, where division and rivalry often dominate, Governor Jose “Jing” Gambito achieved a rare breakthrough for his province through reconciliation. During the 2022 elections in Nueva Vizcaya, then vice gubernatorial candidate Jose Gambito and gubernatorial candidate Carlos Padilla were from opposing political camps. After the elections, Gambito found himself serving alongside his longtime political rival. FROM RIVALRY TO UNITY Then-Vice Governor Gambito initiated a reconciliation with then-Governor Padilla through a press release that called for unity and emphasized setting aside political differences and starting to focus on the province’s development and prosperity. In response, Padilla issued his own press release, supporting the cooperation between the executive and legislative branches and expressing hope about the positive impact of their unity. The exchange of statements started a significant shift in their political relationship. Following this, Padilla invited Gambito to a joint oath-taking ceremony. They mutually agreed to establish close coordination between the executive and legislative branches of the provincial government. The provincial board, with Gambito serving as the presiding officer, immediately passed and approved the province’s 2023 Local Expenditure Program (LEP) in just two weeks. “There was no hassle, no contradiction. The board approved the project in just one session. Implementation took place the following week,” Gambito stated. “Because of our agreement, everything moved fast.” Asked why he chose to reconcile their differences, Gambito replies, “Sawa na ang mga tao sa bangayan (People were tired of political bickering).” He felt reassured knowing that Padilla shared the same sentiment. “It helped a lot. In fact, it was one of the key reasons Nueva Vizcaya became the second fastest growing economy among Philippine provinces during that time.” Unfortunately, the collaboration between Gambito and Padilla was brief. Just as their joint efforts for Nueva Vizcaya were beginning to yield results, Padilla passed away from a heart attack. By the rules of succession, Gambito assumed the province’s executive position as governor. In 2025, he ran for governor and won, aiming to continue the progress he had started. IN A RARE ACT OF RECONCILIATION, THEN-VICE GOVERNOR JOSE GAMBITO SET ASIDE POLITICAL RIVALRY WITH THEN-GOVERNOR CARLOS PADILLA AFTER THE 2022 ELECTIONS TO GIVE WAY TO PROGRESS IN THE PROVINCE. THEIR UNITY LED TO FASTER IMPLEMENTATION OF PROJECTS, AND NUEVA VIZCAYA BECAME ONE OF THE FASTEST-GROWING PROVINCES IN THE COUNTRY. FROM LAW TO PUBLIC SERVICE Gambito was one of the youngest practicing lawyers in Nueva Vizcaya in the late 1990s, but his career took a turn from private practice to local government service. In 1998, he was elected as a member of the provincial board. Among his party’s eight man slate for provincial board member, he was the only one to win. He served four consecutive terms and then three terms as vice governor. He gradually ceased practicing law, as he did not want his government position to influence decisions on legal cases he was handling. “I would rather not be winning cases just because I was the vice governor,” he explains. With a determination to focus entirely on serving the people, he ran for governor after completing three terms as vice governor in 2013 but he lost. Undeterred, he ran again in the next two elections, only to experience defeat each time. While three consecutive losses would have discouraged others, Gambito remained resolute. “I believe that only quitters lose. So I didn’t quit,” he stresses. He made a political comeback in 2022, this time returning as vice governor. It seemed destined that he would become the governor of Nueva Vizcaya, for on May 5, 2023, following the death of Padilla, he was sworn in as governor. Upon assuming office, Gambito wasted no time as the new governor of Nueva Vizcaya. He began to map out a course for the province focused on progress and sustainability, all while addressing the needs of its residents. FROM GREENING TO PROTECTING He initiated efforts to green the province through his Silaw ti Umili (Light for the People) Project, a solar energy initiative in which the provincial government distributes solar lights to households that are not connected to the electric cooperative. He aims to have at least 50 percent of the province solar-powered. The team has already distributed thousands of solar lights, and the procurement process for the second batch is currently underway. The initiative also reflects Gambito’s strong conviction in renewable energy as a sustainable alternative to traditional power sources. But the ongoing construction of the 8.66-megawatt Matuno River Hydroelectric Power Plant in the municipality of Bambang has raised questions about the governor’s commitment to renewable energy, given his strong opposition to the project. Gambito stresses that his stance is not against renewable energy itself but rather the safety of the surrounding communities. The water from the Matuno River f lows directly downstream through Bambang and nearby communities, which are flood-prone. The overflowing water in those rivers floods Bambang and its neighboring areas. He explains that the dams of the hydroelectric project could change the river’s natural f low, increasing the substantial risk of f looding. “If that dam fails even once, it will be dangerous. It’s more on the safety of Novo Vizcayanos that I’m concerned about,” he stresses. He clarifies that he is not against the technology, but the threats it brings to lives and property should the infrastructure fail. “If the project were in another part of the province where no communities are directly downstream, I wouldn’t object. The environmental impact may be minimal in that case,” he explains. “But here, safety must come first.” Despite his objection, the project has continued without interruption. “I just want to register my objection, so that if something happens, my conscience is clear. Because I am the governor, I am accountable for what happens to the people under my watch. If I didn’t do anything and something tragic happened, my conscience would be the one to haunt me.” FROM LAND TO LIVELIHOOD Gambito dreams of making Nueva Vizcaya the country’s first organic agriculture province. He explains that while the province is agricultural, with 80 percent of its people working as farmers and only a few white-collar professionals, most Novo Vizcayanos who till the land face the ongoing problems of high costs of farm inputs and low farmgate prices for their produce. Giving out dole-outs, according to Gambito, is not a sustainable solution. This is why organic farming is a viable alternative, as it eliminates the need to purchase synthetic fertilizers and pesticides. Under his administration, the provincial government plans to build an organic fertilizer production facility to make inputs more affordable and accessible to farmers. “If we produce our own organic inputs, we will significantly lower the cost borne by our farmers,” he says. However, this effort alone is not enough. They also face the challenge of unstable and unfair prices for produce, particularly rice. To address this issue, they are establishing a rice processing and trading hub run by the provincial government. This hub will include a buying station, warehouse, and drying and milling equipment, all under one roof. The provincial government will set the benchmark price by calculating a fair price for palay (unmilled rice), which will include not only the production costs but also the farmer’s labor. The price will be competitive with those offered by traders. Gambito anticipates that traders may outbid the government price when purchasing from farmers. While they may succeed in bidding higher than the government price, Gambito explains, “That’s fine with me as long as the farmers benefit. That’s how the system should work.”Currently, hoarders and middlemen dictate prices. Therefore, if no one buys from the farmers, the government will step in because it already has the necessary equipment and facilities. “We are not in business for profit. We are here to serve,” Gambito explains. He adds that these changes represent not just agricultural policy but a moral obligation. “I just want to make sure the farmers get their fair share. I don’t want anyone to go hungry. I want everybody to be happy.” Gambito knows that to realize the dream of making Nueva Vizcaya the first organic agriculture province in the Philippines, infrastructure is essential. This is where the Kalsada ti Kabambantayan (Road to the Mountains) and Dalan ti Umili (People’s Road) projects, which aim to construct farm-to-market roads, come in. “Accessibility is everything. Farmers in remote areas face serious logistical challenges. If we want to help them, we must first help them reach their markets,” the governor stresses. FROM FARMS TO ROADS When he assumed office, Gambito stopped some infrastructure projects that, to him, are not a priority. He focused on farm-to-market roads, for he believes this will bolster his goal of making Nueva Vizcaya the f irst organic agriculture province. He knows that the bureaucratic process in government would slow down the infrastructure projects. Thus, he initiated the bayanihan (working together) system in building roads. He calls this project Dalan ti Umili. Instead of a slow process in the government before road construction starts, they need not go through validation and bidding, which sometimes contribute to the delay of the project. They also did not hire contractors for the project. The provincial government and municipalities provide cement and other materials, and the farmers in the localities volunteer to construct the road. And since this is a people-powered project, the wives and children of farmers also help in the mixing, hauling, and pouring of cement. According to Gambito, the government saves over 50 percent compared to contractor-built roads. And yet, the quality remains high. “It’s not substandard,” he assures. “In fact, it’s often better, because the people doing it make sure it’s done right. It’s their own road. Because they built it, they care for it. They know it’s for them and their children’s future,” the governor shares with pride. WHEN HE ASSUMED OFFICE, GAMBITO FOCUSED ON FARM-TO-MARKET ROADS, FOR HE BELIEVES THIS WILL BOLSTER HIS GOAL OF MAKING NUEVA VIZCAYA THE FIRST ORGANIC AGRICULTURE PROVINCE. HE INITIATED THE BAYANIHAN (WORKING TOGETHER) SYSTEM IN BUILDING ROADS, WHICH CONTRIBUTED TO THE SUCCESS OF HIS DALAN TI UMILI (PEOPLE’S ROAD) PROJECT. FROM DELAY TO REVENUE Gambito's administration recognized Nueva Vizcaya as a top performer in local revenue growth. He worked on fiscal reforms by helping delinquent taxpayers settle their payments. When Gambito reviewed the records in the Provincial Treasurer’s Office, he discovered that there are many taxpayers who accumulated high penalties, in some cases even exceeding the value of their properties. “It seemed like they could no longer afford to pay. They wouldn’t pay because the value of their land was almost equal to what they owed in taxes.” She asked the provincial board to implement a tax amnesty program that allowed those delinquent taxpayers to enjoy waived interest, penalties, and surcharges if they settled their dues within a specified period. This resulted in an increase in tax payments during the amnesty period. “Many took advantage of the opportunity. Until now, they’ve become consistent and diligent in paying their taxes.” Tax collection became more efficient because of the eGov.ph platform that encourages residents to pay taxes online and has modernized how citizens access government services. People in Nueva Vizcaya not only process tax payments on this platform but also business permits and registration renewals online. Since people, especially those in far-flung areas, find it convenient, this has led to an increase in the local income as well. “I now have much leeway to serve our people because I know we have the funds to support it. The services we deliver come directly from the taxes our people contribute—and these ultimately go back to them.” FROM HIDDEN GEM TO EMERGING DESTINATION Nueva Vizcaya is also gaining ground as a major tourism destination now that it has been recognized by the Association of Tourism Officers of the Philippines (ATOP) through the prestigious ATOP Pearl Awards. While the governor is happy about this recognition, he acknowledges the fact that tourism is only limited to local tourists because of their distance from Metro Manila. For now, it takes about six to seven hours by land to reach Nueva Vizcaya from Metro Manila. This limits foreign tourists who always prefer accessible destinations. This is the reason why Gambito is pushing to continue the development of the airport to make it more accessible to both local and international tourists. There is an airport in the province, but it can only accommodate light aircraft and is not yet equipped for commercial passenger flights. The Regional Development Council has already endorsed the completion of the project. The construction has not yet started, but it is expected to continue in 2026. The airport will open for domestic comercial flights once completed. Transforming Nueva Vizcaya from a quiet province into one of the fastest-growing provinces in the country is what Gambito considers one of his proudest achievements. The province was also declared as insurgency-free, which also made it attractive to investors since it assured a safer and more secure business environment. For now, he is encouraging government employees, especially in the provincial government, to have a work culture that is centered on public service. He is continuously reminding them to be more courteous and responsive to people's needs. “They need to understand that we are here because of the people we serve,” he says. When there are no official commitments, the governor enjoys spending time in the mountains driving his 4x4 vehicle alone and taking this chance to chat with the locals to also know their sentiments and concerns. He also finds joy in jet skiing or fishing with local fishermen. “I’m happiest working directly with the people—talking to them, listening to their stories, and being on the ground,” he shares. These are the hobbies that he will do once he finishes his term and retires from public service, knowing fully well that he had served his province to the best of his abilities. BAMBANG’S 25 PUNONG BARANGAY’S UNITE IN HISTORIC VISIT TO GOV. GAMBITO For the first time, all 25 punong barangays of Bambang, led by Liga ng mga Barangay President Wilfredo Sampilo, paid a courtesy call on Governor Jose "Jing" V. Gambito to discuss their future requests and initiatives for their respective communities. The governor expressed his heartfelt gratitude to the barangay officials for heeding his call for unity and setting aside political differences to work together for the progress of Nueva Vizcaya. “Thank you for responding to my call for unity. By working together, we can truly deliver better services to our constituents,” he said. He also assured the barangay leaders of his full support and commitment to grassroots development. “I will always give way to the requests of the barangay officials. You can be assured that the provincial government will continuously strive to provide better services and support for all our barangays,” Gambito emphasized. The barangay chairmen also shared their concerns and proposals, marking a step toward stronger cooperation between the provincial and barangay leadership.

< Back A Striving Pioneer in Public Service and Governance BY ROSY MINA MAYOR ART MERCADO USHERS IN A NEW BEGINNING WITH GREATER HEIGHTS FOR SAN PEDRO CITY, LAGUNA. For decades, the mayor of the City of San Pedro in Laguna just came from two clans, until a new political name emerged in Art Joseph Francis Mercado “Mayor Art,” as he is popularly called, considers his breakthrough victory in May 2022 as the most memorable moment in his political career because of the odds that he had to overcome. Getting into public service was never part of the plan, as he was focused on continuing his family’s business and having his own family. He simply tried his hand in politics after a family friend, Barangay San Antonio Chairperson Jun Ynion, invited him to run for councilor. “With the support of my family, especially my wife, I ran and won. And the rest is history,” he says. After serving as councilor for one term and vice mayor for a single term, the 33-year-old is now at the helm of San Pedro City with a brand of leadership that promotes inclusivity, development, and excellence. He explains that the ‘Art Mercado brand of governance’ is aimed at providing realistic, long-term, and sustainable policies and programs that may address the current and future challenges to be encountered by the city. “It also includes cooperation and transparency as its foundation to build trust between the city government and the residents, and pursue a shared goal to build a new and better city of San Pedro,” he adds. “WE REALLY DID NOT EXPECT TO WIN BY SUCH A LARGE MARGIN. MY ONLY PRAYER AT THAT TIME WAS TO SERVE THE PEOPLE, AND GIVE EVERYONE A NEW BEGINNING. BECAUSE THERE WERE ONLY TWO FAMILIES FIGHTING FOR THE MAYORSHIP HERE FOR THE PAST 50 YEARS.” A PURVEYOR OF GOOD EDUCATION “Una sa Laguna (First in Laguna)” is the slogan of San Pedro City, and Mercado is proud to share that his education-related project of providing free school bags and school supplies to all students has become a first in the province of Laguna. He beams that all students from kindergarten through senior high school, from public and private schools, became project beneficiaries, and he hopes that other Laguna cities can replicate this initiative so that there will no longer be children without bags or school supplies. Education has been one of Mercado’s advocacies as a public servant, and he believes what the elders say: that it is the only thing that parents can pass on to their children that can never be taken away from them. “And I really believe that education is a key that can open doors to the success of every child,” he adds. Because of this, there is a plan to launch the Pamantasan ng Lungsod ng San Pedro next year to provide constituents with more educational opportunities. BIG GOALS FOR THE CITY Agritourism is another area of focus for Mercado, as the city government is reviving the sampaguita industry to give livelihood to his residents and provide products to also increase tourism in their city. San Pedro is known as the capital of the Philippine national flower, with an annual Sampaguita Festival to boot. Promoting the local economy is the number one target for Mercado as an economist. Mercado notes that healthcare is another priority; a public hospital is in the works and will hopefully open within two years to provide free health services to constituents, especially indigents. He really wants to address the city’s water supply and flooding problems, and admits that they need time, resources, and long-term solutions. “We are in the process of reviewing our Land Use and Urban Development Plan. We are also in communication with different water service concessionaires to ensure that there will be an adequate water supply for our residents,” Mercado explains. He also wishes to make San Pedro a business-friendly city by attracting investors. Mercado wants his constituents to work in their city, so and not go far to find jobs. Ultimately, Mercado hopes for San Pedro to be a globally recognized Smart City by 2032. “Yes, it is a grand dream, but this will serve as an inspiration and a challenge for every one of us to strive harder and be better every day,” he comments. He explains that their brand logo, “Una Sa Laguna,” speaks of what they want to happen. They aspire to be the first in everything in Laguna; that’s why they want to give the best services to the people of San Pedro and make it the number one city in the province. A FAMILY MAN AT THE CORE With all his achievements, ongoing projects, and promising plans, what keeps Mercado going? “My wife and kids inspire me to work harder and to be a better leader. My dream is to have a better world for my kids to grow up in, and if I can do something about it, I will take every opportunity I can,” Mercado shares. The father of two continues, “I’m sure every parent would want that for their family. At the end of the day, I am first and foremost a husband and a father.” Coming from a close-knit clan, Mercado values the importance of family by nurturing his familial ties. And he has brought with him his family-oriented nature to politics, citing that he considers the success of his free school bags and school supplies project as among his proudest moments as a public servant. “The look on the faces of kids is priceless. I pray it will inspire them to study harder and strive for a better future for their future families. I pray, too, that they can also help their parents, just like my wife and I try to provide everything for our kids,” Mercado shares. Despite the daunting and demanding task of being mayor, Mercado holds on to his mission of helping make the world a better place for his children. “I really look forward to making a difference not just in our city but also in the world. I want them to grow up in a country or world where they can be themselves. I want to make sure that they are safe and happy,” he says about his dream for his children. He continues, “Maybe that is why I am in public service now—because through this, I can [help] change the world for my children.” PURPOSEFUL SERVICE TO THE PUBLIC With his hands full in his first term as mayor, Mercado is not too keen on discussing his political plans. “I believe na si God lang ang nakakaalam kung saan Niya tayo ilalagay (I believe that only God knows where He wants us to be). To be honest, being a politician was not even in my plan; hindi ko rin siya pinangarap (I also did not dream of it). I believe na nilagay Niya lang ako rito (that He also just put me here) to serve my purpose—to serve the people. And to serve the people is to serve God,” the young mayor states. Whether he gets to serve for one, two, or three terms, what is essential is Mercado’s unrelenting desire to serve his constituents. He says, “Seeing them happy will make you fall in love every day with public service. You may not be perfect, but still, some constituents will appreciate all your efforts and make sure that they will support you all the way.” “I BELIEVE, IT’S ABOUT TIME TO MAKE A DIFFERENCE. BEING PART OF THE GOVERNMENT, AS A PUBLIC SERVANT, THIS IS WHAT I CAN SAY IS MEMORABLE. THIS IS SUCH A BIG BLESSING THAT EVERY DAY I STILL CANNOT FATHOM.” As he continues to work for the betterment of the city, he envisions a prosperous San Pedro where there is complete and efficient provision of social services and everyone has jobs or a livelihood. He has always wanted to transform their city into a more progressive place. THE CALL FOR POSITIVITY AND COOPERATION For Mercado, doing public service work, however, is not always rosy and sunny as critics and haters try to spread falsehoods and bring about discouragement. “The biggest challenge for any public servant is ‘quieting the noise,’” he states. According to Mercado, this very challenge allowed him to gain selfcontrol and learn how to focus on the very reasons why he is the mayor of the city. He says that the challenge allows him to pray harder as he asks for God’s wisdom to focus on why he had been placed in the position. He says that he doesn’t get upset by criticism because he sees it as a normal part of democracy. “I focus my energy on being better and listening to the needs of the people. Their complaints make us better than before,” Mercado declares. The youthful mayor also believes in the importance of unity, cooperation, and collaboration, which is why he chooses to use positivity when responding to negativity. “As a Christian, always love your neighbor. No matter what they do to you or what they say or say against you, love them,” he points out. Mercado explains that he never responds to any political mudslinging or any form of trolling from his political opponents and will continue to do so. This is because he believes that at the end of the day, compassion and love are the keys to having a peaceful and happy life. He then enjoins his constituents to join in his call for patience, harmony, and solidarity to make San Pedro the foremost city in Laguna. Mercado believes that nothing will be impossible if they unite and help each other to achieve their goal. “Promise namin, unti-unti niyo pong mararamdaman ‘yung pagbabago dito sa ating lungsod. As long as magtulungan po tayo, magkaisa tayo, magmahalan po tayo para ang Lungsod ng San Pedro ay talagang tayo ang magiging tunay na Una sa Laguna (We promise that you will gradually feel the changes here in our city. This, as long as we help each other, unite, and love one another so that the City of San Pedro will really and truly be the First in Laguna),” Mercado assures.

< Back IPOPHL ATTY. ROWEL BARBA IPOPHL Director General Intellectual Property culture in the Philippines BY JAVIER P. FLORES PHOTOGRAPHY BY MANUEL GENEROSO Rowel Barba walks with a quiet sense of self-assurance; there is no ostentatiousness to his stride. He gives off the impression that in a pinch, he can be relied upon to deliver without a fuss and without calling attention to himself. In another time, Barba was the Undersecretary of the Department of Trade and Industry (DTI). And if the reward for good work is more work, then Barba must have done well at the DTI. He was given more responsibilities, but this time in the service of the creative and innovative industry. Barba was appointed Director General of the Intellectual Property Office of the Philippines (IPOPHL) on Feb. 6, 2020, a month before a nationwide lockdown came into effect. As former Undersecretary of the DTI, he answered to Secretary Ramon Lopez, whom he previously worked with at RFM Corporation, the leading food and beverage company. At the DTI, in addition to his being the Chief of Staff of the Secretary, Barba supervised several groups, including the Office of the Secretary, Competitiveness and Ease of Doing Business Group, and the Management Services Group. He also sat on Boards relevant to the construction industry and foreign trade, among other industries. “In the DTI, you handle all the concerns of industries, businesses, importers, exporters, and you deal with the Bureau of Customs, logistics groups, the Department of Transportation and other government agencies,” Barba says. “But one good thing with working with other government agencies is that we had a ‘whole-of-nation’ approach.” Director General Barba is bringing his DTI-honed skillset to IPOPHL: the ability to network various offices and to collaborate among diverse interests to deliver at faster turnaround times. This is why in his six-point agenda, encapsulated in the word “BRIGHT,” B stands for “Building Collaboration and Partnerships.” “Based on my experience,” Barba explains, “the whole-of-nation approach is really the key in making sure that we promote an IP culture in the Philippines. We cannot do it alone. And with the limited resources of IPOPHL, we need assistance from other government agencies.” B IS FOR BUILDING COLLABORATION AND PARTNERSHIPS Because of Barba’s initiative, IPOPHL signed an agreement with the Philippine Trade Trading Center – Global MSME Academy (PTTCGMEA) and the DTI to mainstream and integrate intellectual property (IP) education into the training and learning programs. With the Department of Science and Technology (DOST) and the DTI, the Director General signed what he refers to as a “Super Highway Agreement,” providing DOST-supported innovators not just a faster lane for their registration of their IPs, but also an avenue to foster a closer working relationship supportive of DOST projects. With the private sector, IPOPHL signed an agreement with the Licensing Executives Society Philippines (LESP) to organize a certificate program for advanced learning on IP licensing in the Philippines, with the end-goal of helping inventor-investor partners benefit from licensing agreements. With the academe, IPOPHL inked an agreement with the Asian Institute of Management (AIM) to scale up IP management skills of local startups trained under the AIM Dado Banatao Incubator (AIM-DBI) Program. In the international scene, the Philippines signed the Regional Comprehensive Economic Partnership (RCEP) Agreement, the biggest regional free trade agreement in the world. The Agreement seeks to further regional cooperation and economic integration through the creation, strategic utilization, and protection of intellectual property. R IS TO RAISE THE ANTE FOR CUSTOMER SERVICE The R in BRIGHT aims to “raise the ante on customer service.” Barba seeks to deliver ownership of trademarks and patents at faster turnaround times so that businesses would be able to commercialize their output faster. As the Philippines is gunning for a knowledge-based economy, meaning an economy driven by knowledge products which the very IP system aims to generate, it is only right that we give our stakeholders, who contribute greatly to this knowledge economy, the best and fastest service we can give them,” says Barba. Despite the need for funds, IPOPHL has not increased its registration fees in consideration of the plight of many businesses due to the pandemic. I IS TO INTEGRATE AWARENESS AND EDUCATION IN SOCIETY Barba thinks that his predecessors have done a great service in creating awareness for IP rights in the country, but he feels there is room to move progress faster. “We want all Filipinos especially those na nasa laylayan to understand IP and have an IP culture here in the Philippines,” he stresses, noting that the esoteric legal doctrines in IP is the biggest hurdle for many to appreciate the subject. To address this problem, IPOPHL is continuously augmenting its presence on social media by creating light messages and “hugot lines” that netizens can more easily relate to. “While IP is very important today, we cannot force people to take in an entire set of legal jargons. So what we do is create amusing and even comical socmed messages on IP. This way, we secure the attention of the netizens and educate them about IP,” Barba said. At the frontline of IPOPHL’s overall awareness campaign is the Communications & Marketing Office (CMO) composed of millennials who also scout for MSME success stories that had been made possible with IP. “By featuring their inspiring stories on our website and our social media pages, IPOPHL helps MSMEs further market their IP products, while also showing people what IP can do for small businesses because we also want to eradicate the misconception that IPs are only for the giant companies,” Barba said. In fact, encouraging more MSMEs to integrate IP activities and strategies into their business models is the main objective of the National IP Month this April. With the theme, “Intellectual Property and MSMEs: Our Road to Recovery,” the month-long celebration which IPOPHL leads will offer various activities and events aimed at enhancing MSMEs’ understanding of creating, managing, and protecting their IPs. IPOPHL will also tout its programs specifically tailored for MSMEs. One of these is the Juana Make a Mark Program that waives trademark application fees for MSMEs founded by a woman or a group with at least one woman as a member. Other programs include the Inventor Assistance Program that provides free legal advice on patent applications and free basic seminars on patent search and drafting; the IP Depot, an online marketplace where MSMEs can market their IP-protected products for free; and free basic IP lessons that are now made available online in light of the pandemic. G IS TO GO BACK TO BASICS The Director General believes that for IP to thrive in a country, there should be effective enforcement, because, otherwise, it would be a waste. “There is no need to promote registration if you will not be able to enforce it. It goes hand in hand,” he underscores. Enforcement is any action taken by IP rights holders to prevent the unauthorized production, use, and sale of their IP assets. While it is the IP right holder who must take action, IPOPHL, through a whole-of-nationapproach, is modifying its policy framework to provide IP right holders a wider array of enforcement options that are more robust and appropriate in a digital world, which has spurred counterfeiting and piracy around the world. IPOPHL’s IP Rights Enforcement Office (IEO) recently updated its rules to have a more proactive function in curbing counterfeits and piracy online. With the new rules, the IEO can now launch motu proprio investigations on possible IP violations, elevate to IP right holders online posts or ads that infringe on their IPs, and order the take down of IP-offending posts through the help of pertinent government agencies. Meanwhile, to promote enforcement on a wider scale, Barba has been made acting chair of the inter-agency National Committee and Intellectual Property Rights (NCIPR). It is a 12-member agency body that works together for the protection of IP rights in the Philippines. As chair, he will try to ensure that the Philippines stays out of the United States Trade Representative’s (USTR) Special 301 report, which assesses the IP rights environment of US’ trading partners and draws up a watchlist that tags those notorious for counterfeiting and piracy activities. For seven years, the country has been out of this list. Working with the British Embassy, IPOPHL also initiated a Memorandum of Understanding between brand owners and e-commerce platforms. like Lazada and Shopee to promote self-policing in the fight against online counterfeiting and piracy. The platforms will require sellers to show that they own the brands they are selling. The MOU, signed on March 1, 2021, “establishes a code of practice among online marketplaces, as well as an efficient notice and takedown procedure, to intensify our fight against the sale of counterfeit and pirated goods over the internet. This is especially crucial with counterfeit and piracy complaints and reports surging to a record-high last year,” Barba says. H IS TO HIGHLIGHT HUMAN CAPITAL IPOPHL will continue to upskill its employees, especially in increasing proficiency in the area of examinations. He is also pushing for more manpower, in the form of more plantilla positions, to be able to handle more work in the coming years, because the limited number of current examiners can only do so much. T IS TRANSFORM IPOPHL INTO A FULLY DIGITIZED AGENCY In October, IPOPHL finally launched a plan that has been in the works for years: The IPOPHL Mobiliz, a mobile application that’s downloadable on Google and the App Store. Barba said that 50% of the load of its call center involves follow-up queries on registration status. With the app, applicants can check the status of the evaluation of its marks or patents without having to call IPOPHL. IPOPHL, through its Bureau of Legal Affairs, which handles IP violations and cases, devised a system for online mediations and hearings, making IPOPHL one of the first government agencies to do so in light of the COVID-19 crisis. Mediation allows parties to settle their disputes out of court. By this year, Barba projects that IPOPHL should be a fully digitalized government agency, which is why, the biggest allocation of its budget this year is for its management information system (MIS). VOW OF A DIRECTOR GENERAL To the creative industry, Barba vows to strengthen Collective Management Organizations (CMO) beginning with the professionalization of their governance. CMOs manage the commercialization of the work of copyright owners, allowing copyright users the ease of just dealing with one payment and processing facility. This gives creators more time to work on their craft. Some of the CMOs currently accredited in the Philippines are the Filipino Society of Composers, Authors and Publishers, Inc. (FILSCAP) and the Filipinas Copyright Licensing Society (FILCOLS). Barba lamented how the local creative industry has been among the worst hit by the pandemic. As such, IPOPHL’s Bureau of Copyright and Related Rights last year immediately gathered writers, film makers, animators, and music artists, among other creative economy players, and provided avenues for discussion on how they can unlock the economic potential from their copyrighted works. Among these dialogues were the “Copyright Forum Series: The Global State of the Creative Sector and Music Industry in Time of COVID-19 and Way Forward” and the “Copyright Forum 2020: Copyright Issues Arising from Online Learning,” both of which drew in a large virtual attendance. Moreover, together with DTI, Barba would like to initiate a study that would determine the real contribution of the creative industry in the country and recognize it. From there, the Director General hopes to create a roadmap for the industry. In just a little over a year that DG Barba has been holding the reins at IPOPHL, he has done so much already, despite the debilitating effect of the pandemic. One begins to wonder if he has the energy to do more, but if his stint at the DTI is any indication, then he has more than enough fuel in his tank. At the DTI, instead of getting overwhelmed by the sheer load of work, Barba thrived in shifting between responsibilities and employing various skills simultaneously. This ability can only be to the benefit of IPOPHL, the MSMEs, innovators, and the creatives who need IPOPHL to unlock the economic potential of their IP assets. Barba has until 2024 in his term—unless extended—but we are already seeing so much from the span of just one-fifth of his term. And based on the goals that he has discussed and is determined to attain, the country can look forward to seeing in the near future a transformation of the IP system, with more inclusiveness and higher economic, social, and technological impact to the country, just exactly as IPOPHL hopes for.

< Back Helping Filipinos, One Mission at a Time BY KAREN TERESE ROJAS PHOTOGRAPHY BY IVAN LLANETA Learn about the foundation and its Eight Footprints and their impact on the Filipino community. Charity, medicine, education, and humanistic culture. These are the four overarching missions of non-government organization (NGO) Tzu Chi Foundation. And for founder Buddhist nun and Dharma Master Cheng Yen, charity is the first and most fundamental of the four. Today, Tzu Chi also covers bone marrow donation, community volunteerism, environmental protection, and international relief on top of the first four missions. Collectively, these two sets of missions have come to be known as the foundation’s Eight Footprints. TZU CHI’S BEGINNINGS According to Tzu Chi’s Chief Executive Officer (CEO) Henry Yuñez, their founder started with the charity mission because she saw that a lot of people in her homeland Taiwan needed help. “She saw a lot of people needing help, so she started with the charity mission,” Yuñez says. “And then after that, she realized these people are poor [because] somebody in the family got sick.” That was when Dharma Master Cheng Yen thought of building hospitals to serve these families. Eventually, Tzu Chi—which she established in the 1960s—built the first hospital in the impoverished eastern part of Taiwan that did not require a deposit to admit patients. This then influenced other hospitals in the territory to do the same, and is now a common practice in medical institutions there. Tzu Chi’s mission was not without challenges. The Dharma Master found it difficult to find medical professionals for the foundation’s hospital. “She had difficulty finding doctors and nurses, so that’s the time she thought: ‘Okay, maybe we can go for education,’” Yuñez explains. With the above, Tzu Chi made providing education its mission as well. “She built schools to develop the needed .....

< Back A Kindred Spirit Brgy. Capt. Felicito “Chito” Valmocina of Brgy. Holy Spirit proves that small barangays are capable of doing big things—for its own people and for the society at large BY HELEN HERNANE PHOTOGRAPHY BY RENJIE TOLENTINO Even the smallest villages can empower people and change lives. Over his many years of service, Brgy. Capt. Felicito “Chito” Valmocina has proven that Barangay Holy Spirit is capable of doing things that can have a great impact to our society. GLOOMY PAST It’s no secret that during the 1990s, Barangay Holy Spirit was rife with crime. Coupled with the population boom, local government leaders had to deal with all sorts of crimes— robberies, gang wars, and even killings. “In the past, this place was a dumpsite for bodies. There wasn’t even any electricity; it was like living in the mountains. That’s when I started Oplan Bayanihan because there was no budget. I said to [then] Mayor Ismael “Mel” Mathay, ‘Give us the materials. I can convince the people to work, we’ll dig [the electric pole posts] ourselves,’” he recalls. They managed to transform Barangay Holy Spirit through this bayanihan system. By removing the 30% of the cost placed for labor and asking the people to help, they managed to produce more results than what the budget initially expected to yield. “If we want to achieve more with the budget we’re given, we need to do what we can. For example, instead of only finishing four walkways, we built ten because people helped out,” says Valmocina. LEADERSHIP BY EXAMPLE As a leader, Valmocina’s philosophy can be summarized in a few slogans and acronyms that he regularly repeats to his people. First is a slogan that he got from someone he looks up to, Senator Richard “Dick,” Gordon: “Bawal ang tamad.” “I raised the daily standard so that the policies are implemented according to plan. All of my policies are useless if people will not follow. I lead by example,” Valmocina stresses, adding that he is a man of his word. For instance, when his waste segregation program first started out and nobody followed the policies despite the wide dissemination, tickets were issued to those who committed the offense. “If you have the will, you can do it,” he says. Click here to read full article for free

< Back "WHAT DO YOU NEED TO KNOW ABOUT THE IMPEACHMENT?" BY GODFREY T. DANCEL IMPEACHMENT HAS ALWAYS BEEN A MAJOR ISSUE IN THE PHILIPPINES. ANUNDERSTANDING OF THE BASIC FACTS ABOUT IT COULD HELP US PARTICIPATE BETTER IN THE RAGING DEBATES SURROUNDING THE VICE PRESIDENT’S IMPEACHMENT. On February 4, 2025, the House of Representatives impeached Vice President Sara Duterte based on accusations of bribery, corruption, betrayal of public trust, and culpable violation of the constitution. This made her the first Philippine vice president to be impeached. More than four months after the transmittal of the articles of impeachment to the Senate, the Upper House convened as an impeachment court. Trial is expected to commence later this year, under the 20th Congress. What exactly is impeachment? Following are some important facts you have to know about this important process. 1. What is impeachment? Impeachement refers to the power of Congress to remove specific public officers for serious crimes or misconduct as provided in the constituion. 2. What is the legal basis for impeachment? Article XI, Section 1 of the 1987 Constitution states that “Public office is a public trust. Public officers and employees must at all times be accountable to the people...” Section 2 identifies impeachment as a way of removing specific public officers. 3. Which officials may be impeached? Article XI, Section 2 of the 1987 Constitution provides an exclusive list of impeachable officers, as follows: a. The President b. The Vice-President c. Members of the Supreme Court d. Members of the Constitutional Commissions e. The Ombudsman 4. What are the grounds for impeachment? The aforementioned constitutional provision identifies the grounds for impeachment: a. Culpable violation of the Constitution b. Treason c. Bribery d. Graft and corruption e. Other high crimes f. Betrayal of public trust 5. What are the stages of impeachment? Impeachment has two stages, namely initiation and trial. a. The initiation stage starts with the filing of a complaint, under oath and under pain of perjury, by a member of the House of Representatives a Filipino citizen and endorsed by a member of the House of Representatives, * at least one-third of the members House of the Representatives (via a resolution) This stage generally involves the filing of an impeachment complaint, ruling on whether or not the complaint is sufficient in form and substance, holding of hearings if necessary, and transmittal of the articles of impeachment to the Senate. An official is “impeached” once the House of Representatives finds sufficient basis to charge him or her. b. The trial stage takes place in the Senate, with the impeached officer being tried based on the articles of impeachment. The senators sit as senator-judges of the impeachment court, with the Senate president as presiding officer. When the Philippine President is on trial, the Supreme Court Chief Justice sits as presiding officer. 6. What happens if the impeached officer is found guilty? not guilty? If found guilty, the impeached officer shall be removed from office and perpetually barred from holding any government office. If not acquitted, he or she shall continue to hold office. 7. What happens if the impeached officer resigns before the trial starts or before a judgement is made? If the officer resigns before the trial starts, the Senate shall not proceed with the trial. If the trial has started, the proceedings will be preterminated.

< Back Ready to Fill Her Dad’s Big Shoes Her vision for Guiguinto, her dad’s shining example, and the people’s trust and confidence will take her all the way to the municipal hall. BY MARIDOL RANOA BISMARK PHOTOGRAPHY BY ROMEO PERALTA, JR. With bangs framing her face, her lithe body cutting a familiar figure in the office of her father, Guiguinto mayor Ambrosio ‘Boy’ Cruz’s office, Atty. Agatha ‘Agay’ looks more like an on-the-job apprentice than the seasoned municipal administrator that she is. You tell her so and she laughs, “But I’m already 41!” Forty-one, with a string of achievements. But to run as Guiguinto mayor and fill her dad’s big shoes? Atty. Cruz smiles. Youth, she says, is a blessing, not a curse in public office. Yes, it will be her first time to hold an elective post if she wins in May. But make no mistake. Daddy’s girl is battle ready. First, she brings impressive academic credentials to the table. She graduated with a Bachelor of Science degree in Commerce, major in Marketing Management from De La Salle University (DLSU), where her thesis on market research got a gold medal. She bagged second honors when she finished her postgraduate studies at the Ateneo de Manila University (AdMU) School of Law. Before passing the bar in 2008, Atty. Cruz interned at the Romulo, Mabanta Buenaventura, Sayoc, and De Los Angeles law firm. Far Eastern University (FEU) Institute of Law dean Mel Sta. Maria, Atty. Cruz’s Ateneo professor, invited her to teach in the then newly-opened college. It required great sacrifice. But Atty. Agay felt honored to be invited as faculty member. She herself drove from her native Bulacan all the way to Manila every day. Most of her students had day jobs and classes were held in the evening. So the tireless Atty. Cruz had to drive to Manila after finishing her work as municipal administrator in Bulacan. The experience was rewarding. The young professor learned to translate the technicalities of the law into simpler terms students can understand. “I had to explain law in a way that would inspire students,” she recalls. The experience enriched her communication skills. Atty. Cruz also learned compassion, especially for the students’ parents, who moved heaven and earth to finance their children’s costly law education. “My mom was watching me checking my students’ essay answers when she told me to think about their parents. She was in her executive check-up. And she told me that the parents are sacrificing a lot for their children. She asked me not to give a failing grade.” Thus did Atty. Cruz realize she may be expecting too much from her freshman students. However, two years of shuttling from the province to the city and back, spending for gasoline and paying toll fees, and, most of all, losing sleep, proved too much for her. Thus, Atty. Cruz bid teaching goodbye. Besides, work was waiting for her in her dad’s office. Mayor Cruz asked her to resign from the Ponce, Enrile, Reyes & Manalastas law firm, where she handled corporate, civil, intellectual property, labor and arbitration cases. Then municipal administrator got sick, and the mayor needed someone he trusts to take over, as soon as possible. He was then working at getting the Seal of Good Local Governance (SGLG), which the municipality won for four straight years. Up until then, Atty. Cruz (and her siblings) had taken the backseat in Guiguinto’s official affairs. “I was very careful to stay in the background. I didn’t want people to have the impression that I will run [or public office]. I didn’t even have a Facebook page at the time the social media platform was at its peak,” she says. Atty. Cruz told her two older brothers that she wanted to be the Gina Lopez of the family. Like the late environmental activist, Atty. Cruz’s dream was to put up a foundation that would serve as the corporate social responsibility (CSR) arm of the family’s real estate, construction, and general services business. She launched Presam Foundation Inc. in Guiguinto (Presam combined her parents’ names—Prescila and Ambrosio). It granted scholarships and espoused women’s causes. But Atty. Cruz was not meant to stay in the background. When Mayor Cruz came asking for help one morning, his only daughter and youngest child could not say no. She resigned, against her boss’ wishes. Besides, Atty. Cruz figured she can return to law practice any time. She buckled down to work as municipal administrator, overseeing the nitty gritty of the mayor’s multi-layered job. Deep into his second year in office, the older Cruz found someone who took over gargantuan tasks like disaster response, financial housekeeping, and social services. Atty. Cruz met these and other criteria for good governance, and Guiguinto bagged its first SGLG from the Department of the Interior and Local Government (DILG). Guiguinto is now a Hall of Famer. Under her watch, Guiguinto got a Blue Certification from the Office of the Ombudsman (“Blue” is the opposite of “Red,” which signifies red tape in the bureaucracy). She also worked hard so Guiguinto can bag the coveted ISO (International Organization for Standardization) certification from TÜV Rheinland. Thus Guiguinto became the first ISO-certified municipality in the region, and the Most Business Friendly Local Government Unit, as adjudged by the Philippine Chamber of Commerce and Industry (PCCI). She cut the red tape in business transactions. This meant fighting corruption, using computerization, and hiring the right people for faster services and less backlog. DESTINY CALLING Atty. Cruz was pleased with the fruits of her labor for two to three years. It dawned on her that destiny was calling. “The Lord is sending that path for me. I never planned on joining politics. My only participation during election back then was to act as my dad’s election lawyer, train poll watchers, and oversee vote canvassing.” Atty. Cruz admits she has big shoes to fill. But like her dad, she’s doing her best. She spent the love month of February organizing mass weddings (kasalang bayan) and serenades (harana) for PWDs (persons with disabilities), members of the LGBT (lesbian, gay, bisexual and transgender) community, and senior citizens. Members of these usually neglected sectors also received flowers as proof that they are loved. March, she points out, is dedicated to women. Speaking of women, Atty. Cruz supports Bahay Pangarap Women’s Foundation Inc. for abused young women, and Tahanang Mapagkalinga ni Madre Rita for abandoned children. She also granted people’s requests for sphygmomanometers so they don’t have to step out of their homes and go to the health centers to check their blood pressure. Atty. Cruz formed the sectoral movement Kaagapay sa Buhay. This group is made up of young volunteer leaders who handle projects on health, education, inclusivity, and environment, among others. On the day of the interview, the volunteers were walking down the streets and singing a happy tune. Upon seeing their group’s founder, they paused, smiled, and waved at her. The light, breezy exchange shows how Atty. Cruz treats her volunteers: as equals, not subordinates. “I want to empower them. The elected leader per sector trains his volunteers. We have lots of activities. A while ago, we had something for barangay health workers (BHWs). I’ve met with the youth, solo parents, and PWDs and asked them what programs they want to come up with. We’re doing something every day,” Atty. Cruz says. Like a proud mom, she adds that these volunteers can already work without supervision. She just pops in during their activities to show her support. Atty. Cruz also believes in leadership by example. She donated blood to show her kababayan that she not only preaches compassion. She practices it. NEXT DESTINATION: MUNICIPAL HALL The mayoral aspirant has big plans up her sleeves. Her long-term goal is to make Guiguinto a progressive city, after her father transformed it from a third-class to a firstclass municipality. She knows it requires a lot: from more service to access to bigger funds. But like her father, Atty. Cruz is aiming for the sky. She dreams of turning Guiguinto into the happiest place for a child to grow up in. This ambitious plan calls for a low or zero crime rate, the assurance that mothers get the nutrition they need to bear healthy children, a well-equipped school and day care center, zero flooding, a job after graduation, and technology. “The Lord is sending that path for me. I never planned on joining politics. My only participation during election back then was to act as my dad’s election lawyer, train poll watchers, and oversee vote canvassing.” Atty. Cruz promises to prioritize health in this time of COVID-19, as well as infrastructure and environment. She aims to consult people, to wield her persuasive power and find a middle ground in resolving inevitable conflicts. Authoritarian rule is not for her. “You have to find a win-win solution between two parties,” she declares. To do so, she will reach out, even to non-allies. Atty. Cruz has done this before, thereby getting a thumbs up even from her father’s political rival. “My mandate is to get the cooperation of all members [of the party] and have ‘One Guiguinto.’” Is this a mouthful coming from a young political newbie like her? Atty. Cruz doesn’t think so. “Yes, I’m a newcomer in politics,” she admits. But passion and idealism are on her side. She insists that she’s no jaded politician and she can bring “a different dynamism into public service.” Her role models, Pasig City Mayor Vico Sotto and New Zealand’s Prime Minister Jacinda Ardern, have proven that now is the best time for young leaders to step up. Their political will and examples of good governance make Atty. Cruz dream big and work harder. She knows her greatest achievement is yet to come. Until then, Atty. Cruz hopes her vision for Guiguinto, her dad’s shining example, and the people’s trust and confidence will take her all the way to the municipal hall.

< Back Coming Clean The Metropolitan Waterworks and Sewerage System (MWSS) is set to fully implement the master plan on the improvement of sewerage in Metro Manila, and appeals to everyone to also do their share in the quest tosave the Manila Bay BY MAIELLE MONTAYRE PHOTOGRAPHY BY RENJIE TOLENTINO Metro Manila remains as the country’s central hub for investments, business, andopportunities. With more people flocking to the metro, there is a basic need required by many—and that is clean water. As the primary agency tasked with water and sewerage services in Metro Manila and parts of Cavite and Rizal, the MWSS endeavors to serve not only the growing state capital but also the environment around it. MWSS’ MANDATE The Metropolitan Waterworks and Sewerage System (MWSS) replaced the previous National Waterworks and Sewerage System (NAWASA) in the management of water and sewerage. Republic Act No. 6234, which created the MWSS and dissolved NAWASA, has for its declaration of policy the proper operation and maintenance of waterworks system as an essential public service vital to public health and safety. The mandate of the MWSS is “to ensure an uninterrupted and adequate supply and distribution of potable water for domestic and other purposes at just and equitable rates.” The proper operation and maintenance of sewerage systems in the service area was also made part of its mandate. Republic Act No. 8041 or The Water Crisis Act in 1997 allowed for the privatization of MWSS. Metro Manila was divided into two zones, the East and the West zone. A Concession Agreement was granted to Manila Water Company, Inc. (MWCI or Manila Water) and Maynilad Water Services, Inc. (MWSI or Maynilad) for 25 years. This was extended for another 15 years to end in 2037. By then, the operation of the waterworks and sewerage system in Metro Manila will be returned to the MWSS, which can then opt to operate or reprivatize through another bidding process. The MWSS nevertheless continues to perform its mandate through the MWSS Regulatory Office (RO), tasked with implementing the provisions of the Concession Agreement. The MWSS RO monitors the two concessionaires, which are required to submit quarterly reports. The component of the report includes key performance indicators and business efficiency measures (BEMs). The two private water concessionaires can therefore be monitored on several aspects including but not limited to: their franchise coverage, operation expenses, power usage, build volume, collection efficiency, down times in case of repairs, amount of water treated and sold, employee efficiency, and projects implemented. The MWSS is then able to provide assistance to the concessionaires whenever necessary. The current Chief Regulator of the MWSS is Atty. Patrick Lester N. Ty, the youngest to hold the position. After obtaining his Bachelor of Laws degree from the University of the Philippines in 2003, Ty began his career as a lawyer at the Ocampo and Manalo Law Firm. Afterwards, he worked at the Department of Finance in the Privatization Office from 2006 to 2010. Thereafter, he became the Deputy Administrator of the Authority of the Freeport Area of Bataan from 2010 to 2017 before Ty was appointed as MWSS Chief Regulator on August 1, 2017. WATER SUPPLY AND DISTRIBUTION The mandate of MWSS requires the continuous and ample supply of potable water. The Greater Metro Manila area, which includes parts of Cavite and Rizal, was divided into two zones in 1997. “As their regulator, we compare the two concessionaires because Metro Manila was split in half, instead of having just one concessionaire,” Chief Regulator Ty says. “It is an apples-to-apples comparison because it is different to compare the market of Metro Manila to Cebu or Iloilo since they don’t have the same demographics—the purchasing power, the population density, and such,” he notes. The best solution was to divide the coverage area into two zones, allowing for two private water concessionaires. Click here to read full article for free

< Back "THE SILENT WONDERS OF NUEVA VIZCAYA" BY RAGIE MAE TAÑO-ARELLANO I had no idea what to expect from Nueva Vizcaya, as it is not a popular tourist spot in the Philippines. Maybe also because it is just a quiet province nestled in the heart of Luzon. This trip, though, turned out to be such a surprise! Nueva Vizcaya, bordered by the Sierra Madre, Cordillera, and Caraballo mountain ranges, is home to an astounding 33 waterfalls, 23 mountains, 9 caves, and 4 salt springs. We only had a day to explore Nueva Vizcaya, but it was enough to say that it is a place of rich stories of resilience, culture, and history. If you travel from Metro Manila, you will be greeted by the breathtaking Malico Viewpoint—the coldest part of Nueva Vizcaya. We arrived there around 5:30 in the morning, experiencing the mist caused by heavy fog and the chill in the air. As early as that time, there was already a restaurant that served hot breakfast and coffee, which we of course did not miss. Just near the vicinity is proof of Novo Vizcayanos’ preservation of history and a reminder of lessons of the past: the relics of a World War II Sherman tank. This not only reminds the locals but also visitors like us of the battles that once shook these mountains. It may be a painful reminder, but you learn to appreciate its beauty because it sits under the pines like a sentinel quietly waiting for the time to pass. There is also Sky Escape 360 Ambaguio Nature Camp, which, as the name suggests, gives you a 360-degree view of the entire province. The natural backdrops, the vintage bicycle, and other parts of the place are visually perfect for pictorials. I had the chance to lie down in the hammock and feel the cool breeze while taking in the view of the mountains and looking up at the limitless horizon. Visitors can just sit back, relax, unwind, and linger in a conversation while experiencing the breeze of the mountain. Back in the heart of Bayombong is the Old Provincial Capitol, built between 1904 and 1906 and now converted into a museum. This renovated building now houses exhibits of artists’ work and a showcase of the province’s living roots of history and identity. This is where we can see Indigenous Peoples’ tools for hunting and gathering, items once traded in highland markets, and garments woven with traditional patterns. Just within the museum complex is the Bantayog ng Wika, a monument that tells of how Novo Vizcayanos preserve their local language and culture. It stands as the people’s pride in their Gaddang language, which is still widely spoken in the place. Like other popular destinations, churches are still preserved. We visited St. Dominic’s Cathedral, a structure declared an Important Cultural Property by the National Museum for its historical and architectural significance. The other is the St. Vincent Ferrer Parish in Dupax del Sur, where the whole church complex has been declared a National Cultural Treasure. This is because the original brick walls, heavy wooden doors, iron fences, and hand-laid floor tiles have all been preserved, but you would not think that this was built before World War II. Tales about the church abound, but one that stands out is the story of how the Japanese threw bombs at the church, but there are no traces of such. Also inside the church complex stands the oldest and biggest acacia tree in North Luzon. This centuries-old tree just stands quietly without flaunting its greatness and strength. Just a walking distance from the church is the historic Dampol Arc Bridge, built in 1818, with a beautiful design made by the Isinay natives. It was once threatened to be demolished because of a road-widening project, but the people fought for its preservation, and it still stands unharmed. Nueva Vizcaya may not have the beach resorts that are famous destinations for foreign tourists that they can take pride in, but there are more places not fully explored that speak of rarities and authenticities. The province is quiet yet charming and richly speaks of a preserved heritage of history and culture—an emerging destination for one to appreciate not just the beauty and wonders of nature but also the rich history and culture the Philippines has.

< Back UNIONBANK CTO HENRY AGUDA UnionBank of the Philippines’ Henry Aguda believes in the power of technology—and sets the trend in digital banking to help MSMEs bounce back from a crippling economic crisis BY MARIEL ABANES PHOTOGRAPHY BY DANIEL SORIANO Gone are the days when banking involves a personal visit to a physical branch. These days, thanks to modern-day technology, financial transactions are now accessible through your fingertips—literally. While physically going to bank branches is still an option, the creation of websites and apps have made our lives easier and more convenient, especially with the current situation around the world. The global pandemic has left us with no choice but to shelter in place safely—and hopefully not for too long. Good thing technology is evolving with the times, meeting the ever-changing demands of the “new normal.” Chief Technology and Operations Officer (CTOO) and Chief Transformation Officer (CTO) of UnionBank of the Philippines Henry Aguda takes full advantage of all the perks technology has to offer. Championing his advocacy of digital inclusion, this leader is paving the way for the future of digital banking and beyond. 𝐀 𝐃𝐈𝐆𝐈𝐓𝐀𝐋 𝐓𝐑𝐀𝐍𝐒𝐅𝐎𝐑𝐌𝐀𝐓𝐈𝐎𝐍 Almost five years ago, Aguda returned to the Philippines from Los Angeles upon receiving an invitation to work for UnionBank. His primary role: to convert the bank’s platforms to cyberspace. He accepted, and since then, this digital genius has been lending his knowledge and expertise on the Information and Communications Technology (ICT) space to further advance the company’s online presence, helping it to become more digitallyoriented and agile. His expertise was sought not to just simply “update” infrastructure, but also revamp the organization’s culture and business model. To date, UnionBank has garnered other accolades like the Best Digital Finance Ecosystem Initiative, Application or Programme for ‘Eonbank’s Financial Marketplace’ and Mortgage Product of the Year at The Asian Banker Philippine Awards in 2019. In 2020, UnionBank was also named as the Best Digital Bank by The Digital Banker and the International Finance Awards. The Banker also named UnionBank as the 2020 Bank of the Year Philippines. The “Best Digital Bank” has become synonymous to the esteemed organization. “When you refer to digital banking excellence, it’s UnionBank that they talk about—from branch to app to online to all the other services that we offer,” Aguda says. “We really changed the branch banking concept,” he adds. “UnionBank is one of the top financial branches in the world that’s been recognized for being innovative and transformative. We’re the only Philippine bank that’s there, so we’re carrying the Philipine flag. We’re very proud of that,” he shares. From launching their state-of-theart robot called “Eve” who can take care of your transactions, to adapting an automated account enrollment via the app, to being one of the first banks to perform payments online, UnionBank has succeeded in revolutionizing the landscape finance industry. A CULTURE SHIFT But it isn’t just consumers who felt the leverage of going digital with UnionBank. Henry admits that, in his role as CTO, Senior Executive Vice President, and CTOO of the company, he had to create a shift in the culture of the organization, too. “There were a lot of traditions and rules, and the biggest challenge is winning their hearts and minds. They have to trust that if we go digital, they will not lose their jobs—it will actually improve their careers and we will not leave them behind,” the CTO explains. “And since we gave that psychological safety to our people, they’ve been with us on this journey.” With their staff onboard and equipped to face the move, Henry and his team worked on modifying hardware and software systems, as well as the processes involved in upgrading them. This has turned into their competitive advantage, which no other bank has been able to duplicate. Fast forward to 2020 and the lockdown happened. Instead of seeing this troubling situation as a detriment, it validated and affirmed UnionBank’s choice in going full-scale in the digital world. “Most of the initiatives that we deployed last year, we had them already since 2018. So when the pandemic happened, our people were immediately ready to work from home because most of our systems were automated and the app immediately worked,” Aguda relates. From their past records of 2,000 branch visitors per month, they now reach a whopping 2,000 app users per day—without hassle on both the consumer and the bank’s end. We can credit this powerful shift to Aguda’s dynamic leadership. He describes his style as “very much situational.” When the situation calls for him to take on the reins and be decisive, Aguda plays this role well. “When we started the transformation, I still needed to increase awareness on methodologies and processes that people will have to adapt to. But as soon as I see the organization embracing the methods and technologies that I’ve already advocated, I tend to pull back and be less controlling,” he points out. “So right now, I’m more of a coach and a mentor to a lot of the executives and junior officers of the bank. I encourage them to experiment and to make mistakes— not intentionally—that they hopefully can learn from. That’s the type of leadership that is necessary. It’s not one size fits all.” “Mayroon kaming concept of ‘ubuntu’,” Aguda further adds. Ubuntu, a South African term which translates to “teamwork” or bayanihan, as Henry explains, keeps the bonds tied within the organization. The CTO labels it as a special culture, which shapes the working relationship of everyone in their teams. ADAPTING TO THE PANDEMIC It’s safe to say that UnionBank switched to the “new normal” with ease. And since they are operating at full capacity, the company arranged new and efficient efforts to adapt to the needs of the country and its people during the COVID-19 pandemic. From the beginning of lockdown up to now, their branches are open with full banking services and ATMs available to support customers’ liquidity needs. They launched “Bank on Wheels” to support areas with large transaction requirements. UnionBank also assisted in the disbursement of the Department of Social Welfare & Development’s (DSWD) social amelioration program (SAP) cash assistance to 700,000 beneficiaries. Partner local government units (LGUs) were also supported in the distribution of cash or loan proceeds to their constituents. All these services were given for free, with the belief that their efforts will aid in the revitalization of the economy. Apart from supporting government efforts, their digital platforms also provided access to payments, lending, and marketplaces to support the transaction needs of micro, small, and medium enterprises (MSMEs). Furthermore, Henry spearheaded Bonds.ph , together with the Philippine Digital Asset Exchange (PDAX) with digital KYC, to enable the public to conveniently invest while helping the country recover. It’s the first app-based, blockchain-enabled distribution of Retail Sovereign Treasury Bonds in Asia. Of course, UnionBank continuously innovates with its app, creating an easy and hassle-free experience for every consumer, coupled with their active campaign to educate consumers about cyber criminals. “That’s our advocacy, to teach the public that there are criminals out there who might steal your password, your username, and your credit card credentials. We’re working closely with the authorities to catch these criminals, because what they’re doing is economic sabotage.” THE GAME-CHANGER Deep in his heart, this passionate man thrives in bringing digital inclusion to every platform he works on. Apart from his roles in UnionBank, Aguda holds several other titles, such as Chairman of UBX Philippines, the fintech spin-off of the bank; lecturer at the University of the Philippines (UP) Diliman Technology Management Center; Board Member of Philippine Clearing House Corporation (PCHC); associate member of Institute of Corporate Directors (ICD); member of the Financial Executives of the Philippines (FINEX); and member of the Board of Trustees of Philippine Pastoral Council for Responsible Voting (PPCRV). His participation in all of these allows him to engage with more people to increase awareness in his advocacy. He does so with UnionBank. “I try to align the efforts of the bank with my personal advocacy for digital inclusion,” he says. “We just have to get as many people in the digital space right now.” These responsibilities may seem like a lot for a single person to take on, but Aguda makes it all happen thanks to good collaborators. Again, he refers to “ubuntu.” “I rely on trustworthy and effective teammates to get the word out and the job done.” For instance, the bank showed support in his endeavor by deploying people to several government agencies to help their IT organizations in developing better apps. There are also academic institutions who tap him to talk about digital transformation, which widens information dissemination on the topic. And he won’t get tired of laying the cards in front of everyone for as long as he can. “My whole life has been devoted to digital inclusion,” Aguda puts it simply. It’s the legacy he wishes to leave behind—to get as many people aboard the digital space. “I really believe that digital is the great equalizer. For as long as everybody has access to it, they have access to information. And information is power. In that sense, I aim to push the needle in terms of digital inclusion in the Philippines,” Aguda ends.