< Back The Woman Behind a Meaningful SMILE BY MARIANNE JANE S. ZARA MAYOR JASMIN ANGELLI MALIGAYA-BAUTISTA'S S.M.I.L.E. AND HER TRANSFORMATIONAL LEADERSHIP CONTINUE TO INSPIRE LEADERS IN THE MUNICIPALITY OF MAGALLANES, CAVITE TO ACT ON THE NEEDS OF THE PEOPLE. Magallanes, Cavite's continued march toward prosperity is rooted in its commitment to Social Services, Good Governance, Infrastructure Development, Local Economic Growth, Education, and Environmental Protection—the core principles of the S.M.I.L.E. framework. This framework has been the cornerstone of Mayor Jasmin Angelli Maligaya-Bautista's successful leadership as the town's chief executive. Originally her campaign slogan, S.M.I.L.E. has since guided her administration. Now in her third term, Mayor Bautista remains focused on implementing long-term plans for each aspect of S.M.I.L.E., ensuring a sustainable future for Magallanes. BORN INTO POLITICS Born into a political family, Bautista, the eldest daughter of former Mayor Menong Maligaya, was immersed in the world of politics from a young age. Growing up, she witnessed firsthand her father's dedication to serving the people of Magallanes as residents frequently sought his help at their home. While initially uninterested in pursuing a political career, Bautista was deeply inspired by her father's leadership and compassion. "I never aspired to hold public office," she recalls, "but as I grew older, I saw my father's genuine care for our constituents. I will always cherish his words: 'As long as we can help the people of Magallanes, we will help.' Those words have stayed with me throughout my life." Motivated by her father's example, Bautista decided to enter public service herself. At the tender age of 16, she was elected to the Sangguniang Kabataan (Youth Council). Just five years later, she became one of Magallanes' youngest vice mayors and the first woman to preside over the municipal council. A WOMAN LEADING THROUGH IT ALL As with other young women entering the male-dominated world of local government units (LGUs), Baustista faced challenges in Magallanes. During her term as vice mayor, she diligently prepared for the responsibilities ahead. Known for her proactive approach, she studied local governance and parliamentary procedures, honing the necessary skills as a local government official. Her dedication impressed then Department of the Interior and Local Government (DILG) Secretary Jesse Robredo, who selected her as a scholar to study local governance and development at the University of the Philippines Los Baños. From the start, Bautista made it clear that despite her youth and gender, she was committed to collaborating with other leaders for the benefit of all Magalleños. Her determination earned her the respect of other elected officials, who shared her vision for progress. As a strict presiding officer, Bautista enforced attendance and scrutinized resolutions and ordinances. She adhered to established systems to facilitate efficient sessions and ensure well-crafted measures. Bautista's tenure as mayor was marked by significant challenges, beginning with the Taal Volcano eruption in 2020, followed closely by the COVID-19 pandemic and the subsequent lockdown. Additionally, she faced the issue of the proliferation of flies due to mismanagement of a poultry farm. Determined to provide long-term solutions, she avoided quick fixes and focused on addressing the root causes of these problems. MAKING A NAME FOR HERSELF Grateful for the progress made under her father's leadership, Bautista aimed to sustain and build upon his legacy. To achieve this, she focused on implementing the goals she outlined during her first mayoral campaign. Through her S.M.I.L.E. framework, Bautista emphasized her commitment to the following. Social Services: Providing access to essential services, such as the Free Titling and Property Tax Exclusion Program for those affected by road widening projects of the Department of Public Works and Highways. Good Management: Promoting transparency and accountability through the A.R.T. of Good Governance Program, which incentivizes good management in communities by giving them the Gawad Luntiang Barangay or Gawad Galing Barangay and funds for projects for their achievements. Bautista's leadership also engages the youth through the Magallanes Youth Forum. This program empowers young people to present their concerns and ideas to the local government. A culminating activity allows them to present recommendations for future actions. Infrastructure and Innovation: Modernizing the municipality's infrastructure, including developing the public market into a premier vegetable hub, and investing in sustainable practices like rainwater harvesting and solar energy. Local Economic Development: Stimulating economic growth and job creation. Key projects include developing the public market into Cavite's premier vegetable hub, a vision inspired by her father. The mayor is also actively promoting sustainable practices, such as rainwater harvesting to augment the water supply and the use of solar panels at the town hall, demonstrating the town’s commitment to innovation and environmental responsibility. Education and Environment: Prioritizing education through comprehensive scholarship programs for all school levels, from daycare to senior high school, including those under the Alternative Leaming System and the Magallanes Scholarship Program to further support college students. In terms of environmental sustainability, initiatives like the Basura Palit Bigas (Trash-for-Rice) Program and Transformers are being implemented to promote waste reduction and recycling. THE A.R.T. OF GOOD GOVERNANCE Bautista's A.R.T. of Good Governance Program encompasses two key initiatives: Gawad Luntiang Barangay and Gawad Galing Barangay. These projects aim to foster good governance practices across all barangays in Magallanes, challenging barangay leaders to excel. Awardees receive substantial incentives of up to Php 800,000 to fund local projects. Additionally, winning barangays benefit from guidance on effective fund utilization. The Gawad Luntiang Barangay aligns with the Manila Bay Compliance Audit, while the Gawad Galing Barangay is aligned with the DILG's Seal of Good Local Governance indicators. This strategic alignment simplifies the municipality's compliance with DILG requirements during assessments and audits. GOING GREEN Bautista has taken significant steps to make Magallanes a greener community. To reduce plastic waste, she launched the Basura Palit Bigas Program, where residents can exchange one kilogram of plastic for one kilogram of rice. This initiative has been praised for not only decreasing plastic pollution but also providing essential food support to underprivileged families. "I'm proud to contribute to reducing plastic waste in our town, while also helping to feed Magalleño families. They are truly grateful for this program," Bautista emphasizes. To further instill environmental consciousness in the younger generation, the Trashformers program encourages youth to collect various types of plastic in exchange for school supplies. By nurturing eco-friendly habits from a young age, Bautista believes that these values will become ingrained in their lives. In addition to these initiatives, Bautista is committed to promoting a smoke-free and drug-free Magallanes, further enhancing the town's overall sustainability. PROMOTING ECOTOURISM Bautista spearheaded the development of Buhay Forest, an eco-tourism destination in Magallanes. While the initial attraction, the Stations of the Cross, drew some visitors, it wasn't enough to fully capitalize on the site's potential. Inspired by Bali's iconic swings and nest-like structures, Bautista introduced similar designs to Buhay Forest between 2018 and 2019. This transformation proved to be a major success, attracting approximately 21,000 visitors daily. As a result, local businesses surrounding Buhay Forest thrived, improving the living conditions of residents in Barangay San Agustin. Buhay Forest has become a significant income source for the municipality, generating one million pesos in monthly revenue. Eighty percent of the Php30 entrance fee goes directly to the municipal government, while the remaining 20% benefits the barangay. This innovative approach allows Bautista to generate funds for social services and other important LGU projects. "I'm constantly thinking of ways to generate revenue for our town. We can't afford to be complacent. We need to find ways to increase our income so we can expand our services to the people of Magallanes," Bautista explains. TOWARD FOOD SECURITY Bautista envisions Magallanes as a prominent agricultural hub. To realize this vision, the municipality plans to establish a comprehensive agricultural center equipped with logistics, cold storage facilities, and a digital platform for agricultural products, similar to China's Taobao Agricultural Center Hub. This initiative aims to empower farmers by increasing their earnings and reducing losses caused by middlemen. To lay the groundwork for this ambitious goal, Bautista began by addressing critical issues within the poultry industry. By implementing a strict One-Pest Control System, the local government aims to prevent the spread of diseases and maintain a healthy environment for poultry farms. Regular inspections further ensure the stability and sustainability of the industry. In addition to these efforts, the municipality has established nurseries on a three-hectare plot of land and agricultural training centers. Bautista highlights the development of a Halal Agricultural Hub on a five-hectare land parcel, demonstrating the municipality's commitment to diversity in the agricultural sector. A GOOD LIFE FOR MAGALLEÑOS Bautista's ultimate goal is to enhance the quality of life for the people of Magallanes while safeguarding the pristine environment. "My dream for Magallanes is simple: I envision a future where all my constituents enjoy a good life and the entire municipality continues to progress. Our hope is to preserve our clean water, clean air, and clean environment," she expresses. The mayor is confident that these sustainable development efforts and goals are integrated into the municipality's long-term economic development plan. Through diligent implementation, this vision can be transformed into reality. THE WOMAN BEHIND MAGALLANES’ PROGRESS AND SUSTAINABILITY Bautista has emerged as an exemplary female leader, driving progress, securing growth, and promoting sustainable development in Magallanes. She has demonstrated that environmental preservation and economic development can go hand-in-hand. As she strives to transform Magallanes into an agricultural hub and ecotourism destination, nothing will deter her from achieving these goals and improving the lives of her constituents. Even as her term as mayor draws to a close, Mayor Jasmin Angelli Maligaya-Bautista remains committed to seeing her plans come to fruition. “To my fellow Magalleños, I extend my heartfelt gratitude for your unwavering support throughout these years. I couldn’t have achieved any of these without your help. While I may be stepping down as mayor, I will continue to support and assist the people of Magallanes. If you need me or my family, we are here to help,” she declares. “I hope that we can continue working together to build a more progressive and joyful Magallanes,” she concludes. WE CAN'T BE COMPLACENT; WE MUST THINK OF WAYS FOR OUR MUNICIPALITY TO MAKE MONEY SO THAT WE CAN EXPAND OUR SERVICES FOR THE PEOPLE OF MAGALLANES.

< Back CONVERGE CEO DENNIS UYO Stronger networks, faster and smoother digital connectivity, and more responsive customer service—this is what Converge CEO Dennis Uy promises. BY MAIELLE MONTAYRE PHOTOGRAPHY BY JAR CONCENGCO The telecommunications industry in the Philippines is constantly faced with the many demands of the modern age. Previously dubbed as the “texting capital of the world,” the Philippines saw mobile phone subscriptions skyrocket while installed telephone lines were drastically reduced. Now, with digital use on the rise, statistics show that Filipinos rank higher than their Asian counterparts in terms of time spent online. With many staying home for work and schooling due to health and safety concerns, the demand for high-speed internet access is at the forefront today. This is the market which Dennis Anthony Uy’s Converge seeks to dominate as a leader in pure end-to-end fiber internet service. A SINGLE FOCUS Converge ICT Solutions, Inc., commonly referred to as Converge, was founded in 2007 by Dennis Anthony H. Uy, and his wife, Maria Grace Y. Uy. Converge is affiliated with ComClark Network and Technology Corporation, which Uy also founded in Pampanga in 1996. Aside from being the founders of Converge, Uy also holds the position of Chief Executive Officer (CEO) and Executive Director of Converge, while his wife serves as President of Converge. This power couple—an engineer and a CPA—work to balance each other out in the operations of their technology company. “I’m an engineer so I like things done swiftly, but I lack the controls. She, on the other hand, as a CPA, is very systematic with everything. So, we balance out each other,” says the self-confessed tech guy with a degree in Electrical Engineering. “It’s a perfect combination. I provide the vision and she operationalizes it with the proper process and control systems. I handle all the tech, while she does all the finance. So, we each have our own specializations,” Uy adds. In 2009, Converge was granted a congressional franchise to operate as a telecommunications company. In 2012, Converge focused on broadband operations, providing high-speed broadband to Filipino households and businesses. In 2019, Converge successfully secured a $225 million investment from Warburg Pincus, a private equity firm, in order to fund its full-fiber optics network. Fiber-optic internet is the faster, more reliable, and more advanced solution to data transfer than the antiquated copper-based Digital Subscriber Line (DSL) and cable internet. Since then, Converge has grown to make a name for itself as the fastest end-to-end fiber internet provider in the Philippines. “That is my competitive edge in this business. I have a single-minded focus,” Uy says. “I only have one product— fiber broadband. While other competitors have wireless mobile, landline, wireless fixed and prepaid, in my case, it is single-focus so I am able to bring the new technology to the consumer right away.” Converge offers its premium fiber internet to residences, businesses, and other enterprises. Whatever the name— FiberX for the home, iBiz for the office, and other digital services—the fact remains that Converge provides affordable and fast connection with unlimited bandwidth and quick installation. “The good thing about the fixed line is the single-port design infrastructure. This allows a single house to have fast, reliable, and sufficient connectivity for several users. Unlike wireless connections that can get congested and slowed down because of the shared signal,” Uy adds. At the end of 2020, Converge has more than doubled its fiber network to over 55,000 kilometers from the previous year, making high-speed broadband internet available to more areas in the country. With the growing demand for internet services, their residential subscriber base doubled during the year, reaching approximately 1,038,000 subscribers by December 2020. Using the greenfield approach, Uy aims to tap the unserved and underserved areas of the country. “A lot of the areas that we have gone to have never been connected with fiber. Never. At all,” he says. “As of today, 90% of our new subscribers are first-time users. So, you can see the blue ocean market that we are penetrating,” he adds. QUINTUPLE GROWTH As a result of the 2020 worldwide global pandemic, Converge more than quintupled its installations. For this reason, Converge reached over a million subscribers by the end of the year. However this surge in demand was not without its challenges. “Usually, we had around 20,000 to 30,000 [installations] monthly. But because of the pandemic, we were doing approximately 100,000 installations a month. Biglang nag-times five. We had to activate the manpower, logistics, and call centers to address the sudden surge in demand. This was even more difficult because of the lockdown and everyone was working off-site. But the growth was there, so we trained our staff, ordered a fleet of vehicles, and activated more call centers as fast as we could. We had our challenges, but we were able to address the concerns as quickly as we could,” Uy explains. Aside from addressing the sudden 500% growth in operations, Converge likewise had to comply with government and health regulations during the COVID-19 pandemic. Since Converge is in the broadband business, the company got the exemption from the Inter-Agency Task Force (IATF), the government body deciding on COVID-19 protocols, to continue operations. Uy then worked doubly hard to get approval to open the business centers in order to address the surging demand. Converge implemented social distancing and an appointment-based system in the business centers. The applications, billing, and the services were in full-swing. “In the business centers, people could not just walk in. So, we implemented an appointment-based system to be able to maintain the health protocols and still attend to our customers,” Uy shared. The call center was integral for the business to run smoothly. So Converge converted offices into a stay-in set up. Agents were given dormitories and meals for the whole day while they were required to live in the premises for an extended period. Converge also opened multiple sites to address the social distancing requirements as well as the demand. The next issue was public transport. Converge then purchased buses in order to provide safe transportation for the employees. A set-up of pick-up points and schedules were put in place. “(For our workers), we had to provide safe transportation for them. In the office, they had to observe social distancing. From the previous 100% office capacity, we could only do 30%,” Uy recounts. “So, we immediately put measures in place to improve our operations. There were so many things, and since March, we did all those things, and we were able to overcome our challenges.” In response to the needs of their customers, Converge also improved the backend of their operations. “Because the scale of service is expanding, our backend had to keep up, especially our OSS (Operations Support System) and BSS (Business Support System).” The Converge CEO also ensures daily monitoring of business operations in real-time in order to make sound management decisions. PROACTIVE STANCE Converge practices a proactive response in its operations and installations. With multiple sites all over the country, Converge implements a logistical system whereby the crew and available resources are made available based on the number of ports and the customer-base per area. “Aside from fast installation, we have a proactive support system for our customers” Uy remarks. “In times when our ports are full, we need to augment and put proactive maintenance. If there are customer requests for transfers, upgrades, cut lines even fires—we are there within the locality,” he adds, enumerating the different scenarios that may arise. “Instead of waiting for the customers to call to report and issue, which is reactive, we address the issues immediately, so they don’t need to call, and the backend is flawless.” This proactive, rather than reactive, approach stems from Uy’s experiences in the province. In this manner, a more localized approach yields greater effectivity and efficiency. “Never mind the need to increase manpower, the bottom line is customer satisfaction,” he firmly declares. Converge likewise addresses all their growing concerns, particularly by having customer care services taken in-house rather than outsourcing to third parties. “We’re a technology company, and as we want to better service our customers, we also want to be able to track our performance.” This approach has yielded positive results after Converge reached its goal of a single-digit rate of drop calls. Previously, they were at 15% rate. Now, the IT leader has reached 9%. “We are aiming for 6-7% in drop calls. Konti nalang,” Uy remarks with a smile. “We also enhanced our digital platform systems in addressing customer issues on social media. We are investing substantially to upgrade our customer relationship management (CRM). So we are confident that no matter what platform the customer tries to reach—email, phone calls, social media, Viber, WhatApp—we are able to address them. We need to integrate whatever channels are available to the customer,” he narrates. Technology innovation is a priority of Converge’s thrust in customer care with P20 million dedicated to customer support. A SIMPLE PLAN “I want to deliver the best in the field of ICT, especially the infrastructure highway, in order to serve our consumers better,” Uy pronounces. He admits that in terms of infrastructure, the Philippines lags behind other countries. “I envision to bring first world infrastructure and connectivity to Filipino consumers. The Philippines deserves the same quality and highspeed connection as the other countries such as Singapore, Korea, Hong Kong. We have already started this and we will work tirelessly to see that this vision becomes reality.” “Filipinos are hungry for fast and reliable internet connection. I am happy if I am able to deliver that to everyone,” he adds. And so, Converge endeavors to promote their fiber revolution to 55% of the projected 24 million households by 2025. Currently, the Philippines is forecasted to have 21.8 million households by 2021. “Being the technology provider, I want to fulfill the needs of the individual consumer and they deserve superior service,” Uy further explains. The tech CEO targets only the A, B, C, and C-1 income class rather than the D and E market, which is a prepaid market. Referring to the market as the blue ocean, Uy insists that monopolizing the entire market is impossible and competition is encouraged. “The more players you have, the more you can help people. My goal is simple—get one-third of the pie and make those customers happy. If I’m able to do that, I have reached my goal.” For Uy, this number is conservative when compared to the underserved and unserved Filipinos in the country. “It’s very achievable. As of today, we have 1 million [customers] already. If we install 1.5 million new ports every year, that’s almost 7.5 million in five years,” Uy explains enthusiastically. “The math is there. It’s definitely achievable.” PUBLIC COLLABORATION Fresh from its successful Initial Public Offering (IPO), Converge is now one of the top 10 IPO companies in the Philippines. The decision to go public has also brought about a major culture change within Converge. “We have to be transparent and apply good governance because we are now a public company,” Uy says. There are now many independent and audit mechanisms in place to deliver investor trust. “It’s very important we have systematic direction, process, and vision approved by the entire board. We report to the board and are liable to the many investors. The pressure to meet targets is there. We cannot promise a number and fail to deliver. We had to instill discipline and professionalism while maintaining our trail-blazing ways,” he continues. Converge boasts of having one of the best IPO in the history of the Philippines. This was because Converge prepared its auditing, tax, and strict compliance with minimum requirements several years before going public. “The foreign investors trust us because of the growth we showed and the business opportunity. In fact, we have doubled the size of the IPO value,” Uy says. As Converge moves forward with its fiber revolution, Uy continues to partner and collaborate with international providers and multinational corporations. “I’m the pioneering founder of the FTTH (Fiber to the Home) Council AsiaPacific. I see to it that I can bring these technologies to share with everyone. Sharing best practices with your peers benefits everyone,” Uy proudly declares. “In 2018, I brought the whole conference of the FTTH Council to Manila with 600 international delegates. Through this collaboration with vendors, technology providers, and operators all over the world, we were able to pool our resources and talents. We shared best practices in regulations, government policies, and other success metrics. These are part of our advocacies and my legacy.” And it’s a legacy the country too, is excited to see.

< Back Progressive, Loving Leadership With her years of experience and her father’s guiding words, Caloocan City Vice Mayor Karina Teh is determined to improve the lives of women, children, and families. BY ROSY MINA PHOTOGRAPHY BY ROMEO PERALTA JR. In her 15 years of public service, Karina Teh became an acting vice mayor a few times, serving as the presiding officer of the city council session of her hometown, Caloocan. The then 1st District councilor recounts to LEAGUE that she posted about being vice mayor for a day “kasi pinapakita ko na (because I was showing that) I can do this.” As if that social media post was a sign of things to come, the 35-year-old wife and mother of a three-year-old boy ran for vice mayor this year. “It’s time na maramdaman naman ng mga taga-Caloocan paano mamuno, paano kumalinga ang isang babaeng leader sa Caloocan (for the people of Caloocan to feel the caring leadership of a female leader in Caloocan),” she shares. On May 9, Caloocan finally had another female vice mayor after 25 years in Teh, the daughter of the late councilor and human rights lawyer Atty. Ramon Teh. “Kung merong kuya o tatay, meron naman ding mommy o ate na babalanse doon sa working mechanics namin for Caloocan (If there is a big brother or father, there is also a mother or big sister who will balance our working mechanics for Caloocan),” she says of her working relationship with elected Mayor Dale “Along” Malapitan, her running mate and former 1st District representative. TAKING ON THE CHANCE TO LEAD AND HELP THE COMMUNITY Teh attests that before becoming a politician, she was extremely shy, with the University of Santo Tomas (UST) Communication Arts graduate preferring to work behind the camera as a researcher and segment producer for GMA-7. But as the eldest of three children of lawyer parents, Teh was present during the house-to-house campaigns of her father when he ran for councilor. She also occasionally joined her sister onstage for intermission numbers during campaign rallies. When her father won in 2007, he encouraged Teh to try to be a kagawad of Barangay 179 since she was active in the student body and other organizations during college. Her father pointed out that if she loses, there would still be many opportunities as she was only 21 years old then. And if she prevails, it would be an opportunity to help others. She finally gave it a try, but encountered another hindrance: “Mahirap pala (Turns out, it’s difficult) to campaign for yourself because when I was campaigning for my father, syempre iba ‘yung tingin ko sa kaniya, feeling ko superhero siya (of course I looked at him differently, as if he were my superhero).” She decided to shift the focus away from herself and instead direct the spotlight toward advocacies closest to her heart: women and youth. And it was effective because she became a two-term kagawad. In 2012, her father was set to run for Congress but unfortunately, passed away. This led his political party to make changes to their slate and offer her a slot for the city council position. Teh took on the challenge and became a councilor for three consecutive terms from 2013 to 2022. FOLLOWING HER FATHER’S EXAMPLE Throughout her public service career, Teh has been greatly influenced by her father, sharing “Siya talaga ‘yung nagmulat, hindi lang sa akin but our family, na kailangan maging hindi lang basta matulungin ka (He was the one who enlightened us, not just me but our family, that just being helpful is not enough).” She continues, “Kailangan maging progressive rin tayo sa mga bagay na ina-advocate natin para sa tao kasi syempre, hindi naman natin gugustuhin na maging dependent lang sila sa government o sa kanilang servant leaders (We also need to be progressive in the things we advocate for the people because of course, we do not want them to be just dependent on the government or their servant leaders).” Teh encapsulates her brand of leadership in these words— “Progresibo pero mapagmahal na pamumuno (Progressive but loving governance)—being progressive for me means being innovative and resourceful in providing public service and pushing for my advocacies. While a loving leadership means gently yet consistently introducing reforms that are responsive to the needs of our community, city, and country. As a woman leader, I know that there is strength in love, gentleness and kindness, and those are things I want my constituents to feel.” The vice mayor also cites how her father stressed the need to empower constituents with life-changing services. What her father started as a lawyer, she and her mother continued in 2013 when they held free legal clinics together with other lawyers to address problems on residential lands, the community mortgage program, gender and child abuse cases, and the absence and invalidity of birth certificates—a primary document required for enrollment, graduation, and work, especially for overseas employment. “So ‘yung iba, just because may problema sila sa birth certificate, nababawasan ‘yung opportunity nila sa buhay (So for somes, just because there is a problem with their birth certificate, they’re hindered from certain opportunities in life),” she laments. The chairperson of the Committee on Women and Family remained faithful to her advocacies by conducting livelihood programs and seminars on rights and privileges, and added more initiatives for their city’s families since she started her own in 2019. “Naniniwala ako na dapat magbigay tayo ng focus sa family kasi kung ano man ‘yung mga problema (I believe that we should give focus on the family because whatever the problems are) within the family, it’s a reflection of a problem in the society,” Teh underscores. She helped the usually neglected sector of solo parents through relief distribution and livelihood projects, one of which is the doughnut-making program implemented in almost half of the city’s 188 barangays in partnership with Sangguniang Kabataan (SK) officials. In a recent campaign rally, Teh related that a beneficiary informed her about his ongoing doughnut business which received capital in the form of ingredients and materials, “Natutuwa ako kasi ibig sabihin kung mayroong isang success story sa isang community, hopefully, na-mirror siya sa other communities na binabaan namin (I am glad because it means that if there is one success story in a community, hopefully this was mirrored in other communities where the program was implemented).” PROUD MOMENTS AS A LEADER Aside from hearing success stories during the 2022 campaign, Teh also received presents such as santol, puto, carioca, kilos of mangoes, and even flowers from two young boys who followed her when she was going from house to house. “Talagang naramdaman ko rin ‘yung appreciation ng mga tao kasi sabi ng father ko, kapag masa na ‘yung nagpakain sa ‘yo, ibig sabihin nakatanim ka na sa puso nila (I really felt the appreciation of the people because my father said, if the masses feed you, it means you have already taken root in their hearts),” she shares. She cherishes all the resolutions and ordinances that she passed, including the ones for the Caloocan Nature Park, which is the city’s first; provision of additional benefits for solo parents, which is presently done by only a few cities; and the New Children’s Code of Caloocan City. Teh, who became the youngest majority floor leader of the Caloocan City Council when she was 26 years old, was the main author of the additional budget for the University of Caloocan City’s construction of new buildings and improvement of other facilities. Amid the rundown of her accomplishments, Teh is quick to give credit to her staff, who were her father’s scholars absorbed into her office. “I could not have done this on my own, so I am very lucky na meron akong napakasisipag na (that I have a very hardworking) team,” she says, adding that they were more than willing to reach out to constituents during the height of the COVID-19 pandemic. This allowed Teh to implement COVID-19 programs such as the Libreng Sakay for frontliners and essential workers, and provision of relief goods and hot meals. Ultimately, she is proud of the Filipinos’ readiness to lend a helping hand. “God really provides. ‘Yung parang feeling mo sobrang helpless and hopeless ka na, biglang may darating na tutulong sa ‘yo kaya maitutulong mo rin siya sa ibang tao (When you feel like you are so helpless and hopeless already, help suddenly comes your way which enables you to assist other people),” she muses. UPHOLDING HER SENSE OF RESPONSIBILITY As she juggles her roles as a wife, mother, and public servant, Teh is driven to serve to the best of her abilities. “It’s the sense of responsibility kasi nakakahiya naman sa tao. Dahil overwhelming ‘yung love and support na nararamdaman natin mula sa tao, gusto rin naman natin ‘yun mabalik sa kanila (because it would be embarrassing to the people. Because of the overwhelming love and support that we feel from the people, we also want to give them the same),” she explains. The vice mayor admits, though, that there are times when resources are limited, and she addresses this by using her personal money to help those requesting for solicitations, medical support, and burial assistance. The challenge of finding resources worsened during the pandemic, and Teh dealt with it by seeking more partners and welcoming donations. During her third term as city councilor, Teh encountered several challenges like being the target of malicious social media posts and internal political conflicts. She acknowledged that challenges are part of her journey, so instead of dwelling on it, she focused on improving the quality of her public service. She wants to do away with competing with fellow public servants, reasoning that “kapagka tiningnan mo ‘yun as a competition with others, hindi na kayo magiging productive (when you look at it as a competition with others, you will no longer be productive).” However, it reached a point when edited photos of her were part of a malicious Facebook post, which she reported and was eventually taken down: “Sabi ko, focus nalang tayo sa good part. Tsaka kasi if I show other people na affected ako sa ginawa, matutuwa pa kung sino man ‘yung gumawa nun na affected ako (I said, let’s just focus on the good part. Besides, if I show other people that I am affected by what was done, whoever did that will be happy that I became affected).” At the end of the day, her political career is all about constant growth. “Kailangan every year, every term ay gumaganda, nadadagdagan, nag-i-improve ‘yung serbisyo na binibigay natin sa tao. Hindi pupuwedeng stagnant (It is necessary that every year and every term, the service provided for the people must be better, increasing, and improving. It cannot be stagnant),” she says. THE PLEDGE TO MAKE CALOOCAN PROUD As she continues to serve in a higher capacity, she declares, “I want to show that I am a good ally for the progress of Caloocan City.” With regard to the city council, she wants to instill discipline, improve systems, and upgrade via digitalization so that ordinances and resolutions are accessible online. “Medyo babalansehin natin. Saktong tapang at tamis ‘yung gusto nating pamumuno sa konseho (We will somehow balance it. I want the leadership of the council to have just the right amount of tenacity and gentleness),” Teh explains. She also assures the continuation of providing legal aid, promoting her advocacies, and doing her favorite part of the job: visiting communities to know the sentiments of her constituents. During the campaign, she always mentioned, “Ang gusto natin ay makaahon mula sa pandemya at umabante tungo sa mas magandang kinabukasan (What we want is for us to rise above the pandemic and move toward a better future).” She plans to do this by helping attract investors, creating effective livelihood programs for neglected sectors, improving the health sector, and ensuring a safe system for students in face-toface classes. While Teh admits that her laundry list of plans and duties could get overwhelming, she is hopeful that with the help of the city officials and the citizens of their city, anything is possible. She then expresses gratitude to her beloved Caloocan: “Maraming, maraming salamat sa inyong pagmamahal at suporta na ipinakita sa amin, sa akin, mula noon hanggang ngayon. Hindi ko ‘yun malilimutan (Many, many thanks for the love and support that you have shown to us, to me, since then until now. I will never forget that).” She ends her message with, “At kahit saan man ako magpunta, ipagmamalaki ko na ako ay isang ‘Batang Kankaloo’ at sisikapin ko na mapaglingkuran kayo nang tapat at lubos (And wherever I may go, I will be proud to be a Child of Caloocan and will strive to serve you faithfully and fully).”

< Back TURNING SMALL DREAMS INTO BIG BLESSINGS Quezon City 3rd District Councilor Coseteng introduced sustainable solutions that transformed the lives of her constituents, ensuring that their simple dreams become lifechanging realities. BY EDWIN GALVEZ PHOTOGRAPHY BY RENJIE TOLENTINO In the past six years of her two terms as councilor of the third district of Quezon City, the vibrant and energetic Kate Abigael Galang Coseteng has woven an awe-inspiring tapestry of projects—over and beyond her expected legislative duties—that she herself literally dreamt of for her constituents. Through these projects, Konsehala Kate as she is fondly called has turned the lives of their beneficiaries for the better, especially during the most challenging times of the COVID-19 pandemic. Coseteng has turned simple dreams into reality, relieving the plight of the poor and the marginalized in her sprawling 46-squarekilometer district that covers 37 barangays including the commercial areas of Cubao and Libis, and the residential areas of Loyola Heights, Projects 2, 3, and 4, Matandang Balara and exclusive enclaves like Corinthian Gardens, Blue Ridge, Green Meadows, and White Plains. “I wake up every day thinking of how to help my constituents, particularly those with small businesses,” Coseteng tells LEAGUE Magazine, acknowledging the power of a fertile imagination and the resulting creativity from her own dreams that come from reading letters requesting assistance every day. “Binabasa ko talaga yung mga sulat nila (I read all their letters),” she proudly says. Coseteng, who has served as a city councilor for almost 15 years, including three terms in the second district of her birthplace Valenzuela City, could be her generation’s dreamweaver, albeit in an urban setting. In the celebrated artistry of some of our country’s indigenous peoples, particularly the T’boli people of Lake Sebu, South Cotabato, a dreamweaver is blessed by a higher being to dream and bring to life colors, patterns and symbols on which their tapestries of sacred designs called t’nalak are woven from the abaca fabric. On the other hand, Coseteng—who also draws inspiration from her dreams—introduces projects, resolves concerns and provides practical forms of assistance that make a lasting impact on the lives of her district’s more than 300,000 residents and transient workers in bustling commercial areas. SUPPORTING SMALL BUSINESSES MEANS SUPPORTING DREAMS Coseteng’s business management degree and firsthand experience working as secretary to her mother Helen Grace dela Vega Galang at her family’s garment factory in Valenzuela City may have given her the impetus to ensure that small businesses thrive even during the pandemic. While she gave nebulizers, hygiene kits, food packs and other forms of ayuda (assistance) at the start of the pandemic, she also thought of a more sustainable solution for her constituents who lost their jobs—by supporting small businesses and helping them start their own. “Kung nawalan ka ng trabaho at binigyan kita ng bigas o ayuda, ano ang kasiguraduhan na may makakain ka kinabukasan? (If you lose your job and I give you rice or assistance, where’s the assurance that you would have something to eat the next day?)” was what prodded her to “teach her constituents to stand on their feet.” Having learned from her late father Rodrigo’s business acumen— shifting from garments to manufacturing road signs even before globalization forced businesses, including a couple of theirs, to close—Kate only knows too well how small businesses can have lifelong benefits to their owners while also helping rev up our country’s economy. Coseteng explains why supporting any small business is akin to supporting a dream. “Kapag tinuruan at tinulungan mo sila sa kanilang mga maliliit na negosyo, habambuhay silang kakain basta magsipag o ipagpatuloy lang nila (When you teach and support small businesses, they will have food for life as long as they work hard and never stop),” she says. “Usually, napapamana nila iyan sa kanilang mga anak at diyan din nanggagaling ang kanilang pang-tuition at ang pinagsisimulan ng malalaking negosyo (Their children may inherit the business, which pays for their tuition fees and also give them the opportunity to make the business grow),” she says. She first started giving food carts and bicycles to jumpstart or sustain small businesses. Last year, however, she began providing dagdag-puhunan (additional capital) to small business owners. This sustained and even saved some 3,000 small businesses from closing down. Coseteng also ensured that other government programs like the Tulong Panghanap-buhay sa Ating Disadvantaged/ Displaced Workers or TUPAD for the displaced, underemployed or seasonal workers were also aligned with her support to small business owners. Coseteng also created an online marketplace to boost awareness and patronage for these small businesses whose growth, she believes, will spur economic activities and productivity to rise above the challenges of the pandemic. “These small businesses can display and promote their products there, while I raffle off additional capital as one of its perks every week,” she says. Instead of spending millions of pesos teaching how to make soap or other livelihood products, Coseteng and her staff also extend funding for those who already have sources of livelihood, such as makers of native foods and delicacies. SUSTAINING SUCCESSFUL PROGRAMS FOR SOLO PARENTS The COVID-19 pandemic aggravated the plight of many poor families, especially those who rear their children alone or the solo parents, a sector close to Coseteng’s heart. “When I was the Gender and Development (GAD) Committee chairperson in the city council during my first term, I helped form what are now very successful and much-admired solo parents’ associations in my district,” she says. Over the years, Coseteng’s advocacy has supported and empowered between 9,000 to 10,000, mostly unregistered, solo parents through legislation and relevant projects and activities including seminars informing them of their rights and privileges under Republic Act 8972 or the Solo Parents Welfare Act of 2000. Today, the district’s solo parents’ associations have been recognized as models for other districts of Quezon City. She continuously conducts livelihood and orientation programs, provides additional capital for their small businesses and helps them get perks such as discounts on tuition and school fees and their other expenditures. Every year, Coseteng also provides incentives to solo parents, including a pamaskong handog (Christmas gift) package which includes groceries and other essential items. “Tinutukan ko iyan kasi maraming solo parents pero walang nagaasikaso sa mga pangangailangan nila. Tayo nga na merong mga asawa, nahihirapan nang magpalaki ng mga anak, ano pa kaya kung mag-isa ka lang sa buhay? (I focused on helping solo parents because they are a sector whose needs have not been met. If we who have spouses find it hard to provide for our children, how about those who do it all by their lonesome?),” she says. PROVIDING QUALITY HIGHER EDUCATION FOR FINANCIALLY DISADVANTAGED STUDENTS Coseteng considers her co-authorship and the passage of the 2019 ordinance converting the Quezon City Polytechnic University to Quezon City University (QCU) her biggest legislative accomplishment. The ordinance was aligned with Republic Act No. 10931, known as the Universal Access to Quality Tertiary Education Act, to provide free higher education in state and local universities and colleges. “It was first in my platform when I campaigned in 2016, knowing that Quezon City, being the richest city in the country, should have its own free higher education institution to fulfill the dreams of financially disadvantaged but talented, qualified and deserving students,” she says. Coseteng’s experience as a member of the board of regents of the Pamantasan ng Lungsod ng Valenzuela when she was a city councilor helped her push this initiative. Last year, Coseteng’s dream of finally having a Pamantasan ng Lungsod ng Quezon became reality with the passage of the ordinance creating the Quezon City University Charter of 2021. This amendment made into a reality a dream that was 30 years in the making since the Quezon City Polytechnic was created in 1994 for the training and development of skilled and technical workers. QCU offers bachelor of science degree courses in electronics engineering, entrepreneurship, industrial engineering, information technology, and accountancy. “With the funding support given by Mayor Joy G. Belmonte, QCU now offers engineering courses after our laboratories passed the standards of the Commission on Higher Education (CHED),” she says. Last year, CHED gave QCU its certificate of recognition as a fullfledged higher education institution (HEI), entitling QCU to receive the benefits allotted under the Unified Student Financial Assistance System for Tertiary Education or UniFAST, according to Republic Act No. 10687. The UniFAST program will cover full tuition fee and miscellaneous fees of more than 8,000 qualified QCU scholars. PROMOTING QC AS THE COUNTRY’S HEALTH AND WELLNESS TOURISM CAPITAL In 2019, as chairperson of the Committee on Tourism, Cultural Affairs and Heritage, Coseteng pushed for the passage of the ordinance that declared Quezon City as the “Medical Tourism Capital” of the country. “If you are from Saipan, Guam or other U.S. territories where there are no big hospitals, you may avail of high-technology facilities and high-quality medical services of our health and wellness institutions in Quezon City,” she says. Coseteng says that hospitals based in the city such as the National Kidney and Transplant Institute (NKTI), St. Luke’s Medical Center, Lung Center of the Philippines or the Philippine Heart Center offer the latest equipment as well as affordable medical packages. Coseteng believes the city’s health tourism program could be one of the key drivers of economic resiliency in our country’s pandemic recovery efforts. As a health tourism destination, the Philippines ranked 24th out of 46 countries in the 2020 Medical Tourism Index and among the 25 leading growth markets for wellness tourism trips from 2015 to 2017, according to the Global Wellness Tourism Economy Report. In 2016, according to a report published by the Manila Times, ASEAN-Kenan Foundation, Joint Commission International and Maeil Business Korea, the Philippines hosted between 80,000 to 250,000 foreign medical tourists that generated a total revenue of between US$200-290 million, while Thailand grabbed 3.2 million tourists with revenue of US$1.2 billion. PUBLIC SERVICE AS A LIFETIME CALLING Although Coseteng grew up looking at beautiful clothes and fashion while working at her family’s garment business and dabbled into television and modeling during her youth, she has always been more comfortable wearing a simple shirt and jogging pants while visiting her constituents at their barangays. Public service, Coseteng says, is a long-term decision because “meron kang mga gustong gawin para makatulong sa kapwa (there are things you want to do to help others).” On her decision to seek a third and last term as councilor of Quezon City, Coseteng shares, “My constituents are very close to my heart and I would like to continue serving and taking care of them.” She first ran in Valenzuela City in 2004 as a councilor at 22 years old, the youngest to be elected then. During her first term, Coseteng got married to Julian, a former councilor of the third district of Quezon City. After her third term, in 2013, she focused on taking care of their children and focused on their household for three years before running for Councilor in Quezon City. “Grabe, na-miss ko talaga (I really missed it),” she says beaming with pride. “I love going to all the barangays. That is my favorite thing to do. Totoo talaga (That is very true).” To say that Coseteng loves public service would be an understatement—it is actually her fulfillment. “As a mom, dapat fulfillment mo naman talaga yung pamilya mo, magkaroon ka ng anak and all that (As a mom, your family is really your fulfillment, having children and all that). But being a woman who has advocacies, I won’t be complete if I don’t get them done. They complete me.” Having been married for 15 years now, Coseteng spends quality time with her family as a way to balance her roles as a mom, a wife, and a public servant. Coseteng, however, doesn’t look up to any particular public figure, hero or leader as a role model, but she is reminded by her father’s constant advice before he suffered a stroke and passed on in 2019. “He would always tell me that we only live once so we should leave a mark,” she says. “Huwag natin sasayangin ang buhay na binigay sa atin ng Panginoon (We should not put to waste the life that our Lord gave us). This is one of the things that guides me in everything I do.” Coseteng also hopes to run for higher office in the future “Tatakbo ako kung may pagkakataon (I’ll run if there is an opportunity).” “I thank my constituents for trusting and supporting me, and rest assured that I will wholeheartedly support them with love and joy in my heart,” she closes.

< Back Positively Impacting Society BY EDWIN ALLAN C. DIAZ MARKING A CENTURY OF EXCELLENCE AND INNOVATION, MAPÚA PRESIDENT AND CEO DR. DODJIE MAESTRECAMPO CALLS ON THE UNIVERSITY AND ITS GRADUATES TO BECOME BUILDERS OF PROGRESS— SHAPING INDUSTRIES, COMMUNITIES, AND FUTURES. At the helm of one of the Philippines’ most forward looking universities, Dr. Dodjie Maestrecampo envisions a future that is built on more than just progress—he envisions a legacy. As the fourth president of Mapúa university, his vision is clear: to forge a path where the university’s graduates not only lead in their fields but also create meaningful change in society. A VISIONARY’S VISION To realize its ambitions for the future, Mapúa redefined its vision in 2023. Recognizing the evolving demands of a rapidly changing world, the university embraced a renewed commitment to excellence, innovation, and societal impact. Today, Mapúa envisions itself as “a global leader in education, fostering sustainable socio-economic growth of society through innovation, digital transformation, and lifelong education.” This transformation reflects Mapúa’s steadfast resolve to lead global progress and empower generations to build a better, more sustainable future. “We renewed it because the previous vision, ‘Mapúa shall be among the best universities in the world,’ had already been achieved. We’ve already accomplished that, being acknowledged as one of the top universities by Times Higher Education (THE) and the Quacquarelli Symonds (QS) World University Rankings,” Maestrecampo shares. Mapúa University is among the 25 Philippine universities listed in the 2025 QS Asia University Rankings, advancing from the 601+ bracket to the 561–580 bracket as a reflection of its continued pursuit of academic excellence and global recognition. It also achieved a significant increase in the 2025 QS World University Rankings for Sustainability securing the 374th position in Asia and global placement in the 1141–1160 bracket. Moreover, Mapúa has been included in the 2025 Times Higher Education (THE) Asia University Rankings retaining a 601+ position and rising to #2 among Philippine institutions. This marks the third straight year among the region’s top universities. In addition, the institution celebrates another remarkable milestone, placing in the Times Higher Education World University Rankings 2025 for three prestigious subject areas: the top spot among Philippine universities in Computer Science (801–1000) and Engineering (1001–1250), and a shared top spot in Physical Sciences (801–1000). With excellence and innovation at the core of its vision, the 100-year-old institution relentlessly advances its curricula, empowers its faculty with cutting edge teaching and learning technologies, and continually enhances its facilities, laboratories, and training tools. From integrating machine learning into its programs to equipping health sciences with world-class medical simulation tools, Mapúa embraces innovation with perseverance and purpose, ensuring its students are always prepared to lead and build the future. LIFE AT MAPÚA Maestrecampo recognizes the transformative power and value of education, having earned both his undergraduate and master’s degrees from Mapúa. He obtained his chemical engineering degree in 1986 and became a faculty member of the School of Chemical Engineering and Chemistry of the then Mapúa Institute of Technology (MIT) in the same year. He placed 5th in the Chemical Engineering Board Exam at age 19, and is the first true-blue Mapúan president. One year later, Maestrecampo assumed a role in the Research and Development Department of Colgate-Palmolive Philippines, Inc. His team formulated the kalamansi and antiseptic bar soap, as well as a liquid and dishwashing gel. They later upgraded their formulae to become more eco friendly by using biodegradable surfactants. A significant turning point in Maestrecampo's academic and professional career came when he left Colgate-Palmolive to pursue a master's degree in chemical engineering. He accepted Mapúa’s invitation for him to rejoin their faculty and went on to hold numerous executive roles. He was the dean of the Chemical Engineering and Chemistry Department from 2000–2003, right around the time the Yuchengco Group of Companies, headed by Ambassador Alfonso T. Yuchengco, took over the institution to further its vision. He was then appointed as executive vice president (EVP) and chief operating officer of Mapúa Malayan Colleges Laguna (Mapúa MCL) in 2006 and Mapúa Malayan Colleges Mindanao (Mapúa MCM) in 2017. After graduating with a Ph.D. in Education, majoring in Educational Leadership and Management, from De La Salle University, Maestrecampo was elected president of Mapúa MCL and Mapúa MCM in 2021. These roles he concurrently holds as president and CEO of the Intramuros and Makati campuses. Upholding Mapúa University’s legacy as a shared triumph, Maestrecampo honors the unwavering dedication and collective spirit of the entire Mapúa community that have shaped its 100-year journey. “The key to success is surrounding yourself with talented, dedicated individuals. We have EVPs for the Manila, Davao, and Laguna campuses. They’re the ones in charge of the day-to day operations. My role is focused on giving the general direction of the school, plans, and strategy.” CELEBRATING 100 YEARS OF EXCELLENCE In January 1925, Don Tomas Mapúa—an architecture graduate from Cornell University and the first registered architect of the Philippines—established the then MIT, laying the foundation for a century of academic excellence and innovation. As Mapúa University celebrated its centennial, the leader of the country's top engineering and technological school declared 2025 a historic year. "Mapúa's centennial year is a testament to its enduring legacy as a global-leading institution. I think we can state with confidence that our steadfast dedication to providing pupils a top-notch education is the reason we are still successful. We really treasure this moment," Maestrecampo says. The centennial celebration, held from January 18 to February 11, 2025, with the theme “Always Building the Future,” championed Mapúa University’s vision of honing learners into global builders, leaders, and creators. This theme encapsulated the essence of its century long commitment to academic excellence and the founder Don Tomas Mapúa’s legacy, aimed at equipping students to thrive and cope with the fast-evolving technologies of various industries globally. The university launched a month-long series of events to mark the centennial celebration. As the institution moves forward into 2025, Maestrecampo reflects on his New Year’s Resolution from 2024, which began with the question, “What will I do to further help me in accomplishing my institutional goals for 2024?” Maestrecampo continues, “I thought that it would be beneficial for me to do some studies, maybe not formal. I thought of getting some Coursera courses on artificial intelligence for Industry 4.0. Sort of upskilling in a way to make sure I understand what’s happening outside the school.” MAPÚA IS A SAFE PLACE FOR STUDENTS WHERE THEY CAN FREELY EXPRESS THEMSELVES WITHOUT FEAR OF BEING DISCRIMINATED AGAINST, BULLIED, AND ACCUSED OF NOT CONFORMING TO THE NORMS. After a year and a half in office, Maestrecampo remains as energetic in pursuing his goals as he was on day one. “Together with the change in the university’s vision, we also came up with a five-year stage plan,” he shares. “It would serve as our map, our directions on what activities we’re going to prioritize in the next five years.” As Mapúa turned 100, it focused its attention on its graduates. It acknowledges the rapid advancement of technology and recognizes that change is inevitable. Maestrecampo references the World Economic Forum, highlighting that while technological transformation will result in the loss of millions of jobs, it will also pave the way for the creation of new career opportunities. “It’s Mapúa’s goal for the foreseeable future to produce graduates who are ready to take on new jobs. We aim to ensure our graduates never run out of opportunities by equipping them with the competencies that are in high demand across industries,” he adds. Maestrecampo envisions a future where Mapúa leads global innovation and breakthroughs, shaping not just the Philippines, but the world. “As the University turned 100, we are not just celebrating a legacy of excellence, but we’re looking forward to actively building our future. This future, our commitment to innovate education, shapes our leaders and problem-solvers of tomorrow,” he shares. Mapúa alumni played a significant role in the celebration, contributing to scholarship programs that support current students as a way of giving back to the community and their alma mater. AI IS AN ALLY With more industries using artificial intelligence (AI), it is inevitable that the top engineering and technological school in the Philippines would utilize it to its full potential. In response to the rapid rise of AI tools such as ChatGPT, Mapúa University has proactively developed a policy that promotes the responsible and ethical use of artificial intelligence in teaching and learning. The policy underscores the importance of proper citation and upholds strict measures against plagiarism. As part of its forward-looking approach, the University is also integrating AI technologies to enrich the student learning experience, advance research capabilities, and streamline academic and administrative systems. “We have a team that worked on those three areas, and I think it’s safe to say that we embrace AI. We are using that to enhance our teaching and learning, research, and operations,” Maestrecampo stresses. In partnership with ASU, Mapúa strengthens its global excellence in business and health sciences programs. Meanwhile, together with Cambridge University and FintechAlliance.Ph (FTAP), Mapúa created an innovative f inancial technology program for regulators. The Cintana Alliance is a global network of 16 universities working together to meet the growing global demand for high-quality post-secondary education. Founded by Douglas Becker in partnership with Arizona State University (ASU), the alliance has been instrumental in advancing Mapúa's Digital, Research-Driven, Outcomes-Based, and International Domain (DROID) strategy. Alliance members share their best practices across various studies, offer exchange programs for students and faculty, and provide dual-degree programs to each other. Meanwhile, the Cambridge partnership was a joint venture between the Cambridge Centre for Alternative Finance and FTAP. The nine-week online program covered essential topics like capital raising, digital assets, digital lending, fintech innovation, insurance technologies, regulatory technologies, and a capstone project. THE’s website describes Mapúa like so: “The university unceasingly fosters its tradition of excellence in engineering, sciences, architecture and design, information technology, media studies, liberal arts and education, business, and health sciences. Mapúa’s undergraduate programs are recognized by various local and international accreditation bodies.” HOLISTIC EDUCATION Building the way forward, Mapúa is committed to shaping the leaders of tomorrow, prepared to confront global challenges and leverage the expertise acquired at the University to drive significant, lasting change. In addition to building a solid academic foundation, Mapúa encourages students to be innovative and socially responsible, empowering them to become proactive agents of change in the global arena. Maestrecampo says that the university has scholarships and financial assistance programs for deserving students, further reinforcing its commitment to making quality education accessible and equitable. Mapúa cultivates skilled professionals and ethical leaders, equipping them to tackle global challenges with critical thinking, sustainable solutions, and a commitment to excellence. Moreover, while the university takes pride in its numerous international and local academic distinctions, Maestrecampo emphasizes that Mapúa values academic excellence and is equally committed to fostering the holistic development of its students. “We are not just developing the intellectual capability of students. We want holistic development, which means their mental, physical, and emotional capabilities. We also focus on co-curricular and extra-curricular activities, where emotional and physical development happen,” Maetrecampo states. HOME OF THE CHAMPIONS Mapúa University ended a 33 year title drought with a historic championship victory in the NCAA Season 100 Men’s Basketball Finals. More than just winning a medal, the triumph demonstrated the heart, tenacity, and school spirit that characterize Mapúa sports. Maestrecampo states, “The National Collegiate Athletic Association (NCAA) is one of the areas for physical development.” Despite falling short in the 2023 Basketball Finals against San Beda University, the school was still able to showcase the most important thing in sports: heart. “What I like about us being a member and involved in the NCAA is the sense of belonging to a community that is being promoted. We saw a lot of involvement, not just within Mapúa but also outside the school, including alumni,” Maestrecampo adds. At Mapúa, every future is recognized, nurtured, and empowered. It is a safe, inclusive environment where students are free to be who they want to be. “Mapúa is a safe place for students, where they can freely express themselves without fear of being discriminated against, bullied, and accused of not conforming to the norms. We create a safe space for students and our facilities are persons with disability-friendly,” Maestrecampo reiterates. Furthermore, Mapúa University achieved Quality Matters (QM) certification for its innovative approach to online learning. This process includes ensuring that online courses with video recordings feature accurate and accessible subtitles, supporting learners with varying needs and promoting inclusive education. It also gets feedback from students and stakeholders to know what it can improve in terms of the quality of teaching and services it offers. Aware of the challenges that come with growth and transformation, Maestrecampo remains confident that Mapúa will continue to thrive—guided by its strong foundation and forward-looking vision. “It’s the rapid change in the workplace that’s happening outside. Questions like ‘Is the university still relevant? Are the programs that we offer still relevant?’ The fact that technology is changing the workplace and the way we communicate and interact with each other is something we need to consider,” he notes. To address such, Mapúa has created a digital transformation roadmap to revamp its teaching and learning style. It will also use digital transformation tools to improve its processes, student information, and engagement systems. The priority is data-driven decision-making, with analytics and data collected from student dashboards to support well-informed decisions. Maestrecampo explains, “The current generation of learners, being digital natives, presents a unique challenge. We must adapt to their interests and preferences in teaching to effectively engage them.” The digital transformation roadmap extends to marketing and promotions, revolutionizing every aspect of student experience. Co-curricular, extra-curricular, research, and community engagement opportunities will be seamlessly accessible at students’ f ingertips. An innovative alumni system is also in place, designed not only to deepen alumni engagement but also to measure their employability and track the evolving capabilities of Mapúa graduates. By giving Mapúans everything they need and more, Maestrecampo is confident in achieving what he has envisioned for the university. “We’re optimistic that we can continue to positively impact society with the contributions of our graduates,” he stresses.

< Back CEBUCKETLIST ‎ ‎ Beyond its capital city, Cebu Province has so much to offer to tourists—no matter what kind of adventure you’re looking for. Not sure which road to take? Here’s a guide to help you out: FOOD TRIP LECHON One cannot visit Cebu and not eat the famous lechon. Everyone goes after the crispy, flavorful skin, but some Cebuanos suggest going after the belly meat. They say all the flavors converge on that often ignored area. Where to go: House of Lechon and Rico’s Lechon What to try: Lechon (Rico’s offers a spicy variety) CHICHARON For crispy, mouthwatering chicharon, head over to Carcar City, which is an hour away from Cebu City. You can eat the chicharon by itself or dip it in vinegar or pinakurat. If you’re planning to ship it home, make sure to request for a vacuum-sealed bag so that the chicharon stays extra crispy. Where to go: Carcar City, Cebu What to try: Mat-Mat Chicharon PUSO RICE More popularly known as “hanging rice,” puso is rice wrapped in coconut leaves and then boiled. Easy to eat especially if you’re on- the-go, the coconut leaves wrapping the rice give it a mild aroma and flavor. Puso rice can be eaten alongside lechon, barbequed meats/ street foods, and other viands. Where to go: Anywhere in Cebu What to try: Puso Rice WATER ADVENTURES MALAPASCUA ISLAND Stretches of white sand, crystal clear waters, and calming blue skies—heaven, indeed, is a place on Earth. Located on the northernmost tip of Cebu, Malapascua rose to fame in the early ‘90s as a dive destination. Tourists can relax on the beach, go scuba diving, or try shark watching. MOALBOAL The Sardine Run in Moalboal, Cebu is better than the Antarctic. Yes! Because what can possiblybe better than seeing millions of sardines? Sardines are filter feeders; they stay close to the surface which allows you to swim and snorkel with them just a few meters from the shores of Panagsama Beach. ALOGUINSAN As with Cebu’s other breathtaking beaches, Hermit’s Cove in Aloguinsan boasts pristine, blue waters and white, powdery sand. However, before jumping into the waters, make sure to visit the Bojo River. The river cruise is relaxing and informative; guides will explain the various trees, mangroves, and even birds found along the river. OSLOB Tourists can swim near thewhale sharks or butandings . Before swimming, guests are briefed on how to safely behave around the whale sharks. Everyone is advised to keep a safe distance and not touch, ride, or chase the sharks. Swimmers should also enter the water gently and not create a splash. Wearing sunscreen is also prohibited. The rules are easy enough to follow and the whale sharks are magnificent up close. HISTORY SEEKER BOLJOON More than 400 years old, the Church of Patrocinio de Maria in the Municipality of Boljoon is a national treasure. Looking up, the ceilings have intricate paintings and ahead, the towering retablo behind the altar holds seven statues of saints. However, the church pastor, Monsignor Arturo Navales, reveals that all of the statues are already replicas—some of the statues were stolen, while the other original statues are hidden from public view. The centuries-old church boastsa pseudo-baroque-rococo styleand was declared a National Cultural Treasure by the National Museum of the Philippines. It was also declared as a National Historical Landmark by the National Historical Commission of the Philippines and is also under consideration to become a UNESCO World Heritage Site. Aside from the church, Boljoon is home to many other historical artifacts, structures, and markers. FORT SAN PEDRO The oldest triangular bastionfort in the Philippines was saidto have been built in 1565 while some structures date back to 1738. It covers an area of 2,025 square meters and has stood the test of time which includes multiple wars and battles. In 1968, plans to restore thefort began. The grueling, labor- intensive work was completed by architect Leonardo Concepcion (who completed his MA in Building Restoration in Madrid, Spain).It was funded by the Board of Travel Industry (currently the Department of Tourism), Cebu City Government, and the Cebu Zonta Club. MACTAN SHRINE Everyone knows that Mactan Chieftain Lapu-Lapu defeated Ferdinand Magellan, a Portuguese explorer, in the Battle of Mactan. In honor of the Philippines’ first hero, a statue of Lapu-Lapu was erected on Punta Engaño, Mactan Island. Every April, a Kadaugan sa Mactan, or an annual reenactment of the battle, is held in the area. EXTREME THRILLS OSMEÑA PEAK One of the highest points in Cebu, Osmeña Peak is also one of the easiest spots to trek. Once you reach the top, you are rewarded with a stunning panoramic view of cliffs, oceans, and maybe even the sunset. ALEGRIA AND BADIAN Are you a thrill-seeker looking for a real, heart-stopping adventure? The towns of Alegria and Badian in Cebu have cliffs famous for canyoneering. This activity will put your courage to the test as you jump off 30-foot high cliffs in Alegria into its cool waters, swim and rappel through Badian, and end up with a spectacular view of the Kawasan Falls. MOUNT KAPAYAS OR LANTAWAN Located in Catmon, this peak is the second highest in Cebu. To reach the top, adventurers will have to trek and rock climb.This is much more challenging than other trekking spots in the province. But the awe-inspiring view is sure to make up for all the sweat. Hikers are advised to start the trail early in the day to avoid extreme heat. DAO FALLS In order to reach the majesticfalls, tourists have to wade through crystal blue waters for around half an hour. During this trek, youare surrounded by boulders and beautiful green flora. After wading through blue waters, walking on man-made staircases and walkways, you arrive at Dao Waterfalls. Around 40-50 meters high, the waterfalls pour down into a pool. Swimming in the pool after the trek is the best way to end the afternoon.

a1d9a026-5780-41a7-8e7b-59f8beebc57a < Back GIVINGBACK TO THE PEOPLE As the GSIS faces potential challenges, Acting President and General Manager Macasaet vows to stand by their commitment. BY GODFREY DANCEL PHOTOGRAPHY BY RENJIE TOLENTINO Mahal ko ang bayan ko. Mahal na mahal ko ang bayan ko. (I love my country. I love my country so much).” This statement sums up the reason why Government Service Insurance System (GSIS) chairman and concurrent acting president and general manager (APGM) Rolando Ledesma Macasaet is in government service. APGM Macasaet’s passion to serve the people has proven to be a perfect fit for GSIS, especially with its slogan “Maasahan ng Lingkod-bayan” (“Can be Relied Upon by Public Servants”). IN THE SERVICE OF PUBLIC SERVANTS APGM Macasaet’s professional life revolves around giving back at present. “I stayed in the States for five years. I worked there, I studied there. I stayed in Singapore for three years. I stayed in Vancouver. But all throughout my entire career, I always wanted to come back. There were times when I wanted to stay in the US but my mind was always in the Philippines. Probably it’s the UP training,” he says. APGM Macasaet could very well have stayed abroad and enjoyed a luxurious life, but there was always the GSIS top executive Rolando Ledesma Macasaet speaks on the biggest break in his career and why he has chosen to remain in government service even as better opportunities await him elsewhere. yearning to come back to the country and serve the people. After all, he says that his “biggest break” came because he is from the University of the Philippines (UP). Somewhere within this Business Economics (cum laude) graduate from UP Diliman always rang the message “Serve the people.” At age 21, APGM Macasaet was among a group of management trainees at Philippine National Bank (PNB)—then still a government financial institution— who earned the trust of one-time Finance Secretary Ed Espiritu. Then head of the UP Alumni Association, Espiritu sought out UP alumni working at the PNB head office and trained them to become the bank’s next leaders. As the young Macasaet proved his mettle, he quickly rose to the bank’s top hierarchy. He eventually became Vice President for Credit, and Vice President in charge of Asia, among others. After his stint at PNB, APGM Macasaet held key positions in various government-owned and controlled corporations (GOCCs), including Philippine National Construction Corporation and Skyway Corporation; and private institutions like Bank of Commerce, PCI Bank, and San Miguel Corporation. He also served as Director of the Asian Infrastructure and Development Bank, which is China’s version of the World Bank and Asian Development Bank (ADB). APGM Macasaet’s wide experience in the financial sector made him a perfect fit to head GSIS. It thus came as no surprise when he was appointed as Chairman of the Board of Trustees in 2018 and as Acting President and General Manager a year after. BEYOND FINANCIAL MATTERS GSIS is the social insurance institution that insures government employees against certain contingencies in exchange for their monthly premium contributions. It provides a principal benefit package consisting of compulsory and optional life insurance, retirement, separation, and employee’s compensation benefits. It also offers various loan products, namely, Enhanced Consolidated Salary Loan (ConsoLoan) Plus, Policy Loan, Enhanced Emergency Loan, Pension Loan, and Pensioners Emergency Loan. One program that shows GSIS’ sensitivity to the plight of its members is the recently-launched GSIS Financial Assistance Loan (GFAL) program. It is a balance-transfer and debt-consolidation facility that aims to help active GSIS members settle their outstanding loan obligations with lending institutions.

< Back Serving with Love and Empathy By Rosy Mina PHOTOGRAPHY BY ROMEO S. PERALTA, JR. Malabon City Vice Mayor Bernard “Ninong” dela Cruz talks about serving others with generosity and honesty. Even before he joined public service, Malabon Vice Mayor Bernard Dela Cruz had long been called ninong for being a godfather of sorts. He being called ninong started as a joke among his friends in traffic enforcement after he turned down their invitations for six weeks in a row because he had to be a godfather at baptisms and was surrounded by his godchildren at another time. He went along with the monicker, until fate led him to embody his new nickname when he moved to where former Malabon Councilor Lauro Borja used to live. “He was a good councilor and people would go to him to ask for help,” Dela Cruz tells LEAGUE. People may have grown accustomed to visiting that house, but I was already the one living there. It so happened that I am the type who feels embarrassed to decline when asked for help. If I could, I would gladly help. That is where it started.” The experience opened Dela Cruz’s eyes to certain realities. Among these are, that many of his fellow residents needed help, and that being an elected official could serve as a way to directly help them. “A friend advised me that if I wanted to help more people, I should run for barangay chairman or councilor,” he reveals. The above realization prompted Dela Cruz to run for city councilor. He placed ninth in 2004 and seventh in 2007. Confident that he would crack the top 6 for his district which would qualify him for a council seat, he again ran in 2010, but still fell short. On his fourth try in 2013, he prevailed as the No. 4 councilor, and in 2016, he was re-elected as the No. 1 councilor. In 2019, he successfully ran for vice mayor and was re-elected in May. Through the years, Dela Cruz has remained a ninong, as he delivers aguinaldo (Christmas gifts) to his constituents throughout the entire year. The 500 hot meals that he has personally prepared and delivered every day since 2017 as part of the Meals on Wheels campaign are included in his aguinaldo. These are delivered every day except on weekends because these are the employees’ rest days. GOING THE EXTRA MILE Dela Cruz arrived at the idea of giving away meals after his uncle gave him half a pig. Following that, his cousin gave him chicken. These blessings he readily shared with his needy constituents. “Ang sarap pala ng feeling na habang namimigay ka, ‘yung mga tao masayang-masaya sila sa ‘yo tapos thank you sila nang thank you (It’s a good feeling that while you’re sharing, you see how pleased the people are and they thank you endlessly),” he shares. Dela Cruz does not reveal in advance where he’s going to distribute free meals, and does not give away tickets for such. He just makes sure to reach as many people as possible in different areas in the city. In his first 100 days as a second-term vice mayor, he was able to serve at least 50,000 people through the Meals on Wheels program. He also established the Ninong Squad in response to incidents of rioting and stealing in the city. The final straw was when his barber’s daughter was raped. “[I thought that] it was high time that I establish a group that can at least aid in reducing crime. And I have spoken [and continuously coordinate with Philippine National Police (PNP) officials. My organization is a force multiplier,” Dela Cruz says. A force multiplier is an organization or group that renders voluntary law-enforcement activities in order to assist the police force in performing its duties. Malabonians can text Ninong Squad volunteers, who will relay their complaints to the police, fire department, hospital, or other concerned agencies Available volunteers in the area respond to the complaints. The vice mayor himself is personally involved in the squad’s activities. In one instance, a fire broke out at 2:00 a.m. He arrived at the scene immediately and summoned volunteers, who brought his personal fire truck. One remarkable fact is that his Meals on Wheels, Ninong Squad, and fire truck are privately funded by him. “Almost lahat ‘yun hindi galing sa pondo ng lokal na pamahalaan. Sarili ko ‘yun, extra mile ‘yun (Almost all of those are funded personally by me, and not by the local government. Those are part of my personal efforts to go the extra mile),” he says. ENCOURAGING HARMONY AND PRODUCTIVITY In addition to the initiatives he spearheads, Dela Cruz makes sure that his main role of leading the city council is properly done. He reports that the discussions on committee leadership, conversations with the local chief executive, and the Executive-Legislative Agenda went well, and that they were able to complete the legislative agenda earlier than planned. It is critical to ensure harmony among Malabon’s 14 councilors in order to get things done quickly, which is why he tries his best to iron out differences that may arise, especially during sessions. This is borne out of his conviction that public service must go beyond political beliefs and affiliations. Asked about the reward he gets for serving the people of Malabon, Dela Cruz declares: “Ang pinakagusto ko sa trabaho ko as vice mayor, ‘yung nakakatulong pero hindi ako naghahanap ng kapalit. Alam ko ang magbibigay naman ay si Lord (What I like the most about my job as vice mayor is that I get to help without expecting anything in return. I know that the Lord will provide).” The Vice Mayor of the Year for 2021, chosen by non-profit group Most Sustainable and Liveable (MOSLIV), offers this advice for his fellow vice mayors: “Be open to learning new things by going to seminars on legislative procedures, public service, and leadership.” NOTHING TO LOSE, PLENTY TO GIVE Who would have guessed that Dela Cruz, who has had a successful political career for the past decade, nearly abandoned public service? He could have given up after losing three consecutive elections. He only considered running again after speaking with his friend, then-Valenzuela Vice Mayor Eric Martinez, who said, “Mag-file ka kasi nothing to lose. Sanay ka naman sa talo. Kung matalo ka, eh ano ngayon? Eh kung manalo ka? (You have nothing to lose by filing [your certificate of candidacy]. You’re used to losing, anyway. So what if you lose? But what if you succeed?)” Dela Cruz filed his certificate of candidacy as an independent on the last day and finally became a councilor in 2013, which he considers as one of his proudest moments. “My campaign funds during those times were very limited, so even my tarpaulins were not that visible, so we saw to it that these were strategically positioned in order to maximize their purpose,” he reveals. He cites the pandemic as his most memorable period as a public servant because he had to look for other ways to help because the vice mayor’s budget only covered salaries and office supplies. He prayed to the Lord, then approached Senators Christopher “Bong” Go, Ronald “Bato” dela Rosa, and Francis Tolentino for financial assistance, which they provided. “The financial assistance really benefitted the people of Malabon,” he says, adding that Go, who also provided grocery items, has been his friend even before they entered politics. “Tapos lahat nung mga suweldo ko nung pandemic, pinambibili ko lang ng mga goods para ipamigay sa tao (I subsequently spent every penny I earned during the pandemic on supplies I could share with the people),” he reveals. He notes the big contribution of the Malasakit Centers in Ospital ng Malabon and San Lorenzo Ruiz Hospital, which was made possible through the help of Go. “All Malabonians are able to receive free medical treatment,” he adds. EMPATHIZING WITH THE LESS FORTUNATE Why does Dela Cruz keep on giving and what motivates him to carry on? “We only live once. Minsan lang tayo mabuhay sa mundo. Galingan mo na, ‘di ba? (We only live once in this world. You better do well, right?),” he says. The son of a former household helper continues: “Ipinanganak akong mahirap. Noon nag-aaral kami, nakikisakay lang kami. Ang hirap kaya maging mahirap. Kaya ‘pag nakikita ko ‘yung constituents namin na ganun, nararamdaman ko sila kasi nanggaling kami doon (I was born poor. We only hitched a ride when we went to school. It is not easy being poor. That is why, when I see our constituents in dire situations, I feel sorry for them because I was once in their place).” As an Adamson University management graduate who studied law at the Lyceum of the Philippines University, Dela Cruz strived for success from an early age, even delivering pork to his college canteen as a student. He wants to give better opportunities for his constituents. “Ang sarap pala ng feeling na habang namimigay ka, ‘yung mga tao masayangmasaya sila sa ‘yo tapos thank you sila nang thank you (It’s a good feeling that while you’re sharing, you see how pleased the people are and they thank you endlessly).” “Pinipilit ko na mag-isip pa ng mga programa na makakapagbigay sa kanila ng mas magandang buhay o makatulong man lang na umangat ang kanilang pamumuhay (I always to think of more programs that can give them a better life or at least help raise their standard of living),” he says. Among the projects he supported as a councilor were the Malabon City First 1,000 Days of Life and the Malabon Tricycle Tour of former Mayor Antolin Oreta III and his wife, chef Melissa Oreta. He and then-Councilor Ricky Bernardo were behind the First 1,000 Days ordinance, which ensured free monthly checkups for pregnant constituents at health centers, as well as free newborn check-ups until the age of two. “We pushed for it until it was passed by the council. As soon as it was passed, we implemented it in Malabon, and the national government took notice. It is now a national law,” Dela Cruz proudly says, of the ordinaces that served as template for Republic Act No. 11148 or the Kalusugan at Nutrisyon ng Magnanay Act. “Ipinanganak akong mahirap. Noong nag-aaral kami, nakikisakay lang kami. Ang hirap kaya maging mahirap. Kaya ‘pag nakikita ko ‘yung constituents namin na ganun, nararamdaman ko sila kasi nanggaling kami doon.” He was also the proponent of the Tricycle Tour Ordinance, which takes tourists to Malabon’s century-old churches, heritage houses, and culinary destinations aboard a tricycle. “That is a first in the Philippines,” he proudly says. TRUTHFUL AND GENEROUS SERVICE Dela Cruz, like anyone else, has his detractors, but he simply ignores them. He also stands firm in the face of political temptations. “Perhaps it is because I was not born a politician. Our family is not a political family. I come from a religious family. I am religious and I’m afraid of doing things that would hurt others.” He goes on, “We all know that people equate politicians with corrupt individuals. That is why, since becoming a public servant, I have used my salary to help others. There is nothing left for me. I give away everything.” Dela Cruz sincerely cares about his constituents, but he also wants to motivate them to help others and themselves because the local government cannot take care of everything for them. “Huwag iasa ang lahat sa pamahalaan. Pero nandidito kami. Naririto si Ninong para tumulong, pero magtulungan tayo. Tulungan din ang sarili para mas maging maayos ang lahat (Do not just depend on the government, although we are here to help. Ninong is here to help. Let us help each other. Also, help yourselves so that everything will be better).” As he perseveres in his second vice mayoral term, Dela Cruz aims to continue his brand of leadership marked by service and love. “Kapag wala sa puso mo ‘yung ginagawa mo, pangit. Alam ng tao ‘yun, mararamdaman ng tao ‘yun. Para ka lang nagluluto, ‘pag wala sa puso mo ang pagluluto, hindi masarap (When your actions are not from the heart, they do not turn out fine. People are aware of this and can sense it. It’s similar to when you cook: if it’s not from the heart, it won’t taste good).” Finally, Dela Cruz reiterates how vital it is that public service stem from the heart. “The will to serve must come from your heart. It is easier to think that way. And of course, foremost is you need the Lord to guide you,” he ends. “Pinipilit ko na mag-isip pa ng mga programa na makakapagbigay sa kanila ng mas magandang buhay o makatulong man lang na umangat ang kanilang pamumuhay (I always to think of more programs that can give them a better life or at least help raise their standard of living).” Buy magazine here

< Back PEZA DIRECTOR GENERAL CHARITO PLAZA In the Zone IN THE ZONE PEZA Director Charito Plaza reveals her agency’s strategies to boost the country’s economic growth BY MARIDOL RANOA-BISMARK PHOTOS BY MEL CORTEZ Business is the lifeblood of a country’s development. This is why choosing the right people to run business-oriented agencies in government is crucial. President Rodrigo Duterte appointed Dr. Charito “Ching” Plaza as Director General of the Philippine Economic Zone Authority (PEZA) because her long track record in the government and academe shows that she’s capable of doing the Herculean job. The former Butuan representative forged healthy partnerships with government leaders from the barangay up to the provincial and overseas levels. She is a catalystof change. She has built bridges of friendship where none used to be to bring the benefits of public service down to the masses, where they belong. Known as the “Mother of the Caraga Region,” Plaza authored a bill making Caraga the 17th region in the country. Because of this, the area down South enjoys most, if not all, of the benefits of development other regions in the country do. In the same manner, the country benefits from developing Caraga’s rich natural resources. FORCE TO RECKON WITH As brigadier general of the Armed Forces of the Philippines Reserve Force, Plaza has the innate discipline to keep on going, even when the situation seems tough. Now that the government is poised to implement the second part of TRAIN (Tax Reform for Acceleration and Inclusion) Law, PEZA has launched a nationwide campaign eyeing the countryside as engines of growth. Plaza’s office aims to do this by tapping basic crop industries to make sure every Filipino has access to food. In so doing, Plaza’s office wants to lower imports to raise local productivity and the country’s ability to manufacture goods. PEZA also aims to maximize the use of local products and supplies, raise export levels, and address the issue of domestic needs and supplies. PEZA is also tapping as many financial offices as it can so more investments could flow into the country. It has reached an accord with 23 institutions, including six Japanese banks, state universities, and government offices. Plaza said the Japanese banks PEZA has memorandum of agreements with are Mizuho Bank, Bank of Tokyo Mitsubishi, Sumitomo-Mitsui Banking Corp., Resona Bank, Ogahi-Kyoritsu Bank, and Tokyo Star Bank. These banking institutions have extended credit financing facilities to Filipino companies. BUILDING ECOZONES Since PEZA also takes care of registering and administering investments, Plaza has reached out to government agencies and forged agreements to make sure public lands are tapped as economic zones. One of this aggressive campaign’s landmark results is PEZA’s tie-up with the National Commission on Indigenous Peoples (NCIP). Five-hectare ancestral domains are being eyed as ecozones, and PEZA will reach out to indigenous people on how to make their pieces of land more productive and earn more through rentals. This will also create jobs and raise income levels. PEZA also wants to make ecozones out of lands owned by PSALM (Power Sector Assets and Liabilities Management), which manages the Energy Department’s properties. These properties are adjacent to power stations, so they’re a magnet for investors. Another agreement, this time with the Philippine Association of State Universities and Colleges, targets the construction of a Knowledge Innovation Science Technology (KIST) park in these State Universities and Colleges (SUCs). Plaza explains that these SUCs have land assets that make up thousands of hectares, most of them idle. No wonder Plaza is upbeat about investments in the country this year. She thinks her office, which is now on its 23rd year, can beat last year’s track record of P237.57 billion in investment pledges and $51.28 billion in realized export sales. The target this year is a 10 percent increase in investment pledges, even as Plaza expressed concern over the prospect of investors backing out if the incentives they’re banking on are challenged.

< Back CANCELLED By Lakambini Bautista Learn more about “cancel culture” and its effects. In today’s digital age, and especially during the height of the COVID-19 pandemic when people spent a lot of time online, a phenomenon emerged. It’s called cancel culture (or callout culture)—the popular practice of withdrawing support for individuals or companies after they have done or said something deemed objectionable or offensive. Cancel culture involves calling out people, groups, companies, or brands; boycotting individuals’ or groups’ service or product endorsements; or trying to take away people’s or entities’ public platforms and power. It’s more rampant online especially on social media, but it also happens in person. Companies, brands, or people who are ostracized are referred to as “cancelled”—meaning nulled, ended, voided—like a service subscription. CANCEL CULTURE, PART OF FILIPINO CULTURE? Cancelling people, groups, or other entities is a prevalent practice in the Philippines, as confirmed by a study conducted by independent Southeast Asian research company Milieu Insight. In a research done last July 2022 among 1,000 Filipino respondents aged 16 to 40, it was learned that one in five Filipinos has participated in a cancel movement. The top reasons for cancelling were that they “did not agree with the actions or opinions of the person or group” (66 percent), or that “the person or group is/was involved in a controversy” (54 percent). A similar study was also conducted in other Southeast Asian countries—Singapore, Malaysia, Thailand, Indonesia, and Vietnam. The usual issue that led to the respondents’ withdrawal of support tended to be racism (54 percent), sexual assault (50 percent), and physical violence (48 percent). In the Philippines, cultural issues such as cultural appropriation (50 percent vs 40 percent overall) are among the reasons people, brands, or groups get cancelled. This is true in the case of comedian host and Binibining Pilipinas 2022 runner-up Herlene Nicole “Hipon Girl” Budol, who drew flak for the statement-making afro hair she wore in a photoshoot. The Man of the World pageant this year was also called out for using the bahag, the male Igorot loincloth, in its swimwear competition. According to Britannica.com , “Cultural appropriation takes place when members of a majority group adopt cultural elements of a minority group in an exploitative, disrespectful, or stereotypical way.” The other notable reason is political stance (48 percent)—as in the case of actress, TV host and Shopee endorser Toni Gonzaga, who was ostracized for being an ardent supporter of President Ferdinand Bongbong Marcos, Jr. (BBM), who happens to be her and her husband’s wedding godfather. Similarly, actress Angel Locsin was also bashed for her anti-BBM posts on social media and for supporting former Vice President Leni Robredo when the latter ran for the presidency. Many Filipinos believe that cancelling is a useful tool to demand responsibility from public figures, as can be gleaned from the Milieu Insight study. Those surveyed describe cancel culture to be cruel (45 percent) and aggressive (35 percent), yet those who have been part of a cancel movement tend to view it as normal (30 percent), helpful (22 percent), and progressive (16 percent). Majority even agree that cancel movements are a fair punishment (76 percent) for wrongdoers to be held responsible, and 78 percent see them as effective in doing so. CANCELLED FOR A REASON A key element in cancel culture is public humiliation or public shaming, something that our ancestors have done in various chapters of human history. Back in the day, public shaming was done as a form of punishment to an offender or prisoner. It was considered a positive social practice and a great equalizer. From in-person practice, public shaming has transcended over the last couple of decades to the online world. Highly susceptible to the era of cancel culture are celebrities and powerful individuals. Remember how the #MeToo movement led to the conviction of former film producer Harvey Weinstein as a sex offender? Toni Gonzaga’s introduction of then-senatorial candidate Rodante Marcoleta in a proclamation rally earlier this year—seen by many as an endorsement of the latter’s candidacy—provoked online outrage against the actress and host. It could be recalled that Marcoleta played a key role in the 17th Congress’ non-renewal of erstwhile broadcast giant ABS-CBN’s franchise. The incident eventually led to Gonzaga’s decision to resign from her two-decade tenure in ABS-CBN’s “Pinoy Big Brother.” Karla Estrada was likewise criticized when she decided to run as a representative under Tingog partylist, a staunch advocate of development particularly in the Eastern Visayas region. Just like Marcoleta, Tingog rejected the renewal of the franchise of ABSCBN—Estrada and her son Daniel Padilla’s home network. Not long after Estrada’s congressional bid was formalized, the hashtag #WithdrawKarlaEstrada trended on Twitter, largely through the efforts of KathNiel (Kathryn Bernardo and Daniel Padilla) fans. A subgroup of the tandem’s fans went so far as threatening to withdraw support for the loveteam if they openly campaigned for Tingog. Meanwhile, Estrada took a break from her hosting duties in ABS-CBN’s early morning program “Magandang Buhay” when she filed her certificate of candidacy and never returned to the show. RESISTING CANCELLATION From recent experience, not all cancellation efforts have succeeded, or taken off at all. Particularly, some efforts to cancel certain individuals and establishments were met with even bigger counter-cancel moves. In the Estrada case, for example, another subgroup of KathNiel supporters pointed out that Estrada’s candidacy was beyond the popular tandem’s control, and thus the tandem did not deserve to be cancelled. As this subgroup professed their continued support for KathNiel (with some saying that they would still stand behind KathNiel even if they openly supported Estrada), the hashtags #YakapParaSaKathNiel and #YakapKathNiel trended on Twitter. Their stand was as clear as it was logical: their stand on Estrada’s candidacy was independent of their long-standing support for Padilla and Bernardo, and they could still refuse to support Estrada even as they remained loyal KathNiel fans. Another major case of resisting or countering cancellation is that of Quezon City-based restaurant Urban Chick. One of its owners reportedly refused an order of fried chicken meals for 600 persons upon realizing that the order was for attendees to a gathering of BBM supporters. As news about this Php 60,000 decision broke, the restaurant received bad reviews and became a target of online attacks, apparently from BBM supporters. In response, Leni-Kiko supporters called on all their allies or Kakampinks to actively counter the cancellation efforts by patronizing Urban Chick. The resto instantly earned a spot in the list of business establishments deemed worthy of Kakampink support and patronage. CANCEL CULTURE AND RIGHT TO FREE EXPRESSION Nowadays, you can get cancelled for the slightest action that you do online. Say, if you posted or tweeted a personal opinion opposed to the position of a tight-knit group, or against a particular personality or government official, you run the risk of being cancelled. Can anyone still speak out anymore without fear of being subjected to online attacks and trolling? Is cancel culture making Filipinos scared to talk about what they truly believe in because they do not want to get into trouble? The Philippines’ ranking in the World Press Freedom Index dropped nine places this year compared to last year—from 138th to 147th, among 180 countries. This is the fifth time that the country dipped in the ranking by Reporters Without Borders (RSF). In 2018, the country was at 133rd, 134th in 2019, then 136th in 2020, and 138rd in 2021. For a country claiming to be on the road to progress, this is clearly a backward move. Cancel culture encroaches on our freedom of speech, whether it’s intentional or not. Today, many Filipinos would rather keep their progressive, woke comments and statements to themselves for fear of getting cancelled or be at the receiving end of strong online backlash. The Milieu Insight study showed that the majority of Filipinos act cautiously both online (92 percent) and offline (91 percent) because they are worried about being cancelled in lieu of their political beliefs and the 2022 presidential elections. IMPACT OF A TOXIC CULTURE Cancel culture doesn’t only affect the canceled individual, group, brand or company, but even the canceller and the onlookers or bystanders. Studies have shown that it can take a toll on people’s mental health. Being cancelled could lead to anxiety, depression, trauma, and suicidal thoughts and behavior. It could also lead to loss of livelihood as in the case of the merchants affected by the Shopee Philippines brouhaha brought about by its choice of Toni Gonzaga—a zealous supporter of BBM—as brand ambassador. A good number of Shopee patrons openly criticized such move, and called on others to cancel the online shopping platform, just as they had cancelled Gonzaga previously. Sellers have been vocal about the effects of the backlash on their businesses, especially in the last 10-10 sale. While they could choose to switch to Lazada or Facebook Marketplace, said option is not without complications. Meanwhile, Gonzaga remains “unbothered” by the controversy and even thanked the internet for all the attention. One thing that cancelled personalities could consider a silver lining is the Filipinos’ willingness to give them a second chance, as revealed by the Milieu Insight study. This, coupled with the Filipinos’ short memory—a negative trait especially in the context of learning from history. Estrada’s fate is a case in point. Though unable to secure a Congressional seat, she still has a role to play in Congress, having been appointed as consultant on social services and promotions un` der the office of Speaker Martin Romualdez and of Tingog. Far from the noise her candidacy caused on social media, her recent appointment has not generated much social media attention. Incidentally, Romualdez was majority leader during the last Congress, and had voted against the ABS-CBN franchise renewal. Whether Shopee will be given another chance, regardless of its decision to continue to engage the services of Gonzaga in their promotions and campaigns or not, remains to be seen. For now, we see that Jose Mari Chan is back as Shopee’s Christmas ambassador. Buy magazine here