< Back Inspiring Sustainability BY CAMILLE F. CABAL MAYOR RENE GUSTILO SHARES HIS HOMETOWN’SSUCCESS STORY ON CONTINUING AND PARTICIPATIVE LEADERSHIP—A LEGACY OF GOOD GOVERNANCE. W ith over 7,600 islands, the Philippines is a treasure trove of gems, each boasting of scenic views, rich culture, and unique delicacies. While some shine brightly, there are hidden jewels that are worth seeking out and one of them is the beautiful city of San Carlos in Negros Occidental. Led by Mayor Renato “Rene” Y. Gustilo, the 2nd class component city is flanked by major cities (Iloilo, Bacolod, Cebu, and Dumaguete) on all sides. With its accomplishments and attractions, however, it is only a matter of time before the city gets its time in the limelight. FROM A SMALL SITIO TO A SUCCESSFUL CITY San Carlos used to be a sitio within the Municipality of Calatrava. Eventually, San Carlos was able to advance on its own, becoming a separate municipality. On July 1, 1960, it was formally reorganized as a city. From the Silay Airport in Bacolod City, it takes up to two hours of land travel through winding, zigzag roads to reach San Carlos City. Regardless, the continuous trip was smooth because of the paved roads. “From the zero point going to all barangays, mountain roads, almost everything is concrete. Riding a bicycle to the farthest barangay is possible because of the concrete roads. Why? Because of continuity,” Gustilo proudly says, crediting the road development to the joint efforts of the current and past administrations. In 1999, the San Carlos local government established a 20-year Master Development Plan (MDP) that aims to establish energy-efficient infrastructure, promote economic productivity, and sustain social development and environmental protection. The MDP is handled by the San Carlos Development Board. Headed by a chairman and a vice chairman from the private sector, the board is responsible for managing and coordinating the development of the city. This mandates all current and future public government leaders to pattern priorities based on the development plan regardless of political party. With this, Gustilo stresses, the plans of the past, present, and future leaders of San Carlos are aligned to meet one goal anchored on the MDP. With no leader deviating from the plan thus far, it appears everything is full steam ahead for the developing city whose formula is based on unity and continuity. Aside from the concrete roads, San Carlos was also ahead of the rest of the cities when it comes to managing waste, protecting biodiversity, and utilizing water waste. In 1999, a waste management system was already put in place while the nationwide Ecological Solid Waste Management Act was only enacted in 2000. Gustilo shares that out of the 19 hectares allotted for their dumpsite, the city only occupies five hectares so far because the city implements strict waste segregation. He adds that the next goal is to implement waste-toproduct technology in the city which he claims is already funded and when pushed, the city will be able to transform used plastics into school armchairs and other products. Aside from that, the city also has various wastewater treatment facilities in place and Gustilo already set aside funds for the establishment of the septage treatment plant to manage septic tank problems in every household. Everything we’ve done, these are all part of the Master Development Plan. But do we stop there? No, we have to continue. The city also regulates the use of single-use plastic especially in the wet market. The vendors replaced singleuse plastics with leaves of the binunga (Macaranga tanarius) tree. According to Engineer Arthur Batomalaque, the city’s Integrated Waste Management/ Pollution Control division head, using binunga leaves as temporary packaging is more effective than using banana leaves because they are less prone to tearing. In addition, the city boasts of the 405-hectare San Carlos Ecozone, the first Economic Zone in Negros Occidental. Located here is the San Carlos BioPower (SCBP), San Carlos Bioenergy Incorporated (SCBI - Ethanol Plant), San Carlos Solar Energy Inc. (SACASOL) and SACASUN (San Carlos Sun Power, Inc.) with a total installed capacity of more than 100 Megawatts (MT). It can power the entire city and even export power to nearby regions. Guided by the master plan, Gustilo is aware that he has to do his part in developing the city and preparing it for the next generation of leaders. LEAGUE was shown around the City Hall Annex that is currently under construction and the lot purchased by the city for the utilization of the succeeding mayors should they want to add more infrastructures. Naming a few of the many things San Carlos has accomplished, Gustilo reveals that all their efforts have earned them Galing Pook Awards and six consecutive Seal of Good Local Governance (SGLG) awards, claiming they are one of the few local government units (LGUs) in the country to receive the award six consecutive times. And they have set their sights on attaining the seventh. BEING A FATHER TO THE CITY Growing up, Gustilo wanted to do a lot of things. He recalls wanting to be a doctor, pilot, or soldier when he was in high school but then college happened and it led to a paradigm shift. He saw the importance of agriculture for the community so he enrolled in the College of Agriculture in Silliman University, a private university in Dumaguete City. While he was not able to finish his degree, politics still never crossed his mind. Like most politicians who just found themselves thrust into governance, Gustilo was also persuaded by the people to run for public office. He shares that some barangays in the past had no electricity access and would borrow generators from his business’ factory for their festivities. Eventually, they brought up the idea of Gustilo running for an elective post and pledged their support should the day come. In 1998, Gustilo ran for the first time and won as a councilor, serving the city for nine years. Despite having little to no reputation at the provincial level, he then tried his luck and landed a seat in the provincial board, serving for another nine years. Eventually, Gustilo went back to the city and served as vice mayor for one term before running for the mayoralty. From his first stint in public service until now on his second term as mayor, Gustilo proudly reveals that he has never lost an election. “It’s rare, I guess, for a college dropout to finish full terms as a councilor and then a board member. Now, I hope I get to finish another three terms as mayor. What more can you ask for in life [after that]?” Gustilo muses when asked about his proudest moments. Revealing more about his personal life, Gustilo admits he is pure Chinese. “Gustilo” is the last name his father adopted to become a naturalized Filipino. Three of his siblings were also naturalized Filipinos while he and two other siblings are natural-born citizens. Another fun fact Gustilo shares was his smoking habit which started when he was in Grade 4. But then he became vice mayor and was pushed by then Mayor (now Congressman) Gerardo Valmayor, Jr. to follow the “No Smoking” ordinance. As someone who had a two-cigarette-packsa- day smoking habit, Gustilo admits that he had a hard time complying with the law because it meant having to look for private and legal spots to smoke in. Naming a few of the many things San Carlos has accomplished, Gustilo reveals that all their efforts have earned them Galing Pook Awards and six consecutive Seal of Good Local Governance (SGLG) awards. “I would smoke in a privately-owned football field. After a few sticks, I would go back upstairs. After a short while, I would crave for another cigarette so I would go downstairs again to smoke. Then I realized that I was leading a bad example especially that I was the vice mayor so I decided to stop,” Gustilo narrates. Realizing that he was setting a bad example to his children, his constituents (which he considers an extension of his family), and his staff, Gustilo went cold turkey, adding: “I have my office as vice mayor, I could not show my employees that I’m smoking inside the office because then I’d be setting a bad example.” As of the interview, Gustilo has not smoked for seven years already but shares that according to his doctor, he needs three more years of being smoke-free to finally be rid of the temptation. His children, he reveals, were happiest about his decision to quit smoking because they hated the smell of cigarettes and were concerned for his health. AN IDEAL COMMUNITY While Gustilo credits the majority of the projects in San Carlos to the previous mayors, he also shares programs he is proud to have started during his administration. Among those is the creation of the Heritage, Culture and Arts Council, a council that started during the pandemic to revive the celebration of the local culture. One of the first goals of the council was to form their city’s own orchestra and vocal ensemble—a feat, Gustilo shares, that would be a first for their province. Several talents hailing from their city were recruited to join the team—the San Carlos City Chamber Orchestra & Vocal Ensemble (SCCCOVE). However, one setback was the financial incapability of members to undergo lessons or purchase instruments. Gustilo hired an instructor under the condition that he will train future members for free and that the city government provided the equipment needed. This orchestra has already performed in Glorietta during the Negros Trade Fair and impressed the audience who was blown away by the sheer talent of the small city orchestra. Aside from musicians, Gustilo also supports aspiring athletes in the city. The city government allows the free use of public courts and they also hired coaches for lawn tennis, table tennis, basketball, badminton, volleyball, football, boxing, and even taekwondo to train the youth for free. During LEAGUE’s visit, the city was hosting a tennis tournament called the Unified Tennis Philippines (UTP) Elite 8 Championships where the country’s top 8 tennis players were competing. Present at the event was Mr. Jacinto Tomacruz III, the board director and general manager of Unified Tennis Philippines, the overall sponsor of the tournament. Tomacruz vouched for San Carlos’ tennis program: “Imagine, the coaches were hired by the LGU and then conducted an all-year-round free tennis program for the youth of San Carlos. That’s very rare; the youth of San Carlos are very lucky because tennis is a very expensive game.” He adds that the free dorm for players including guest players is very important since not all athletes can afford to rent a dorm when visiting another city for a tournament. Tomacruz was referring to city government-owned San Carlos Tennis Center, with a two-storey dormitory which can accommodate up to 65 guests. “Everything we’ve done, these are all part of the Master Development Plan. But do we stop there? No, we have to continue. We are currently planning the next 20 years because it is our duty to look out for the best interests of the people of San Carlos,” Gustilo ends.

< Back Hotel101 Madrid, the first Filipino hotel in Europe, will open in December 2025, just in time for the F1 Grand Prix, highlighting Filipino entrepreneurship in global hospitality. BY ATTY. PAULA ZAYCO ABERASTURI In a landmark achievement for Philippine-led global hospitality brand Hotel101 Global, the company has officially celebrated the topping-off of its flagship Madrid development. This construction milestone marks the structural completion of Hotel101 Madrid and reaffirms the company's commitment to delivering its first European project on schedule. The hotel is on track for a grand opening in December 2025, just in time to welcome guests for Madrid’s inaugural Formula 1 Grand Prix in 2026. Hotel101 Madrid is poised to become one of the top five largest hotels in the Spanish capital, strategically located in the Valdebebas district. The property sits near key destinations including the Adolfo Suárez Madrid-Barajas Airport, the IFEMA Convention Center, and the Real Madrid Sports Complex. Its proximity to the future Formula 1 racetrack further enhances its appeal as a hub for tourists, business travelers, and motorsport fans alike. The topping-off ceremony represents more than a construction milestone and signals the growing global presence of Filipino entrepreneurship. Hotel101 Madrid is the first European development of Hotel101 Global, the international brand of DoubleDragon Corporation, co-founded by visionary entrepreneurs Edgar "Injap" Sia II and Tony Tan Caktiong, the latter best known as the founder of Jollibee Foods Corporation. This expansion is a historic step forward, not only for the company but for the Philippine business community as a whole. “We are proud to be raising the Philippine flag in Spain through Hotel101 Madrid, and to be nearing our goal of being the first Filipino company to have a subsidiary listed and traded on Nasdaq,” said Sia. “This milestone brings us closer to our vision of becoming one of the top five largest hotel brands globally by 2035.” INVESTMENT MADE SIMPLE Hotel101 Global is built on a hybrid condotel model that has proven attractive to international investors, and also overseas Filipinos. The model allows individuals to purchase hotel units as investments and earn passive income from a pooled revenue system, while Hotel101 takes full responsibility for operations and maintenance. This hassle-free, high return investment structure is especially appealing for those seeking global real estate exposure without the complications of traditional property management. Each Hotel101 unit features a standardized smart hotel room layout designed for comfort, efficiency, and operational simplicity. Guests can expect consistent quality across all properties worldwide, with amenities including swimming pools, fitness centers, and all-day dining options. This commitment to uniformity is part of the brand’s broader "investment made simple" development strategy, allowing Hotel101 to scale efficiently across global markets without sacrificing quality. Hotel101 Global's ambitious expansion plans also include upcoming developments in Los Angeles, California, and Niseko, Japan, further testament to its international growth strategy. The Madrid project, however, holds particular significance as it serves as the gateway for Filipino businesses into the European Union, one of the most competitive and prestigious markets in the world. This European debut is both symbolic and strategic. With the resumption of negotiations for the EU Philippines Free Trade Agreement (FTA), Hotel101 Madrid stands as a beacon of opportunity, showing what Philippine companies can achieve on the global stage. The FTA aims to boost bilateral trade, improve investment flows, and establish a more predictable business environment between the Philippines and EU member states. As the first Filipino hotel brand to plant its roots in Europe, Hotel101 Global demonstrates the readiness of Philippine enterprises to align with global standards, attract international capital, and compete at scale. The socio-economic ripple effects of this achievement are substantial. Hotel101’s international growth creates new job opportunities for Filipinos, both at home and abroad. From architects and designers in Manila to operations and support staff in Madrid, the brand generates meaningful employment across the value chain. The project also empowers overseas Filipino workers by providing them a chance to invest in a global asset backed by a brand they trust. Moreover, the success of Hotel101 Global strengthens the Philippines’ position as an emerging player in the international business community. It promotes the country as a source of high-quality, scalable enterprises capable of delivering world-class services. By creating a recognizable and trusted Filipino brand overseas, Hotel101 fosters national pride and sets a precedent for other homegrown companies to follow. As Madrid gears up for the prestige and excitement of hosting its first Formula 1 Grand Prix, Hotel101 Madrid is perfectly positioned to ride the wave of global attention and economic activity that the event will bring. The hotel is expected to accommodate a surge in international guests, providing them with a modern, efficient, and uniquely Filipino hospitality experience. With the topping-off milestone now achieved, Hotel101 Madrid enters its final phase of construction and pre-opening preparations. It hopes to open its doors by the first quarter of next year. As the project moves forward, it not only reaffirms the company’s commitment to excellence but also underscores a larger narrative: that Filipino brands are ready to make their mark on the world stage. For Investment Inquiries Or Booking Updates, Visit Www.hotel101global.com .

00000000-0000-0000-0000-000000000003 BACK READY FOR MORE The three-time majority leader, Senator Migz Zubiri reveals his humble beginnings, from being a nervous neophyte to being the picture of confidence in the Senate. BY GODFREY T. DANCEL PHOTOGRAPHY BY RENJIE TOLENTINO An abstract painting greets visitors upon entering Senator Juan Miguel “Zubiri” Zubiri’s office unit at the Senate building. A collection of photos of him visiting different parts of the country, as well as some other paintings, line the wall across the tables of his office staff. Inside his actual office are yet more paintings. Behind his desk are crystals, fossils, and photographs of his family and him with his constituents over the years. The eclectic collection of art pieces, photographs, and natural wonders may seem discordant at first, but actually come together to produce a calming vibe amidst the obvious ardor of his staff attending to different concerns. The scene is a testament to how the Senate majority leader’s attention to detail and zeal for work has rubbed off on his staff. Initiation into Public Service “I had no dreams of becoming a politician or a public servant. I wanted to be a vet,” Zubiri reveals. After finishing his secondary education at Colegio San Agustin in Makati, he entered the University of the Philippines (UP) Los Baños to pursue his “first love,” which is to become a veterinarian. This was not surprising, as even if he had been born in and was studying in Metro Manila, he had spent all his summers and school breaks in Bukidnon. “That is how I grew up—exposed to farming, to the beautiful environment there, the communities that we had to work with [later on],” the senator says. Senator Zubiri’s father, then-Congressman Jose Maria Rubin Zubiri, Jr. of the third district of Bukidnon, talked him out of his original plan. The young Zubiri eventually decided to take an Agribusiness course, after completion of which he settled in Bukidnon to manage their farm. With this, it was inevitable for Zubiri to be exposed to public service. .... BUY MAGAZINE NOW TO READ FULL ARTICLE BACK

ea0e44a9-625d-4a82-accd-4201bca61f18 BACK STRENGTH IN CARING Fulfillment in public service comes from genuine compassion. Since she was elected, Mayor Gwen Palafox- Yamamoto became the mother of Bani, Pangasinan. BY HELEN HERNANE PHOTOGRAPHY BY DANIEL SORIANO There is this one event,” Mayor Gwen Palafox Yamamoto shares when asked about what got her into public service. “My father ran for mayor around 2007 and I was his spokesperson then. We went to this one sitio and may nilapit sa ’kin na bata. Marami siyang butlig sa katawan. Humihingi sila ng panggamot. Nagkataon na merong medical mission three days later kasi my father’s side ay puro doctors. Turns out, kulang sa Vitamin A ‘yung bata. ‘Di ko makakalimutan ‘yun (some people sought my attention for this child. He had many bumps all over his body and needed medicine. Fortunately, there was a scheduled medical mission three days later because my father’s side of the family is full of doctors. Turns out, the child had Vitamin A deficiency. I never forgot him).” Yamamoto’s father, Facundo Palafox, lost that election, but she never forgot the child. “Simpleng vitamins, hindi nila kayang makuha. What more pa kaya ‘yung ibang mas matindi ang pangangailangan (It was just vitamins and they had no help. [I can only imagine] how much more difficult it is for others who have more pressing needs)?” That pushed her to run for councilor in the next election. Now, Yamamoto reveals, the child is already a teenager and is doing well. A Mother’s Instinct The young mayor always remembers the children’s stories. She recalls a malnourished child who walked to school for 12 kilometers each day. Yamamoto made it a point to track his health until he eventually reached a normal, healthy weight. Another teenager had a hole in his heart and needed to be operated on. Fortunately, the mayor quips, she has friends in the Philippine Children’s Medical Center (PCMC) in Quezon City. “This was five or six years ago. Now he’s studying in college and has a girlfriend. Every year, he thanks me and I always tell him that I didn’t do this to get people’s gratitude,” Yamamoto stresses. “But if you can, pay it forward. Kung may taong nangangailangan, dalhin natin sa ospital. ‘Yung tatay niya, tuwing may kailangan dalhin sa PCMC, siya ang tagadala namin. Nakakatuwa kasi marami na rin siyang natulungan (If someone needs help, let’s bring them to the hospital. His father always volunteers to drive if we need to bring someone to PCMC. It’s heartwarming because he’s helped so many people).” It’s no wonder that the mayor gravitates towards helping young children because as a mother herself, Yamamoto feels their parents’ ... BUY MAGAZINE NOW TO READ FULL ARTICLE BACK

< Back LEAGUE OF MUNICIPALITIES For the Service of the People Last March 19 and 20, the League of Municipalities of the Philippines (LMP), a formal organization that unites all the municipalities in the country, gathered together for a two-day forum, to address the major current issues facing local government units. The forum tackled “federalism and the fate of LGUs,” grant assistance for grassroots human security projects, the Build, Build, Build campaign and its role in federalism, IRA, and many more. In attendance were some of the government’s top executives including LMP National President Mayor Maria Fe “Bubut” Villar Brondial, Sen. Koko Pimentel, Sen. Cynthia Villar, Sen. Sonny Angara, Sen. JV Ejercito, Sen. Nancy Binay, Sen. Juan Miguel Zubiri, Presidential Spokesperson Harry Roque, DOLE USec Jing Paras, DA Sec. Manny Piñol, DPWH Sec. Mark Villar, DENR Sec. Roy Cimatu, DILG Sec. Eduardo Año, Mayor Joseph Estrada, and President Rodrigo Roa Duterte, who closed the event with an inspiring speech. Click here to read full article for free

< Back Moving Forward ANTIQUE RESIDENTS AND PEACEKEEPING BODIES RECEIVE AID The Provincial Government of Antique, presided by Governor Rhodora “Dodod” Cadiao, led the food supply and financial assistance program last November 13. The food was given to members of the Philippine National Police, Philippine Army, and other related agencies tasked with keeping the peace and order and public safety of Antique. There were P500,000 worth of food supplies, consisting of 120 bags of rice, noodles, canned goods, biscuits, coffee, and candies. Advocating for the continued peace and order of the province, Governor Cadiao allocates budget for the peacekeeping bodies who go to mountainous areas in Antique. On the other hand, the financial aid amounting to P84,000 was awarded to 29 recipients of the Kabalaka Kang Gobernadora sa mga Lolo kag Lola Program and to the five chosen recipients of the Aid to Individual in Crisis Situation (AICS). A wheelchair was also given to a disabled resident of Patnongon, Antique. Click here to read full article for free

< Back MODERNIZING FILIPINO SKILLS BY CAMILLE CABAL PHOTOGRAPHY BY ROMEO PERALTA JR. Technical Education and Skills Development Authority (TESDA) Director-General Isidro “Sid” S. Lapeña believes that improving the country’s system of training and capacitybuilding is essential to meet and surpass global standards. When President Rodrigo Roa Duterte appointed his Cabinet members, some expressed their concern about his proclivity for appointing retired generals and military veterans. Age aside, they were also questioned about their qualifications for the role. Prior to his appointment as TESDA director general in 2018, Secretary Isidro “Sid” S. Lapeña had already proven his mettle in government work—from being the chief of the Philippine Drug Enforcement Agency (PDEA) in 2016 to spearheading the Bureau of Customs (BOC) in 2017. PROVIDING TRAININGS AND JOBS DURING THE PANDEMIC Unemployment has always been one of the biggest problems plaguing the Philippines. From 2.26 million jobless Filipinos in 2019, the number surged to 4.5 million in 2020 due to the COVID-19 pandemic. Millions were displaced from their jobs, especially in services and agriculture. As the agency that is helping the country’s workforce gain more skills and technical knowledge, it was also a challenging journey for TESDA. However, TESDA did not leave the Filipinos disappointed through their continuous assistance in reskilling workers, leading them to other opportunities or to return to their former jobs. Since TESDA has been providing onsite training, many of their classes were put to a halt by the lockdown. From over two million enrollees in 2019, the enrollees of TESDA technical-vocational (tech-voc) programs dropped to around 700,000 in 2020. On the other hand, the decrease in tech-voc enrollees gave way for the increase of enrollees and graduates of TESDA Online Program (TOP). TESDA was surprised with the distinct increase in the number of registrations in courses that can be done at home like housekeeping—gaining an 816 percent increase in registration and 925 percent increase in enrollment in 2020. The agency continued to add more programs to benefit the Filipino people while staying at home. From 68 online courses, the agency now has 141 online courses, including “Harnessing Social Media to Expand your Business,” and “Getting

< Back Putting Local Governance at the Forefront BY GODFREY T. DANCEL INTERIOR AND LOCAL GOVERNMENT SECRETARY BENJAMIN ABALOS, JR. STRESSES THE IMPORTANCE OF MAKING THE PEOPLE, FEEL THAT THE GOVERNMENT IS READY AND ABLE TO RESPOND TO THEIR NEEDS. To say that the Department of the Interior and Local Government (DILG) is in good hands would be an understatement. With his background in the fields of law, local governance, as well as local and national legislation, Secretary Benjamin Abalos, Jr. was among the first Cabinet members that President Ferdinand “Bongbong” Marcos, Jr. named as part of his official family. Abalos readily accepted the challenge of leading one of the most important executive departments, even as he noted the DILG’s important role in promoting peace and order and bringing together local government units (LGUs) with the goal of ensuring the effective and efficient delivery of basic services to every Filipino. And with the first year and a half of the Marcos administration having gone by, he wants to make the most of the remaining four and a half. “What I do right now are things that I only dreamt of doing when I was a mayor, but I cannot do because of the limits of my office then. Now it’s an opportunity for me to do things that I know will make a bigger difference,” he says. “So for each day that is given to me right now, knowing that the next years will go by very fast, I try to give it my best. No time is wasted.” Favorable public opinion as reflected in surveys such as the one by RP Mission and Development Foundation earlier this year only serve to fuel the secretary’s will to serve. “Lo and behold, I was surprised with the rating [because] all that I did was just do my job. You know, it’s as simple as that,” he says. In said survey, Abalos had the highest trust and performance rating among Cabinet members. His marks were virtually same as those of the president and vice president. SOLID BACKGROUND IN LOCAL GOVERNANCE Abalos’ sterling performance comes as no surprise. After all, he has been in public service for almost three decades. He first made his mark as a member of the Mandaluyong City Council, being elected to the body in 1995. Three years after, he became the city’s chief executive, eventually cementing his place in Mandaluyong’s history by transforming it into the “Tiger City of the Philippines.” He built on the gains from the foundations laid by his father Benjamin Abalos, Sr., who had served as mayor from 1986 to 1998 (with a brief break in 1987). By 2002, during the younger Abalos’ second term as mayor, Mandaluyong had become a boom city, according to the Department of Trade and Industry (DTI) and the Asian Institute of Management (AIM) Policy Center’s Philippine Cities Competitiveness Ranking Project (PCCRP). With Abalos at the helm, Mandaluyong became a leading business and industrial center in the country, with its annual income rising from Php41 million in 1986 to Php1.2 billion in 2001. After a three-year gap during which he served as the city’s congressman, Abalos returned to city hall in 2007 for the first of three consecutive terms. Recognizing the mayor’s leadership, his peers from all over the country elected him as president of the League of Cities of the Philippines (LCP). He concurrently headed an even bigger organization, the Union of Local Authorities of the Philippines (ULAP), composed of over a million elected and appointed local officials, including provincial governors, mayors, and Sangguniang Kabataan officials. Abalos’ term as representative of the Lone District of Mandaluyong was marked by the same brand of competent leadership he showed as mayor. One of his major contributions was Republic Act No. (RA) 9397, which made it easier for the government to dispose of parcels of land to beneficiaries of government’s housing programs. In January 2021, Abalos was named chairperson of the Metropolitan Manila Development Authority (MMDA). He adopted “MMDA at Your Service” as the agency’s slogan and endeavored to provide quality, efficient and prompt services in order to bring about a safe, livable, and workable Metro Manila for everyone. Abalos also successfully led the unified efforts to combat COVID-19 in the National Capital Region (NCR). Following his appointment as DILG secretary, Abalos echoed the call for national unity. His is the unenviable task of assisting the president in exercising general supervision over local governments as well as the Philippine National Police (PNP), the Bureau of Fire (BFP) Protection, and the Bureau of Jail Management and Penology (BJMP). “WE GOT THREE THINGS GOING. NUMBER ONE, WE VALUE FAMILY AS AN INSTITUTION. NUMBER TWO, WHATEVER RELIGION WE HAVE, ALL OF US ARE VERY, VERY RELIGIOUS. AND NUMBER THREE, THE SPIRIT OF BAYANIHAN, OF HELPING EACH OTHER. THESE THREE THINGS WILL CARRY US THROUGH IN THE WAR ON DRUGS.” GOING NATIONAL The Ateneo de Manila School of Law alumnus identifies three issues he wants to focus on at the national level, knowing how clear strategies that have been applied in Metro Manila could work not just in other regions but in the whole country. “Number one is having a uniform policy on solid waste management,” Abalos shares. “During my time at the MMDA, I had the chance to work on something like this.” The secretary notes two important things about solid waste management: that it is hard when LGUs have their own policy that is not attuned to those of others, and that using the landfill system comes with various challenges. “The problem with landfills is that once they get filled up, you will have a very big problem,” he says, recalling how he had to act proactively in order to avoid the possibility of a garbage crisis in Metro Manila when he was still at the helm of MMDA. “But what if you’ve got this waste-to-energy program? Meaning in each landfill site, we will convert the energy from trash into electricity.” Abalos recalls how he talked to the operators of the three biggest dumpsites where Metro Manila trash goes, and told them he does not want any garbage crisis, and the way to do this is through a trash-toenergy system. “But it should be self-sustaining,” he adds. “If you have a waste-to-energy project, [you will be able to address your garbage problem]. At the same time, you produce electricity, which could even be given for free to the whole city.” A uniform traffic system akin to the one in Metro Manila is another Abalos priority. “With the help of Atty. Romano Artes of MMDA and all of the mayors, Metro Manila has adapted the unified single ticketing system. The dream: for this single system to be applied to the whole of Metro Manila [after the pilot run] because the 17 LGUs have very porous borders. They’re very close to each other. That was the secret in the war against COVID-19: having a single policy. If you could replicate this approach with regard to other issues like traffic, that will really help a lot.” “The goal here is for people not to be inconvenienced. Just imagine how convenient it would be for people. You are issued a traffic violation ticket in one LGU and that ticket will be recognized all over. It’s always for public convenience mostly.” It is this kind of convenience that Abalos wants motorists all over the country to also experience. “The war on drugs is also very important for me,” Abalos continues. “Now we have this Buhay Ingatan, Droga’y Ayawan (BIDA) Program, which means that we focus not only on supply reduction. The focus is no longer just the apprehension of drug pushers, et cetera by the PNP, Philippine Drug Enforcement Agency (PDEA), and National Bureau of Investigation (NBI). Equally important is supply reduction, addressing the issues about drugs on the ground and how to keep the number of those already using drugs from rising.” The BIDA Program, as described in the DILG website, is the department’s response to the need for “an intensified and more holistic campaign against illegal drugs to reduce drug demand in the communities.” It underscores various law enforcement agencies’ “continued intensity in the war against drugs within the framework of the law, with respect for human rights, and complemented by rehabilitation and socioeconomic development.” It should not only be to penalize, but to correct and rehabilitate, Abalos says of the criminal justice system’s approach to drug offenders. “They must be penalized for what they did. That’s the price they have to pay. But at the same time, their behavior should be corrected.“ Such an approach, he says, will also solve the problem of jail congestion. He reveals that 70 percent of those presently incarcerated have drug-related cases. With repeat offenders at almost 30 percent, Abalos says government must still be present in the ex-convicts’ lives so that they do not end up in jail again. The answer, he says, is to create halfway houses. These will serve as temporary homes for ex-convicts as part of their reintegration to society. Skills they learned in jail, such as baking and handicraft-making, will come in handy as they prepare to have gainful employment. WHOLE-OF-NATION APPROACH Abalos subscribes to the idea that it takes more than one sector of society to solve serious problems. The BIDA program is one showcase of such. While the DILG takes the lead in the areas of policy formulation and overall program implementation, LGUs are in charge of mobilizing stakeholders and operationalizing program components on the ground. “Each and every sector of society, each and every group [in the community], has a role to play here,” Abalos states. This includes individual families, schools, private companies, even religious groups. Abalos is confident that BIDA’s unified approach to the drug problem will bring positive results, especially as it is in sync with the Filipino culture. “We got three things going. Number one, we value family as an institution,” Abalos states. “Number two, whatever religion we have, all of us are very, very religious. And number three, the spirit of bayanihan, of helping each other. These three things will carry us through in the war on drugs,” he stresses, while also underscoring that the program includes anti-drug abuse education being part of national government projects, LGU events, and school activities. Among the national government agencies that have expressed support for the multipronged anti-drug program are the Philippine Drug Enforcement Agency (PDEA), Department of Justice (DOJ), Department of Labor and Employment (DOLE), Department of Education (DepEd), and Commission on Higher Education (CHED). Local government leagues, like ULAP, LCP, League of Municipalities of the Philippines (LMP), and Liga ng mga Barangay have also pledged support. Religious entities such as the Roman Catholic Archdiocese of Manila, Imam Council of the Philippines, and Iglesia ni Cristo, as well as professional organizations, like the Integrated Bar of the Philippines (IBP) and Junior Chamber International (JCI) have likewise assured the DILG of their support. BRINGING GOVERNMENT TO THE GRASSROOTS With his vast experience in local governance, Abalos believes that it is best for government officials to go down to the grassroots and bring essential services to the people. He looks back at his successful Pamahalaan sa Pamayanan program when he was still Mandaluyong City mayor. “Every Saturday, I would gather city hall employees, from those dealing with health, to legal, to business, and bring them to one barangay. There, we provide government services because weekends are when people are in their houses,” he recalls. “So you will see children getting vaccinated or free haircuts and the elderly having medical and dental checkups and receiving eyeglasses. You even see pets getting vaccinated or neutered for free. Even the legal and business-related services are free. And then you get a dialogue with the mayor. So we bring the government to the grassroots.” “That’s what I’ve been doing here in the DILG, bringing institutional changes,” he says. “Yes, bringing government to the grassroots, but now it’s much broader. Broad, so you could always see me Dahil nagawa mo ito, doon papasok ang pagkakaisa (It is important that the people, especially those in need, feel the presence of government. Once this happens, you can say that you have succeeded. You have brought services to them, and made them aware of their rights. With this, unity couldn’t be far behind).” With a competent and experienced leader like Abalos at the DILG’s helm, local governance will surely be given the attention it needs. And with this, Filipinos, even in the remotest of communities, will be given the kind of genuine public service that they deserve. going around. You see, the concept is so simple. Just have people feel government, and that in itself is no small victory.” Abalos reveals going to remote places, islands-provinces, even the Municipality of Kalayaan in Palawan province, to interact with the people. “Importanteng maramdaman nila ang presensya ng gobyerno. Lalo sa mga nangangailangan. Kapag maramdaman nila ito, doon mo makikita na talagang naging matagumpay ka. Dahil ibig sabihin, naibaba mo ang serbisyo at naipaunawa mo sa kanila ang mga karapatan nila. Dahil nagawa mo ito, doon papasok ang pagkakaisa (It is important that the people, especially those in need, feel the presence of government. Once this happens, you can say that you have succeeded. You have brought services to them, and made them aware of their rights. With this, unity couldn’t be far behind).” With a competent and experienced leader like Abalos at the DILG’s helm, local governance will surely be given the attention it needs. And with this, Filipinos, even in the remotest of communities, will be given the kind of genuine public service that they deserve.

< Back Portrait of the Teacher as Lawmaker BY GODFREY T. DANCEL An academically outstanding and socially aware student, a conscientious teacher, a no-nonsense lawmaker. This, in a nutshell, is how Marikina 2nd District Representative Stella Luz A. Quimbo’s traits could be summarized. From molding young minds to helping her constituents solve their concerns through efficient public service to helping craft important pieces of legislation, Quimbo has proven herself as a worthy public servant. Who exactly is this lady legislator, who was recently named as one of the country’s top performing congresswomen? NO STRANGER TO PUBLIC SERVICE Despite being elected to Congress only in 2019, Quimbo is no stranger to public service. “I actually started public service in 1992 as an economics professor at the University of the Philippines Diliman,” she recalls joining the UP School of Economics (UPSE) faculty after graduating summa cum laude from the same institution in 1991. She eventually finished her masteral (1993) and doctoral studies (2000) at the UPSE. She also earned another masteral degree, this time in Competition Law, from the Dickson Pool School of Law King’s College London in 2019. After serving as department chair of the UPSE from 2012 to 2015, Quimbo was appointed as one of the original commissioners of the Philippine Competition Commission in 2016. The PCC is a quasi-judicial body created to promote and protect market competition. It protects consumer welfare by providing consumers access to a wider choice of goods and services at lower prices and promoting a competitive business environment by enforcing the rules of fair market competition. During her two-year tenure at the commission, Quimbo actively took part in deciding on cases involving firms in the fields of power generation, transportation services, consumer goods, as well as communications and digital entertainment. FROM TEACHER TO LAWMAKER Quimbo points to her experience as a college professor and her good working relationship with former Marikina 2nd District Representative Miro Quimbo as major factors that have helped define her approach to her job as a lawmaker. “As an economist, I don’t deal with people unprepared. I have to look at the data, or the history, or theory behind things. I have my bases, so I am prepared. I was a teacher for six years so I am used to explaining the nitty-gritty of things,” she shares. As for her partnership with Cong. Miro, Quimbo says “it’s a good tandem, because he has many brilliant ideas, and I am the one who brings structure to the conversation. So when we work together, whatever idea or proposal we are discussing, such is polished. So that’s how we work.” GUIDED BY HER SOLID BACKGROUND AS A PUBLIC SERVANT, TEACHER STELLA QUIMBO OFFERS VALUABLE INSIGHTS ON HOW TO ADDRESS THE PROBLEMS THAT THE CITY OF MARIKINA CONTINUES TO FACE. Quimbo reveals that running for a congressional seat in 2019 was not part of her plans. “Actualy, I just got lost in the woods, so to speak. My husband was graduating from Congress and we needed someone who could assure the continuity of his programs, particularly those on scholarships, improvement of schools, and teacher engagement, among others. It was but proper that a teacher should continue such. And I am a health economist; education and health are intricately related so, in the end, I decided to take on the responsibilty,” she shares. The change in career, however, did not mean that Quimbo also changed her approach to the tasks at hand. “Overnight, I went to this new field. I brought with me my way of life as a teacher, as an economist. So, naturally my approach to legislation and related tasks is structured,” she states. TEACHER STELLA Almost a decade after she left the academe, Quimbo is still affectionately called “Teacher Stella.” This is a part of her identity that she has taken to heart for a number of reasons. The lawmaker reveals that those who do not know her often have a hard time understanding her persona. “Many people are initially intimidated when they meet me for the first time,” she starts. “But they seem to understand me better, understand my persona better, when they realize that I am a teacher. That is why when I first ran for congresswoman, I introduced myself as a teacher. And because of that detail, my constituents readily embraced me. That single word actually captures everything that I am.” Although admitting that she is “not a very patient person,” Quimbo stresses that she is, in fact, “a very patient teacher.” She shares, “I often get teased, asked how I could be such a patient teacher when I am not a very patient person at all. As a teacher, I will not stop until I can see in the eyes of my students that they have understood what I am trying to explain. I do not mind saying things repeatedly, in many different ways, until I see that my students are able to fully understand the concept I am discussing.” Another trait that Quimbo possesses is making sure that she is prepared for any task at hand. “I put in a lot of time before I actually do something,” she shares. “There’s a lot of hard work that goes into what every teacher does. For every hour of classroom teaching, for instance, I put in 12 hours of preparation. Even if I have taught a course many times, repeatedly, I still have to prepare thoroughly. I have to keep up with the literature.” The above-mentioned traits that have shaped Quimbo as a teacher are the same traits that continue to define her as a lawmaker in particular and public servant in general. “Even here in Congress, sometimes they call me a teacher. I usually end up being approached by my colleagues about technical matters, especially those related to economics. They have seen that in my interactions with officials of different agencies, we are able to thoroughly discuss technical aspects of even complicated topics, so they ask me questions on the side. And my fellow lawmakers say that I am still very much a teacher, so they ended up still calling me Teacher Stella,” she explains. A CHALLENGING FIRST TERM Quimbo’s first foray into electoral politics was not without challenges. First, her eligibility to run was questioned. Even as she was able to hurdle the initial challenge and won the elections, a petition was filed at the House of Representatives Electoral Tribunal (HRET) to nullify her victory. With this, the spectre of her being expelled from the Lower House was omnipresent. The situation, however, did not dampen Quimbo’s resolve to fulfil her duties as a lawmaker. This, she points out, is borne out of her life philosophy of always doing what you can with whatever time you have. “Make the best of every day because you do not know what will happen to you,” she stresses. A clear example of this is when COVID-19 struck the country. Drawing from her solid economics background, the then-neophyte congresswoman rose to the challenge of crafting relevant bills that could directly address the effects of the pandemic. “I was the very first to file an economic stimulus bill,” she reveals. “And this was on the day that PRRD declared the lockdown, so this was symbolic. At the time, we did not have a clear plan on how to face the pandemic and its effects. Everyone was talking about health intervention, but being an economist, I thought about the pandemic’s economic impact. We were to have a lockdown, and some businesses might close down, and many workers will lose their jobs.” While acknowledging the need for government to address the health issues, Quimbo focused on what the response with regard to the economic aspect should be. “We discussed what forms of assistance to give, how much financial aid to give. So we computed how much to give to various sectors, including small businesses and workers. And then, other congressmen filed similar measures and that’s when we came up with the Bayanihan to Heal as One Act,” she recalls. The Bayanihan to Heal as One Act provided for a comprehensive approach to the pandemic, giving the president the power to implement emergency measures in response to the crisis. Among the law’s provisions were facilitating the procurement of COVID-19 testing kits and prompt testing of those suspected of having contracted the virus as well as isolation and treatment of confirmed patients; and the procurement of medical goods, equipment and supplies for use in public health facilities designated as COVID-19 referral hospitals. It also provided emergency subsidy to low-income households, as well as a special COVID-19 risk allowance to public health workers. Furthermore, it ensured the availability of credit especially in the countryside by lowering lending rates, as well as provided a grace period for the payment of loans from private and public financial institutions. Reflecting on her active involvement in congressional activities during the crisis despite the HRET case against her, Quimbo says she endeavored to make herself relevant, especially during times of dire need. “At the time, an economist was really needed because a big part of the problem, aside of course from the health aspect, had to do with economics. The relevant questions were ‘What could be done to help small business owners whose businesses closed down? How could we help those who lost their jobs? How should we deal with schools that stopped operations? What could be done to help students who could not go to school? How could we ensure that the transition to new modes of learning will not adversely affect their learning in the long run, and that they would still have the necessary skills needed for future employment?’ So all those concerns had to be carefully laid out and analysed,” she stresses. AN EVEN MORE PRODUCTIVE SECOND TERM Quimbo’s second term has been marked by even more active involvement in the various activities of the House. She is the vice chairperson of the Committees on Appropriations and on Nuclear Energy, and a member of 12 other committees. Aside from taking an active role in the budget deliberations, Quimbo has filed a significant number of bills dealing with various national issues. Among these are a bill strengthening the PCC, a bill providing for a national unemployment insurance program, and a proposed law strengthening the Philippine footwear, leather goods, and tannery industries. Aware of the need for a comprehensive approach to flooding, she also filed a bill seeking to institutionalize a 10-year masterplan for flood management. With regard to education, she has filed numerous bills seeking to establish schools in Marikina as a response to the shortage of schools in the city. A major bill filed by Quimbo is House Bill 849, or the proposed Social Health Insurance Crisis Act, which seeks a massive overhaul of the Philippine Health Insurance Corporation (PhilHealth) in order to address the social insurance health crisis. One of the salient provisions of the bill is the organization of the Joint Executive-Legislative Social Health Insurance Crisis Commission. By taking all the necessary steps to reorganize Philhealth, the commission will be able to ensure the effective provision of social health insurance to all Filipinos. Quimbo laments the lack of financial risk protection for sick Filipinos and lack of access to quality health care at present. “The main problem is, when Filipinos are afflicted with a grave illness, for example cancer, you can lose everything overnight. You’ll need millions in order to get medical care. But how many middle class Filipinos have enough savings? They cannot rely on Philhealth, because it covers just a small portion of the expenses. Indeed, the financial burden can be tremendous. It can impoverish anyone. So, it’s a social protection issue,“ she stresses. “Number two, access to healthcare is still a problem,” she continues. “Patients do not have ready access to the medicines or maintenance drugs prescribed to them. Even the medicines which should be provided by health centers are not always available.” Quimbo, who is an acknowledged health economics expert, stresses the need to recognize the dire situation that the national healthcare system is in. “We know that there are problems, but we have not yet reached that point where we recognize that there is a health crisis,” she states. “I personally think that we have one, and the sooner that we accept that, the better. With that, we can all begin to address it in a concerted way.” RESPONDING THROUGH SERBISYONG Q Like a teacher grading her students’ exams, Quimbo has identified a number of major concerns that need to be addressed in Marikina. All these, she has been conscientiously addressing through her and Cong. Miro’s own brand of service known as Serbisyong Q—serbisyong mabilis, may puso, at walang pinipili (fast, compassionate and available to everyone). “Number one problem, not just in Marikina but in the whole country, is the high prices of rice and other basic goods,” she says. “That’s a national problem that the government has not fully addressed. What’s the answer? Aside from ensuring supply and competition in the market, we need to do everything we can to make sure that there is employment, so that the people would be in a better position to fulfil their needs.” Healthcare is another concern that Quimbo has been helping Marikeños deal with through her Kliniq on Wheels project, a mobile clinic which provides quality medical services for free. The project is made possible through personal funds, donations from private entities, and sponsorships from various companies who share in her advocacy of providing healthcare to the people. “Many Marikeños come to us seeking medical assistance. I would say nine out of ten people who come to our office to ask for assistance need medical or medically related aid. So, we thought that it’s about time we do a better job with prevention,” Quimbo explains. “Through consultations with our medical teams, we are able to avoid wasting time, which is important when it comes to medical needs. Because if we wait for so long, it’s just going to be more costly. So that’s the whole idea. We put together the resources that we can pool, and maximize the help we receive from the government.” As for education, Quimbo envisions Marikina schools having single shifts. “Right now, we in the 2nd District have only two schools that are single shift. There’s one school that’s still triple shift,” she reveals. Shifting of classes is resorted to by public schools which do not have enough classrooms and other resources to accommodate the number of students. “Our goal is for all public schools in the city to have a single shift. It’s really so that all students go to class at the same time, just like in private schools.” Having multiple shifts also has economic repercussions, Quimbo says. “Now that there are multiple shifts, that means that for families with two or more children, one parent will have to sacrifice their work, in order to attend to their children who have to go to school at different times of day. In effect, the family’s earning potential is halved.” The lawmaker is also bent on making Marikina’s business sector flourish. “The city has to be more business-friendly,” she stresses. “With more businesses, we will be able to make Marikina a Philippine innovation hub. This is in line with our goal of transforming Marikina into a start-up city.” An integral part of the above plan is to ensure that the local government’s interventions with regard to perennial flooding are sustained, if not intensified. “Investors need to be assured of a flood-free Marikina in order to invest in our city,” Quimbo adds. “This is crucial in bringing about an economic boom in the city.” More than economic growth, however, Quimbo is bent on fostering genuine development that will trickle down to the people. “Kailangan ng tunay na kaunlaran (There has to be genuine development),” she says, one that will bring about essential improvements in the lives of all Marikenos. As Quimbo prepares to take on the role of Marikina mayor, she calls on her constituents to join her in working toward building a more progressive city. “Sabay-sabay nating tugunan ang mga hamon habang patuloy nating ipinagmamalaki ang ating lungsod (Let us face the challenges together, even as we continue to take pride in our city,” she ends.

< Back Redefining Radiance and Reach BY TREISHA C. ROVERO GORGEOUS GLOW AND ROSENDA SHAPEWEAR CEO ROSENDA CASAJE NAVIGATES THE BEAUTY AND FASHION INDUSTRY WHILE STAYING ROOTED IN HER MISSION TO UPLIFT WOMEN IN EVERY WAY POSSIBLE. FROM STARTING A SMALL ONLINE BUSINESS IN 2011, SHE BUILT PURPOSE-DRIVEN BRANDS THAT EMPOWER SINGLE MOMS, PROMOTE BODY CONFIDENCE, AND PRIORITIZE INTEGRITY AND INCLUSIVITY. In an industry bursting with new names, evolving trends, and endless beauty solutions, standing out requires more than just a good product—it calls for vision, grit, and a genuine sense of purpose. For Rosenda Casaje, the founder and chief executive officer (CEO) of Gorgeous Glow and Rosenda Shapewear, the beauty and fashion space isn’t just a market— it’s a mission. Hers is a story of quiet persistence, business savvy, and an unwavering commitment to uplift others, particularly women dealing with single parenthood. With over a decade of entrepreneurial experience, Casaje’s path isn’t one shaped by privilege or a long list of mentors, but by internal drive, clarity of purpose, and the desire to create real, lasting impact in her community and beyond. STARTING FROM SCRATCH Long before the rise of influencer culture or the boom of TikTok beauty brands, Casaje was already running her own online business. Back in 2011, she was sourcing cosmetics and skincare products directly from Thailand, managing retail operations at a time when digital entrepreneurship was still in its infancy in the Philippines. “My roots are business-oriented people,” she shares. “I saw how they rose through the ranks despite challenges. That inspired me to try for myself.” There was no dramatic turning point or idol to emulate—Casaje simply believed that she could build something of her own, and so she did. But the spark behind her business pursuits was always deeper than profit or popularity. “I’ve always wanted to help single parents earn on their own,” she explains. “I wanted to be an instrument of help.” That goal would eventually evolve into a broader advocacy that still defines her businesses today—empowering women, especially mothers, through accessible beauty and wellness opportunities. WE’RE A TRUTHFUL BRAND. WE LOOK INTO THE INGREDIENTS, THE PRODUCTION PROCESS, EVERYTHING. WE WANT OUR CUSTOMERS TO KNOW WE CARE ABOUT WHAT WE’RE SELLING TO THEM. PURPOSE-DRIVEN BRANDING For many, building a brand is about finding a niche. For Casaje, it was about filling a gap with empathy. Gorgeous Glow was founded with two things in mind: offering high-quality skincare products and creating a business ecosystem where others, particularly single mothers, could thrive. By becoming affiliates, women could earn income online while promoting products that made them feel confident and radiant. What sets Gorgeous Glow apart in a highly saturated market is its emphasis on integrity. “We’re a truthful brand,” she explains. “We look into the ingredients, the production process, everything. We want our customers to know we care about what we’re selling to them.” This focus on transparency and quality helped the brand build trust quickly—an increasingly rare commodity in an industry often marred by misleading claims and passing fads. Casaje’s second venture, Rosenda Shapewear, was born out of another realization: Filipino consumers were still underserved when it came to functional, inclusive bodywear. “I wanted users to feel confident in their own bodies,” she says. “That’s why Rosenda Shapewear focuses on enhancing posture, giving support, and making wearers feel their best—not just physically, but emotionally, too.” In both ventures, the core message is the same: empowerment, authenticity, and accessibility. FACING CHALLENGES WITH GRACE AND GRIT Success didn’t come without its fair share of hurdles. As Gorgeous Glow gained popularity, imitation products started surfacing online. “Customers alerted us about fake versions of our products,” Casaje shares. It was a moment of vulnerability—but not defeat. Thanks to strong relationships with online selling platforms, Casaje and her team acted swiftly to address counterfeit sellers. “Now, we have a better system. When reports come in, we investigate and report them immediately.” That experience became a turning point, reinforcing the brand’s commitment to protecting its community and ensuring that only quality, safe products reach its customers. Of course, staying relevant in the beauty industry means keeping a finger on the pulse. “We’re always looking at the bigger picture,” the CEO says. “If you’re complacent, you get left behind.” This mindset fuels her constant search for what’s new and what’s missing in the market. From expanding product lines to improving customer service, every decision is based on real feedback from the people who matter most—her customers. This evolution also includes becoming more inclusive. While Gorgeous Glow built its reputation through skin-brightening products, Casaje has been actively expanding into formulations and solutions that cater to a wider range of people with different skin tones and beauty needs. “We launched our Sun Glow line—gel cream, tinted, and stick sunscreens—as well as lip care and slimming drinks for gut health. We’re also developing more products that are inclusive and suitable for everyone.” Her approach to shapewear is similarly inclusive, built on body positivity. “The inspiration came from people I know who struggle with self-esteem,” she reflects. “I wanted them to feel supported—literally and emotionally—every time they wore Rosenda Shapewear. A GLOBAL VISION GROUNDED IN CULTURE AND COMMUNITY One of the less visible sides of Casaje’s work is her passion for travel and how it shapes her businesses. Unlike trips purely for leisure, her travels are intentional, filled with observation and learning. “When I go abroad for business, I ask questions. I look at what’s trending in their market, and I think about how to tailor that for ours,” she says. This mindset has positioned her brands not just for local success but international growth. Her participation in prestigious events like the Cannes Film Festival and Paris Fashion Week may seem like glamorous milestones, but for Casaje, they were lessons in branding, networking, and market expansion. “I met people who gave me advice on how to improve online marketing, and how to take a more aggressive approach in going global.” Social media, of course, has played a crucial role. “It’s made the world more reachable,” she notes. “It’s created a community where ideas spread fast, and we’re able to see what people love in real time.” Through her platforms, she doesn’t just promote products; she also connects, collaborates, and cultivates. As her vision expands into the United Arab Emirates and Asia Pacific region, Casaje is focused on understanding cultural nuances and adjusting her strategies to resonate with global audiences. “I want Gorgeous Glow Philippines to be known for quality, innovation, and genuine customer connection. That’s what builds a lasting brand” she notes. Even with her growing influence, Casaje remains grounded in her mission. Beyond selling products, she creates opportunities. The Gorgeous Glow affiliate program continues to thrive, helping women, especially single mothers, earn income from home. “It makes me happy to see fellow women thriving,” she says with quiet pride. THE HEART BEHIND THE HUSTLE There’s a creative spirit beneath Casaje’s business acumen. If she weren’t building brands, she says, she would have pursued singing—imagining herself on a stage, singing her heart out to an audience. That sense of passion clearly spills into her day-to-day work, though in a different form. Whether she’s formulating new skincare products, designing shapewear, or building a brand presence across borders, she’s performing in her own way: reaching people, leaving an impression, and making a difference. For those hoping to follow a similar path in beauty or fashion, Casaje has a simple but powerful piece of advice: “Believe in what you can do. Always aim for the best.” It’s the same mindset that brought her from an online shop owner to a CEO with a vision that now stretches beyond Philippine shores. Her story isn’t one of overnight success or media spectacle—it’s a story of perseverance, purpose, and staying true to a mission. In blending passion with purpose, Rosenda Casaje shows that beauty isn’t just something you wear—it’s something you share. And with every product, she’s leaving a legacy of love, strength, and solidarity.