< Back CONTINUED COMMITMENT TO SERVICE EXCELLENCE BY GABRIEL AGLIPAY METROPOLITAN WATERWORKS AND SEWERAGE SYSTEM (MWSS) ADMINISTRATOR LEONOR CLEOFAS’ COMMITMENT TO SERVICE EXCELLENCE HAS HELPED TRANSFORM THE OFFICE AND ENSURE PROPER MANAGEMENT OF A VITAL RESOURCE. Leonor Cleofas, the seasoned leader at the helm of the Metropolitan Waterworks and Sewerage System (MWSS), is a public servant known for her steadfast dedication to service and innovative approach in managing one of the Philippines' vital utilities. With a public service career spanning four decades, Cleofas has established herself as a leader in the field of water resource management. Cleofas developed a passion for public service at an early age. She pursued her education with fervor, obtaining a degree in Civil Engineering from the University of the East. With a strong academic foundation and a fervent desire to bring about positive change, she embarked on a career path aimed at addressing the pressing challenges within the water sector. CHOOSING PUBLIC SERVICE After passing the civil engineering board exam, Cleofas joined MWSS as a project engineer. She could have taken the route leading to employment in the private sector or starting her own engineering firm, but instead chose to join government service. "I think that in any person's career, it's more of the satisfaction and contentment that you get out of what you are doing, rather than the material gains you could have," she says. "For us in the government, it's the calling to serve the people that serves as our main motivation." Another major chance to join the private sector came Cleofas' way in 1997. "When we invited the private sector to help the government deliver water services to the public, we were given the opportunity to transfer to either Manila Water or Maynilad, but I chose to stay with MWSS. I felt satisfied; I felt that I have given something to the government, to the people by serving them, and I could continue to do so by remaining with MWSS. I felt that by staying in government service, I could do more than earn money,” she reveals. RISING THROUGH THE RANKS Cleofas’ ascent within the MWSS ranks was marked by her exemplary performance, strategic vision, and unequalled desire to serve. Her expertise in civil engineering, coupled with her innate leadership abilities, did not go unnoticed. From a newly-minted civil engineer who started out as a project engineer within the agency, Cleofas became supervising project engineer, division manager, and project manager. She eventually rose to the position of Deputy Administrator for Engineering and Technical Operations. Upon her (short-lived) retirement in May 2021, she had under her belt major accomplishments such as the completion of a number of water reliability projects, including the Angat Water Utilization and Improvement Project (AWUIP)and Angat Water Transmission Improvement Project (AWTIP). A few months after her retirement, Cleofas was tapped by then President Rodrigo Duterte to take over MWSS as its first female full-fledged administrator. Her experience and clean track record positioned her as a natural choice to lead the agency. “Because I know very well what we are doing, our mission and vision. It is very critical that we are assured of 24/7 water supply. When I took over as administrator, I wanted to make sure that the vision and mission of MWSS is carried out,” she stresses. The initial bumps that marked the months after her appointment as MWSS chief executive did not deter Cleofas from doing her best once she was able to get settled. “I was appointed by President Duterte in July 2021, but it took me several months before I can take over because at the time there were still pending matters that the sitting administrator had to accomplish,” she recalls. “And then, in October 2022, I was reappointed by President Ferdinand Marcos.” "ONE OF THE THINGS THAT I LEARNED FROM SERVING MWSS IS TO TAKE RESPONSIBILITY FOR WHAT YOU'RE DOING. AS WE ALWAYS SAYS, A PUBLIC OFFICE IS A PUBLIC TRUST... ANOTHER IS TO CONTRIBUTE TO AND CULTIVATE THE ORGANIZATIONAL EXCELLENCE... [BECAUSE] MWSS IS NOT JUST AN ORDINARY AGENCY." For his part, then-outgoing MWSS Chairman and OIC Administrator Reynaldo Velasco expressed confidence that he was leaving the agency in very capable hands. “Her experience, competence and institutional knowledge eliminates the time required to learn the job especially when there are challenges stacked from several fronts,” he said of Cleofas. “I sincerely appreciate her help as my pro-bono consultant after her retirement, taking on increased responsibility even during the height of the COVID crisis. She is the right individual to get the job done and I am grateful to leave MWSS in such capable hands.” As MWSS administrator, Cleofas, who also holds a degree in Sanitary Engineering from National University and a diploma in Water Supply Management from Carl Duisberg Gesellschaft in Germany, assumed the responsibility of making sure that millions of residents in Metro Manila and surrounding areas are provided with a reliable water supply and efficient sewerage services. Under Cleofas’ leadership, MWSS went through a paradigm shift towards sustainability and resilience. She spearheaded initiatives aimed at modernizing infrastructure, optimizing operational efficiency, and promoting environmental stewardship. She pushed for the adoption of innovative technologies and practices to enhance water resource management, mitigate the effects of water scarcity, and address the challenges posed by climate change. The above, among other achievements, according to the administrator, stem from important lessons she has learned through the years. “One of the things that I learned from serving MWSS is to take responsibility for what you’re doing. As we always says, a public office is a public trust. We are accountable and responsible for what we are doing. And I want to make sure that my journey with MWSS is marked by my passion for the work that I am doing,” she states. “Another is to contribute to and cultivate the organizational excellence within MWSS. MWSS is not just an ordinary agency. It provides service to the people by providing potable water supply and helping ensure a clean environment by way of sewerage and sanitation.” EFFECTIVE LEADERSHIP STYLE Beyond her technical expertise, Cleofas is known for her inclusive leadership style and commitment to stakeholder engagement. “I practice participative management,” Cleofas declares. Indeed, she has been known for giving importance to collaboration with various stakeholders, including government agencies, private sector partners, civil society organizations, and local communities, with the goal of achieving shared objectives and fostering sustainable development. “And, as with other successful agency heads or organization leaders, I also believe in situational management,” she adds, noting that she adapts her leadership style according to changing circumstances. The end goal, however, remains the same: bringing out the best from her people and taking the organization to greater heights. “MWSS employees really know that I’m very strict when it comes to work,” Cleofas reveals. “I’mnot an eight to five leader. Youcan spend four hours, six hours at the office, but what’s important is your output. You have to deliver, to complete the tasks assigned to you.” The administrator’s ability to adjust and to connect with her team, even with the younger generation, have done wonders at MWSS. “The employees of MWSS are from the younger generation,” Cleofas shares. “Most of my contemporaries are already retired. This is a challenge for me as administrator, to have our younger generation of employees to really understand what it means to be a government employee or a public servant. It is a good thing that they listen to me, as I can guide them on how to be efficient public servants.” An integral part of Cleofas’ vision to have human capital that is conscientious of being public servants is the agency’s continuing program on value formation and professional ethics. Through this program, MWSS employees have a clear understanding of what it is to be a government employee, particularly public servants with the needed moral values and proper attitude toward work. TOWARD EMPLOYEE EXCELLENCE AND SATISFACTION “In any organization, you cannot always have 100 percent satisfied human capital,” Cleofas states. “And this is something that we want to address here at MWSS.” “I think one legacy that I want to leave with MWS is organizational excellence. In any organization, especially in a government entity, human capital is very important. We have to change the mindset of the people, make them realize that people who chose to be public servants have to really put their heart into everything that they do. People who have elected to join the government sector have to live up to certain standards of excellence,” she asserts. The real motivation for public servants, Cleofas says, “is not money, because you cannot find money here. You could achieve comfortable living, not only because you have a competitive income, but also because you are confident that you are able to help provide excellent service to the people.” “When I took over MWSS, I totally changed the personality of the office,” Cleofas continues. “I put emphasis on more transparency and greater accountability. Weare accountable to the president,to the people, to deliver on our mission. When our customers open their eyes, have to have clean, safe water.” TESTAMENTS TO EXCELLENC E Cleofas’ leadership has earned her and MWSS accolades and recognition. Just recently, she was named as a “Woman Leader in Water” in the World Water Day Awards organized by Maynilad Water Services, Inc. together with the Department of Environment and Natural Resources and National Water Resources Board. The award recognized more than two dozen water champions, particularly outstanding individuals, institutions, and programs that promote water and environmental sustainability in the country. Specifically, Cleofas was recognized for her role in promoting greater water access and a healthier environment. Environment and Natural Resources Secretary Antonia Yulo-Loyzaga, Finance Undersecretary Catherine Fong, Quezon City Mayor Joy Belmonte, and Manila Mayor Honey Lacuna completed the cast of “inspiring women” in the aforementioned category. The administrator’s strategic leadership and relentless pursuit of excellence have made MWSS stand out as a model of best practices in water governance and management. In 2021, for instance, the Civil Service Commission (CSC) conferred a Bronze Award on MWSS Corporate Office’s (MWSS -CO) Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM). Prior to this, the MWSS had achieved the prescribed level of maturity inits human resources (HR) system since 2013, reaching the first level of assessment (recognition) for excellence in at least one core HR system. After a thorough evaluation of the MWSS four core HR systems, the CSC gave MWSS-CO its first “award” in August 2021. "WITHOUT COLLABORATION, COOPERATION, AND TEAMWORK, THE AGENCY WILL LACK THE STRENGTH AND POWER NECESSARY TO ACCOMPLISH ITS OBJECTIVES." According to Cleofas, “ the award demonstrates that everyone contributed to the implementation and compliance with the various PRIME-HRM indicators. Without collaboration, cooperation, and teamwork, the agency will lack the strength and power necessary to accomplish its objectives, particularly as a recognized agency that has excelled in the four core areas of: (1) Recruitment, Selection, and Placement (2) Performance Management System; (3) Learning and Development; and (4) Rewards and Recognition. The award should inspire and motivate us all to do more and work harder to reach the next level... I encourage everyone to keep our vision for 2028 in mind and in our hearts—to be a dependable and reliable agency, with resilient water source infrastructure and competent personnel working under a strong organizational structure.” IMPROVED SERVICES, SURPASSED GOALS The past year has served as proof of what the MWSS, under a dedicated leader like Cleofas, can achieve. The MWSS-CO 2023 Annual Performance Report summarizes the agency’s2023 performance, thus: “From an operations perspective, the MWSS displayed resilience, commitment, and adaptability in braving the several challenges of re-engineering its raw water conveyance infrastructure, implementing short- to medium- term water augmentation projects, and building up the foundations of its long-term water source projects. This three-pronged approach to security, dubbed as the Water Security Pillars of MWSS, act as the keystone strategy of MWSS in ensuring water availability until the year 2050.” The MWSS went beyond its target of 4,584.40 million liters per day (MLD) water supply capacity, delivering 4,704.38 MLD by the last quarter of 2023. More than 90 percent of this raw water supply came for Angat Dam, with the rest coming from Laguna Lake. With regard to development of new water sources, the MWSS, through its concessionaires, built additional water treatment plants (WTP) near Laguna Lake. These are the Putatan Water Treatment Plant 1, Putatan Water Treatment Plant 2, and Cardona Water Treatment Plant. The 400 MLD that these treatment plants supply daily have helped lessen the reliance on Angat Dam, even as the MWSS tries to address the increasing demand for water. Through its concessionaires, MWSS more than trebled its target increase in the population connected to the sewerage system. It was able to get more than 650,000 residents to accept and use new sanitation, beyond the 200,000 target. Overall, MWSS logged a 57% acceptance rate for sanitation services by the fourth quarter of 2023. This is a positive development in relation to government efforts to enhance participation of the public in the rehabilitation of Manila Bay and its tributaries. STRENGTHENING PARTNERSHIPS Part of Cleofas’ major role is to make sure that Maynilad and Manila Water are able to deliver what is expected of them. “There are key performance indicators and business efficiency measures that they have to meet,” she stresses. “We have celebrated our 25th year of cooperation and partnership. And we feel that we are the most successful water sector partnership in the whole world.” She enumerates good relationship, open communication, and a very clear framework embodied in the concession agreement as the major factors that have led to such successful partnership. “What are you going to deliver? What are the reciprocal benefits or privilege that you will get from MWSS if you deliver on your targets? And of course, we have the Regulatory Office that takes care of the tariff.” “We cannot leave everything to the private sector,” Cleofas underscores. “That’s the reason why the partnership should be intact. And under the franchise given to the two concessionaries, the MWSS was given the authority to extend the concession agreement to coincide with the term of the franchises given to Manila Water and Maynilad. So last December, the Board of Trustees approved an additional 10 years in the partnership with our two concessionaires. So now the agreements will last until 2047.” A main reason for this is to continue protecting the public interest. “We made sure that the different projects and programs being implemented by our two concessionaires will not really have a major impact on the water tariff. The concession agreement is framed in such a way that any capital expenditure and operational expenses are prudently and efficiently incurred and are spread throughout the life of the concession. So with the extension to 2047, the tariff was lower by almost 40 percent.” LOOKING AHEAD As Cleofas continues to ensure quality water supply within the two concession areas and to shape the character of MWSS’ human capital, so does she continue to lead the agency in reaching even more customers. “We are happy that after so many years, the Bulacan Bulk Water Supply, with the concessionary Luzon Clean Water Development Corporation, is operational. And so far, we haven’t received any complaints from the different water districts,” she says of the expanded MWSS service area. “The thing with Bulacan before is that we were getting raw water from the province, but they did not get any potable water in return. Now, however, we are serving the 22 water districts of the province by delivering treated bulk water to them.” The biggest project whose proper implementation and eventual success now rests in Cleofas’ hands is the Kaliwa Dam project, which aims to bolster water security in the greater Metro Manila area. Moreso because of the close scrutiny that numerous groups have subjected to project to, the MWSS has made sure to strictly adhere to principles of collaboration with all stakeholders, environmental sustainability, and community development so that this milestone project will be completed on time. “Kaliwa Dam is a long-term water source that we want to develop as part of efforts to ensure water security and continued excellent water supply service,” Cleofas says. The road toward its completion is expected to continue to be a little bumpy, but the MWSS leadership is confident that as its projected positive impact becomes clearer and is better communicated to the public, things will take a smoother turn. For now, all eyes are on MWSS’ homegrown leader whose visionary leadership continues to leave an indelible mark on the water sector, ensuring equitable access to clean water and sanitation services for generations to come.

74874fec-fee1-4c6b-b4b2-23d0bb09bd61 < Back FROM HUMBLE BEGINNINGS TO HELPING OTHERS Drawing from her own experiences, Shantal Dimayuga wishes to help others escape poverty through her foundation Yakap Foundation. BY ELAINE ESTRADA-FELICITAS PHOTOGRAPHY BY ROMEO PERALTA, JR. It's innate for people to help others the best way they can. This is also true with Rossel “Shantal” Dimayuga, a thirty-two-year-old businesswoman taking the reins as chief executive officer and president of multiple business ventures. Her story is one of a modest lass in the province who pushed her way to the top through hard work and resilience. Her goal to help the underprivileged reflects on Yakap Kalinga, a foundation she started herself, which reaches out to the needy in the rural areas, even during the pandemic. The early years Dimayuga grew up in a low-income household in the province of Batangas with just enough to get by. Guided by her strict father and hard-working mother, she developed into a woman who values discipline and hard work. With her humble background, Dimayuga knew that she needed to do more to achieve the financial freedom she wanted to have in her life. After college, she landed a job at the Manila Ocean Park, an achievement on its own as not everyone in the province is privileged to work in Manila. On the side, she started her first business to augment her monthly salary. She sold cellphones online via Facebook. Her experiences helped expand her business and taught her lessons that became instrumental to her success as a businesswoman and as a philanthropist later on. The fruits of labor Dimayuga realized that not everything is rosy when it comes to creating and operating your own business. Her laundromat business didn’t turn out the way she expected it to. However, this did not stop her from going on other business “adventures,” turning her fair share of failures into life lessons. Just like her mother who doesn’t shy away from hard work, she was able to turn things around. Her discipline and resilience shone through and helped her achieve the financial freedom she dreamed of as a young girl. She’s now a proud owner of multiple businesses such as manpower and security agency; trading company; and textile and garments manufacturing company, just to name a few. She recently received recognition from the ASEAN Excellence Achievers Awards for being an “outstanding woman of vision and inspiring business leader of the year.” That she achieved all of these at the age of 32 is a source of motivation especially for women and young individuals that anyone can do it with the right attitude. Advocacy to help others Helping others has been one of Dimayuga’s goals in life. She strives not only to provide resources to the underprivileged but also to impart her business knowledge to others. With the COVID-19 pandemic hitting people either physically or financially, she has observed that some of them would not have suffered much if they had a business of their own. Relying on financial assistance and jobs with uncertain tenure can put people in a quite unstable position during a pandemic and affect their ability to provide for their basic necessities. Understanding these conditions, her aim is to improve Filipinos’ knowledge of business and educate them on the importance of small- and medium-scale enterprises. Through this, people will have an opportunity to start on their own even with their limited financial capacity and eventually worry less about finances especially during trying times. Aside from this, her experience living a modest lifestyle has led to her advocacy for the poor. She knows how it is to have just enough to live by. From there, she started a foundation called Yakap Kalinga to further support her goal to lend a helping hand to others. The start of Yakap Kalinga From its name, which means “embrace” and “support” or “refuge” in Filipino, Yakap Kalinga sounds like a place of giving and understanding. Founded in 2019, it aims to support underprivileged children by providing materials needed for their schooling. It also aims to provide food for the less fortunate, and to connect to as many people in the rural areas as possible to help them deal with poverty. Even as the foundation is yet to be registered and officially established—with this year as target—the people behind it have launched a number of projects and outreach activities. Restrictions brought about by the pandemic, however, have made their activities more challenging. For now, they are realigning their plans and recalibrating their goals regarding projects to be executed in the coming months. Embracing changes Dimayuga mentioned that she wants to reach out to more people through Yakap Kalinga. It may be in its early stages but her initial goal was to feed 300 underprivileged families for every quarter of the year. That’s around 1,200 individuals as the average Filipino family has four members. In two years’ time, Yakap Kalinga’s goal is to increase the number of beneficiary families to 1000, which is three times more than what they had initially planned. Aside from their feeding program, they are also aiming to help the homeless by building shelters. Yakap Kalinga wants a safe haven for people in need of food and a sturdy roof over their heads. It’s the foundation’s way of helping maintain the dignity of individuals, particularly those who are financially challenged. The pandemic may have delayed some of Dimayuga’s and Yakap Kalinga’s plans, but one thing is for sure: driven by a firm desire to achieve their goals, we’ll be seeing more of Yakap Kalinga and Shantal Dimayuga in the future. BACK

< Back Transformational Leadership with Compassion BY GODFREY T. DANCEL MORE THAN TRANSFORMING FORMER MILITARY BASES INTO CENTERS OF ECONOMIC GROWTH AND DEVELOPMENT, BASES CONVERSION AND DEVELOPMENT AUTHORITY CHAIRMAN HILARIO B. PAREDES IS TRANSFORMING THE CORPORATION’S APPROACH TO ACHIEVING ITS VISION. I want to get things done. I want them done the best way possible at the soonest possible time.” This, in a nutshell, is the approach that Bases Conversion and Development Authority (BCDA) Chairman Atty. Hilario B. Paredes has used to turn things around at the development corporation tasked with converting former military bases into civilian use and promoting economic development. Paredes’ dynamic and visionary leadership style became apparent when he was appointed as BCDA chairman in October 2024, not long after he joined the board of directors. Making good use of nearly three decades of experience in law and business, Paredes—the youngest chairman of the BCDA in its 33-year history—has been instrumental in steering the Conversion Authority toward greater transparency, innovation, and sustainable development. A VISIONARY LEADER WITH A TRANSFORMATIONAL APPROACH Paredes' leadership is characterized by a transformational style that emphasizes strategic partnerships, institutional excellence, and long-term national development. His strong legal and business background has been instrumental in fostering public private partnerships and driving key infrastructure projects. With him at the helm, the country has seen BCDA strengthen its role in national development, aligning with the government's "Build Better More" infrastructure program. “As chairman, as head of the board of directors, my main job is to establish policy and oversee management. My biggest priority is to make sure that we follow our mandate under Republic Act 7227, which states that BCDA is to transform military bases into areas or centers of growth and economic development, at the same time protect the environment. So we want to make sure that this mandate is followed, that we build smart, sustainable, resilient, and liveable cities,” Paredes stresses. “I oversee everything, and the main focus of my chairmanship is to have transformational leadership with compassion. When we say transformational leadership with compassion, we combine a visionary and change-driven leadership with a deep sense of empathy and care for others. So while we lead the people to a bold vision, we also make sure not to lose sight of their welfare. Thus, we take care of them also,” he says. JOURNEY TO THE BCDA CHAIRMANSHIP Paredes' professional and personal background have prepared him well for the serious task of being BCDA chairman. From the fields of law and business to sports, his work and personal experiences have shaped him into a leader tailor-fit for his present job. The chairman earned his juris doctor degree from the Ateneo de Manila University School of Law, f inishing as one of the topnotchers of his batch. A consistent academic achiever, he was a dean’s lister while taking his political science degree also at the Ateneo, and graduated at the top of his grade school and high school classes at the Divine Word College of Bangued in Abra. He also completed a course on public policy at the Lee Kuan Yew School of Public Policy at the National University of Singapore in 2023. “For almost three decades, I have been navigating the world of law and business,” Paredes says. He established Paredes Law Group in 2006, specializing in banking and corporate f inance; infrastructure and telecommunications; and mergers and acquisitions. “It’s been incredibly rewarding to build a practice that tackled legal issues surrounding some of the country’s major infrastructure projects, making sure these are built right for the benefit of everyone. I’ve also represented and helped bring in the country’s third major telco, opening the industry to more competition,” he shares. “But law is not my only passion,” he adds. “I get to explore my entrepreneurial side through Paredes Holdings, which holds stakes in real estate, leisure, technology companies, and restaurants.” The company, he says, has given him “a whole different kind of adventure, learning about business and how it works.” “Beyond the courtroom and boardroom, I also established the Asian Center for Legal Excellence to provide continuing education for Filipino lawyers.” The Supreme Court-accredited provider of mandatory continuing legal education is dedicated to “ensuring that our legal professionals remain well-versed in the ever-evolving legal landscape.” Part of Paredes’ early exposure to the practice of law came in 1994, when he served as trainee at the Quezon City Regional Trial Court Branch 96 under then Presiding Judge Lucas Bersamin. Bersamin went on to become Supreme Court chief justice, and is presently the country’s executive secretary. MAKING AN IMMEDIATE IMPACT Despite having been chairman for just half a year, Paredes has made a significant impact at BCDA. Serving as his major guide is the BCDA mandate of building great cities while helping strengthen the Armed Forces of the Philippines (AFP). Under his leadership, BCDA remains a major force in creating economic opportunities in the country through the establishment of integrated developments, dynamic business centers, and vibrant communities. The chairman mentions the successful recovery of Camp John Hay and accelerated efforts to bring in high-impact investments that will result in employment and economic opportunities for locals. He also mentions the continuing push for amendments to the BCDA Charter, meant to unlock the full potential of the country’s economic zones. BCDA has also secured approval of a number of important infrastructure projects expected to pave the way for the further development of our economic zones. These include the first phase of the New Clark City underground utility corridor, the Bangko Sentral ng Pilipinas access road in New Clark City, the construction of a residential complex at Bonifacio Naval Station Lot 1, and the upgrading of UN Avenue at the Morong Discovery Park. Under his watch, BCDA will soon have its own headquarters building, as a contract has been awarded for the construction of its own building that will house its various offices. In addition, contracts have been signed regarding water services as well as housing facilities in New Clark City. On top of all these, and as proof of the chairman’s genuine concern for BCDA employees, they now receive increased compensation and benefits. Paredes is quick to deflect credit for the above accomplishments, however. “None of these would have happened at such an impressive pace without the hard work of the BCDA workforce, its management and board of directors, as well as its private partners. Their support has been instrumental in getting things done, and I’m grateful to be part of such a collaborative environment,” he says. DESPITE HAVING BEEN CHAIRMAN FOR JUST HALF A YEAR, PAREDES HAS MADE SIGNIFICANT IMPACT AT BCDA. SERVING AS HIS MAJOR GUIDE IS THE BCDA MANDATE OF BUILDING GREAT CITIES WHILE HELPING STRENGTHEN THE ARMED FORCES OF THE PHILIPPINES. LANDMARK LEGAL VICTORIES The past year has seen BCDA score important legal victories. Foremost among these are those dealing with the recovery of Camp John Hay and favorable rulings involving the Kalangitan Sanitary Landfill. These developments have helped pave the way for BCDA to better pursue its mission and vision. In April 2024, the Supreme Court ended a protracted legal battle centering on the lease of Camp John Hay in Baguio to a private company. Camp John Hay Development Corporation (CJHDevCo) took over the lease from another consortium in 1996, after which it built hotels, prime residences, and a golf course within the former American rest and recreation facility. A dispute arose in 2012 over the restructuring of the lease agreement, and such lease was rescinded by the Philippine Dispute Resolution Center in 2015. CJHDevCo was ordered to return all properties to the government while the BCDA must reimburse expenditures to the company. CJHDevCo and its sublessees contested the decision, and the case reached the Court of Appeals, which amended the decision. However, the Supreme Court overruled the appellate court’s decision, paving the way for the government to take full control of the prime property. The takeover was peaceful and seamless. The chairman hailed the High Court’s decision, describing it as “a victory not just for the government, but for all Filipinos.” The ruling, he says, recognizes that all Filipinos, and not just one corporation or person, should gain economic and social opportunities from the development of Camp John Hay. “I am glad to share that since our successful recovery of Camp John Hay on January 6, we have brought in over Php 1.2 billion in investments from major industry players like Metro Pacific Investment Corporation's subsidiary Landco Pacific, and small and medium-scale enterprises like Duck World, GolfPlus Management Inc., Amare La Cucina, and Top Taste and Trading, Inc. ,” Paredes shares. “We have also secured over 100 residential lease agreements in just two months, representing nearly 100 percent of the total residential properties in Camp John Hay.” In line with Paredes’ compassionate leadership and respect for the rule of law, BCDA has assured hotel unit investors who lost their hard-earned money of needed assistance. This includes “temporary hotel accommodations, translation services for foreign nationals, and helping them explore legal remedies.” BCDA is “closely working with relevant government agencies for a just and fair resolution for all stakeholders.” Meanwhile, in February this year, the Court of Appeals nullified a Tarlac court’s order that previously prohibited the BCDA and Clark Development Corporation from recovering the 100-hectare Kalangitan Sanitary Landfill in Capas, Tarlac. “This brings us closer toward pursuing a waste-to-energy technology which is a more sustainable alternative to landfills,” Paredes stresses. “With New Clark City being the country’s model for sustainable cities, we have to align our plans and programs with the United Nations Sustainable Development Goals, and maintaining a landfill in the heart of the New Clark City isn’t the way to go. With smart cities Singapore and Taipei as pegs, BCDA is currently conducting a study for a proposed waste-to-energy facility in an optimal location in Tarlac. The planned facility will boost power supply and satisfy the energy requirements of locators and investors in New Clark City. The cherry on top was when BCDA was recognized as one of the top-performing government-owned and-controlled corporations for 2023, achieving a remakable milestone as one of the top state firms for nine straight years. LEADING BCDA’S TRANSFORMATION Transformation is a key concept in Paredes’ programs toward achieving BCDA’s vision. A major ingredient in the transformation process is capacity building. “Our biggest asset is our employees. And we are now moving toward building the skills of our people. We're looking at partnering with educational institutions so that we will have better, well equipped people to handle the major projects that we are going to start,” he states. Digressing from the previous approach of mostly disposing of assets and letting the private sector develop such, BCDA now takes a much more active role in the development of former bases and military facilities. This means a bigger income in the long run, rather than a one-time income from the assets’ sale. The above, Paredes says, is part of their “vision to set an example for everyone, for all local government units, national government agencies and government-owned and controlled corporations, that an entity like BCDA can help lead the way for economic development through transformation and with compassion for our people. We will be generating a lot of employment, a lot of investments; and BCDA will be a major force in economic development. So our vision is to be the role model, to be the example of all government agencies in the Philippines for economic development.” Paredes’ brand of transformational leadership has played and will continue to play a major role in the BCDA’s transformation. “We have a transformational leadership that has compassion for its people, for the Filipino people, and for a stronger, more resilient and more economically sound and strong republic, which will take care of its people,” he says. STRENGTHENING STRATEGIC PARTNERSHIPS THROUGH TRANSPARENCY As BCDA’s programs and projects involve large sums of money, transparency and accountability are expected of its leadership and people at all times. “BCDA, in partnership with the public and private sectors, is guided by global best practices and lessons learned from the past,” Paredes stresses. “From Bonifacio Global City to the growing Clark metropolis, our work is generating high-impact investments and bringing in job and economic opportunities to various communities.” “We do all these through collaborative stakeholder discussions, identifying and implementing solutions that effectively address challenges and ultimately create more beneficial outcomes for all. We hold regular dialogues with affected communities and related government agencies to ensure that everyone is part of the development benefitting them with employment opportunities and improved access and connectivity for their livelihood,” he adds. “Building smart and liveable cities enables us to continue fulfilling our commitment to strengthening the capabilities of the Armed Forces of the Philippines (AFP). Since the BCDA’s creation, our cumulative contributions to the AFP has reached Php59.71 billion. This represents the biggest chunk of the total asset disposition proceeds from 1993 to 2023,” Paredes reveals. The chairman stresses that all of BCDA’s transactions are done in accordance with law and set procedures. “We remit the proceeds from our disposition program annually to the Bureau of Treasury. Afterwards, it is the Department of Budget and Management that releases the shares to the beneficiary agencies based on budget guidelines and the approved fiscal program of the government,” he clarifies. “And with respect to transparency, our activities and programs are public and our books are open. We have several ways of communicating and sharing information with the general public through traditional media, social media, etc.” With some of BCDA’s programs and projects being received negatively by some quarters, Paredes declares that they welcome everybody’s opinions and suggestions. “It's understandable that people, especially from the affected communities, would express concerns or questions—even opposition—to our projects because we're handling impactful projects, projects of huge magnitude that's going to affect their lives. We value the voice of everyone, their comments, their suggestions and we take these into consideration in our decision-making process,” Paredes explains. “What we do is we engage them in meaningful discussions. We continue to explain what the policies are, what our projects are for.” LOOKING BEYOND MERE AWARENESS Indeed, Paredes’ transformational leadership has significantly advanced BCDA's mission of converting former military bases into catalysts for national development. His strategic vision, commitment to good governance, and innovative initiatives have positioned BCDA as a model agency, contributing to the Philippines' sustainable and inclusive growth. Paredes recognizes the fact that not many Filipinos are aware of the BCDA’s existence and its mission and vision, admitting that before he was appointed as director, he himself did not know much about it. Raising public awareness, he says, “is a work in progress” and will soon be a matter of course. “What we want is to live up to our mandate of transformation and implement our programs to benefit the Filipino people. We would want to be known for our achievements toward positive change while creating a culture within where people feel inspired and valued,” he ends.

< Back 2022 IN NUMBERS League Magazine selected some of the most remarkable figures to remember the year 2022 by and highlight a fascinating year. Buy magazine here

< Back AN EMPLOYER’S GUIDE FOR THE HOLIDAY SEASON By Atty. Joey Ramos, Atty. Herbert Hernane, and Atty. Mao Santos ILLUSTRATION BY MICO FELICITAS Learn about the benefits you should receive as employees during the holiday season. The holidays have always been a time of merriment and joy for the working Filipino. The Christmas parties, eventful family gatherings, and batch reunions have been a source of fun and laughter in these times. Equally joyous is opening your payslip and seeing that bonus you have long waited for. Here are the benefits typically received by employees during the holiday season. 𝟏𝟑𝐓𝐇 𝐌𝐎𝐍𝐓𝐇 𝐏𝐀𝐘 The 13th month pay is a monetary benefit equivalent to at least 1/12 of the total basic salary earned by an employee in a calendar year. Basic salary, for purposes of computing 13th month pay, shall include all remunerations or earnings paid by the employer to the employee for services rendered. As a general rule, other benefits such as unused leave credits, overtime premium, night shift differential, holiday pay, and cost of living allowances are not part of the basic salary for purposes of computing the 13th month pay. 1 An exemption to this rule is when these benefits are included in the computation for 13th month pay under company policy, collective bargaining agreement, or have ripened into company practice. 𝐂𝐎𝐕𝐄𝐑𝐀𝐆𝐄 Employers are mandated to give the 13th month pay to rank-and-file employees who have already worked for at least one month during a calendar year; employees who are paid on a piece-work basis; and employees who are paid a fixed or guaranteed wage plus commission. 𝐄𝐗𝐄𝐌𝐏𝐓𝐄𝐃 𝐄𝐌𝐏𝐋𝐎𝐘𝐄𝐑𝐒 The following employers are not required to pay 13th month pay: The government and any of its political subdivisions, including government-owned and controlled corporations (GOCCs), except those corporations operating essentially as private subsidiaries of the government; employers who are already paying their employees 13th month pay or more in a calendar year or its equivalent at the time of the issuance of Presidential Decree (PD) No. 851; persons in the personal service of another in relation to such workers; and employers of those who are paid on purely commission, boundary, or task basis, and those who are paid a fixed amount for performing specific work, irrespective of the time consumed in the performance thereof (except those workers who are paid on a piece-rate basis, in which case their employer shall grant them 13th month pay). 𝐓𝐈𝐌𝐄 𝐎𝐅 𝐏𝐀𝐘𝐌𝐄𝐍𝐓 𝐎𝐅 𝟏𝟑𝐓𝐇 𝐌𝐎𝐍𝐓𝐇 𝐏𝐀𝐘 The 13th month pay shall be paid not later than December 24 of every year. The employer may, at his discretion, release one-half of the 13th month pay at an earlier date. 𝟏𝟑𝐓𝐇 𝐌𝐎𝐍𝐓𝐇 𝐏𝐀𝐘 𝐅𝐎𝐑 𝐑𝐄𝐒𝐈𝐆𝐍𝐄𝐃 𝐎𝐑 𝐒𝐄𝐏𝐀𝐑𝐀𝐓𝐄𝐃 𝐄𝐌𝐏𝐋𝐎𝐘𝐄𝐄𝐒 An employee who has resigned or whose services are terminated at any time before the time of payment of the 13th month pay is entitled to this monetary benefit in proportion to the length of time he or she started working during the calendar year up to the time of his or her resignation or termination from the service. For example, if an employee worked from January to July, his proportionate 13th month pay should be equal to 1/12th of the total basic salary earned during that period. 𝐃𝐈𝐒𝐓𝐈𝐍𝐆𝐔𝐈𝐒𝐇𝐈𝐍𝐆 𝐅𝐑𝐎𝐌 𝐂𝐇𝐑𝐈𝐒𝐓𝐌𝐀𝐒 𝐁𝐎𝐍𝐔𝐒 Employers should distinguish between the 13th month pay and their annual Christmas bonus. The former is a mandated benefit under the law, while the latter is an optional benefit given by the employer as an incentive to the employees. The amount of the 13th month pay is dependent upon the total basic salary, while the amount of the Christmas bonus depends on the discretion of the employer. 𝐇𝐎𝐋𝐈𝐃𝐀𝐘 𝐏𝐀𝐘 Aside from the Christmas season, we also encounter various working and non-working holidays throughout the year wherein employees are not mandated to work. If they do report for work, they are entitled to holiday pay. Holiday pay refers to the payment of the regular daily wage for any unworked regular holiday, which includes the following: New Year’s Day (January 1), Maundy Thursday, Good Friday, Araw ng Kagitingan (April 9), Labor Day (May 1), Independence Day (June 12), Eid’l Fitr, Eid’l Adha, National Heroes Day (August 29), Bonifacio Day (November 30), Christmas Day (December 25), and Rizal Day (December 30). Article 94 of the Labor Code, as amended, provides that employers may require their employees to work during the holidays provided they shall be paid compensation equal to twice their regular rate (200 percent of the daily rate). Employees who do not work on regular holidays are still entitled to 100 percent of their daily rate. However, if the employee is absent without official leave on the day which immediately preceded the regular holiday, he is not entitled to any holiday pay, unless he works on that day. 𝐏𝐑𝐄𝐌𝐈𝐔𝐌 𝐏𝐀𝐘 Premium pay refers to additional compensation for work performed within eight hours on non-workdays, such as rest days and special holidays. Special non-working holidays include the following: Chinese New Year, EDSA People Power Revolution Anniversary, Black Saturday, Ninoy Aquino Day, All Saints’ Day, and Feast of Immaculate Conception of Mary. Unlike regular holidays, the “no work, no pay” principle applies to those who are not required to work during special non-working holidays. Those that are required to work during these days are entitled to additional compensation of at least 30 percent of their basic wage. Employers should also note special working days which include: All Souls Day, Christmas Eve, and the last day of the year. For work rendered on special working days, an employee is not entitled to any additional compensation except for his daily wage. 𝐇𝐎𝐔𝐑𝐒 𝐎𝐅 𝐖𝐎𝐑𝐊 𝐃𝐔𝐑𝐈𝐍𝐆 𝐓𝐇𝐄 𝐇𝐎𝐋𝐈𝐃𝐀𝐘𝐒 The general rule is that normal working hours shall not exceed eight hours a day. Any work rendered beyond eight hours is subject to payment of an overtime premium of at least 25 percent of the hourly rate. The same rules apply to overtime work rendered during holidays, whether regular or special non-working holidays, with the sole difference being the overtime premium paid which is 30 percent of the hourly rate. 𝟏𝟒𝐓𝐇 𝐌𝐎𝐍𝐓𝐇 𝐏𝐀𝐘? House Bill No. 520, filed by Kabayan Partylist Rep. Ron Salo last June 30, 2022, seeks to mandate employers in the private sector to provide 14th month pay, which shall also be equivalent to the employee’s monthly basic salary. Under its explanatory note, it was stated that despite companies granting 13th month pay, many Filipino families still struggle to make ends meet due to meager salaries and the growing cost of living. In this regard, the proposed 14th month pay aims to provide additional relief to most Filipino families, especially during the holidays. It should be noted that similar bills have been filed in previous years, but were not enacted into law by Congress. Buy magazine here

< Back Promoting and Championing Public Service In the southwest corner of Metro Manila, the highly urbanized city of Muntinlupa stands tall. It is regarded as the gateway to one of the country’s important economic zones, and home to the busiest commercial establishments and most expensive residential communities. BY JOYCE REYES-AGUILA PHOTOGRAPHS BY ROMEO PERALTA JR. Envisioned as a city soaring into progress through public service, Manuel Amorsolo, son of national artist Fernando Amorsolo, was commissioned to create the then municipality’s seal, which features a Philippine Eagle. The strongest and the highest-flying bird of the Philippine Republic symbolizes the citizenry’s aspiration to make Muntinlupa one of the leading investment hubs in the country, and inspires its current leadership to deliver excellent public service. “The City of Muntinlupa has realized unprecedented development and changes over the years,” Mayor Jaime “Jimmy” Fresnedi tells LEAGUE. “Our current projects on education to empower our youth and infrastructure projects to catalyze economic and social growth, are all part of our roadmap to actualizing the vision of making Muntinlupa one of the leading investment hubs in the country with educated, healthy, and God-loving people.” The lawyer has been at the city’s helm for three consecutive terms and has pillared his plans on his Eight Point Program of Governance that is focused on education, health, peace and order, social welfare and housing, local governance, economic development, clean and green environment, and urban housing. Mayor Fresnedi considers his multisectoral involvement as one of his biggest achievements. His approach includes establishing relationships and connections with sister cities, local and abroad, where he and partners facilitate linkages to open up opportunities. The Fresnedi government reports an estimated and astounding 2.3% growth in business over the past five years with an estimated growth of capitalization of new businesses at 250% from 2014 to 2017. It attributes its progress to the “booming landscape” of dealers, retailers, and serviceoriented establishments. The city government says it complements the trust business groups place in the city by being a growth driver for business thereby encouraging more investments and increasing employment opportunities. This local economic development is sustained through participatory governance – that is working with other local government units (LGUs) to “open productive avenues for tackling common concerns” so it can “advance local economic development” to its stakeholders. Click here to read full article for free

< Back Chef RV: UNIQUELY BIÑAN BY CAMILLE CABAL NO LONGER HIDDEN IN BIÑAN IS THE FAMOUS CAFÉ OF CHEF RV, WHO SHARES HOW IT ALL STARTED AND WHY IT IS EXCLUSIVELY AVAILABLE IN THE CITY. You must have heard of or watched Chef RV already. After all, he is one of the country’s famous food content creators. He generously shares his recipes through his YouTube channel ‘Chef RV Manabat’ because even if people sell products using his recipe, he believes that if the success is for you, it will be given to you. As famous as he is, his café is only available in the city of Biñan. Chef RV stands along Mariano Manabat Street in Biñan, Laguna. You’ll instantly see the cute red logo of the café with an elephant on it. As you enter, beautiful, colorful cakes of different flavors line the counter as if enticing you to try them all. On the other side of the glass wall are their freshly-baked bestseller bibingka (rice cake) and other pasalubongs (souvenirs) in a jar. 𝐇𝐄𝐀𝐑𝐃 𝐎𝐅 𝐓𝐇𝐄 𝐇𝐄𝐑𝐃 𝐎𝐅 𝐄𝐋𝐄𝐏𝐇𝐀𝐍𝐓𝐒? Aside from desserts, Manabat’s collection of elephants behind the counter is also noticeable. A seemingly happy elephant stands out in their logo, luring in the curious even further. The chef shares that it all started with a vendor who would sell him random things. When the vendor was about to retire from selling, she gifted Manabat with a small porcelain figure of an elephant, which he displayed on his sink. The collection started to grow when people who came to visit him would gift him similar elephant items. Eventually, Manabat decided to use it as a symbol of their café because it symbolizes the connection of the people to him and his pastries. “Because through these elephants, they remember me,” he explains. From the singular porcelain elephant, the collection grew to a massive collection of roughly 500 pieces, majority of which were gifts. 𝐌𝐀𝐆𝐈𝐂 𝐈𝐍 𝐁𝐀𝐊𝐈𝐍𝐆 Manabat discovered his skills for baking at the age of nine. He shares that her mother also loves cooking, but she never baked. So, his exposure in the kitchen sparked his curiosity about baking. This is where he started experimenting with the ingredients. He adds that his favorite pastry to bake is brownies because it was his first product when he started baking. He shares that the first brownies he ever baked turned out so dry that no one can eat them. But it is part of the ‘magical’ journey of his baking career as his brownies have improved through the years. While some find baking tedious because it requires perfection in measurements, Manabat finds it magical instead. It amazes him how simple ingredients like flour, sugar, and eggs can transform into a delectable cake. Moreover, he considers pastries as results of hard work because the process of baking requires discipline and precision. “It’s magical [because] it gives you a sense of fulfilment dun pa lang sa produkto tapos ‘pag kinain nung customer mo o ng kapamilya mo o bisita mo, mas malaki din ‘yung fulfilment (on the product alone, and when your customer, relative, or visitor tastes it, it gives you even more fulfilment),” the chef shares. 𝐁𝐈Ñ𝐀𝐍’𝐒 𝐁𝐄𝐒𝐓 Manabat started his career by selling blueberry cheesecakes back in 2011. He reveals that one of his first customers is the Alonte family and Mr. Sherwin Mendiola, DESCO, Inc. president.Through their trust, Chef RV’s bestseller Queso de Bola Cake was born. He recalls that in January 2013, his first customers ordered yema cake. Unfortunately, he ran out of cheese so he used the leftover queso de bola from the past Christmas as a replacement. His customers were surprised and liked the cake so much and that was how it all started. When 2014 came, Manabat started organizing baking classes for housewives and enthusiasts as his weekend sideline. He has taught thousands of students who used to pay him Php2,500 to Php5,000 per day, including the ingredients. Eventually, his students looked for a place to hang out after every baking class so they suggested that their teacher should establish his café. And so he did. In 2018, it became a full-blown restaurant that also offered hot meals. This encouraged Manabat to open the garden area for dining customers. However, dining in the restaurant has been closed to the public since the pandemic. He hopes that the restaurant and dine-in option will resume this year. Chef RV Café is turning six this year. Queso de Bola cake, which is available per slice or as a whole, remains their best seller but Manabat claims that the introduction of bibingka in the menu in 2019 has beaten Queso de Bola on the top list. Their bibingka can stay for as long as three days when not chilled and up to two weeks when refrigerated. But Manabat recommends consuming it within 24 hours. It is available per piece, in a box of four, six, and eight, and available in regular, ube, and chocnut flavors. If you prefer to add cakes in your purchase, you may try their cake sampler which is composed of slices of 10 different flavors. This includes the famous Queso de Bola, Real Ube Cheesecake, Red Velvet Cheesecake, Chocolate Dulce de Leche Cake, Carrot Walnut Cheesecake, Belgian Chocolate Cake, Wild Blueberry Cheesecake, Oreo Cheesecake, Brownie Cheesecake, and Choco Blackout. What makes their pastries uniquely Biñan is its taste that is not too sweet and not too overwhelming, perfect for the palate of Biñanenses. According to Manabat, this is the result of numerous consultations of the elders of Biñan and his openness to criticisms and suggestions. “So I can proudly say that our products are timplang Biñan (created according to the taste of the people of Biñan),” he stresses. Manabat is open about not wanting to branch out the café to places other than Biñan. He wants it to be part of the city’s identity like how other pasalubongs are unique to some provinces in the country. “You can’t say that you have been to Biñan if you have not dropped by here [in Chef RV Café] and we want to keep it that way that we only stay here because that is our brand. You can see it in our logo, we did not remove it anymore,” Manabat proudly says.

< Back SPOTLIGHT

< Back CAVITE 2ND DISTRICT CONGRESSWOMAN LANI MERCADO-REVILLA BY LAKAMBINI BAUTISTA CAVITE SECOND DISTRICT REPRESENTATIVE LANI MERCADO-REVILLA’S MATERNAL APPROACH TO POLITICS IS A REMINDER THAT GENUINE CARE AND EMPATHY CAN BE POWERFUL CATALYSTS FOR POSITIVE CHANGE. When Lani Mercado-Revilla, then a mayoralty candidate, experienced defeat in the 2001 elections in Bacoor, Cavite, it prompted her to reflect on whether public service was truly her calling. “I felt it’s for the male sector. It’s not for me,” she recalls to LEAGUE. Being the optimistic person that she is, the actress and mother of seven looked at her loss as a blessing in disguise, and instead focused on her showbiz career and family life. But then the call for public service knocked again towards the end of that decade when her brother-in-law, Strike Revilla, won as mayor of Bacoor in 2007. “It was one of the dreams of our constituents in Bacoor to transform the municipality into a city because it will bring progress,” Mercado-Revilla says. Mayor Strike and the barangay chairpersons convinced her to run as congresswoman of the district of Bacoor in the 2010 elections to push this agenda. So when Mercado-Revilla won the 2010 congressional race, she made the passage of House Bill No. (HB) 521, which sought to convert the Municipality of Bacoor into a city, as her top priority. Her husband, Senator Ramon “Bong” Revilla, Jr., authored the Senate version of the bill, which was signed into law as Republic Act No. 10160. This act created the City of Bacoor and was ratified in a plebiscite on June 23, 2012. Those were exciting times for the neophyte lawmaker because while performing her duties as congresswoman, she also decided to go back to school and finish her college education through ETEEAP, or the Commission on Higher Education’s (CHED) Expanded Tertiary Education Equivalency and Accreditation Program. This alternative learning program is geared towards working professionals who have not enrolled for or completed their bachelor’s degree. “Hindi ko natapos ang college education ko (I wasn’t able to finish college). But it was my dream to finish college because it’s an unfinished business for me. It was the dream of my parents for me to graduate college, but then I got married early, entered show business,” she says. In 2016, she became the first lady mayor of the City of Bacoor, a post she held until 2022. BACK IN CONGRESS Today, Mercado-Revilla has returned to Congress, picking up where she left off, after her victory as congresswoman of the Second District of Cavite in the 2022 elections. “I know I have some unfinished business as mayor, and the former congressman, Strike Revilla, who’s now mayor, also has unfinished business in our district. So whatever his unfunded and as such, unfinished projects were, I am now pushing for,” she says. Mercado-Revilla cites the delivery of health services as one of her key priorities as a lawmaker. Which is why she, together with her sons Rep. Bryan Revilla and Rep. Jolo Revilla III, filed HB 02534, increasing the bed capacity of Southern Tagalog Regional Hospital in the City of Bacoor. It started out as a district hospital, where the land it was built on was donated by her late father-in-law, Ramon Revilla, Sr. Recently, Senator Revilla, together with the Department of Health (DOH), provided funding for the construction of another building, named after her fatherin-law. “This expansion aims to increase the hospital’s capacity by adding more beds. We are gradually expanding both the number of beds and the range of services offered because this facility serves not only the entire Region IV-A, but sometimes even patients from Manila. It is crucial to secure adequate funding for the continued development of the hospital, along with the enhancement of its workforce,” says Mercado-Revilla. She has also filed a bill aimed at establishing nutrition departments across the Philippines. She believes that malnutrition is a pressing issue that we must address. And while we have the National Nutrition Council (NNC) in place, she believes that further support is needed to effectively implement its projects at the grassroots level. “We need to focus on this effort, work hand in hand with the Department of Social Welfare and Development (DSWD) and the Department of Agriculture (DA),” she says. Education is also a paramount focus in her legislative agenda. A project that holds a special place in her heart is the establishment of the Bacoor National Science High School, a commitment she made when she first took office in 2010. “I’m delighted to share that we have already signed a memorandum of agreement with the Department of Science and Technology (DOST) for the piece of land that they own. “They will collaborate closely with Department of Education (DepEd)-Bacoor, and adjacent to it, there will be Cavite State University (CvSU) Bacoor, an extension of CvSU specializing in science and engineering subjects,” she adds. The lady legislator is happy to share that upon her return to Congress, her office pushed for the conversion of Bacoor National High School - Tabing Dagat into an independent high school, bearing the name Mariano Gomes National High School. She co-authored the said bill with Rep. Bryan, Rep. Romulo Roman, and Rep. Rizaldy Co. Establishing schools within the Bacoor district posed a huge challenge, given the number of prerequisites involved, including securing the deed of donation for the land, enacting local ordinances by the local government and local school board, and ensuring proper budget allocations. So she’s pleased that this goal has finally been realized. Years of experience in public service have taught Revilla-Mercado that being a public servant is “a very selfless profession” and popularity alone doesn’t secure election victories. “You have to immerse yourself in the everyday life of your district, of your constituents,” she says. “We have two residences—one in Alabang and one in Bacoor—and when I was mayor, I really stayed in Bacoor, so dama ko ang traffic, dama ko ang baha, dama ko lahat. So ‘pag may sunog nandiyan kaagad ako. Dapat talaga ramdam mo ang problema ng constituents mo (I know the traffic situation, I know the concerns regarding flooding, I know their experiences. So when there is a fire incident, I make it a point to show up. A public official should really know the concerns of her constituents).” From her late father-in-law, Revilla, Sr., she learned to “Never settle for good, always aim for the best.” This principle continues to drive her actions, pushing her to give her best in everything she does. Serving as a legislator and formerly as mayor of the city of Bacoor, MercadoRevilla realized that collaboration between the congressional representative and the local government is crucial. “It is a major factor that we are in one team—the mayor of the city of Bacoor, myself, together with extra help from the Senate through Senator Bong Revilla, we are able to work hand in hand in terms of development and progress in our district and not only in our district, but also the whole province,” she says.

< Back A Seat at the Table: The Philippines’ Michelin Moment BY NEPHELINE LIM DACUNO THE MICHELIN GUIDE’S DEBUT IN THE PHILIPPINES HAS EVERYONE WATCHING FOR WHICH RESTAURANTS WILL EARN A STAR. BUT THE TRUE IMPACT GOES BEYOND RANKINGS—IT’S A GLOBAL SPOTLIGHT ON FILIPINO CHEFS AND THEIR RESILIENT, CREATIVE, AND HEARTFELT CUISINE. For years, Filipino cuisine has quietly commanded respect, from humble home kitchens to global food capitals. Now, with the arrival of the Michelin Guide, the Philippines stands at the threshold of international culinary recognition. But this moment isn’t just about the accolades. It is about affirmation, the stories simmered into every dish, the generations of craft, and the communities behind the cuisine. The stars will shine, yes. But the real light is in what they illuminate: a food culture ready to take its place on the world stage, not for show, but for soul. At the Rolling Stone Philippines inaugural event on March 21, 2025, held at the Maybank Arts Theatre in Bonifacio City, Taguig, Global Tourism Secretary Christina Garcia Frasco called the milestone “a powerful endorsement of Filipino talent.” She added, “We foresee that the presence of this world-renowned guide in the country will support our restaurant industry by increasing quality, ensuring employment retention, creating more jobs, and upskilling chefs and industry workers.” But the Michelin Guide goes beyond fine dining. It has the power to uplift communities, from chefs and restaurateurs to farmers, fisherfolk, and small business owners. Behind every beautifully plated dish is a network of hardworking individuals, and Michelin’s arrival is a long-overdue validation of their contributions. MICHELIN’S HUMBLE BEGINNINGS When people hear “Michelin,” two things typically come to mind: tires and top-tier dining. While the Michelin Guide is now synonymous with culinary prestige, its roots lie more in road trips than in recipes. The story begins in 1889, in the quiet French town of Clermont Ferrand, where brothers André and Édouard Michelin founded their tire company. At the time, France had fewer than 3,000 cars on the road. Determined to ignite the country’s motoring spirit, and, in turn, boost tire sales, the brothers launched a clever marketing tool: a red guidebook for drivers. It featured maps, roadside assistance tips, and practical information like where to refuel or f ix a flat. It wasn’t until 20 years later that food entered the picture. Originally handed out for free, the guides took on a new life in 1920 after André noticed one being used to prop up a workbench. The guides were relaunched for seven francs, now including listings of hotels and restaurants, particularly in Paris. The revamped Michelin Guide gained popularity, prompting the brothers to go one step further: hiring anonymous restaurant inspectors. Their job? Dine in secret, judge fairly, and elevate the best dining experiences across France. And so, a culinary institution was born, not from a kitchen, but from a garage. STAR CRITERIA It would take six years before the now-iconic Michelin star made its debut, and even then, restaurants could only earn a single star. It wasn’t until five years later that the full three-tiered system we know today was introduced, along with a set of strict and highly confidential criteria that continue to command respect, and anxiety, in kitchens around the world. To this day, those criteria remain unchanged. Inspectors look for five core elements: the quality of ingredients, the harmony and balance of flavors, the chef’s personality as expressed through the cuisine, consistency across visits, and technical skill. A restaurant that doesn’t meet the mark simply doesn’t get a star. One star means the food is very good for its category. Two stars? Worth making a detour. And three stars, the highest honor, signifies exceptional cuisine that justifies planning an entire trip around the meal. Restaurants that deliver high-quality food at reasonable prices are awarded the Bib Gourmand distinction, a recognition for exceptional value in dining. But here’s the twist: none of this takes into account the ambience, the service, or the decor. The plate is the story, and everything else, no matter how Instagram-worthy or fancy, is just background. Still, for chefs and restaurateurs, the looming question remains: how do you even know if a Michelin inspector pays a visit? The truth is, you don’t. Restaurants never know they’ve been evaluated until the results are published. And that’s the point. Inspectors operate under a veil of secrecy, booking under false names, dining alone or with friends, never dropping hints, and even changing personal details or switching contact numbers to ensure that the restaurant doesn’t catch any hint. Their job is to experience a restaurant exactly the way any diner would: no special treatment, no heads up, and no pressure to perform. In fact, Michelin inspectors expect to be treated like regular diners. They want to see the restaurant in its natural state, on a regular night, during regular service,with the usual rush and the usual flaws, because that is where the truth lies. The stars, ultimately, are earned not through spectacle but through quiet, relentless excellence. For chefs dreaming of stars, it is a long game. And for diners, it is a reminder that behind every star is a team showing up day after day, not for the spotlight but for the plate. SOUTHEAST ASIA’S CULINARY RISE When Vietnam received its first Michelin Guide on June 6, 2023, it marked more than just another entry in the iconic red book. For many, it was a celebration of national pride and a clear signal that Vietnamese cuisine had stepped confidently onto the global culinary stage. Vietnam became the fourth Southeast Asian country to be featured, joining Singapore, Thailand, and Malaysia in the ever growing Michelin map of the region. The Guide’s Southeast Asian journey began in Singapore in 2016, a fitting launchpad given the city-state’s unique ability to bridge street food traditions and fine dining excellence. Two years later, inspectors made their way to Thailand, focusing first on Bangkok before expanding coverage to culinary hubs like Phuket, Chiang Mai, and Pattaya. Today, Thailand’s Michelin selection includes 29 one-star restaurants, more than 180 Bib Gourmand picks, and over 200 total recommendations, each reflecting the depth and diversity of Thai cuisine. Malaysia is home to seven Michelin starred restaurants, including one that proudly holds two stars. Now, all eyes are on the Philippines. And this time, the anticipation feels different. With Manila and Cebu next in line in the country’s 2026 debut, the Philippines stands at the edge of a major culinary breakthrough. Filipino food, long praised by chefs and food lovers across the globe for its complexity, boldness, and heart, is finally on the verge of achieving one of the most prestigious honors in the dining world. Now that Michelin is coming, the Philippines stands ready, not to impress, but to share. Its cuisine speaks in quiet poetry, rich with history, soul, and the warmth of home. Ask any Filipino about the best dish they’ve ever had, and chances are, they’ll describe the one they grew up with at home. That’s the essence of Filipino cuisine: a love letter to culture and family. It’s a heartfelt hope that new diners (and inspectors) can taste that deep connection in every spoonful. WHY THIS MOMENT MATTERS The Michelin Guide is more than a list. It’s a cultural endorsement. While the economic impact of Michelin’s presence in Southeast Asia remains difficult to quantify, the influence is undeniable. The Guide brings heightened visibility that often translates into significant boosts for tourism, hospitality, and local economies. Michelin’s endorsement could position the Philippines as a top culinary destination, attracting international food lovers and tourists eager to explore its diverse flavors. In turn, local businesses and industries will likely see a surge in demand, strengthening the country’s tourism infrastructure. Michelin does more than list restaurants. It shapes the global perception of what a country has to offer, both culinarily and culturally. For chefs and restaurateurs, earning a place in the Guide can be transformative. For cities and regions, it’s a powerful tool for branding, investment, and tourism. For a country like the Philippines, with its deep regional diversity, vibrant street food culture, and a growing number of f ine-dining pioneers, the potential is enormous. But why did it take so long? The answer lies in the careful process Michelin uses to select countries for their prestigious guide. They don’t just pick a spot on the map; they look for places with a rich and diverse food culture. A country’s food scene is assessed not only on its regional variety but also on how well local products perform both at home and internationally. Fine dining plays a key role, too, with Michelin looking at how it contributes to the overall economic growth of a country. They also consider the accessibility of local produce for restaurants and how seasonality influences menus. The Philippines’ inclusion in the Michelin Guide is no coincidence. It is the result of years of growing recognition of the country’s culinary identity, bolstered by the support from national agencies like the Department of Tourism. Michelin’s inspectors are thorough in their selection process, evaluating the restaurant scene, the quality of local ingredients, and the distinctiveness of the cuisine. This is why Michelin’s upcoming launch in the Philippines feels like a milestone. A SEAT AT THE TABLE It’s also worth noting that the Michelin Guide hasn’t been blind to the Filipino palate. In fact, Chicago-based restaurant Kasama, led by chefs Genie Kwon and Timothy Flores, made history by becoming the first Filipino restaurant to be awarded a Michelin Star. This accomplishment highlights the growing global recognition of Filipino flavors and culinary techniques, showcasing the unique contributions of Filipino chefs to the international fine dining scene. The inclusion of the Philippines in the Michelin Guide is a testament to the country’s rising prominence as a global culinary destination. With Michelin inspectors coming to taste what the Philippines has to offer, it confirms that the country’s food scene is not just gaining attention but that it’s ready to claim its place among the world’s culinary elite. As the Philippines waits in the wings, there is a rare kind of energy in the air—one that comes not just from the hope of a star, but from the thrill of finally being seen. The Guide is about to discover something many already know: the most unforgettable flavors are often those that have been quietly simmering for generations.