< Back Building a Modern Police Force for a Modern Filipino Society BY RAGIE MAE TAÑO-ARELLANO PHILIPPINE NATIONAL POLICE GENERAL ROMMEL FRANCISCO D. MARBIL DEFIES THE STEREOTYPE OF A STOIC AND AUTHORITATIVE FIGURE, DEMONSTRATING HIS APPROACHABLE NATURE AND CHARM IN ENGAGING PEOPLE IN CONVERSATION. More than shedding light on his role as chief of the country’s police force, the League Magazine interview with Philippine National Police Chief General Rommel Francisco D. Marbil gave a glimpse of how he is as a husband and father, for he allowed us to share a conversation with his wife, Mary Rose, and daughter, Robyn Marie. The weekend session with him did not start right away, for he had to finish some official tasks, but when he greeted those present and apologized for the delay and made a lighthearted joke about how he looked for the photoshoot, we easily connected with him. Instantly, we realized that we were face to face with a man whose character is so far from the public notion of a rigid PNP Chief. THE FAMILY MAN BEHIND THE BADGE Mrs. Marbil reveals that being the wife of a PNP Chief is a difficult task to handle especially that the role of her husband is not only very challenging but also requires making decisions where lives are put at risk. If there are things that she has to be thankful for for being the wife of the PNP Chief, it is about how she has developed patience and strengthened her faith amid the uncertainties her husband and their family always face. “We don’t know if the opponents are up to something. So we don’t know if there’s a threat to him or to us. It’s quite challenging. We really have to rely on prayers because that’s the only thing that will get you through,” she shares. Robyn Marie, the Marbil couple’s only child, shares that she never felt that friends or acquaintances gave her preferential treatment simply due to her being the PNP Chief’s daughter. Although she takes pride in what her father is doing for the country, she admits that because she doesn’t fully understand what’s happening, she sometimes gets anxious by the news and issues surrounding the PNP and her father. But Robyn Marie understands and has strong confidence in the ability of her father to resolve the issues. She understands that her father may withhold some information to protect her. “I feel very proud. I have a dad who can do such great things for the country. And I know he can always deliver what he’s asked to do. But it’s also very scary, because I can also hear it in the news. He doesn’t share any information with me, but occasionally, I hear about it from my close friends. He won’t tell me things that are scary,” she discloses. Robyn Marie further shares that her dad is quite lenient with her. She always cherishes moments spent with him, as he has a knack for telling jokes that bring her joy. Meanwhile, Mrs. Marbil shares that she supports her husband by not meddling with his official affairs, believing that a PNP officer can shine more in his career if the wife is just silently supporting him. “I think the best support a wife can do is to just keep quiet and not meddle with what he’s doing,” she says. The wives of the PNP officers have established a foundation under the leadership of Mrs. Marbil with the primary focus of helping policemen and police non-commissioned officers (PNCO) and their families. The general firmly endorses this initiative, realizing that “police officers, through their police community relations program, assist those in need during calamities but often overlook the sick members within their ranks who require medical and financial support. We also have a government agency, the Department of Social Welfare and Development, whose mandate is to assist those in need within the community. It’s time that the police and their families should also be given help,” he asserts. “In addition to our scholarship program, which is specifically designed for the children and orphans of police officers and PNCOs, our foundation prioritizes providing financial assistance to sick policemen, PNCOs, and their families.” EMPOWERING THE FORCE Marbil emphasizes that policemen’s professional growth and well-being are essential to public service. He ensures the proper implementation of counseling services, stress management programs, and mental health support to foster emotional resilience. To encourage a healthy lifestyle, police personnel should frequently assess their mental health and participate in wellness and athletic activities. “These measures not only enhance physical well-being but also foster camaraderie and teamwork within the force,” Marbil states. According to him, the PNP offers its police personnel training opportunities, leadership seminars, and specialized courses as part of an ongoing program for their professional development. To guarantee that every police officer has an equal opportunity to advance and thrive in their career, PNP officers are promoted on the basis of their performance, or merit. Marbil not only supports his men’s professional growth but also upholds the highest standards of conduct. He steadfastly adheres to the zero-tolerance policy toward erring policemen, determined to restore public trust by taking decisive action against rogue officers. “We have no room for erring officers in our ranks. We expect every police officer to uphold the strictest code of conduct, and our internal disciplinary mechanisms will swiftly and decisively address any form of misconduct or abuse. The time for complacency is over,” he says. The PNP will strengthen the Internal Affairs Service (IAS) to ensure timely investigations and appropriate disciplinary action. According to records, the IAS has filed charges against 6,256 personnel from July 2022 to July 2024, with 572 individuals recommended for dismissal. Marbil is currently working on transforming the culture within the PNP, promoting professionalism, transparency, and integrity to rebuild public trust. He wants police officers to be accountable, for this is where they will earn respect from the communities they serve. The country’s top police officer admits that while he is up to transforming the PNP, they are dealing with limited resources, outdated facilities, and some pushback on changes within the organization. The PNP leadership is making efforts to resolve this by partnering with local governments, private companies, and international partners. However, their primary focus at the moment is combating cybercrimes, as criminals are already leveraging technology to operate online. The PNP is investing in better digital tools and training in order to handle these new threats. The organization is also adopting more advanced technology to predict crime trends, improve their responses, and ensure that they are ahead of cybercriminals. COMMUNITY ENGAGEMENT Marbil believes that there should be a deep connection between the police and the communities they serve through community engagement to foster trust. One of the initiatives toward this effort is the “Revitalized Pulis Sa Barangay” (R-PSB) program, which places police officers directly within local barangays to live, work, and interact with community members. This shows that law enforcement is not just about crime prevention but also about building genuine relationships. They implement initiatives such as peacekeeping and community development, fostering mutual assistance between citizens and police officers. The PNP also empowers local citizens in helping maintain peace and order through Barangay Peacekeeping Action Teams (BPATs). The police deploy residents as BPATs, acting as force multipliers in crime prevention, disaster response, and conflict resolution. There are also Police Community Precincts (PCPs) in strategic locations that serve as hubs for citizens to easily go to whenever they need police assistance. However, the PNP encompasses more than just policing and crime prevention. As part of its commitment to enhancing the quality of life and public safety, they have a Community Assistance and Development Program that tackles broader social issues such as livelihood projects, health services, and crime prevention seminars. The PNP also upholds the rights of women, children, and other vulnerable members of society through its Gender and Development (GAD) program. It is active in conducting training and awareness programs to promote gender equality and inclusivity in police work. The PNP also wants to ensure that the communities receive prompt and effective police assistance, which is why they revitalized the 911 emergency response system. Marbil emphasizes that this effort goes beyond upgrading the technology; it is about serving every Filipino, regardless of their location or status, to make them feel secure. This upgraded E911 system, which replaces Patrol 117, has advanced technology that reduces the response time of police and enhances coordination with other emergency services. Marbil states that all police units are directed to respond to 911 calls within three minutes. “We believe that all PNP personnel must uphold the highest standards of urgency and professionalism, reflecting the organization’s dedication to serving and protecting the public,” he assures. SMART POLICING In accordance with President Ferdinand Marcos Jr.’s directive to advance digitalization, the PNP is also implementing a comprehensive modernization strategy to improve operational efficiency and public safety. Police Regional Office (PRO) CALABARZON services have developed a mobile application, POWER (Protecting Our Community’s Well-being through Effective Services and Response), which enables anyone to report crimes easily without compromising confidentiality. MARBIL ACKNOWLEDGES THAT WHILE HE IS COMMITTED TO TRANSFORMING THE PNP, THEY FACE CHALLENGES SUCH AS LIMITED RESOURCES, OUTDATED FACILITIES, AND SOME RESISTANCE TO CHANGES WITHIN THE ORGANIZATION. Meanwhile, PRO 9 has developed the Geographical Analysis for Crime Incident and Deployment Management (GeoAID) System, which enhances their operations by enabling real-time monitoring of police personnel, vehicles, and crime incidents. This system allows for accurate tracking and rapid deployment of resources, leading to quicker response times. The PNP Crime Information Reporting and Analysis System (CIRAS) and PNP e-Blotter systems also centralize the database for crime reporting and incident management. According to Marbil, the PNP’s goal in the next decade is to leverage technology to provide faster, more efficient, and transparent services to the people. The PNP will persist in the development and implementation of digital tools such as artificial intelligence (AI), big data analytics, smart surveillance systems, and advanced communication technologies, ensuring they are adequately prepared to tackle both traditional crimes and emerging threats like cybercrime. He believes that the digital transformation will not only enhance public safety but also ensure that the police force maintains the trust and confidence of the communities they serve. The PNP Chief explains that they are committed to integrating AI technology into their operation to strengthen both crime prevention and emergency response. The organization saw the power of AI in providing real-time data processing. He cites the capability of AI systems to analyze closed circuit television footage and identify specific vehicles within seconds, a process that would take longer when done manually. The PNP is also integrating AI in their SMART Policing program to improve their resource deployment and decision-making through real-time analytics. AI can help in upgrading their Integrated Command and Control Centers for a quicker and more coordinated response to emergencies. Furthermore, we are exploring AI-driven surveillance systems, such as smart CCTVs with facial recognition and behavior analysis features. These technologies will enhance public safety by enabling us to detect suspicious activities and prevent crimes before they occur. Digitization and AI technology will greatly help the PNP in the fight against cybercrime, which is the organization’s top priority. The Anti-Cybercrime Group (ACG), according to Marbil, has adopted a SMART (Secured, Mobile, AI-driven, Real-time Technology) policing approach in its cyber-patrolling, entrapment operations, and technical support for investigations. The SMART Policing approach, with the aid of AI technology, enables police operatives to promptly identify any cyber threats online, as well as to monitor phishing schemes, financial fraud, or online fraud. The PNP also has a strong partnership and collaborative efforts with the Department of Information and Communications Technology (DICT) on intelligence sharing, making the response to cybercrime incidents more effective. The PNP’s Cybersecurity Center is also a significant contributor to the detection, protection, and response to cyber threats. The overall crime volume decreased by 14,666 from July 2023 to June 2024, as indicated by the PNP’s records. Additionally, there has been a substantial decrease in the number of robberies, carnappings, and rapes, as well as a 21.09% decrease in the number of cybercrime incidents. Marbil acknowledges that the challenges accompanying transformation are significant, yet he inspires his men to persist in their service and protection of the people, as they possess the ability to create a meaningful impact in the lives of every Filipino. He urges them to work together in upholding their principles of professionalism, integrity, and service. He underscores his call for the police officers to remain dedicated to the PNP’s vision of Mahusay, Matatag, at Maasahan na Kapulisan (Efficient, Strong, and Reliable Police Force), which the public not only respects but also trusts. “Overall, while there are hurdles to overcome, our commitment to innovation, teamwork, and positive change will help us create a modern and effective police force that can tackle both traditional and new challenges.” He would also like to express gratitude for the support of the Filipino people toward the PNP, as it strengthens the police force’s mission to serve and protect the nation with dedication and integrity. He leaves them with this message: “Sa Bagong Pilipinas, ang gusto ng pulis, ligtas ka! (In the New Philippines, your safety is the goal of the police).” OVERALL, WHILE THERE ARE HURDLES TO OVERCOME, OUR COMMITMENT TO INNOVATION, TEAMWORK, AND POSITIVE CHANGE WILL HELP US CREATE A MODERN AND EFFECTIVE POLICE FORCE THAT CAN TACKLE BOTH TRADITIONAL AND NEW CHALLENGES.

< Back The Queen City JOURNEYTO THE TOP Naga City Mayor John Bongat, with his gamechanging leadership, braced by a solid foundation of good governance, is expected to continue leading his beloved city to greater heights INTERVIEW BY LAKAMBINI BAUTISTA PHOTOGRAPHY BY RICKY LADIAADDITIONAL PHOTOS COURTESYOF NAGA CITY TOURISM OFFICE Naga City’s solid track record speaks for itself. The “Queen City of Bicol” has consistently figured at the top rankings of the National Competitiveness Council (NCC). Naga was adjudged as the overall No. 1 most competitive component city in 2015 and 2016. When the competitiveness rankings first started in 2013, component and highly-urbanized cities were not differentiated and yet Naga ranked ninth. It jumped six places to capture the third place in 2014, before clinching the top spot for component cities in 2015 and 2016. In 2017, Naga ranked first in government efficiency, third in economic dynamism, and third in infrastructure. INCLUSIVE LEADERSHIP The term “inclusive leadership” naturally comes up when Mayor John Bongat starts talking about keys to good governance. “That may sound like a technical term. But it just means that the city government by itself cannot hope to bring about the changes that we need in Naga. We have to engage and mobilize other government agencies, the private sector, non-government partners, even individual citizens. My role as a leader is to help craft a vision and goals that we all believe in; enable sectors and people to contribute to those goals; and make sure that we are all going in the right direction,” says Mayor Bongat. He explains that while improving government efficiency is well within the control of City Hall, they also have to take into account the processes of national government agencies in Naga. Applying for permits, for instance, entails dealing with the Department of Trade and Industry (DTI), the Bureau of Internal Revenue (BIR), and the Bureau of Fire Protection (BFP), among others. Hence, to ensure that they are on top of the rankings, they have to discuss and agree on processes that they have to put in place to enhance efficiency. Mayor Bongat explains further, “Infrastructure does not count only the facilities put in place by both local and national government. It also looks into private infrastructure such as telecommunications facilities, accommodations for businessmen and tourists, and educational and health facilities. For us to put the necessary infrastructure in place, we have to be able to get their inputs, discuss with them, and convince them about priority development concerns. “Economic dynamism largely measures the investments made by, and productivity of, the local business community. The role here of a local government is to put in place an environment where business can thrive. Again, that requires engagement and inclusive decision-making. The private sector has to feel that it is listened to and that is it part of the growth of Naga. “Disaster resiliency is not only about rescue and relief. Engagement with all sectors is necessary as it deals with the ability of an entire community to weather natural and man-made calamities and resume life immediately after.” NAGA SMILES TO THE WORLD The term “SMILES” is more than just a word describing Nagueños’ outgoing nature. It’s in fact an acronym that symbolizes Naga’s goals of strengthening its position as a fast-growing progressive city in Bicol and in Southern Luzon. Mayor Bongat shares that he and his core team thought of the term in 2010, before he was sworn in as mayor. While they had a pretty good grasp of their initial priorities—health, housing especially for the urban poor, education, livelihood, investments, tourism development, public safety, the environment, and good governance—they felt that they had to “market” their vision in a way that constituents and stakeholders can easily understand. He challenged his team to think of action words to convey the dynamism in his administration’s plan. At first, they came up with the words “study,” “invest,” and “live.” Naga, being a top tourist destination and venue for hosting national events and conventions, they naturally decided to use “see” and “meet.” To highlight Naga’s distinction as a model for good governance, Mayor Bongat suggested the word “experience.” “As chance would have it, when we looked at the first letters of these verbs, they spelled out S-M-I-L-E-S. See Naga, Meet in Naga, Live in Naga, Experience Naga, and Study in Naga. To market our vision, we came up with the phrase ‘Naga SMILES to the World,’” he quips. STATE OF THE CITY The city’s chief executive says he is most proud of the fact that over the course of his tenure, they have seen significant and permanent improvements in basic aspects of living in the city such as health, housing, education, the economy, and peace and order. “The city’s physical landscape has changed for the better over the past seven years, perhaps the fastest such change in several decades. We are now among the country’s billionaire cities with local government revenues exceeding the billion mark in 2017. And that is not due to IRA, but to local revenues from a booming economy,” Mayor Bongat points out. We are now among the country’s billionaire cities with local government revenues exceeding the billion mark in 2017. And that is not due to IRA, but to local revenues from a booming economy But more than the statistics and figures, he considers the conceptualization and institutionalization of new programs and projects that address the citizens’ concerns and the inclusion and active participation of different sectors and stakeholders as some of his biggest achievements. As for the awards and recognitions, the good mayor says the city government doesn’t really have a policy for actively applying for awards and recognitions. He admits, though, that he sometimes tend to micro-manage at City Hall when he sees that things are not being done or are not being done right. “I have made it a point to empower our individual departments and offices to enable them to attain our respective goals and objectives. We found out that by listening to their concerns and the concerns of the constituents they serve, agreeing on strategies, then giving our people enough ‘elbow room’ to craft and implement their own implementation plans rather than imposing my will, we are able to drive performance. In many cases, our city offices have been able to exceed their targets. This has resulted in awardgiving bodies taking notice of their performance, leading to recognitions for the city government. “I have always emphasized that the best way to receive recognition would be to not seek them from any awardgiving body but to simply deliver on our promises, ensure that goals are met or exceeded, and to properly inform our stakeholders of what is being done,” he says. Thus, in 2010, they started with seven priority areas: H-ealth and Nutrition; H-ousing and Human Settlements; E-ducation, Arts and Culture, and Sports Development; L-ivelihood, Business and Employment; P-eace and Order and Public Safety; C-leanliness and Environmental Protection; and T-ransparency and Good Governance. For these, they coined the tagline H2 ELP your CiTy which is also a call for people to get engaged in governing the city. Nagueños can attest to the strides that the current administration has made in addressing the city’s priority concerns. Like any city, Naga was also faced with obstacles. One of the most challenging involved instituting fiscal reforms in the city government to lessen their reliance on their IRA share from the central government. When he became mayor in 2010, he sought to review the city’s finances and utilization of resources. This allowed him to be more discriminating in budget spending and encouraged him to explore the possibility of strengthening the city’s economic enterprises such as the public market, which they reorganized and rebranded as the Naga City People’s Mall. Around 2,000 stalls at the public market serve not only shoppers from Naga but from nearby towns as well. From barely earning enough to fund its operations, the People’s Mall is now the largest contributor to locally-generated revenues of the city government. This has given the city additional funding for its programs. The same holds true for its other economic enterprises: the Naga City Abattoir and the Naga City Hospital. The other significant challenge that his administration faced involved the exercise of their political will to reclaim management rights over Naga’s Central Bus Terminal. When Mayor Bongat assumed office, the bus terminal, which is owned by the city government, was being managed by a private entity under a management agreement. Over time, however, remittances to the city government remained abnormally low despite the obvious income the terminal was earning. When the management contract expired, they decided not to renew it and regain control of the bus terminal. This was vehemently refused by the private management company, locking down the terminal and denying their personnel access to the facility. Knowing very well that the law was on their side and that the general public would consequently benefit from their actions, they decided to exercise the city government’s will. Less than two years after that incident (and after several court and Ombudsman cases), and after being rebranded into the Bicol Central Station, it now trails the People’s Mall as the second-largest contributor of local revenues to the city government. After years of neglect, facilities at the central station have also been repaired, collection efficiency has significantly improved, and traveler and passenger services have been upgraded. On his last term as the mayor of Naga, Mayor Bongat would like to focus on consolidating the gains made and institutionalizing policies and programs to ensure their continuity. “There are also other matters that deserve our attention. On top of these are efforts to provide a more holistic intervention to improve the lives of those in our poorest communities which we call Least Economically-Resilient Communities (LERCs); disaster resilience; and opening up new investment opportunities in Naga especially in the areas of IT/ business process management and manufacturing of high-value products for export, which are in addition to the city’s traditional role as the trade and finance center of the Bicol region.” “I would like to leave behind a city which can take on new economic opportunities and is on its way to becoming one of the country’s economic powerhouses; is better-prepared for and can weather calamities; and where the poorest of the poor have a better quality of life,” he concludes. Click here to read full article for free

This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. Your collection is already set up for you with fields and content. Add your own content or import it from a CSV file. Add fields for any type of content you want to display, such as rich text, images, and videos. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. < Back Product Manager Apply Now San Francisco, CA, USA Job Type Full Time About the Role This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. Your collection is already set up for you with fields and content. Add your own content or import it from a CSV file. Add fields for any type of content you want to display, such as rich text, images, and videos. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. Requirements This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. This is placeholder text. To change this content, double-click on the element and click Change Content. To manage all your collections, click on the Content Manager button in the Add panel on the left. About the Company This is placeholder text. To change this content, double-click on the element and click Change Content. Want to view and manage all your collections? Click on the Content Manager button in the Add panel on the left. Here, you can make changes to your content, add new fields, create dynamic pages and more. You can create as many collections as you need. Your collection is already set up for you with fields and content. Add your own, or import content from a CSV file. Add fields for any type of content you want to display, such as rich text, images, videos and more. You can also collect and store information from your site visitors using input elements like custom forms and fields. Be sure to click Sync after making changes in a collection, so visitors can see your newest content on your live site. Preview your site to check that all your elements are displaying content from the right collection fields. Apply Now

< Back Transforming Legazpi into a Green City Legazpi, Albay moves forward with its efforts on green growth and sustainable development BY MAIELLE MONTAYRE PHOTOGRAPHS BY MANUEL GENEROSO At the foothills of the majestic Mayon Volcano, located on the shores of Albay Gulf, right in the heart of the Bicol Peninsula, lies a fastgrowing metropolis. A city that has become almost synonymous to its most popular tourist destination, Legazpi attracts over a million tourists each year who are eager to gaze at the beauty and grandeur of the famous perfectcone volcano. Apart from tourism, the city of Legazpi, as provincial capital of Albay, stands as a growing business and commercial hub in Southern Luzon. Recognized nationwide for its enduring efforts, Legazpi continues to make progressive changes towards sustainable economies and nationwide competitiveness. FROM A HISTORICAL PERSPECTIVELegazpi was originally a barangay called Sawangan, a settlement of fishermen and farmers. The town was under the administration of the Franciscan friars of the Doctrina of Cagsawa. The old village was renamed as Legazpi by Royal Decree dated September 22, 1856, in honor of Miguel Lopez de Legazpi, the Basque-Spanish conquistador and governor who annexed the Philippine Islands to Spain in 1565. On February 1, 1814, the catastrophic eruption of Mt. Mayon caused devastation in Sawangan, burying many towns. The Cagsawa Ruins, a popular tourist attraction today, are all that remains of the town of Cagsawa. Nevertheless, locals continue to settle around the slopes of the volcano despite the threat of recurring eruptions. Legazpi became a city under the Becerra Law of 1892, but reverted to being a municipality during the American occupation. After the Second World War, Legazpi became a city for the second time on July 18, 1948, under Republic Act (RA) No. 306. It was to be dissolved again, returning to its status as a town. Finally, on June 12, 1959, Legazpi became a city again, for the third time, under R.A. No. 2234, and it remains such to this day. The city is also the regional center of the Bicol Region and the capital of the province of Albay. It aims to be one of top five convention destinations in the Philippines for meetings, incentives, conventions, and exhibitions (MICE). In 2016, 91 MICE were held in Legazpi; 140 in 2017; and 87 as of August 2018. The city has the Legazpi City Convention Center with 3,000 seating capacity and the Ibalong Center for Recreation with 5,000 capacity, aside from many convention centers and hotels. The city of Legazpi has garnered many notable awards. In 2007, Legazpi City was named by the Philippine Chamber of Commerce and Industry as one of the most business-friendly cities in Southern Luzon. In 2014, it placed second in the Most Livable Cities Design Challenge by the National Competitiveness Council (NCC) and the AsiaPacific Economic Cooperation. It also received the 2014 Best City Disaster Risk Reduction and Management Council (CDRRMC) under Component/Independent City category; Gawad Kalasag Hall of Famer in 2015; and the Seal of Good Local Governance in 2016. In 2018, Legazpi was awarded first in Overall Competitiveness among component cities by the NCC. At the 6th Regional Competitiveness Summit, Legazpi ranked first in infrastructure among the 145 component cities in the Philippines and second in economic dynamism. The incumbent mayor is Noel E. Rosal, who was re-elected in 2013. He began his career as barangay chairman of Barangay Gogon before serving as city councilor. He initially won as mayor in 2001, completing three consecutive terms thereafter before his re-election. Click here to read full article for free

< Back Toward Student Welfare and International Excellence BY AYNA GONZALES F rom its humble beginnings as the former Quezon City Medical Center (QCMC) in 1971 to its transformation under the Guico family in 1986, World Citi Colleges (WCC) has emerged as a renowned institution in higher education and training across various fields of study such as allied medical professions, tourism, hospitality, business, information technology, and aviation. Under the leadership of current President Raymond Patrick V. Guico, WCC is poised to ascend as a premier higher education institution in Asia, a testament to its leadership's vision and dedication Guico became involved in the education business at a very young age, shaped by his parents’ acquisition of QCMC, former Pangasinan Representative Ramon Naval Guico, and Arlyn Grace V. Guico. Initially not involved in the field of education, the family plunged into managing the institution due to unexpected circumstances, paving the way for young Guico’s early exposure to the family business. “My mother was involved in real estate. She was into buying and selling,” explains Guico. “My parents purchased QCMC property for real estate purposes. The original intention was to buy it and sell it after some time. However, when they acquired the property, the EDSA Revolution occurred. They were forced to manage, adapt, and learn the ropes.” Guico not only inherited his mother’s entrepreneurial drive and can-do spirit but also gained f irst-hand training and hands-on experience by being exposed to the operations from a young age. GUICO ATTRIBUTES WCC’S STEADY GROWTH AND PROGRESS TO THREE FUNDAMENTAL PILLARS: THE RIGHT DIRECTION, THE RIGHT VALUES, AND THE RIGHT PEOPLE. WITH THESE IN PLACE, HE HAS SUCCESSFULLY GUIDED HIS ORGANIZATION TOWARD BECOMING A LEADING INSTITUTION IN HIGHER EDUCATION. “Growing up, we talked about the family business during breakfast, dinner, and whenever we were home. In this room, I was exposed to the business,” he recalls, referring to his office. “My mom would bring me to the office, and she would assign tasks like packing admission kits for our patients. For each kit packed, I would earn Php 5.” Instilled with an entrepreneurial spirit and practical experience, Guico’s journey from assisting his mother in simple tasks to assuming the mantle of president at WCC signifies a transformation that has seen the institution evolve into a prestigious higher education institution with global affiliations and a commitment to excellence. THE THREE PILLARS OF TRANSFORMATION Guico attributes WCC’s steady growth and progress to three fundamental pillars: the right direction, the right values, and the right people. With these in place, he has successfully guided his organization toward becoming a leading institution in higher education. “The first pillar is having the right direction. When we began to think bigger and more internationally, it completely changed the game,” Guico explains. “The second pillar I emphasize is focusing on the right values. Once we established our direction, ensuring our people’s values aligned was crucial. We honed in on a set of values that everyone in our organization should uphold. This was the second most pivotal factor in our journey.” “The third pillar is undoubtedly f inding the right talent. When we have individuals who share our passion, mindset, and determination, significant improvements occur,” he says. Guico’s emphasis on aligning the right talent with WCC’s vision of becoming a top Asian school has been instrumental in the institution’s rapid growth and expansion. To him, being the “right talent” in WCC is characterized by three main attributes. “To be considered the right talent, one must be competent, results-driven, and committed to upholding our institution’s values,” he explains. WCC now offers education from senior high school to post-graduate studies and certificate courses. It has expanded to five campuses located in Antipolo, Quezon City, Guimba-Nueva Ecija, and the WCC Aeronautical and Technological College campuses in Caloocan and Pangasinan. CHAMPIONING A STUDENT-CENTRIC APPROACH Guico has made it his mission to prioritize student welfare and continuously raise the quality of education. “At the end of the day, why are we improving our services? Why do we want to stay relevant in today’s business environment? It’s because once our students graduate, we want their skills to be relevant and attractive to these corporations, whichever they will join,” he proclaims. Guico has instilled the above mindset in every employee, faculty member, partner, and educator, ensuring that even minor details reflect this priority. “Let’s say you’re part of maintenance. The mindset is not ‘Kailangan ko lang ba na ayusin ito? (Do I just have to fix this?)’. It’s more of ‘Kapag hindi ko ‘to inayos, ganito ang mangyayari sa estudyante. (If I don’t fix this, what will happen to the students?),’” Guico explains. “So, it’s a different mindset throughout, and it helped us transform our organization.” It’s not only the student-centric mindset that has led to WCC’s triumphs; Guico’s servant leadership style also plays a crucial role, reflecting his vital and supportive role as president. “I live by the motto ‘Take care of your people, and your people will take care of you and your company,’” Guico shares. “When I talk to my people, I ask them, ‘What do you need? Is there something that I can help you with? Is there something I can support you with?’” My job is to support them. And if you have excellent talent, empower them. Take a step back and just watch the magic happen. And that’s what we’ve been doing.” Guico’s servant leadership style also translates well into WCC’s core values of excellence, diligence, integrity, and Christ-centeredness. Much like his training in school administration and HEI management, this value system f inds its roots in his mother. “It came from my mom. She’s a dedicated Christian, a very prayerful woman. Growing up, we witnessed our fair share of miracles and divine intervention,” he says. “And servant leadership is the type of leadership that my mom has exhibited. “It’s the same for me. I saw it in her life and learned it from my experience running our family business.” Even when it comes to his proudest achievements as WCC President, Guico always puts others before himself and takes pride in the success of his esteemed alumni. “I take great pride in seeing the success stories of our alumni. Just to see, hear, and learn about their success stories, it’s the best feeling in the world,” he happily shares. “To serve and care is a mantra that will make the world a better place. It touches the core and the purpose of why we exist here,” he adds. TOWARD AN INTERNATIONAL HORIZON For Guico, it is not enough that WCC has five campuses in the country; he envisions taking WCC to a global platform, showcasing Filipino excellence internationally. Partnerships with universities in Canada (Centennial College, Conestoga College, Seneca College, British Columbia Institute of Technology), the United States (Rivier University), and Huachiew Chalermprakiet University (HCU) in Thailand, to name a few, have grown WCC’s network and program offerings into first-class global education. This year, WCC has earned prestigious international recognition, being ranked 186 in the World University Ranking for Innovation (WURI) 2024 and Global Top 300 for Innovative Universities, Crisis Management, and Social Responsibility. This is a back-to-back recognition as WCC also reached the 100-200 ranking for the 2023 WURI. WCC Aeronautical and Technological College meanwhile achieved a rewarding milestone as it also earned international recognition, being ranked 1501+ in the Times Higher Education (THE) Impact Rankings 2024. Guico credits these achievements to his people and the campus-wide goal of becoming a top university in Asia. “It’s already part of our DNA. Reaching for higher accreditations and higher levels is already part of the people. There’s a victorious cycle that’s already happening,” he explains. “My people are very much motivated to create that impact, that change in our students’ lives and even our communities, whatever we touch. We want to become a highly reliable, highly sought-after institution where Filipinos can get quality education.” Of course, gaining global partners was never the end goal for WCC’s internationalization efforts; it was always about learning from them and improving their systems to lift the Filipino education system to global standards. “When we partner with these institutions, some are the same size as us, some even much larger, and we learn from them. We are able to benchmark and see what they do. We are able to see their best practices. And not just on the local level but on the international level; this is why we are able to set our direction in a much better fashion,” Guico expounds. With his sights set on further development and higher accreditation, Guico proudly seeks out industry talents to help WCC’s students and faculty become competitive and stay relevant in a fast-paced world. “We’re also getting a lot of good talent from different industries to help us. We’re doing internationalization. I believe that, in that stage, we’ve made our mark in the industry. Improving the quality of education, staying relevant, and ensuring that our students get the best education possible.” GUICO’S EXPANDING ROLES Guico and his team’s efforts and achievements have certainly not gone unnoticed in the local education circle. Recently, he was awarded a Certificate of Commendation as first runner-up for the Internationalization Leadership Award in the Internationalization Champions of Nation-Building and Sustainability (ICON) Awards from the Commission on Higher Education’s (CHED) International Affairs Service. Asked about his feelings about this honor, he once again highlights how global linkages enhance the overall quality of Filipino education. “Internationalization brings a lot of benefits, a lot of benchmarking, and a lot of improvements in the institution. I believe that’s why CHED created this award: to showcase leaders and institutions who are doing it excellently here in the Philippines. It’s a humbling experience for me and means a lot to be recognized. I, for one, just did the work, and to be recognized for it? That’s already a prize. It means a lot to me,” he graciously says. Moreover, Guico’s experiences and knowledge in internationalization have led him to be appointed Special Adviser to CHED Chairman Prospero de Vera. His close involvement with the HEI governing body will allow him to share his insights to help Philippine HEIs achieve higher rankings, global accreditations, and better opportunities. “Internationalization helps us because we are able to talk to other HEIs, collaborate, and share best practices. I’m very grateful for the position given to me. It allows me to help and inspire other HEIs to collaborate,” he says. Guico’s commitments, accomplishments, and plans for the future have solidified his reputation as a leading figure and trailblazer in the Philippine education system. But does he see himself stepping away from the field of education and jumping into public service like the rest of his family? “If I am called for a higher service, one of the requirements is that the people running the show in our family business (i.e., WCC) must have the experience; they can run it without me,” he contemplates. “To give the reins to someone else, I need to make sure that I create that special team of the right individuals to make miracles in our organization. By then, I can say, ‘OK, I’ve done my part in the family business and am ready for a higher service.’” And what is his message to WCC students, alumni, and the community? “For our students, study hard. Learn as much as you can. It’s a time when you can explore and make mistakes. View the school as a large laboratory wherein you can tinker around. Be diligent. Uphold the values of your institution. To the alumni, continue to serve and care. Become salt and light to the people you encounter. And to the people in the organization, I know the work is hard. Ang dami nating ginagawa (We have a lot of work to do), but stay the course. Remember that I am here always to support you, to make things happen,” he concludes.

< Back A BRIGHT, ELECTRIC FUTURE BY STOEL LIRO The Future Energy Show & Solar Show Philippines electrified interest In renewables at SMX Manila from May 15 to 16, 2023. Over 9,500 people gathered in Halls 2 to 4 for the largest energy and solar event in the country, showcasing the latest solutions and advancements in sustainable energy. "We want to be the biggest renewable energy event in the Philippines. So we are hosting over 150 exhibitors, displaying the latest solutions and technologies in renewable energy, particularly covering solar and storage," said Terrapin Events Organizer Danielle Filipinas. LEAGUE highlights several notable exhibitors in the annual event's ninth staging. POWERING THE WORLD The Tesla Powerwall is an integrated battery system charged by the sun. Connected to a solar inverter, Powerwall converts direct current (DC) electricity generated by the solar panel/s into alternating current (AC) electricity. It can store 13,500 kilowatt-hours (kWh) for either backup or primary power. With technology becoming more mobile, battery power is now more crucial than ever. The Hive Energy PH Powercell offers 1280Wh in a briefcase-size package, which recharges via AC or solar. It has four AC outlets, a DC port, and a monitor which shows battery percentage and output, with higher energy options. Meanwhile, Bluetti power stations may not be as portable, but they have a wide array of energy storage options that can back up entire homes in case of a blackout. It also recharges via AC or solar. Going green is easy with OpenSolar. Its free design and proposal software creates fully rendered three-dimensional models of homes or businesses, including shade reports and heat maps to simulate when and where sunlight would hit. The company also has a catalog of suppliers, so users don't have to look elsewhere to check for compatibility. Fost Solar takes mobility to another level with its floating solar panels. Placed on ballasts, the panels are water- and air-tight. They are also crack-, puncture-, penetration-, and hydrolysis-resistant, which prevents chemicals from damaging the panel in the water. The solar panels can also be linked together to generate more electricity. Saltric uses water currents to harness electricity with the Marissa Turbine, which can deploy in any body of water (oceans, rivers, lakes, etc.). The vertical tidal turbine can work independently, and connect to battery storage or even the electric grid to provide up to 1kW, enough for two homes. The SSS electric motorcycle by Better Technology Co. has a maximum range of 100 kilometers (km) and a top speed of 60 km/h on a single charge. It's faster and more cost-efficient than public transportation; the average cost to charge electric scooters is "20 to 25 centavos/ km," said Electric Kick Scooter Philippines Founder Tim Vargas. Building contractors looking to go green also have plenty of options. The Wind Energy Technology Era Renewable (WETER) designed by Denis Taglin provides buildings with their own electricity. Blades on the building's exterior move whenever there is airflow, generating power. Underneath, KRAH Pipes Manila has been installing advanced manholes, pipes, and fittings. Made from polyethylene/ polypropylene, these are leak-free, sustainable, flexible, and they are rated for 100 years. Currently, the Metro Manila Development Authority (MMDA), Department of Public Works and Highways (DWH), National Irrigation Administration (NIA), Maynilad, and Manila Water use KRAH pipes. EMPOWERING ONE ANOTHER The two-day event also featured keynotes from industry leaders, such as Undersecretary Cristina Guevara of the Department of Energy (DOE); President Fernando Martin Roxas of the National Power Corporation (NAPOCOR); Assistant Vice President Christian Ereno of the National Grid Corporation of the Philippines (NGCP); and Senior Vice President Ronnie Aperocho of the Manila Electric Company (Meralco). Over 120 experts shared valuable insights and knowledge on alternative renewables, energy storage, large scale solar, rooftop solar, rural electrification, smart grid / transmission & distribution, and the Solar Installer University workshops. All conference sessions were free and happened simultaneously across four different stages, with the schedules and lineup of speakers available via the Terrapin app. Guests were able to network face-to-face with the exhibitors to build each other's brands, get ideas on their next clean power system from start-ups and global brands, and create strategic partnerships with the movers and shakers in the energy industry. One of the newest additions to the expo is the Solar Installer University. Terrapin partnered with the Association of Solar Installers of the Philippines for a series of technical workshops. "It is also open to beginners who want to venture into the solar installation business. At the same time, we also have advanced workshops [and open forum] for those who are already within the solar installation business, but want to know more about how to troubleshoot, etc," said Filipinas, "Overall, this [expo] is the biggest because I think the biggest one we ever had [attracted] 6,000 attendees for two days (in 2022)," she added. But just on the first day, the event already had 6,000 attendees, which Terrapin looks forward to beating in their 10th anniversary next May. The floor plan for the next event is already sold out, according to the organizers.

< Back Always for the People BY KAREN ROJAS PHOTOGRAPHY ROMEO PERALTA JR. Get to know Marikina City 2nd District Councilor Joel Relleve, a doctor and public servant. Marikina 2nd District Councilor Joel Relleve was always passionate about helping people, thus, he became a doctor. Even as a pre-medicine student, he was always a natural leader, but entering politics was never in the cards. Little did he know, years later, he would find his calling as a public servant. THE SPARK THAT STARTED IT ALL Relleve, who was born and raised in Atimonan, Quezon, describes himself as a “typical probinsyano.” Although not the youngest of four siblings, Relleve has always felt as if he were the bunso (youngest) in the family, being the last of the Relleve children to finish his studies as a medical doctor. He took his time pouring in work to establish his own career. While he was focused on being a young medical doctor, he also spent his free time taking gigs as a singer. In one of the events Relleve performed in back in 2010, he met former Vice Mayor Jose Fabian Cadiz by chance, and Dr. Cadiz somehow took a liking to him. After knowing he’s also a doctor, Dr. Cadiz reached out to Relleve trying to convince him to work with him. “Ang offer niya sa‘kin [was] (His offer was for me) to manage all his private clinics,” Relleve shares. Relleve didn’t even know that Dr. Cadiz had served as vice mayor then. The politician would often call him to ask where he was and suggest meeting as he had a “proposal.” Months later, Dr. Cadiz’s persistence finally bore fruit and Relleve met with him personally in Marikina City. It was only when Dr. Cadiz invited his fellow doctor into his office that Relleve figured out who he was. During that time, Relleve was not yet based in Marikina but coincidently, he previously bought a house in the area and was actually planning to move to the city. Although Relleve had so many responsibilities then, also teaching in universities while practicing medicine, he ended up saying yes to Cadiz. “In 2011, officially, sabi ni [former] vice mayor, bibili raw siya ng L300 na tatawaging Kalusugan. DECIDING THE FIRST STEP From the field of medicine to politics, although very different fields and somewhat on opposite ends of the spectrum, Relleve was always ready to take on a challenge for the benefit of the public. In time for the campaign season in 2013, many saw Relleve’s potential as a politician. But he himself tried not to think about that just yet. As the 2013 and 2016 elections came and went, Relleve heard the encouragement of his peers to run for a position. “Pero ‘di ko pa pinapansin (But I paid them no attention),” Relleve says. “[Eventually] I started to appreciate the work of Vice Mayor Cadiz,” Relleve mentions. But Relleve had his worries about running, as his family had neither riches nor political background. In addition to that, he wasn’t even from Marikina originally. It was then that Dr. Cadiz assured him to follow in his footsteps and run for a position regardless. “He always told me, once Ang taga-Marikina, pag nakita nila ‘yung dedication mo sa public service, mamahalin at mamahalin ka. Same ng nangyari sa kanya (Once Marikeños see your dedication to serve, they will love you even more.’ Same thing happened to him),” Relleve shares. Still unsure of his next move, Relleve decided to take up a Master’s degree in Public Administration at Pamantasan ng Lungsod ng Marikina. When he finished the program in 2018, he finally realized what he wanted to do moving forward. GREATEST CHALLENGE When Relleve finally decided to run for a position and won, he didn’t expect his term would coincide with one of the most challenging in the country’s history, governance-wise. “Kami ‘yung mga pandemic termer eh (We are the pandemic termers),” the councilor explains. “July 2019, I assumed my post as a newly elected councilor. I very eagerly studied the work [of a councilor]. I worked for the passage of ordinances, I was so idealistic,” Relleve adds. Sadly, the Marikina community and the local administration’s attention was abruptly diverted—firstly because of Typhoon Ulysses, then the COVID-19 pandemic. Relleve and the other councilors share disappointment and pressure to up their game and go beyond their job description to serve the people. “The pandemic made people demand more from us. They see you as not good enough if they don’t see you around,” Relleve says. THINKING AHEAD When the national government initiated the lockdown, Relleve was quick on his feet to make sure the vulnerable are attended to. One of his projects, was to give out free prescription medicine to senior citizens. “Senior citizens weren’t allowed to go out during the lockdown, so what I did was I had their medicines delivered to me. Afterward I delivered the medicine to their doorstep,” the councilor narrates. The doctor-councilor also made sure to continue former Vice Mayor Cadiz’s legacy of health-related projects such as free medicine for the public, free check-ups, and regular medical missions. Of course, these are more challenging to implement now that there are health restrictions to keep everyone safe, but Relleve and his team made sure to plan every detail of the project to ensure that the people continue to receive public service, while also being safe from the virus. Another problem that they pointed out is the public’s hesitation to go to hospitals bearing in mind that they could contract the virus and go home sicker than they initially were. To address this, Relleve started an initiative to provide nebulizers, oximeters, and oxygen tanks to barangays for the use of the community. These are fruits of the councilor’s partnerships with various organizations. As donations came pouring in, volunteers—whose number also continuously increased—made sure that these would reach all Marikeños. “Bunga ng tiyaga ko sa mga organization ko. Kasi ‘pag nakikita talaga nilang tumutulong ka, mas gusto rin nila tumulong (That’s the fruit of my perseverance towards my organizations. Once they see that you are really helping, they’re also more willing to extend help),” Relleve says. Months after the pandemic hit the country, all the projects Relleve started still stand strong and continue to serve the locals. “Sabi ko nga, mapagbigyan lang ako, hindi ako titigil (As I said, if they give me a chance [to serve them], I won’t stop),” the councilor assures. ADVOCACY As a doctor and the current director of the Philippine Red Cross (PRC) Marikina Chapter, Relleve is very passionate about highlighting the importance of knowing your blood type. In fact, every time Relleve has the chance to speak and talk about his platforms, he always proclaims “Walang Marikenyong hindi alam ang blood type (No one in Marikina is unaware of their blood type).” From his experience working with the PRC, he noticed a lot of people needed blood from the blood bank, and as per Red Cross policy, you would have to donate blood in exchange for the bags of blood you will get. But a lot of individuals did not know their blood type and this worried Relleve. Because of this, the “TYPE KITA... Hindi mo lang alam” blood typing census was implemented by Red Cross volunteers led by the doctor-councilor. This program is done per barangay in Marikina City and is open to the public and is often done simultaneous with Relleve’s other projects. Blood typing census is a community project spearheaded by Relleve in partnership with the PRC-Marikina Chapter. “Marikina is a disaster-prone area. What if there’s an earthquake, and many of us are brought to the hospital? In triage, since I know my blood type, they will treat me first,” Relleve shares. “‘Kasi ‘yang blood type, hindi ‘yan magbabago eh. Pagkatao mo ‘yan (Because your blood type won’t change. That’s part of your identity),” he adds. He became more eager to push for his advocacy when it was announced that the National ID is starting to be implemented. “I heard that they will implement the National ID system, and do you know that one of its components is the blood type? I don’t want people to put ‘I don’t know’ or guess,” the councilor says. To add, Relleve shares the importance of knowing your blood type in the context of fatal COVID-19 conditions saying that when you need a plasma transplant, you would first be asked what your blood type is. SHIFTING CAREERS, SAME GOAL From being a medical doctor to a university professor, then a public servant, Relleve realizes the importance of people-oriented skills and public speaking. The work he did for each field he has ventured in is different, producing different outputs, but talking with people and building relationships is an everpresent responsibility. It wasn’t always easy and he had to learn along the way but it’s as if his previous experiences in different setups molded him to be the person he is today. He might have shifted his career but the purpose is always to serve the people. DOWNLOAD FULL ISSUE HERE FOR FREE

< Back Through Trials & Triumph BY MARANE PLAZA PHOTOGRAPHY BY MANUEL GENEROSO FROM BATANGAS’ TAAL ERUPTION LAST YEAR TO THIS YEAR’S ONGOING PANDEMIC, BATANGAS STANDS STRONG THANKS TO VICE GOVERNOR MARK LEVISTE’S PASSIONATE LEADERSHIP. BORN TO BE A LEADER His grandfather, the late governor Feliciano “Mamay Sanoy” Leviste, was known as the “Father of the Masses” and the “Champion in Community Development,” because of his work and community development. These became best practice, not only in Batangas, but in the whole country. “Tinularan ito ng mga lalawigan at ng iba’t-ibang LGU sa buong Pilipinas (These practices were emulated by different provinces and LGUs all over the Philippines). He passed away in 1976 before I was even born. Kaya ang sabi ng mga nakatatanda, ang kamatayan ni Sanoy ay ang pagkabuhay ni Marc Leviste (The elders say that the death of Sanoy gave life to) Marc Leviste,” he said. Even with his years of public service experience, Marc acknowledges that he still has a lot to accomplish and more so to learn. “I am humble enough to admit that malayo pa ako sa naabot ni Mamay Sanoy. Ika nga e, marami pa akong kakainin para mapantayan man lang, kung hindi malampasan ang kanyang gawain. Subalit, iyon ang aking inspirasyon para gumawa ng kabutihan sa ating mga kababayan at sa ating lalawigan (I’m still far from reaching what Mamay Sanoy did. As they say, I still have a lot to prove to even match, if not exceed, what he did. However, this is my inspiration to do more good for the people and province of Batangas). At the very least, I don’t want to ruin the legacy of my ancestors, mainly my grandfather, and I want to preserve the good name of my family.” As a teen, Leviste was briefly based in Makati, Metro Manila to study where he also first officially pursued his passion and career in politics. He became one of the council members of Sangguniang Kabataan in Barangay Bel-Air in Makati. “That time, it was just logical for me to join Sangguniang Kabataan in Makati because I was based there, and it was practical and accessible for me to monitor the day-to-day activities. Imagine, if I took the opportunity to be in Sangguniang Kabataan of Lipa, my barangay in Batangas, I would be an absentee leader and that would be unfair. And I did not like that idea,” he said. The vice governor shared his experience serving the two different localities. Makati and Batangas, Lipa in particular, had different cultures and political atmospheres, he says. In Makati, his boss then was former SK president and former Makati Mayor Junjun Binay. In Lipa, his boss was Vilma Santos, who was serving her third term as mayor of Batangas City, and Sen. Ralph Recto. “So from the little league to the big league!” he shared. “Other than my father and my mom, I have a few whom i consider mentors: Sen. Ralph Recto was my first political guardian. For a good 12 years, I learned from the ‘Ralph Recto School of Government.’ I equally admire Congresswoman Vilma Santos, because of her heart to serve and skills in communication. Currently, I am taking up my ‘master’s LEAGUE 27 degree’ in the ‘Mandanas Institute of Politics.’ The leadership of Governor Dodo Mandanas inspires me a lot. Long story short, my immediate superiors serve as my mentors, and I allow their greatness to mold me into a better leader. That’s the kind of follower and team player I am.” The young Leviste went back to his hometown in Lipa, Batangas in 2003. “The People, the Batangueño Spirit; I love our people. They are the heart and soul of the province. Batangueños are recognized for their bravery (katapangan), wisdom (katalinuhan), beauty (kagandahan), industry (kasipagan), and bobility (kagitingan). And, of course, the fun part: the breathtaking sites and attractions, its rich culture and heritage, and the accessibility [of Batangas] from Metro Manila and the rest of South Luzon. Everything about my hometown is to love—or to die for!” Of course, the young Leviste, coming from a proud lineage, is aware of the pressure; he had big shoes to fill. “There were huge expectations, kasi apo ni Sanoy, pamangkin ni José Antonio ‘Tony’ C. Leviste, at marami pang Leviste na naglingkod sa Batangas and ito nga ako, bata pa. Alam mo may kasabihan kami sa Batangas, ‘Maganda pa nga’t bata para maraming magawa’ (because I was Sanoy’s grandson, Jose Antonio ‘Tony’ Leviste’s nephew, and many more Leviste’s that have served Batangas and here I am, so young. We have a saying in Batangas, ‘It’s good to be young because you can still do plenty of things),” Leviste quipped. The then 25-year-old Leviste started campaigning in 2003. Then, in 2004, he focused his efforts on cultural tourism. In time, his work in building a more dynamic tourism culture in the region transformed Batangas into an even more popular tourist destination, known for its stunning beaches, cultural and religious sites, and foodie hotspots. TAAL ERUPTION 2020 At a time when the tourism industry in Batangas seemed robust, they found themselves in a standstill when the region was overwhelmed by the Taal Eruption in 2020. Leviste was faced with heartbreaking scenes, with his people losing their properties and livelihood since their work and businesses were greatly affected by the calamity. “Prior to the eruption and COVID-19, I considered Taal Lake and Volcano as the heart of Batangas. Geographically, it’s right in the middle of our province,” Leviste said. “Since time immemorial, Taal Volcano provided for the people of Batangas and the Philippines. Sabi ng Mamay at Nanay namin, our ancestors, kaya malusog, mataba, at maganda ang lupain lalo higit pang agrikultura sa aming probinsya ay dahil sa mga pagputok ng bulkan (Our grandmother and mother, our ancestors, used to say that the reason why our land is fertile, rich, and good for agriculture is because of the volcano’s eruptions). It gave us the land and soil, which is conducive for agriculture. So talagang, marami ang nakinabang kaya’t itinuturing na buhay ang Taal Volcano, kaya nga puso ng Batangas (Really, plenty of people benefit from it. That’s why many consider the Taal Volcano their life, the heart of Batangas).” For both foreign and local tourists alike, Taal and its surrounding vicinity have become well-loved destination.

< Back BCDA New Clark City The New Frontier Bases Conversion and Development Authority (BCDA) President and Chief Executive Officer Vivencio Dizon unveils their latest pride and paints a picture of what’s to come at the New Clark City. BY MARIDOL RAÑOA-BISMARK PHOTOGRAPHY BY ROMEO PERALTA, JR. Everything is on the move, and the air is rife with excitement at New Clark City, located within the Clark Special Economic Zone in Pampanga. Cranes, bulldozers, and other heavy equipment hum gently under the glistening sun. Mounds of earth and pebbles dot the landscape, silent witnesses to a future worth waiting for. Vivencio Dizon, President and Chief Executive Officer of the Bases Conversion and Development Authority (BCDA), surveys the landscape like a captain pleased at his seaworthy ship. His eyes, squinting against the sizzling sun, twinkle with the excitement of someone on the brink of a great adventure. “This is BCDA’s number one project,” he says with a smile. “It’s the first phase of New Clark City, which spans 32,000 hectares, or half of Metro Manila. It’s not just a city. It’s a metropolis with a full master plan.” That master plan is huge to the point of mind-boggling, especially to people from a developing country, where constant traffic, pollution, and flooding are a given. New Clark City has most everything you can ask for in a place you dream of calling your own. Dizon tells us why. GETTING READY FOR THE BIG LEAGUE The proposed new airport (BCDA’s second biggest project) will sit on a 110,000 sq. meter area, with far more flights than the current 720-plus domestic and international ones. Dizon and his staff have set a June 2020 deadline for this project, which will surely bring in more tourists, and even more prosperity to the city. As of press time, Dizon says the new airport is already 60 percent done. The BCDA chief points to a multi-layered, avant-garde structure whose gigantic V-shaped posts hold up a wave- shaped roof. This is the future Aquatic Center, where lovers of water sports like swimming, diving, and water polo can go. It is the proud holder of a certification from FINA (Fédération Internationale de Natation), which the International Olympic Committee has tasked to oversee international water sports competitions. This means that the Aquatic Center can host international competitions in swimming and other water sports—another big boost to the country’s tourism efforts.

< Back GOODBYE GOLDEN VISA, GOODBYE FILIPINO INVESTORS? BY ATTY. PAULA ZAYCO ABERASTURI SPAIN IS PUTTING AN END TO ITS GOLDEN VISA PROGRAM WHICH HAS LONG ATTRACTED FOREIGN INVESTORS, OFFERING NON-EU NATIONALS, INCLUDING FILIPINOS, RESIDENCY THROUGH REAL ESTATE INVESTMENT. WHAT DOES THIS MEAN FOR FILIPINO INVESTORS? Spain has long been a magnet for foreign investors, thanks in part to its Golden Visa program, a residency-byinvestment initiative that has offered non-European Union nationals a pathway to European residency by purchasing property worth at least EUR 500,000. Over the years, this program has attracted high-net-worth individuals from around the world, including a growing number of Filipinos drawn to Spain’s familiar culture, deep historical ties, and warm Mediterranean lifestyle. But now, a major shift is on the horizon. In a landmark decision, the Spanish government has announced plans to phase out the Golden Visa program, citing concerns over housing affordability and the impact of speculative real estate investments. Prime Minister Pedro Sánchez put it bluntly: “We must ensure that housing serves its primary purpose—to provide a home, not to act as a tool for unchecked profit.” With the program officially ending in April 2025, Filipino investors who have viewed the Golden Visa as a gateway to Europe are now facing a rapidly closing window of opportunity. Spain’s appeal to Filipinos has been more than just financial—it has been a bridge to a country that shares language similarities, cultural connections, and a rich colonial history. For many families and retirees, the Golden Visa wasn’t just about property investment; it was about securing a future in a place that felt like a second home. As the phase-out approaches, investors will need to reassess their plans. Will Spain introduce alternative pathways to residency? And what does this mean for those who were counting on the Golden Visa to make their European dream a reality? One thing is certain—the landscape of foreign investment in Spain is about to change, and Filipinos with their eyes set on Spanish residency will need to act fast or look for new avenues. THE UNIQUE PATH TO CITIZENSHIP FOR FILIPINOS The end of Spain’s Golden Visa doesn’t mean the door is closed for Filipinos seeking residency or even citizenship. Those who move to Spain for work, study, or other legitimate reasons can still build a life there, and one major advantage remains. Unlike most nationalities that must wait ten years, Filipinos can apply for Spanish citizenship after just two years of legal residency, a unique fast-track option rooted in Spain’s shared history with the Philippines. For many Filipino investors and families, this has been a key incentive, not just for property ownership, but for the long-term benefits of European citizenship, from seamless travel across the EU to access to Spain’s healthcare and education systems. While the Golden Visa may be fading out, Spain remains an inviting destination for those looking to put down roots. PROPOSED TAX REFORMS In addition to these changes, the Spanish government has proposed tax reforms that could potentially lead to taxes of up to 100% on properties purchased by non-EU residents. This significant measure is part of Spain’s strategy to encourage responsible investment and address concerns regarding the stability of local housing markets. Addressing the new tax proposals, Sánchez stated, “The West faces a decisive challenge: to ensure that our society does not become divided into two classes, the rich landlords and the poor tenants.” The uncertainty surrounding these reforms has led to a reevaluation of plans by potential investors, including those from the Philippines. HOPE FOR FOREIGN INVESTORS Despite these sweeping changes, Spain remains an attractive market for foreign investors who are willing to adapt to the new environment. The government is emphasizing opportunities in sustainable real estate and social housing projects. There are also potential incentives for those investing in the renovation of vacant properties or contributing to Spain’s goal of providing more affordable housing options. For those still interested in purchasing property, Spain offers numerous regions with diverse investment opportunities. Coastal areas such as Andalusia and Valencia continue to appeal to retirees and expatriates, while cities like Madrid and Barcelona attract professionals and entrepreneurs seeking urban investments. Additionally, Spain’s thriving tourism industry and growing emphasis on sustainable development present lucrative opportunities for investors in hospitality, eco-tourism, and renewable energy projects. A WINDOW OF OPPORTUNITY For Filipino investors who have already established roots in Spain through the Golden Visa program or those considering Spain as a second home, these changes present an opportunity to consider how investments align with the country’s new vision. Spain’s shared cultural history with the Philippines and the deep connection between the two nations mean that opportunities for Filipinos in Spain remain significant. While the reforms may seem challenging at first, they also encourage foreign investors to engage with Spain’s evolving priorities. By exploring new avenues such as sustainable housing or business ventures that contribute to local communities, Filipino investors can continue to strengthen their ties with Spain and contribute to its promising future. Spain continues to be a country with a rich culture, diversity, and opportunity. For those interested in aligning their investments with the nation’s evolving priorities, there may be opportunities to secure a stake in Spain’s promising future. As the country considers adjustments to its housing and real estate policies, it invites Filipino investors to consider joining in building a future where profitability and purpose can coexist, with the aim of ensuring continued prosperity for both nations.