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< Back EMPOWERING AND MOBILIZING THE YOUTH NYC Chair and CEO Ryan Enriquez bares his office’s plans to fulfill their herculean task of helping the country’s millions of youth. BY MARIDOL RANOA-BISMARK PHOTOGRAPHY BY ROMEO PERALTA, JR. Newly-installed National Youth Commission (NYC) Chair and CEO Ryan Enriquez defied the odds to be where he is now— on top of a government agency with a tough mandate. His office’s herculean task: help the country’s millions of youth become upright, empowered, and fulfilled. Never did the 41-year-old Caviteño with soft-spoken ways and millennial looks see himself in a post other government officials aspired for. But two months after his predecessor, Ronald Cardema, resigned last May, President Rodrigo Duterte caught Enriquez unaware. The Chief Executive named Enriquez as NYC head. Even for a veteran public servant who served as National Chair of the Provincial Board Members League of the Philippines for three years, (he was regional chair for Calabarzon from 2013 to 2016), the NYC is a totally different ballgame for Enriquez. He admits he didn’t know what NYC does, so he had to start from scratch. “You can’t approach every problem by being aggressive,” he points out. “You should be patient. You should learn to listen. You should know how to unite people and maximize the talents of the youth for many projects.” This includes the youth-oriented bills he wants Congress to greenlight. ADDRESSING TEENAGE PREGNANCY AND MENTAL HEALTH The father of four likens his job to taking care of children whose potentials he wants to develop. For instance, Enriquez wants to erase the Philippines’ negative reputation as the country with the highest number of teenage pregnancy cases in Southeast Asia. To address this concern, Enriquez has proposed the idea of holding female-only and male-only discussions among adolescent boys and girls from grades seven to 12 when topics like sexual health, reproduction, and HIV are tackled in class. This is based in part on his appreciation of a UNICEF study on comprehensive sexuality education published a few years ago. He knows how explosive the situation in classrooms which combine girls and boys can be. He also knows how tempting things could get for students with raging hormones as they work on a project with classmates of the opposite sex after school. “Temptation strikes when these students go to a private house or somewhere else,” he points out. “They get curious.” That curiosity can lead to teen pregnancy, which can cut the students’ dreams short and rob them of the wholesome pleasures those their age are entitled to. Enriquez also figured that girls and boys can openly ask sensitive questions in sex education classes if they are among people of the same gender. They won’t be afraid to throw the most sensitive questions about the birds and the bees, because their classmates are of the same sex. It also helps if their teacher shares the same gender. While the idea was criticized by many especially on social media, it also had its share of supporters. If at all, the idea has added another facet to the debate on teenage pregnancy. Another nagging issue Enriquez plans to tackle is mental health. “Some of our youths tend to give up easily,” he observes. They are addicted to social media and gadgets. So Enriquez met with officers of the Philippine Medical Association and the Philippine Pediatric Society. They came up with a project to provide free mental health seminars for parents and children. Health officials will go around the provinces to hold these seminars. The NYC has existing links with Lions Club Antipolo District 301- D2 and Magdalo Lions Club Cavite District 301-A2. The agency plans to have more of such links by joining forces with LEO Clubs, Rotaract Clubs, JCI Makati, the Philippine Jaycees, other Lions Club chapters and other big service groups to help push its youth development plans on the environment, health, and others. “We can align our projects so we can move as one,” explains Enriquez. The hardworking government official is also giving the Sangguniang Kabataan (SK) even more direction by offering various doable projects to choose from. To fast-track projects and improve coordination among offices, Enriquez is talking with National Housing Authority (NHA) officials for a property that will house a new NYC building, hostel, and training facilities in Quezon City. STRENGTHENING THE SK The past year was particularly important for the SK. The NYC, in cooperation with other government agencies, took important steps to strengthen the SK by providing help on various fronts. Guidelines covering different SK-related matters were released to help SK officials better perform their duties. A joint memorandum circular was released by the Department of Budget and Management (DBM), DILG, and NYC regarding the appropriation, release, planning, and budgeting process for SK funds. Guidelines pertaining to the forming of Local Youth Development Plans, Comprehensive Barangay Youth Development Plans, and Annual Barangay Youth Investment Programs were also issued. Meanwhile, the Government Procurement Policy Board released a memorandum circular on the composition of the SK Bids and Awards Committee as well as the conduct of procurement. SK officials also benefitted greatly from the NYC-led continuing and mandatory training program. More than 500 LYDOs from all over the country took part in the LYDO Summit, where they discussed the latest guidelines on the localization of the Philippine Youth Development Plan. Training modules on leadership, resource mobilization, ethical decision-making, dynamics of local governance, climate change adaptation-disaster risk management, and other topics were also developed and pilot tested to further capacitate SK officials. Just last November 2019, the NYC and COA gathered SK officials from Metro Manila and other parts of Luzon for a training on the pilot implementation of the Handbook on the Financial Transactions of SK Officials. To ensure a more efficient performance, the NYC came up with a comprehensive directory of the SK, Local Youth Development Officers (LYDO), and Local Youth Development Council (LYDC) members. This will help simplify and facilitate mobilization whenever there are trainings and consultation meetings. Finally, the NYC has started work on the SK Web Portal, which is expected to be launched later this year. This multi-interface platform will let SK officials, LYDOs and LYDCs have access to real-time, accurate, and reliable data. Interactive modules for SK Continuing and Mandatory Training, as well as templates for various SK documents will also be available. Aside from these, the web portal will serve as a venue for SK officials from all over the country to interact and learn about the latest policies, programs, and information that can help them serve their communities better. FULL PLATE Meanwhile, NYC has a full plate. It has an ongoing advocacy on education, peace building and security, social inclusion, equity, and economic empowerment. It is conducting another National Youth Assessment Study, which serves as a rich source of information for the midterm Philippine Youth Development Plan. A Government Internship Program for those aged 18 to 25 helps the young appreciate government service. The three-month program requires interns to work at NYC, which gives them a monthly stipend equivalent to 70 percent of the applicable minimum wage. A module development project for enhanced trainings targets the Sangguniang Kabataan. It includes entrepreneurship and peacebuilding elements. Preparations for next year’s 47th Ship for Southeast Asian and Japanese Youth Program (SSEAYP) are in full swing. This year, the NYC is sending 28 youth leaders and young professionals on a 52- day goodwill cruise on board the luxury liner MS Nippon Maru to ASEAN member states and Japan. Participants will take part in discussion activities, Solidarity Group activities, and voluntary activities, among others. NYC was instrumental in the successful holding of the 5th ASEAN-Russia Youth Summit from November 26-29, 2019. The Philippines hosted the project, which gathered youth leaders from ASEAN and the Russian Federation, for the first time. The summit is part of efforts to promote mutual understanding and cooperation between the youth of ASEAN member states and Russia. On November 17, NYC led the celebration of National Students’ Day, along with the Department of Education (DepEd) and the Commission on Higher Education (CHED). On November 22, NYC marked the ASEAN Youth in Climate Action and Disaster Resilience Day. This year, NYC will hold the National Youth Parliament (NYP) biennial congress where youth leaders debate and discuss resolutions, advocacies and draft bills. There are also regional youth development meetings and peace building projects to attend to. Figures why Enriquez and his staff are in the office even on supposed nonworking days like Saturday. LEARNING THE HARD WAY After all, the youth is the future. And Enriquez wants to instill in them the gung-ho attitude he learned the hard way decades back. “Our family is not well-off,” he admits. “My father studied for free, thanks to a music scholarship.” Inspired by his father’s example, the NYC head took up table tennis, and spent long hours practicing his moves. He started playing the sport at 13 and made it to the varsity team. He became Athlete of the Year, and got a full college scholarship at San Beda College in Mendiola, Manila, where he finished his management degree. He used his remaining playing year to take up a masters course in public administration at the University of Santo Tomas (UST). Years after, the Caviteño ran for Provincial Representative for the Board Members’ League, and lost. Enriquez admits he felt bad, but fate had another plan for him. He was appointed Regional Director, a job he poured his heart and soul into. People sat up and noticed, until he made it as Nationa Chair of the Provincial Board Members’ League. “You can’t win them all,” he looks back. “Everything happens for a reason. Your experiences will make you strong.” He wants the youth to be just as resilient. “Don’t ever think of failing. Just tell yourself you did what you wanted to do. If you don’t make it, you won’t have regrets, because you won’t be left wondering about the whatmight-have-beens.” Enriquez is the best example of one with no what-ifs and what-might-havebeens. Click here to read full article for free

< Back PANGASINAN VICE GOVERNOR MARK RONALD LAMBINO BY KRISTEL LAGORZA ALTHOUGH A LATE BLOOMER, PANGASINAN VICE GOVERNOR MARK RONALD LAMBINO HAS PROVEN EQUAL TO HIS VISION OF A BETTER-SERVED AND MORE PROGRESSIVE PANGASINAN. Vice Governor Mark Ronald Lambino is a true-blue, full-blooded Pangasinense. Born in Dagupan City and raised in Barangay Buenlag, Mangaldan by his parents, Raul and Marilyn, 41-year-old Lambino comes from a family that is simple but has deep and numerous political ties. His father, Sec. Raul Lambino, has a long, prolific career as a lawyer and statesman, having served as a consultant and coordinator for the House of Representatives in the 1990s and chief of staff of Senator Loren Legarda (from 1998-2000) and Speaker Jose de Venecia (from 1995-1998), among many other notable roles. Sec. Lambino is also a former administrator and chief executive officer of the Cagayan Economic Zone Authority. His mother, Marilyn, on the other hand, formerly served Mangaldan as municipal mayor. AN ACADEMIC PRIVILEGE With both parents working in public service, the oldest in a brood of three understands that not everyone may have the same privileged opportunities as he does. But he makes sure to honor every opportunity given to him by ensuring that he fully uses his potential, extracts knowledge and wisdom from the experience, and finds ways to help others by bridging the gap. Recalling his childhood, Lambino shares, “I was exposed to a lot of politicians growing up; some of my relatives, at that time, were also in public service. But I was never ‘groomed’ to become a politician. I was groomed, so to speak, to choose my own path.” While there was no pressure on him to commit to the “family calling,” his parents did, however, have high expectations from their children to excel—especially for Mark Ronald who showed great promise, intelligence, and potential. After finishing his primary studies in Dagupan City, Lambino was encouraged by his parents to study at the Philippine Science High School in Diliman, Quezon City, a highly competitive institution and considered the top science high school in the Philippines. It was an important opportunity for the teen. But it would also require Lambino uprooting and moving to Manila, far removed from his family. It was a sacrifice he was willing to make as the advantages outweighed his fears. He had dreams of becoming a doctor in the future. Later, Lambino pursued his Bachelor’s Degree in Geography at the University of the Philippines Diliman and rounded out his education at Ateneo de Manila University for his Master’ Degree in Public Management and the Asian Institute of Management for his post-graduate studies. The latter two he completed while working in government as a regular employee. He was formerly the technical assistant for the Office of the Speaker of the House of Representative from 2003 to 2006 and the Senate Committee on Public Services from 2011 to 2013. During his first term as vice governor, he finished his Management program from the Columbia Business School at Columbia University in New York. “Both my mom and dad (who are proud teachers themselves at the University of Pangasinan) ingrained in us the importance of education, which is why they encouraged me to leave home and pursue my studies in Manila where the best academic institutions were. They taught me that education is the best foundation that you can have and with it, you can pursue anything that you want in life.” As vice governor of Pangasinan, Lambino wants to assure his constituents the same opportunities for quality education that he received, which is why he is elated to share the news that the provincial government will soon open its own Pangasinan Polytechnic College (PPC) in Lingayen. Here, students can avail of college education for free and enroll in numerous vocational courses. “This is the first college fully owned and run by a provincial government in the Ilocos Region,” Lambino shares proudly. “And it is the brainchild of Governor Ramon Guico and myself, being the chairman of the Committee on Education, Culture and the Arts of the Sangguniang Panlalawigan.” Immediately expanding on this initiative, the local government is aiming to establish two to three campuses in central Pangasinan, San Carlos City, and the eastern part of the province. Also, the local leader is taking the lead in talks with the Technical Education and Skills Development Authority (TESDA) to help bridge the gap between education and employment, with efforts to support students in their professional pursuits. It is an incredible feat and honor to be contributing in such a meaningful way, he nods, and Lambino is humbled that the people of Pangasinan are placing more trust and faith in his vision and abilities. “I have always believed that you should present yourself as you are. Show the people who you are and what you can do. Never over-commit. And, at the same time, if you give your word, make sure that you follow through.” DUTY CALLS As a public servant, Lambino considers himself as a “late bloomer,” having only entered the political arena at 37 years old. But he admits that the wait was necessary because those years of working in government and taking further studies were critical for his growth and development as a servant leader. It was in 2018 when he was approached by then incumbent mayor of Alaminos City, Arthur Celeste, to join his slate. Celeste was running for governor and was set to have retired Colonel Paterno Orduna as his running mate. However, the colonel unexpectedly withdrew his candidacy due to health concerns and Celeste sought Lambino’s support as a substitute candidate. Despite not having any plans or desire to run for public office, Lambino knew it was a role he could not refuse. At first, Lambino was hesitant and had even thought that Celeste had made a mistake in inviting him. “My uncle was the former vice governor; my dad was in government. So, one of the first questions I asked him was, ‘Tama ba yung Lambino na tinatanong niyo? (Are you asking the right Lambino?)’,” he chuckles remembering their first conversations. But once his heart was decided—with the assurance and support from his wife Atty. Melanie —”I accepted the challenge whole-heartedly.” Lambino won in his first vice gubernatorial race, garnering over 710,000 votes. READY TO COLLABORATE Under former Governor Amado Espino III, Lambino was confident in his abilities to find common ground and push for collaboration to deliver results. Despite being a member of the minority party, Lambino knew how to work with those with differing points of view, a skill learned from his years working in government and the bureaucracy. “I’d say that even though politically we were outnumbered, I was able to maneuver the sangguniang panlalawigan to be very professional. As much as possible, we aimed to be very nonpartisan when it comes to the performance of our functions. I made sure that, while I was the presiding officer, I would never let politics be the deciding factor in any actions or decisions we made. We set aside politics in favor of public service.” And testament to his fair leadership, Lambino was reelected for a second term in 2022 by an overwhelming margin of 320,000 votes. DEFINING SERVICE “In a nutshell, my brand of leadership and service is about making lives easier,” he nods. Beyond education, Lambino is driving the provincial board to improve social services and launch public programs that are streamlined, effective, and consistent. He has a particular focus on elevating medical services across the province as well as expediting infrastructure projects and the improvement of roads. Today, working in tandem with Governor Ramon Guico, Lambino is continuing the projects from his previous term and building momentum. “What we both want is to grow businesses and expand industries, fix the bureaucracy, and address the persistent problems of Pangasinan particularly in health care and employment,” he stresses. “We asked the people for a year to plan everything. And that year will be finished in a few weeks. The plans are in place and actions are ready to be executed, so you can expect that in the next two years, ratsada na ang mga pangako na matutupad dito sa probinsya (more and more promises will be fulfilled),” he smiles. This includes the groundbreaking of a major expressway and the Pangasinan Polytechnic College, township programs, and renovation of the capitol complex. “You can quote me on this: 2023 will be the start of the global age of infrastructure here in the province,” Lambino shares with conviction. THE SALT SHORTAGE One of the resolutions that Lambino and the provincial board are currently working on is how to address the looming salt shortage in the province. Pangasinan is the country’s second largest producer of salt. However, it only produces seven percent of what the province consumes, with the rest being imported from nearby provinces. Lambino explains that the shortage is due to several factors but primarily the outdated method of saltmaking. For the past 50 years, saltmakers have relied on the simple yet laborious process of bringing in saltwater from the sea and drying it on the salt beds, which takes weeks from start to finish. Currently, the province operates around 470 hectares of salt beds, but this is not enough. “In addition, there needs to be consistency in our production process. Our salt technology is outdated and dependent on the sun. During the rainy season, not a lot of evaporation will occur, so salt production is at the minimum. In other countries like Indonesia, they can produce salt better. Whether it’s the rainy season or summertime, they are able to continue production,” he laments. As part of its plans to rehabilitate the salt industry, the provincial board is developing the Pangasinan Salt Center, which will be attached to the Pangasinan Polytechnic College. The aim of this initiative is to boost research and development in salt production, acquire better methods and equipment, make salt products more competitive, and also boost the province’s stock as a tourist attraction. FINDING MOMENTUM Today, Lambino is focused on supporting Guico’s vision and ensuring that he fulfills his duty as vice governor to the best of his ability. “Everything we (Governor Guico and I) do may not be as flashy as what the others are doing. Some may say that how we work is too slow. But we are strong advocates of proper planning, proper organization, and proper utilization. This is to ensure that no resources go to waste.” Lambino believes that many initiatives fail due to poor execution, and so they’re taking the necessary steps and precautions to build strong foundations. In addition, they hold themselves to a high level of accountability and transparency. “I have always been conscientious and mindful of the promises I give to my constituents. I say ‘Huwag kang mangangako ng di mo kayang tuparin. (Don’t promise what you can’t deliver).” Expectedly, local leaders from barangays and municipalities request assistance and support from higher levels of government. “Many in my position tend to make promises and commitments to ensure votes.” “In fact, I was criticized a lot in the beginning, with others saying that I wasn’t moving fast enough or seemed hesitant to help. But I believed in honesty and transparency. I won’t promise what I can’t commit, but rest assured that if I do commit, consider it done,” he underscores. Lambino is very intentional and careful with his agreements since he wants to break the misconception that “hanggang pangako lang ang mga politiko (politicians are nothing but empty promises).” “I don’t want to be part of that demographic of public servants or politicians who say one thing, but, at the end of the day, don’t deliver. I am committed to serve to the best of my abilities nang maayos, malinis, at matapat (in a manner that is systematic, clean, and proper).” LOOKING FORWARD TO A BETTER FUTURE Apart from his responsibilities at the capitol, Lambino offers his time and services as an instructor at the Pangasinan State University, teaching Public Administration and Parliamentary Procedure, Leadership, and Principles, while also taking his Doctorate in Developmental Studies at the same state university. These do admittedly take hours of his time, but they do not distract the vice governor from his greater goal and duty to the province. In fact, they complement all his efforts as a leader. “As mentioned, I believe strongly in education because, at its core, it’s about selfimprovement. Through more education and training, you become a better leader and a better person.” Midway through his second term, Lambino looks forward to continuing to serve Pangasinenses for a third and final term: “If given the opportunity, I would humbly accept it.” “I want to turn Pangasinan into one of the premier provinces in the country—and I truly believe that we are ready. We may not be able to finish everything during my short term, but we have taken the important steps to start it. Let’s continue to build momentum and turn our dream and vision to reality,” he ends.

< Back ISABELA PROVINCE GRAIN & GRIT Unpretentious and easily overlooked, the bucolic province of Isabela holds more than just a bounty of agricultural achievements BY MAIELLE MONTAYRE PHOTOGRAPHY BY TEDDY PELAEZ Tucked away almost at the northeast corner of the Philippines, nestled among the rolling plains of the Cagayan Valley Region, and guarded by the towering mountain ranges of the Sierra Madre and Central Cordillera, sits a humble titan that is the province of Isabela. As the second largest province of the Philippines with a land area of 1,066,456 hectares, Isabela is widely known as the “Rice Bowl of the North” and the Corn Capital of the Philippine s.” Founded in May 1, 1856, the province was named after Queen Isabela II of Spain, thereby also earning the moniker “Queen Pr ovince of the Philippines.” Initially part of La Provincia del Valle de Cagayan, the province was created by royal decree with towns separated f rom Cagayan and Nueva Vizcaya. Today, Isabela has 1,018 barangays and 34 municipalities. The province has two component cities, namely, Cauayan City and the provincial capital of Ilagan City . It has one independent city, which is Santiago City. At the beginning of his term, Cauayan was only a third-class municipality. Owing to the efforts of Governor Dy, Cauayan, thereafter, became a city. After his stint as mayor, he became the Representative of the Third District of Isabela from 2001 to 2010. Since then, he has served as governor and is now on his third t erm. A SURGE OF CHALLENGES Isabela’s economy relies largely on agriculture, which is 80% the source of its income. The province supplies rice to Jollibee, Chowking, and SM malls. Metro Manila also obtains 20% of its fo od sources from Isabela. “This is why if Isabela gets sick, Manila might not be able to eat,” Governor Dy says. When the clouds gather and a storm approaches, the primary trade and industry of the provinc e is threatened. Isabela is surrounded by the provinces of Cagayan, Kalinga, Mountain Province, Ifugao and Nueva Vizcaya, Quirino and Aurora on its northern, western, and southern fronts. However , the Philippine Sea borders the east of Isabela, facing the west of the Pacific Ocean. Governor Dy recounts that of the 27 total storms in 2017, aroun d 20 passed through Isabela. “That’s how nice we are here in Isabela; we welcome the typhoons with open arms,” he jokes. Click here to read full article for free

< Back THE CHALLENGES OF GOING GREEN BY HELEN HERNANE United Nations Economic and Social Commission for Asia and the Pacific Deputy Executive Secretary Kaveh Zahedi gives a sober assessment of the Asia-Pacific Region’s environmental progress.

< Back AS SWEET AS CANDY BY GAY ACE DOMINGO PHOTOGRAPHY ROMEO PERALTA JR. For Candy Medina, being councilor of Quezon City and serving the people couldn’t be more gratifying. In the places that she visits, Quezon City (QC) Councilor Candy Medina gets welcomed like a movie star—with people carrying welcome banners and chanting her name, and groups of youth dancing to a hit song to honor her arrival. “Kapag dumarating ako sa barangay, feel na feel ko ang love ng mga tao (Whenever I visit barangays, I could really feel the people’s love),” Medina says of her experience. The long-time QC councilor describes her constituents’ efforts as equivalent to mounting a variety show. “Sabi ko [sa kanila] ‘Masyado naman kayong production number! Eh, binigyan ko lang ng tent at mga upuan (I said, ‘You really went all-out with this production! I just gave you some tents and chairs).’” In the years she’s been serving the city of the stars, Medina has won the people over through her performance as a public servant, particularly through the ordinances she’s successfully filed and the projects and programs for the marginalized sectors closest to her heart, such as the youth, women, LGBTQ+, senior citizens, solo parents, and the unemployed. IN THE FAMILY Observing how she’s so comfortable and confident in interacting with people from all walks of life, one wouldn’t believe that she was once a quiet young lady who shied away from politics. “I actually wanted to be a dentist,” she reveals. “In my family, I am the only girl who was not exposed to people because of my introvert personality.” But serving in government runs in the Medina family. Candy Medina’s grandfather, Rey Medina, and father, Eric Rey Medina, were both councilors of Quezon City. Five of her uncles are in the police force. “Every morning, nakikita ko maraming tao ang pumupunta sa bahay namin humihingi ng tulong sa Dad ko para sa (I would see many people going to our house to ask help from my father for) financial assistance, medical assistance, scholarships,” Medina relates. In high school and college, it was inevitable for Medina to join her grandfather and later, her father at their barangay visits and house-to-house campaign activities. Eric Rey also assigned Medina to serve as project director for a few of his office’s outreach projects. BRAVE DECISION In 2007, when Eric Rey was on his last term as QC councilor, he had a heart-to-heart talk with his introverted daughter about continuing the family legacy. “Wala silang makitang papalit sa kanya (They couldn’t identify anyone else taking over his place),” Medina remembers her father telling her. Plans for her brother, a barangay councilor, to run for city councilor did not push through so Medina—who was barely 24 years old then—ended up running for public office as an independent candidate. In spite of her inexperience and the lack of a political party to back her up, Medina defeated older and more established names—becoming the youngest Quezon City councilor to be elected in 2017. Right after she took her oath of office, she quickly rolled up her sleeves and buckled down to work, so to speak. Medina says, “Nag-research ako. Nagtanong ako sa mga tao. Nag-consult ako sa Daddy ko kung ano ba ‘yung problems sa barangay (I did my research. I asked the people. I consulted with my dad on the problems of the barangay).” INNOVATIONS Her consultative style of leadership and service paved the way for programs and projects that were relevant as they are innovative such as the setting up of the Violence Against Women and Children protection center (launched during Medina’s second term as councilor) and the creation of the first-ever Quezon City Museum. Medina is especially proud of the Protection Center. “It’s a ‘one-stop shop’ at the Quezon City General Hospital wherein merong abogado, doktor, at iba pang key persons na handang humawak at litisin ang mga kaso ng pang-aabuso sa mga kababaihan at kabataan, bukod sa ito rin ang kanilang tahanan habang nililitis ang kaso (there’s a lawyer, doctor, and other key persons that are ready to handle and litigate the cases of violence against women and children, aside from this is the safe house for the victims while the case is ongoing). It’s a first in Quezon City and in the Philippines and I must say that having this is one of my proudest moments as a public servant.” Aside from the usual scholarship programs for poor students, and cash assistance to indigent constituents, Medina endeavored to implement programs with impact that go beyond the financial dole-out. She coordinated with barangays and parishes to organize mass baptisms and weddings; the latter is particularly special for Medina who is a wife and mother who desires couples to be more blessed. Medina smiles as she explains, “Kasi for me, dapat lahat happy lalo na sa larangan ng love (Well for me, I think everyone should be happy, especially when it comes to love).” COVID-19 When COVID-19 hit the country, Medina worked harder to provide help to those who needed it the most by distributing personal protective equipment (PPEs) and bicycles to frontliners, thermal scanners to establishments, gadgets for the online schooling of underprivileged students, and groceries to poor families. When supplies ran low, she sought help from friends and associates who willingly donated to Medina’s constituents. “May good friends ako na nagdonate like Mega Sardines and Reva Noodles, and may iba pang friends na nag-donate in kind, mga gustong tumulong sa district (I have good friends that donated Mega Sardines and Reva Noodles, and other friends also donated in kind, they want to help the district). Going around various communities at the height of the surge brought about by the COVID-19 Delta variant made Medina vulnerable to the virus. In spite of strictly adhering to health protocols, the councilor also acquired the disease. She recounts that it was one of the most difficult moments of her personal and professional life. “When I tested positive for the COVID-19 virus, I was in limbo. I was afraid for my family because they might also get infected, and I was worried about how I could still perform as a public servant and help my constituents cope with the dreaded pandemic.” In her period of isolation and rest, Medina drew strength from her loved ones. “Because of the messages of support from my family, friends, loved ones, and constituents, I stayed optimistic and asked God for help. Eventually, I recovered.” REACHING OUT The time of sickness allowed Medina more introspection. After battling COVID-19, she emerged stronger physically, mentally, and more so, emotionally. When the vaccination program was rolled out, she supported the city’s vaccination drive and promoted to her constituents to get themselves vaccinated against COVID-19. Medina’s district had the most number of vaccination sites and the most number of vaccinated individuals in Quezon City. “Kahit sa Araneta Center, pati sa villages [meron tayong vaccination site]. Meron pang drive-through (Even in Araneta Center and villages [we had vaccination sites]. We also had a drive-through [vaccination site]),” Medina says. Another innovative program that Medina launched during the pandemic was the distribution of food carts particularly to solo parents who lost their livelihood because of the lockdown. This program benefitted around 150 single parents and is also replicated in other QC districts. For Medina, true service is reaching out to the needy regardless of who they are or, in her case, where they live. “Kahit ibang city or district, tinutulungan ko pa rin (Even if they belong to another city or district, I still help them out),” she says. “Lalo na ngayon na sa Facebook, Instagram, daming nagdi-direct message sa akin, kahit mga taga-Caloocan, Makati, Laguna, binibigyan ko pa rin ng tulong (Especially now with Facebook, Instagram, there are a lot of people sending message to me, even those who live in Caloocan, Makati, Laguna, and I help them as much as I can).” While she tries to help whenever she could, Medina admits that there are times when she can’t. “You can’t please everyone. Hindi mo mapagbibigyan lahat at may sasama ng loob pa rin sa iyo (You can’t help everyone out and some will detest you for it).” But in general, the impact of her work is more than enough motivation for her to keep serving. “It’s really heartwarming to be an instrument of change to many people and I thank God for choosing me to be a blessing to my constituents and vice versa.” DOWNLOAD FULL ISSUE HERE FOR FREE

< Back BUILDING BRIDGES After nearly two decades in public service, Mayor Noel Rosal has changed Legazpi City for good. And he is gearing up for more. BY HELEN HERNANE PHOTOGRAPHY BY ROMEO PERALTA JR. This is not the first time the mayor graced the pages of LEAGUE Magazine. Only a year has passed since we featured Mayor Noel Rosal in our December 2018 issue, but the seasoned politician already has much more to tell. STICK TO THE PLAN One of the biggest achievements of the city government last year was the launching of the 200 square-meter Museo de Legazpi, which showcases the history of the city in chronological order—from the Ibalong Epic, Sawangan, and the city’s precolonial roots up to recent history when Legazpi attained cityhood for the third time in 1959. The numerous dioramas in the museum also portray the Spanish Era and the Old Albay District, as well as the Battle of Legazpi, which occurred during the American Occupation. During the museum’s inauguration, Rosal revealed that the city government spent nothing on its construction because of the public-private agreement with WholeGrain Land Inc. Another location in the city that is steadily gaining the attention of both tourists and investors is Legazpi Boulevard. Numerous cafes and restaurants can be found along the boulevard that offers an excellent view of Mayon Volcano. Rosal reveals that the city’s 18-hole Mayon Golf Course is undergoing rehabilitation and sports enthusiasts are anticipating its reopening. By 2020, Legazpi City aims to be the top convention destination in Luzon. The city has been working towards this goal for a long time, and through the years, they have been gradually shooting up the ranks. In 2016, Legazpi City was ranked 5th for Meetings, Incentives, Conventions and Exhibitions (MICE). On average, the city hosts around 93 MICE events per year. And in 2018, over 200 MICE events were held in Legazpi City. The thousands of delegates arriving in Legazpi for events account for much of the city’s 1.2 million domestic and foreign tourists. And the city is gearing up for more. This year, the 5th International River Summit will be held in Legazpi City and expectations are running high. Around 3,000 delegates are expected to arrive and Rosal shares that preparations have started as early as 2018. “This will be a shining moment. It’s a perception of strength. We will be introducing [Legazpi City] to the world and this [event] will brand us as a tourism and convention city. We have to make the best of it,” Rosal says. The Mayor believes that if the delegates are pleased with the city then naturally, as a “ripple effect,” more tourists will flock to Legazpi. Rosal poses the question, “How were you able to take advantage of the [situation], while there were delegates here?” Rosal further stresses that tourists appreciate a city that is affordable, clean, visually appealing, has plenty of businesses such as restaurants and activities, and has accomodations, which offer excellent service. “That’s tourism. It’s ‘hitting two birds with one stone.’ It’s a convention, but you are promoting [the city as a tourist destination] at the same time,” he explains. BRIDGING TO MOBILIZE According to their official website, the city generated Php1.1 billion in total revenue in 2018. This was made possible by continuously boosting their major industries: agriculture, trade, tourism, and services. As of 2018, there were over 6,000 registered business establishments and the city had a labor force of over 100,000. With the city booming now more than ever, it is no wonder that Rosal was appointed by President Rodrigo Duterte as the new chairperson of the Regional Development Council (RDC) for Bicol. Rosal replaced Albay Governor Al Francis Bichara whose term as the RDC chair ended in 2019. As for his plans as the new RDC chair, Rosal believes it’s high time for the Bicol region to reach its full potential so that it will no longer be “one of the poorest provinces in the Philippines.” “We should know the strengths and weaknesses [of each city] and we should set the direction for Bicol,” Rosal urges. “Now that I’m the RDC chair, I want to talk to the governor. What else can we do to attract more investors to Bicol?” Rosal muses that some places, such as Camarines Norte and Masbate, have a strong mining industry, while others like Legazpi City have an established tourism sector. “We are very rich in natural resources and attractions—beaches, whale sharks, and the Mayon Volcano. We have everything. We just have to put the proper infrastructure and connectivity.” For the long-time mayor, the key is in bridging the people. And he means this literally. By building roads, bridges, and other infrastructure that will increase mobility or cut travel time, Rosal believes that the result will be a better economy. “One of our flagship projects [as the new RDC chair] is the mega highway. We want to shorten the travel time. For example, going to Baguio, you can now take the TPLEX. We need to do that for Bicol. We need to cut [the travel time from] 12 hours to at least six to seven hours. The mega highway will connect Manila, Lucena, and Camarines Sur,” the mayor reveals. Another one of their projects is also a bridge that will connect Bicol to Samar, from Matnog, Sorsogon to Allen, Northern Samar. Rosal, however, admits that it will entail a lot of funding and could be a multi-billion peso project. But he is optimistic that it is doable, as long as it is made a priority, especially if he could get the President’s endorsement. “If you look at it, this will really bridge the gap especially when delivering goods. This will be a cheaper way to connect the goods and people. Morning or night, you can travel because the bridge is there,” Rosal explains. Aside from the mega highway, Rosal is also pushing for the resumption of operations of the Philippine National Railways (PNR) that travels from Manila to Bicol. The passenger train, also known as the Bicol Express or the South Long Haul Railway, is set to launch partial operations by 2021. Last December 2019, the PNR signed a deal for new trains, which were purchased from the Chinese firm CRRC Zhuzhou Locomotive Co. Ltd. “This train will represent the first trip for the South Long Haul Project, or what we call PNR Bicol, and it will significantly cut the travel time between Manila and the Bicol Region,” said PNR General Manager Junn Magno during the contract signing last December 18. Rosal refers to the railway system as the “missing link,” because it is the cheapest form of transportation from Manila. Once relaunched, travel time from Manila would only be six or seven hours. But he also assures that it is also an effort that will ensure the “security of the rights and privileges of the people who will be dislocated.” He further stresses that those affected will be relocated, and that the government is working closely with the National Housing Authority (NHA). Another priority for both the city government and the national government is the construction of the Bicol International Airport, which is set to be finished by 2020. The new international aiport will replace the old Legazpi airport, which will be revamped as an investment area. “Like what they did in Iloilo, the old airport will be bidded out. The 77 hectares will give opportunities to Bicolanos, because it will promote tourism and generate jobs,” Rosal shares, dubbing the airport as the “last of the Mohicans,” because it is one of his final projects. The mayor hopes that by the time the local airport is redeveloped, “if God permits and the people permit, I will still be running the show.” Once operational, the new Bicol International Airport will handle roughly two million passengers annually. But with the looming sisterhood agreement between Legazpi City and Hengyang, China, it seems more tourists are anticipated to arrive. As the second largest city in Hunan Province in China, Hengyang has a population of approximately eight million people. Rosal shares that the sisterhood agreement with the city involves opening a direct flight between Guangzhou and Legazpi City. He hopes that tourists from both countries will take advantage of the route. “Hengyang has a lot of tourist attractions that plenty of Filipinos have not seen yet. They can also visit our city,” he says, sharing that he has visited the Chinese city a few times. While the city is relatively small compared to other major cities in China, such as Beijing and Shanghai, Rosal thinks that Legazpi can benefit from their developing industries. “We can develop our agriculture, because their city has great agricultural programs that we can learn from. [Hengyang] can also build trucks and jeepneys that we can use. Actually, some of our jeepneys are already made in China, because we have a local partner from Manito.” WEATHER THE STORM Tourism is at the forefront of the master plan Rosal has for the city of Legazpi. But there is another major concern that poses an imminent threat to that industry—natural calamities. As their province faces the Pacific Ocean and is frequented by typhoons, Rosal is deeply invested in making Legazpi City an “all-weather city.” “The biggest challenge, for me, is how to combat climate change. It’s a development issue,” he says, adding that an average of 20 typhoons hit the country every year. Rosal cited the Php2.1 billion flood control project, which was completed in 2016. But he added that there are prerequisites that still need to be added, such as detention basins. “Becoming an all-weather city is essential to being seen as a highly competitive city, because it entails being effective in four aspects: government efficiency, economic dynamism, infrastructure, and we can’t forget about resiliency,” he stresses, citing the criteria for competitive local government units set by the National Competitiveness Council (NCC). With all that the city government is doing, Rosal is pleased that award-giving bodies are noticing their efforts. Legazpi City has received the prestigious Seal of Good Local Governance (SGLG) Award for the last four years and was even recognized as an SGLG Hall of Famer in 2018. Since 2016, Legazpi has consistently met the criteria set by the Department of the Interior and Local Government (DILG). Rosal admits that the award is not easy to win, saying that everything, even the tiniest details, have to be continuously managed or thought of. The mayor shares that out of the 146 cities in the Philippines, only 57 have received the award. “We’re all working and only less than half get the award. It’s a low number, but Legazpi won for the fourth consecutive time, which means we are consistent,” Rosal says. He also mentions the award for the Most Business-Friendly City and the National Competitiveness Award. While the city won first place in the past years for these awards, they fell a spot or two in 2019. But Rosal admits that the competition is tough. “This time, we’re just a finalist. But that’s okay. What’s important is that they notice our city, and what’s more important is that we maintain or level up every year. If you don’t level up and everyone else does, then you’ll be left behind,” he notes. For Rosal, these awards raise the expectations of the people, and becomes a pressure for the city government to meet. “Because if we lose the awards, they’ll think that I’ve lost control of the city, or that I’m no longer determined. But I’m confident that we’ve now established a system in Legazpi.” Despite these awards, the leader laments that poverty is still plaguing Legazpi. In order to tackle the issue, Rosal is focusing on providing job opportunities for his people. He explains further that it would entail strengthening the economy through investors, but accesibility to the region provides an extra challenge to his plan. But Rosal thinks that this is essential, not only to the development of Legazpi but the country. “If you want to decongest Manila, we have to strengthen the provinces,” he says. Aside from the distance to the country’s capital, infrastructure, power, and insurgency are some of the problems that drive investors away. To resolve insurgency, Rosal shares that the National Task Force to End Local Communist Armed Conflict (NTF-ELCAC) plans to use Php3.5 billion to provide for the needs of the people, especially in far-flung areas. The mayor explains that the city government identified “isolated barangays that don’t have roads, power, water, medicine, hospitals, or even land reform.” He believes that the key to ending local conflicts is making sure that the people feel the presence of the local government. In an interview regarding the President’s Executive Order No. 70, Rosal says that he believes “poverty, injustice, and the poor delivery of government services are the root causes of insurgency.” He further added that while “high-profile developments” are also necessary for economic growth, the government “should not forget Juan Dela Cruz.” While infrastructure and investments are important for the progress of Legazpi, Rosal notes that it is all for nothing if the people who live in the city do not feel the ripple effect. “We need to provide opportunities for the people, because they need to have the purchasing power. Whatever country I go to, I notice that the people are happy because their family is secured.” But the mayor is not just focused on the working class, he is also focused on the education of the children, lamenting that when he first assumed office there were only two national high schools and that the dropout rate was at 60 percent. “What did we do? We put a high school in every corner. We now have 13 national high schools and the dropout rate is roughly less than seven percent. The turnaround is astounding because you put the infrastructure where it is needed, near the people,” Rosal beams. He shares that the reason for the very high dropout rate in the past was because while the tuition was free, schools were still far from the average people, which meant spending money on transportation and more. With the additional schools, parents need not worry about transportation, because it is within walking distance and children are no longer forced to work as farmers. And as someone who believes that “education is the one thing we could leave behind,” Rosal is proud of what the city government has done. THE COURAGE TO SERVE Rosal was an industrial engineer by profession who first entered San Miguel Corporation when he was in Manila. When his father suffered a stroke, Rosal had to go back to Legazpi City where he took over their business, a mining company. Their business used to partner with Grefco, a US company, and was one of the top companies in the Bicol region. Upon returning to Legazpi, Rosal saw the potential of their city and was frustrated with the lack of development, noting that the problems they experienced as children were still present decades later. “Why shouldn’t somebody from the private [sector] run the local government? So I entered the barangay elections, just to show them what I can do for my barangay.” When he won, the first issue he tackled was the infrastructure of Barangay Gogon. He had roads built, drainages fixed, lights installed, and more. He slowly made a name for himself, which led to his invitation to the city council. “But I was hesitant [to join]. I’m the president of a very big mining company, I’m earning a lot, and I have all the privileges. Should I leave all that behind to serve the people of Legazpi?” As history would have it, Rosal now has a political career that spans almost two decades. For him, it was all about loving the people and his work. It was a matter of commitment and of course, having a plan. “This is not the greener pasture. You shouldn’t [enter politics] if your ambition is to get rich. This opportunity is all for the fulfillment of seeing your city change for the better,” Rosal admits. “And I’m happy, because our biggest accomplishment is giving a better life to the people. Before, when it was six o’clock, the streets would be empty because they have no money. Now they have jobs and they can spend time with their families in the malls, the boulevard, and more.” When asked about Barangay Gogon, Rosal confesses he still has some bias for his hometown. He proudly shares that it is one of the best barangays, equipped with a solid waste management facility, basic infrastructure, and a park. “The people are so happy that I haven’t left them behind since then and up to now.” He shares that because of his accomplishments, plenty are pushing for him to run for higher office. But Rosal remains dedicated to the betterment of Legazpi City. “For me, there’s still plenty that we can do. And it’s not that I’m the only one who can do this, but I see that continuity is very crucial. I will still ask the people if they want me to continue.” Rosal is confident that within the next decade, the city of Legazpi will lead the Bicol region. Not only because of its infrastructure and tourism potential, but because of the master plan of the city. And for this, he only asks for the people’s continued trust and confidence. He assures his constituents that the plan is for their children, because they are the future of Legazpi. Following a blueprint, Mayor Noel Rosal has been devoting the last two decades of his life to improving Legazpi City. It is the bigger picture that drives him to serve the people. While the city has vastly changed since he first started as a barangay chairman, Rosal is not calling it quits yet. In any way he can, the veteran public servant is determined to finish the plan. Click here to read full article for free

< Back Keeping the Jeepney’s Spirit Alive BY NEPHELINE LIM DACUNO FROM POSTWAR INGENUITY TO HYDROGEN-POWERED INNOVATION, FRANCISCO MOTOR CORPORATION IS REINVENTING THE ICONIC FILIPINO JEEPNEY WHILE PRESERVING ITS CULTURAL SOUL. AT THE HELM, CHAIRMAN ELMER FRANCISCO LEADS A FAMILY LEGACY GROUNDED IN PURPOSE, PUSHING TOWARD A SUSTAINABLE FUTURE POWERED BY IDENTITY, TRADITION, AND TECHNOLOGY. T he very first thing I do when I wake up in the morning is pray,” says Francisco Motor Corporation (FMC) Chairman Elmer Francisco when asked about a typical day in his life. As the head of a company with more than 70 years of existence, Francisco knows that leadership goes beyond boardrooms and bottom lines, it is about staying true to one’s values and principles. For him, that means putting family first. “I bring my wife and son, Dominic, with me wherever I go, whenever possible,” he shares. “Having them close not only makes operations run more smoothly, since they’re involved in the business, but it also keeps me inspired.” Francisco Motors today operates across multiple time zones, with research and development teams in Los Angeles, Germany, China, and Australia. Their mission: to develop and distribute electric and hydrogen-powered vehicles in 25 countries across the globe— many in Africa, where public transportation systems are in dire need of transformation. Despite the company’s growing global reach, the chairman remains grounded. Afternoons are reserved for filtering through the thousands of messages he receives each day. There is a system of dedicated lines, filtered updates, and meetings carved into schedules like clockwork. Evenings, however, are for family again: home-cooked meals, shared shows on Netflix, and the gentle silence of togetherness. A FAMILY BUSINESS FMC has always been more than a vehicle manufacturer. It is a family story forged in metal, memory, and the movement of a nation. Heading the company today is its president and chief executive officer, Dominic, the grandson of its founder. But it is Dominic's father, Elmer Francisco, who remains the company’s steady compass. As chairman, Francisco continues to shape its direction, mentoring his son not as a successor by default, but as a leader raised through immersion. Dominic did not step into a title. He was brought up in it. Francisco, whose own understanding of leadership was formed through years of working closely with his father, believes legacy is not simply inherited. It is taught deliberately and with care. The story of FMC begins not in a boardroom, but in a battered postwar Manila. In 1947, just two years after World War II reduced the city to ruins, a local artist and entrepreneur named Anastacio Francisco, together with his brothers Fernando and Jorge, pooled a modest capital of Php200 and opened a small painting shop. It was a humble operation, born of necessity. But from that workshop grew a company that would become one of the Philippines’ most iconic automotive manufacturers. The streets of Manila then were littered with abandoned US military jeeps, which were mechanical relics of war, rusting under the tropical sun. Where others saw scrap, the Francisco brothers saw opportunity. With a blend of mechanical skill, artistic sensibility, and vision, they began converting those leftover military vehicles into something new: longer, sturdier passenger vehicles designed to meet the country’s evolving transport needs. “They weren’t businessmen in the traditional sense,” Francisco recalls. “My father was a mechanical engineer and my uncle was an artist, and both had the foresight to build something better from what was left behind.” The result was more than a new form of transport. The jeepney, part Jeep, part bus, wholly Filipino, became a fixture of daily life and a symbol of resilience. Over time, these vehicles were adorned with chrome accents, dashboard shrines, and hand-painted tributes to saints, barangays, or sweethearts. The streets came alive with their color and character. For decades, FMC was at the forefront of this transformation, not just building vehicles, but shaping a cultural identity on wheels. FMC HAS ALWAYS BEEN DRIVEN BY INNOVATION. THE SAME SPIRIT THAT ONCE TRANSFORMED SURPLUS MILITARY JEEPS INTO A FILIPINO CULTURAL SYMBOL NOW POWERS ITS SHIFT TO CLEANER ALTERNATIVES. FRANCISCO SEES HYDROGEN AS MORE THAN A TECHNICAL UPGRADE—IT’S AN EVOLUTION. “We weren’t just manufacturing transport,” Elmer says. “We were creating something expressive, something uniquely ours.” As the Philippines now enters a new phase of transportation modernization, the very existence of the jeepney is under threat. Sustainability standards, government regulations, and the rise of electric vehicles are redefining the future of public transit. Yet FMC remains anchored to its roots even as it looks ahead. Under Dominic’s leadership, and with his father’s steady presence as chairman, the company is navigating this shift with the same creativity and resolve that first animated its founding. The company that once turned the wreckage of war into a national icon is now steering toward a future that demands reinvention once again. But for Francisco, the mission remains unchanged: to build not only vehicles, but meaning. As he reflects on his father’s legacy, Francisco often remembers his father’s guiding words: “My father would always say that he founded the company not merely to create jeepneys. We create livelihood.” THE GREEN LIGHT As FMC keeps pace with the changing landscape of modern transportation, one focus keeps rising to the top: sustainability. Always a few steps ahead, Francisco has been pushing the boundaries when it comes to alternative fuel sources—and now, hydrogen fuel cell technology is shaping up to be a major part of FMC’s future. When the Electric Vehicle Industry Development Act (EVIDA) was signed into law in 2022, it marked a turning point. For FMC, it wasn’t just another policy, it was the green light they had been waiting for. The company had already spent years developing electric vehicles; now it had the framework to bring those efforts to the streets. Today, FMC produces fully electric jeepneys designed from scratch, not converted from old combustion-engine units, but purpose-built with modern standards in mind. Many come equipped with regenerative braking, advanced lithium-ion batteries, and soon, hydrogen fuel cells. “Hydrogen?” Francisco repeats the question, a slight smile forming. “Yes. We're not just focused on where the world is today. We're preparing for where it’s going.” Hydrogen fuel cells offer a cleaner, more efficient alternative to traditional fuels. By converting hydrogen gas into electricity, they emit only water vapor, making them one of the most eco-friendly options available. For Francisco, it is an obvious fit for a country under pressure to clean up its transportation system. “Hydrogen fuel cell technology is a game changer,” he says. “It’s zero-emission, and it’s scalable. For us, it’s not just about keeping up with trends—it’s about future-proofing a national icon like the jeepney.” FMC has always been driven by innovation. The same spirit that once transformed surplus military jeeps into a Filipino cultural symbol now powers its shift to cleaner alternatives. Francisco sees hydrogen as more than a technical upgrade—it is an evolution. “We’ve always made the most of what we had,” he says. “This is no different. Hydrogen is just another way we’re meeting the future with our own brand of creativity and purpose.” MODERNIZING THE ICON While hydrogen fuel cells mark a bold leap toward the future, a key question remains: What makes the Philippine jeepney such a powerful cultural icon, and how can FMC modernize it without stripping away its soul? For Francisco, it is all about preserving the distinct visual identity that has made the jeepney instantly recognizable for generations. “There’s the iconic horse on the hood, the trumpets, the egg shaped or fan-style rear fenders, the angular body and roof, and of course, the paintings that bring it all to life,” he explains. “Take any of those away, and the cultural symbol we know disappears. That’s what we work to preserve while introducing cutting edge technology.” At FMC, innovation is not just about switching to electric or hydrogen power. It is about honoring the jeepney’s legacy while equipping it for a cleaner, smarter future. The company now offers a full lineup of electric vehicles, including the classic Francisco Passenger Jeepney, the sleek Elektron, and the compact yet powerful Kidlat. While the team continues to push hydrogen fuel cell development, Francisco is confident that these advancements will keep FMC ahead of the curve, without losing touch with what makes the jeepney uniquely Filipino. In 2018, FMC partnered with the Department of Transportation and the Land Transportation Franchising and Regulatory Board to launch the f irst fully electric version of its iconic jeepney. The unit introduced a new standard in public transport, featuring automated fare collection, air-conditioning, and other upgrades designed to enhance both comfort and efficiency, without compromising heritage. Still, the road to mainstream hydrogen-powered jeepneys comes with challenges. Infrastructure remains limited, with few hydrogen refueling stations available nationwide. The vehicles themselves also remain costly to produce. Yet Francisco is undeterred. “We’ve been working on this technology for years. All we need is the support,” he says, emphasizing the crucial role of government backing. FMC’s commitment to cleaner transportation dates back to the early 2000s, when it began prototyping electric jeepneys. But back then, the Philippines was not ready. “We tried,” Francisco recalls. “But the system couldn’t support it. There was no registration process, no vehicle category. EVs [electric vehicles] were considered anomalies.” He does not express regret, only clarity. “It wasn’t just bureaucracy. It was a mindset. We were ahead of the system.” Today, Francisco continues to champion vehicles that are Filipino-made, Filipino-owned, and Filipino-operated. He notes a troubling trend: the government often looks abroad for new means of public transport while overlooking local innovators. “If they want to modernize the jeepney, why not ask us, the actual jeepney makers, to do it?” he asks. FMC has the engineering skill, resources, and manufacturing capacity to build modern jeepneys powered by electricity and hydrogen. But scaling that vision across the nation remains an uphill battle. Even so, Francisco is hopeful. “We’re at the start of something important,” he says. “Just like the jeepney helped define Filipino identity, hydrogen-powered vehicles have the potential to redefine how we think about sustainable transportation,” he declares. THE ROAD AHEAD What FMC represents goes far beyond business. It is a cultural steward in motion. More than a legacy brand entering the electric era, FMC serves as a mirror, reflecting not only the Philippines’ past, but its potential. A nation shaped by reinvention finds itself echoed in a company determined to lead the charge toward a more sustainable and self-reliant future. Just as the original jeepney emerged from wartime castoffs and became a national icon, FMC is once again transforming what others discard, such as fossil fuel dependency, systemic inefficiencies, and climate inaction, into something uniquely progressive and Filipino. Where others see congestion, Francisco sees opportunity. Where some see scrap metal, he sees heritage. And where the road ahead appears uncertain, he sees the way forward. For Francisco, the destination has always been clear: a future driven not only by technology, but by identity. WE'RE AT THE BEGINNING OF SOMETHING IMPORTANT. JUST LIKE THE JEEPNEY HELPED DEFINE FILIPINO IDENTITY, HYDROGEN-POWERED VEHICLES HAVE THE POTENTIAL TO REDEFINE HOW WE THINK ABOUT SUSTAINABLE TRANSPORTATION.

< Back Mindanao’s Next Big Thing MINDANAO’S NEXT BIG THING Misamis Oriental Governor Bambi Emano capitalizes on the province’s natural beauty and harnesses its tourism potential BY MARCO NICANOR PHOTOS COURTESY OF PROVINCIAL TOURISM OFFICE OF MISAMIS ORIENTAL White sand beaches and breathtaking waterfalls, lush mountains and exciting caves, rich marine ecosystem and pristine dive spots — these are but a glimpse of what Misamis Oriental has to offer. Gifted with so much natural beauty, abundant resources, and easily accessible terrain and geography, the province, nestled in the northern part of Mindanao, is primed to becoming the next major ecotourism destination of the country. Such are the challenges and opportunities given to Governor Yevgeny Vicente “Bambi” Emano, who has prioritized the development and strengthening of its tourism program, since taking the helm of the province. “Our province is so blessed with tourist destinations: we have two hot springs, two white islands, numerous beaches, more than 70 waterfalls, abundant agriculture, vast variety of fish species (around 80% of the world’s fish species can be found in Misamis Oriental), and more. Imagine the kind of economic activity we could generate for the people and the province once tourism is fully realized,” says Emano, explaining Misamis Oriental’s vast raw potential. ENABLING SUCCESS IN TOURISM One of the most pivotal moves by the governor was issuing a memorandum which formalized the creation of a department dedicated to tourism. Atty. Jeffrey Saclot, the first and incumbent head of the provincial tourism department, reveals that Governor Emano takes his flagship tourism program seriously, allowing it to have its own budget and department to make it more effective in seeking out and developing new tourism sites. He further shares how they empower municipalities by turning over tourism projects after they have created the necessary structures and facilities to make it operational and attractive to tourists. The tourism department also ensures that tourism sites are properly maintained and well managed. The good governor highly commends his tourism team and Saclot for doing what should be rightfully done for tourism in the province. REASSURING PEACE AND ORDER Governor Emano admits that there are lots of challenges in promoting tourism in the area. One of the most glaring is the issue of Mindanao’s security. He acknowledges that part of addressing the challenge in tourism is informing the people that Misamis Oriental is a place where peace and order prospers. He observes, “Media sometimes sensationalizes the news; even if the conflict zone is only in a part of Mindanao, tomorrow’s headlines will read ‘War in Mindanao,’ as if we are at war in all of Mindanao.” The head of tourism also adds that even when there was a war going on, “immediately after the declaration of Martial Law, Miss Earth still went on with their visit to the province and saw for themselves that peace and security were well maintained in the area.” He also admits that there was a brief period when many cancelled their flights due to the then ongoing conflict. But he also noted that because of the successful operations of the military and the police, the people were reassured and tourism has continued to flourish ever since. SUSTAINING TOURISM GROWTH Emano is positive that Misamis Oriental is headed in the right direction because every quarter, there are new resorts mushrooming in the province. He says, “This year alone, there are four new beach resorts opening up in the province, complete with hotel and facilities, in Laguindingan, Tagum, Initao, and Talisayan. For a businessman to open a resort, which is not cheap and easy to operate, they, too, see and believe in the potential of the tourism industry in our province.

651de2bf-8542-4722-bd5e-7c09719eb1f9 < Back ACTS OF JOY Ibaan, Batangas’ first lady chief hustles to fulfill her and her people’s dreams for their beloved town. BY MARIEL ABANES PHOTOGRAPHY BY JAR CONCENGCO I started to fall in love with Ibaan even before I became a politician,” Ibaan, Batangas Mayor Edralyn Joy A. Salvame fondly says. Everyone in the town knows her story. Mayor Joy isn’t a native, but she spent a good amount of time as chief operating officer (COO) of their family-run business, Ibaan Electric Corporation. Despite holding a top position in their company, it didn’t occur to her back then that one day, she would step up to become Ibaan’s local chief executive. “We did not plan for it, nor did we have plans to enter politics. Kasi, sino ba naman kami? (Who are we, anyway?) We’re not even from here,” she recalls. It’s destiny, she believes, that paved the way for the mayoral seat. Regardless of where she originally hailed from, her gut told her that she’s fated to serve the town of Ibaan. DIVING INTO POLITICS “It was a little bit crazy on my end,” the 37-yearold public servant answers when asked about her experience in running for the municipality’s top position. Mayor Joy’s first foray into politics started more than three years ago, when she was tapped to join the vice mayoral race. Their business encountered problems because of bureaucracy, and the then-COO thought, “Kung kami ngang may kapabilidad, inaapi, iniipit, at ginigipit, paano pa kaya ‘yung mahihirap at walang kakayahan? (If they can oppress us who have the means, what more with the poor and powerless?)” Eventually, she was convinced to take part in the elections—and won in 2016. Her stint as vice mayor opened her eyes to what the public really needs. Known for her surprise visits downtown, she mingled with her constituents to look for possible solutions to problems. As vice mayor, Joy became aware that she can only do so much. “That’s the time that I realized, either I stop or I run for an executive seat. I cannot help them the way I wanted to—I wanted to touch their lives. Kailangan mas may puso (We needed to show more compassion),” she remarks. In the recently-held elections, she battled face to face with the biggest names in Ibaan’s political circle for the mayoral position. Never mind her opponents calling her dayo (outsider)—Mayor Joy knows where her heart is, and it’s in serving the people. Her sincerity shone through. “Naging totoo lang ako. (I stayed true to myself.) I don’t have to make promises; I have to act. Sabi ko sa kanila, aaksyon lang ako (I told them I will just walk the talk),” the mayor recalls. Come the canvassing of votes, throngs of her supporters voluntarily gathered in the precincts to watch over the votecounting a first in the town. That’s also the moment Ibaan made history—Mayor Joy won the elections, thus becoming the town’s first lady chief. More than a personal victory for her, however, it’s a sign that better days are coming for Ibaan. THE IBAAN PROGRESSION Millennials would refer to Mayor Joy’s style of leadership as “No chill.” As part of that generation herself, she understands the meaning of “hustle.” Add her work background in a corporate setting into the mix, and you have a public servant who thrives in a demanding and fastpaced culture. “I felt like I’ve been serving for a year!”she admits. “If nobody told me to slow down, I really wouldn’t. There’s one time, I was seated in my office. May nagsabi sa’kin, ‘Ma’am, magdadalawang buwan ka pa lang, relax lang! (Somebody told me, ‘Ma’am, you’ve been here for just about two months. Relax!)” Mayor Joy’s enthusiasm comes from the challenge presented before her—to give the town of Ibaan a much-needed boost. As a young mayor, she incessantly puts her best foot forward and delivers what needs to be done, without delay. In other words, she’s a certified workaholic. And it’s fine, because she loves her job. After all, Mayor Joy didn’t take this seat to dilly-dally. She’s here to take action. Proof of her being a woman of action? She had a steady roll fulfilling her targets for her first 100 days. “As mayor, you have to look for sources [of funds],” she relates. There’s the ongoing construction of the Pasalubong Center in People’s Park, which will offer Ibaan’s habi (woven) products and other local delicacies such as tamales, sinaing na tulingan, and liempo. The van terminal will also be rehabilitated, focusing on the improvement of sanitation, construction of a food hub, and installation of charging stations with free WiFi access. The chief executive also aims to put closedcircuit television (CCTV) cameras on all entry and exit points around Ibaan for improved public safety. Scholarships are also given out, with some grantees to be sent to Taiwan to study robotics. Technical Education and Skills Development Authority (TESDA) trainings are ongoing. For job seekers, the mayor created a continuous “job dropbox,” where people can drop off their resumes in the municipal hall and the local government unit (LGU) will send their applications to companies looking for the perfect new hires. Interviews will be done locally, too. Of course, agriculture is also a priority especially with regard to cacao and coffee production, as well as livestock, particularly piggery. She’s also planning to put up a trade post and fix the waterworks in the market. Environmental issues are also being addressed. But it doesn’t end here. Mayor Joy sees Ibaan as a future “smart city,” and kicks off this journey by advancing services of the municipality through technology. Soon to be launched is an app which offers information about everything Ibaan has to offer. The LGU’s social media accounts, including the mayor’s personal account, are very active in informing citizens about the affairs of the town. Transparency is king, Mayor Joy believes. Apart from all of the abovementioned, there will also be programs for senior citizens, persons with disability, the LGBTQA+ community, single parents, and overseas Filipino workers (OFWs). They will be given livelihood programs and other social services that could help improve their lot. It’s a lot to fulfill, but Mayor Joy dreams of bigger things for her beloved town. “Everything starts with a dream. But for now, I’ll make it a goal. Doon muna tayo (We focus on that),” she proudly says. LEAVING A LEGACY On pressing matters, the mayor stresses what she truly wants to champion. “Basically, the advocacy is to give them a better life,” she says. Being just at the beginning of her three-year term, and without plans of immediately seeking a higher post, Mayor Joy is biding her time while sincerely serving the people of Ibaan. She remembers what her parents instilled in her since she was a child, which is to work from the bottom all the way up. She sticks to her truths yet treats everyone with respect. You can say she’s a woman of steel. Mayor Joy stresses “Dapat may ngipin. (You have to be strict.) You have to have discipline, you have to know where the line is. You have to know kung kailan ka matapang at kailan ka hindi. You have to know when to use your heart at kung kailan ka gagamit ng utak. It’s a difficult thing, pero ang importante, ‘yung walang naaagrabyado. (You have to know when to be strict and when not to be. You have to know when to use your heart and when to use your mind. It’s a difficult thing, but what’s important is that no one gets a raw deal.) This is politics, but serving doesn’t need politics at all.” The townspeople admire her for this. It’s validated by the simplest of ways—she is loved. The lady town chief brings up memories of citizens dropping by her office just to say hi, give her a hug, and say their thank yous. The love is well-appreciated, it encourages the mayor to carry out her duties to the best of her ability. From inviting investors to the town to assisting the youth for their betterment, the passionate public servant dedicatedly answers the call of those in need. By the end of her term, the mayor just wants people to remember her as Joy Salvame, no longer a stranger to the town of Ibaan. She is just a normal person who fell in love with this quiet town, saw its potential, and served its people wholeheartedly. “Ang pamilya namin ay walang hinangad kundi ang makatulong sa kapwa (Our family wanted nothing else but to help others),” she ends. With a few more years to extend dedicated service, we’ll see Mayor Joy flashing her confident smile as she works hand-inhand with Ibaan’s locals whom she’s treated as her own.