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In my book best of 2019

AFTER THE ANGER that burned through much of 2018 I found films released in 2019 a bit muted — strange considering how much faster, louder, more urgent events in the world have become, from climate-related disasters to the recent escalation in tensions between Trump and, well, everyone else.

Why? Can only guess. Belated reaction to 2018 (meaning — perhaps, hopefully — this year we’ll get a livelier response to 2019), or a sense of alienation and despair hanging over (lying beneath?) the general apocalyptic tone.

Again, haven’t seen everything, much less everything worth watching. Tried my best to sample the deluge that is Filipino film production (may it continue), ranked it alongside other productions because I believe Filipino films can compare, and compare favorably, with those from the rest of the world; ghettoizing them does them a disservice.

Starting from the bottom: I don’t think Dan Gilroy’s Velvet Buzzsaw is much of a good film (not a fan of his Nightcrawler either) but it does have one great sick joke worth mentioning — basically a character killed in an art installation and the hilariously horrifying aftermath. If we’re taking amuse bouche to the rest of the year this is a pungent example.

Ari Aster’s Midsommar is better made and more ambitious than his debut feature Hereditary, enough to make me appreciate the talent that went into Robin Hardy’s The Wicker Man, which Aster’s film is basically channeling.

Likewise, Todd Philipps’ Joker burnishes my admiration for Scorsese’s Taxi Driver, and to a lesser extent the better Joaquin Phoenix portrait of a lonely crazed vigilante, Lynne Ramsey’s You Were Never Really Here.

Finally there’s Quentin Tarantino’s Once Upon a Time… in Hollywood, which helped sharpen my fondness for yet another disreputable filmmaker who deals with lurid pulpy material — only difference being this filmmaker has talent and likes to take vicious jabs at the political establishment, often to his disadvantage. Brian de Palma’s Domino is a mess, but no more so than his other seemingly tossed-off efforts (Body Double, Snake Eyes, Mission to Mars). It’s stylish and funny, with some of its best broadsides aimed at the CIA; there are audacious setpieces and you can debate how successfully they’re executed but De Palma has the balls to dare, and in my book dare well. The filmmaker, alas, has disowned his work, declaring this wasn’t the film he intended; on the plus side you hope (as in the case of Snake Eyes) that a director’s cut will be made available some day.

I can’t call Robert Rodriguez’s Alita: Battle Angel high cinematic art either but it’s fast, fun, and a superhero movie (from a comic book no less) directed by a filmmaker with visual talent. I enjoyed.

Even messier and less defensible is Tim Burton’s live action remake of Dumbo. What can I say? I prefer it over the animation classic for two reasons: 1.) it’s less sentimental, and, 2.) Burton has created a Disneyland that I’d actually want to visit, though not before buying an especially large life insurance policy.

Steven Soderbergh is prolific and skilled; he doesn’t really inspire but he’s varied and constantly inventive. His The Laundromat is more of a dramatized essay on the Panama Papers (an exposé of how the wealthy salt away their ill-gotten gains in hidden and often offshore accounts) and amusing if not topnotch Soderbergh; that said, it sketches clearly and entertainingly why a select few enjoy billions in untaxed dollars while you and I struggle with our weekly paycheck.

Noah Baumbach’s Marriage Story is no Scenes From a Marriage; it isn’t even a Kramer vs Kramer (which I liked okay) or Shoot the Moon (which I liked a lot) but it’s well written and very well acted and Baumbach gives divorce lawyers their comic due (whether they deserve it or not depends on how you feel about lawyers).

Denise O’Hara’s Tayo Muna Habang Hindi Pa Tayo (Dating not Dating) doesn’t have the emotional impact of her Mamang but does bend the romcom genre dominating Philippine cinema in interesting and sometimes uncomfortable directions.

Mikhail Red’s Eerie isn’t as lyrically photographed as his Birdshot but does make full use of Roman Catholic imagery, rendering it appropriately, well, eerie. Dead Kids is better written, about a botched kidnapping staged by high school students who barely know what they’re doing; part of the suspense is the fact that they don’t know what they’re doing, so any stupidity that surfaces in plot or actual crime can neatly be blamed on them. Interestingly Red seems to be subverting the indie filmmaker’s career trajectory, from doing a film about immediate concerns (middle class youths) to genre efforts (horror, noir) to abstract, stylized political and social commentary; he’s started with the latter, arrived at the former.

Jim Jarmusch’s The Dead Don’t Die isn’t his best work, isn’t even the best zombie comedy around (that would be Shaun of the Dead). It is however a zombie flick done on his inimitable terms, and I enjoyed it as such.

You can see the influences on Eduardo W. Roy, Jr.’s Fuccbois: Brocka’s Maynila sa Mga Kuko ng Liwanag, Macho Dancer, Tikoy Aguiluz’s Boatman. Roy does take a relatively simple premise and make it slowly inexorably worse, in a manner that recalls Brian De Palma at his sinuous sensual best: no fast cuts, no shaky cam, just a camera gliding up close and personal to catch the flop sweat and other precious bodily fluids.

Jordan Peele’s Us is a step up in scale from his Get Out; narratively it asks us to swallow some considerable implausibilities but if you accept the film as an allegorical fable it’s possible to enjoy this as Peele’s take on the haves vs. the have-nots, set (to complicate things further) in a racially divided America.

Joanna Hogg’s The Souvenir is her fictionalized autobiographical account of a destructive love affair; like her debut big screen feature Unrelated, the storytelling is oblique and understated and a little mysterious. You’re drawn in and in the end you wonder at what happened — in effect, her way of celebrating (or damning) the impossibility of one human being truly knowing another.

Joe Talbot’s The Last Black Man in San Francisco is beautifully shot, a funny, poignant meditation on being black in a rapidly gentrifying city. The Safdie Brothers’ Uncut Gems is perhaps as well-performed and arguably better written — the brothers know the Diamond District like it was their childhood, which apparently it was — but I prefer Talbot’s sombre lyricism (come to think of it, I prefer Mikhail Red’s take on chopsuey editing and shaky cam cinematography in Dead Kids).

Some of what Lauren Greenfield’s The Kingmaker covers you’ve probably seen before, in news footage, in documentaries (including Ramona Diaz’s Imelda some years back), if you’re at all familiar with recent Philippine history. What Greenfield brings to the party is new information tying the Marcoses to Duterte’s present regime, and that particular portrait painted is grim: 30,000 people — predominantly poor — killed as of this writing, a large part because the Marcoses want to come back to power, and helped install a murderous thug as president.

Todd Douglas Miller’s Apollo 11 doesn’t quite have the sweep and emotional punch of For All Mankind, which edited the testimonies and voices of several astronauts working in several mission together in a single epic odyssey; that said, the full color 70 mm footage of the launch and landing are more than worth the price of the ticket. Come to think of it, any film that promotes science in this age of moon hoax conspiracy theories and climate change denial is worth the price of a ticket.

Dwein Baltazar’s Oda sa Wala (Ode to Nothing) is a somberly macabre, occasionally funny, and ultimately poignant portrait of a lonely undertaker (Marietta Subong a.k.a. Pokwang) living with her ailing father (Jonee Gamboa). “Lonely” is the key word here; the crushing depiction of isolation at the edge of an uncaring community overwhelms even the film’s ostensibly morbid subject matter (she is given a corpse to bury which she forms an attachment to, even talks to in extended conversations).

“Lonely” is also apparently the key word to the remaining titles on my list — but I’ve run out of time and space; more — and better — to come next week.

Japan language firm eyes new businesses

RAREJOB.COM.PH

A JAPANESE language school whose stock soared almost 12-fold last year is planning to expand into new businesses as its chief executive officer tries to keep the rally alive.

RareJob Inc., a Tokyo-based online English conversation school that uses teachers in the Philippines, will focus on areas including leadership training and job placement, Gaku Nakamura, the company’s founder and chief executive officer, said in an interview. Nakamura said one of his goals is to boost the company’s market value to 100 billion yen ($916 million) from its current level of about 25 billion yen.

RareJob surged 1,093% in 2019, the second-best performance in Japan’s Mothers market of smaller shares, after it surprised investors by saying earnings would jump. Analysts — and history — suggest it will be difficult to keep up those gains after the company’s valuation exceeded 100 times estimated profit.

“A lot of retail investors have already piled into the stock,” said Tomoichiro Kubota, an analyst at Matsui Securities Co. in Tokyo. “Unless earnings turn out to be even better than they’ve been, the shares may start to lose steam.”

RareJob’s shares extended gains on Thursday, rising as much as 4.4% in Tokyo trading.

It’s not unusual for some small-cap Japanese companies to post huge surges in a given year. But in most cases, the rally then reverses. Over the 10 years through 2018, the best performer in the Mothers Index rose an average of 967%, according to data compiled by Bloomberg. They fell an average of 29% the following year.

Nakamura, 39, sees RareJob as an exception.

“The starting point was quite low to begin with,” he said.

TOP GUNS
RareJob’s sales rose to a record 3.6 billion yen in the fiscal year ended March. Operating profit climbed to 178 million yen in the period and is forecast to more than double this fiscal year. The stock’s annual gain last year came after four straight years of declines.

“I want to get involved in the business of developing global leaders through professional training in areas such as negotiation,” Nakamura said. He said he plans to target students who have already learned to speak English.

At the same time, Nakamura said he intends to expand overseas, particularly in Asia.

The company’s main business is starting to work after initial struggles, Nakamura said. At first, Japanese language learners were wary of taking lessons from people whose mother tongue isn’t English. “People were wondering why they should learn English from Filipinos,” Nakamura said.

So Nakamura decided for a while to hire only graduates from the Philippines’ top university. That helped get Japanese people onside.

One RareJob study plan has a fixed monthly fee of about $54 for a 25-minute lesson as often as every day, according to the company.

But if the lessons are cheap, the stock itself has become more costly. It trades at more than 100 times estimated 12-month forward earnings. That compares to an average of about 37 times for a basket of its peers, according to data compiled by Bloomberg.

For Katsuyoshi Sakase, general manager of the equity research department at Aizawa Securities Co., a lot will depend on whether RareJob’s plans to boost revenue succeed.

It looks “relatively expensive,” he said. “But what’s important for companies like these is sales growth. If it tops 10 billion yen and 20 billion yen in revenue without taking too much time, market expectations will be upheld.” — Bloomberg

Global Ferronickel says Cagdianao ore reserves at 43.3M wet metric tons

GLOBAL Ferronickel Holdings, Inc. (GFNI) said that its expansion project for its Cagdianao mine site has an estimated ore reserves of 43.3 million wet metric tons (WMT) as of October 2019.

“The proven and probable ore reserves estimate as of October 15, 2019 for the Platinum Group Metals Corporation Cagdianao Nickel Expansion Project (is) at 43.3 million WMT. The result is lower by 1% or half a million WMT as against the previous year, despite active mine extraction which yielded 5.89 million WMT of shipped nickel ore in 2019,” the listed nickel ore miner said in a statement on Thursday.

This is based on five of seven deposit areas of the expansion project. It was also proven viable based on the economic assessment in line with the Philippine Mineral Reporting Code (PMRC).

The Cagdianao mine project is located in Claver, Surigao del Norte.

GFNI President Dante R. Bravo said that the company is looking into conducting more exploration work in the coming years “to extend the life of the mine beyond its projected eight years mine life.”

“We are also studying other potential resource commodities such as limestone and chromite,” he added.

The mining company is planning for the early extraction of low grade or deposits to take advantage of the increasing nickel ore prices.

Industry stakeholders are expecting an increase in the price of nickel ore due to Indonesia’s export ban, which was implemented starting January this year. This is in line with the country’s plan to fuel the establishment of local smelters to capture more value versus when exporting the ore.

In November 2019, GFNI said that it had agreed to ship one million WMT of ore to Baosteel Resources International Co. Ltd. this year, which will be sourced from the expansion project. Delivery is expected at the start of the dry season in April 2020. It will be comprised of 50% low-grade and 50% medium- to high-grade ore.

As of September last year, GFNI reported a 36% increase in attributable net income to P812.540 million. Revenues went up 5% to P4.786 billion despite a 1.5% drop in the volume of nickel production to 4.642 million WMT or 85 vessels.

Shares in GFNI climbed 2 centavos or 1.21% to close at P1.67 apiece at the stock exchange on Thursday. — Vincent Mariel P. Galang

AmEx moves closer to entering China market

AMERICAN EXPRESS Co. cleared a key hurdle in its bid to accessing China’s $27-trillion payments market after the central bank accepted its application to start a bank card clearing business.

The People Bank of China made the announcement on its official Wechat account Wednesday, without giving more details. The decision to accept the application signals that it’s moving closer to final approval.

AmEx in November 2018 became the first foreign company to win permission to start preparation for the business after forming a joint venture with LianLian, a Chinese fintech-services firm.

The latest move shows progress in US payment networks’ battle for access to mainland China, which has been a point of contention raised in the Trump administration’s trade dispute with China. The Chinese delegation plans to sign the first phase of its trade deal with the US in Washington on Jan. 15, people familiar with the matter said earlier this week.

China in June 2015 allowed foreign bank-card clearing providers to obtain licenses by setting up units or acquiring a local company, ending a monopoly by state-run China UnionPay Co. But progress in entering China has been slow for Visa, Inc. and Mastercard, the world’s two biggest payment networks, with neither firm as of yet obtaining approval.

The Communist Party ruled country is opening up its financial markets this year to allow foreign firms to set up fully owned operations to run insurance businesses, asset management and investment banking. BlackRock, Inc. and Goldman Sachs Group Inc. are among a bevy of firms that are preparing to pile in full bore to capture profits from China’s fast growing wealth.

China had 8.2 billion bank cards in circulation at the end of September, with 90% of them debit cards.

AmEx will pit itself against large domestic players and a well-developed market for mobile payments. Mobile transactions topped 190 trillion yuan ($27 trillion) in China in 2018, making it the world’s largest such market, according to iResearch. Ant Financial’s Alipay and Tencent Holdings Ltd.’s WeChat Pay are the dominant firms. — Bloomberg

Your Weekend Guide (January 10, 2020)

The Quest for the Adarna

REPERTORY Philippines’ Theater for Young Audiences presents a musical retelling of the Philippine folk tale “Ibong Adarna.” The Quest for the Adarna has performances until Jan. 26 at Onstage Theater, Greenbelt 1, in Makati. In the kingdom of Berbania, the king falls mysteriously ill and can only be healed by the song of the mythical bird, Adarna, which can be found in its mountain home. His three sons take turns attempting the dangerous journey to help their father. Tickets are available through TicketWorld (www.ticketworld.com.ph, 891-9999).

Two exhibits at MO_Space

THE GALLERY will open two exhibits on Jan. 11 (which will run until Feb. 4) — Kristoffer Ardeña’s Geopoemas: Bacolod at the Main Gallery, and Czar Kristoff’s A Series of Suspended Readings No. 2 at Gallery 2. The gallery, located at MOs Design on Bonifacio High Street, Bonifacio Global City, Taguig, is open daily, from 11 a.m. to 8 p.m.

Silverlens hosts symposium

IN CONJUNCTION with its exhibitions Equation of State and ZIGAZIG ah!, Silverlens is hosting a symposium — “Local Matters: Martha Atienza and Yee I-Lann on Communities, the Environment, and Art” — where Dutch-Filipino artist Martha Atienza and Sabahan artist Yee I-Lann will discuss their art within a broader context. Joining them are community organizer Haley Atienza, artist Roberth Fuentes, compressor diver Mario Forrosuelo, weaver Kak Roziah, and community organizer Omarjan Ibrahim Jahuran. It will be held on Jan. 11, 1-4 p.m., at Silverlens, 2263 Don Chino Roces Avenue Extension, Makati City. Admission is free. Limited slots are available. RSVP at localmatters.rsvpify.com to secure a seat.

Samsung sets up anti-corruption panel as chief faces trials

SEOUL — South Korea’s Samsung Group, whose leader faces trials over a bribery scandal involving former president Park Geun-hye, has appointed external experts to a new oversight panel to stamp out criminal conduct, the chief of the committee said on Thursday.

The move came after a judge overseeing Samsung leader Jay Y. Lee’s bribery case in October criticized the top conglomerate for its lack of an effective compliance system, saying one was needed to prevent wrongdoing by executives and its leader.

“The timing Samsung chose to make these changes is not stunningly adequate … and if this committee fails, I will end up with huge disgrace,” said Kim Ji-hyung, a former supreme court judge named to head the compliance and oversight committee, told a news conference.

He said he initially turned down Samsung’s offer, because of worries it would end up failing to make improvements and only be used by Samsung to secure favorable court rulings.

He said Lee, Samsung’s de facto leader, pledged to guarantee the panel’s autonomy at a meeting, adding that it would monitor potential misconduct at group companies, including flagship Samsung Electronics.

Although Samsung Group already has a compliance program in place, the new panel, which will begin work in February, will be run by seven people, mostly outside experts from legal circles and civic groups.

Governance experts aired scepticism, calling the move a gesture to get lenient treatment in court and citing a repeat of criminal offences at Samsung and other family-run conglomerates, despite pledges to improve governance and transparency.

“An effective compliance program could be operated within the environment, encouraging employees to internally report violation without fearing reprisal. But this is not the case at Korean companies,” said Lee Chang-min, a specialist in corporate governance at Seoul-based Hanyang University.

The 51-year-old Lee faces charges that he bribed a friend of former president Park to win government favor over succession planning at the conglomerate.

In August, the Supreme Court overturned an appeals court ruling that had given Lee a suspended jail term, raising the possibility of a tougher sentence and potential return to jail.

Executives of Samsung Electronics and biotech affiliate Samsung BioLogics have also been jailed on charges of sabotaging union activities and accusations about a suspected accounting fraud, respectively. — Reuters

Shari’ah-compliant firms increase, says PSE

THE Philippine Stock Exchange, Inc. (PSE) reported the number of listed firms compliant with Islamic principles of finance stood at 48 for the period ending Dec. 2019, up from 45 in the previous quarter.

The operator of the local bourse said in a Jan. 8 memorandum posted on its website that the number of Shari’ah-compliant securities grew by three as of Dec. 25, adding four new entrants and removing one from the previous list accounting for the period ending Sept. 25.

The new firms that made it to the list are AllHome Corp., Century Peak Holdings Corp., Marcventures Holdings, Inc. and Suntrust Home Developers, Inc.

The Shari’ah-compliant firm that was included in the previous list but did not make the cut for the updated one is AbaCore Capital Holdings, Inc.

The PSE said it tapped IdealRatings, Inc. to screen the listed firms and identify which of them are compliant with the principles of finance set by the Accounting and Auditing Organization for Islamic Finance Institutions.

To become Shari’ah-compliant, a company must have less than 5% of its income derived from businesses in conventional interest-based lending, financial institutions, pork, alcohol, intoxicants, tobacco, arms and weapons, gambling, casinos, derivatives, adult entertainment, music and human stem-cell research.

It must also have its cash or interest-bearing deposits or investments not reaching more than 30% of its market capitalization, its interest-bearing debt also not going beyond 30% of its market capitalization, and its accounts receivables limited to 67% of its market capitalization.

The PSE screens listed firms that are compliant with the Islamic standards to open the market for Muslim investors that want to invest in the country. It said in its website that doing so will “help foster an ethical investment climate that provides opportunities for local Islamic investors to comfortably participate in the Philippine business community.” — Denise A. Valdez

The evolution of digital transformation

It’s been five years since digital transformation (abbreviated as DX) reached global mainstream consciousness. We owe it to technology vendors who hyped the term in their patently self-serving motives. What have we learned from the past and what prospects are in store for companies that will embark on DX? Let’s examine the evolution of DX over the years, globally and in the Philippine context.

Business executives especially in large enterprises learned about DX as early as 2009, primarily driven by technology vendors promoting their ware. Much of the understanding was centered on new emerging technologies, such as cloud computing, Internet-of-Things (IoT), big data analytics, and artificial intelligence.

In fact, when the buzz peaked in the years between 2014 and 2016, majority of the trade and academic literature authors spoke about these technologies as the main driver of DX. They described DX with such key terms as “integration of digital technologies,” “digitization,” and use of “digital platforms.” The financial services industry was the first to implement DX, primarily driven by changes consumer preferences brought about by the emergence of the tech-savvy generations.

But DX was in the spotlight in the same period, especially in Asia, when Singapore-based DBS Bank publicized its successful DX. It embarked on its DX journey as early as 2009 with the realization that customers are changing rapidly. In 2014, nearly every aspect of the way it operates and how it interacts with customers had been digitalized; and in 2016 and 2018, it received the “World’s Best Digital Bank” award from Euromoney.

In 2017, DBS was also the first bank to develop a measurement methodology to quantify the impact of digital transformation on its financial bottom-line, as reported by Euromoney. “Through this, it found that digital customers deliver a 27% return on equity against 18% for a traditional customer. They do 16 times as many self-led transactions, cost 57% less to acquire than traditional customers, and bring in twice the income, with 1.5, 2 and 3.6 times higher deposit, loan and investment balances, respectively.”

In the same token, Philippine-based UnionBank of the Philippines, Inc. started its DX journey as early as 2015. It invested 90% of its capital expense into digital transformation, as reported by The Asian Banker. “Transformation is focused on the same customers and experience,” UnionBank CEO Edwin Bautista said in the report. “Our latest quarterly results is 33% higher than last year’s. It is phenomenal and a lot of this is because we are able to do a lot of new things fast. The theory is, either you are able to increase your fee revenue but you will have to increase your cost. In this case, you have the revenue going up and the cost is moving down, which is short of counter intuitive to conventions.”

These banks became poster children of DX. The awareness and urgency among business leaders to transform digitally to address the changing business climate started to take center stage. That’s why a 2017 study of Microsoft revealed that in 32% of business leaders in the Philippines had a full digital transformation strategy while 43% were in progress with specific digital transformation initiatives for selected parts of their business. This was still at its infancy stage and progressing in a snail’s pace manner, despite the huge following of DX among global companies.

Notwithstanding its popularity, research reports conducted in the past couple of years revealed that 70 to 80% of enterprises who invested in digital transformation failed to realize any business value whatsoever from these efforts; and the biggest barrier is employee resistance to change and organization culture.

Suddenly in the last couple of years, CEOs of tech companies, academic and industry authors where singing the same song — that DX is not about technology, but about culture of the organization and mindset of the employees. Hence, DX should be treated as a strategic action that the CEO champions and considers execution and organization culture, rather than a functional IT strategy.

Hence, in our consulting work, writings, and industry talks, we defined DX in 2017 as “a strategic action to accelerate business processes, competencies, and business models to fully leverage on the changes and opportunities of digital technologies and their impact in a prioritized way.”

From 2017 to present, there has been numerous conferences and public fora that talks about DX. All of the large conglomerates as well as majority of medium-sized companies declared that they are undergoing DX. Despite this, only a handful have realized business gains from DX initiatives. This is evidenced by what we see and experience as consumers of banking, retailing, utilities, transportation, education, health care, and even government services.

There are two reasons why DX in our country is not progressing as fast. One is that business leaders do not treat DX as a strategic action, but rather a functional IT strategy. Companies implemented point solutions such as cloud computing, automation, and so on, that streamline functional processes, and trumpeted these as DX when in fact these were unintegrated systems that solve only specific company problems.

Second is organization culture which is embodied by the mindset of the business owners and leaders, as well as employee resistance to change. One aspect of this is the companies’ vision and mission, which are no longer aligned to what’s happening in the environment.

DX should be treated in a holistic manner — a set of strategic actions, execution, and organizational culture change.

 

Reynaldo C. Lugtu, Jr. is CEO of Hungry Workhorse Consulting, a digital and culture transformation consulting firm. He is the Chairman of the Information and Communications Technology Committee of the Financial Executives Institute of the Philippines. He teaches strategic management in the MBA Program of De La Salle University. The author may be emailed at rey.lugtu@hungryworkhorse.com.

What to see this week

5 films to see on the week of January 10, 2020 — January 16, 2020

Cats

THIS IS the film adaptation is based on the T.S. Eliot’s Old Possum’s Book of Practical Cats and the award-winning musical by Andrew Lloyd Webber. A white cat, Victoria, is thrown out by her owner into the streets of London. She is then introduced to the Jellicle cats who tell her about the annual Jellicle Ball where one cat gets the chance to be reborn to the Heavierside Layer. Directed by Tom Hopper, the film stars Francesca Hayward, Jennifer Hudson, Judi Dench, Ian McKelan, Taylor Swift, Rebel Wilson, Jason Derulo, and James Corden. The film has received negative reviews since it opened internationally in December. Variety’s Peter Debruge writes, “The King’s Speech director Tom Hooper’s outlandishly tacky interpretation seems destined to become one of those once-in-a-blue-moon embarrassments that mars the résumés of great actors (poor Idris Elba, already scarred enough as the villainous Macavity) and trips up the careers of promising newcomers (like ballerina Francesca Hayward, whose wide-eyed, mouth-agape Victoria displays one expression for the entire movie).”

MTRCB Rating: PG

Cleansing Hour

A SUCCESSFUL exorcism is streamed online. When the exorcists and producers take advantage of this by making more procedures trend, the real demon gets involved. Directed by Damien LeVeck, the film stars Kyle Gallner, and Ryan Guzman.

MTRCB Rating: R-16

The Assent

A SERIES of supernatural events leads Joel, a young single father, to suspected that his son might be possessed. Directed by Peter Reginald Teo, the film stars Luca Bleu Darnell, Robert Kazinsky, Peter Jason, Florence Faivre, and Caden Dragomer.

MTRCB Rating: R-13

Star Wars: The Rise of Skywalker

A SCENE from Star Wars: The Rise of Skywalker

REY, FINN, and Poe continue their journey as the surviving members of the Resistance face the First Order. A final battle continues with the power and knowledge of previous generations behind them. Directed by J.J Abrams, the film stars Daisy Ridley, Adam Driver, and John Boyega. The New Yorker’s Richard Brody writes, “The bulk of The Rise of Skywalker involves characters in closeup expelling greeting-card-like slogans with vehemence and dour conviction, punctuated by lumpishly unchoreographed biff-bash-and-blam fight scenes. Abrams doesn’t offer any original, significant, or memorable images, not a glimmer of action that’s staged with a sense even of mere physical connection, let alone balletic grace or athletic splendor.” Rotten Tomatoes gave it a 55% rating.

MTRCB Rating: G

Jumanji: The Next Level

THE TEAM is back — however, the game has changed. To save one of their own, the players have to brave unknown and unexplored areas from arid deserts to snowy mountains. Directed by Jake Kasdan, the film stars Dwayne “The Rock” Johnson, Jack Black, Karen Gillan, and Kevin Hart. Rolling Stone’s Peter Travers writes, “You’ll have to stay on your toes to follow the plot, which is really not worth the effort — something about the teens rescuing the depressive Spencer who wanted another shot at being Bravestone, or something. What matters are the laughs and the FX, including a herd of pissed-off ostriches trying to chase the gang off a cliff and the film’s journey into the desert and up into snowy mountain peaks.”

MTRCB Rating: PG

Employee relations projects are the key to communication

I am a newly-hired human resource manager at a small enterprise with 86 employees. When I was an HR supervisor from another small company, I was tasked to plan and execute all our projects for employees. However, we are only limited to organizing basketball and bowling tournaments. Now that I’m with a new company, I plan to submit to management an annual plan showing all possible activities, except that this time, I’d like to have new ideas. Could you help me with my annual calendar? — Yellow Bell.

Show me a man who is a good loser, and I will show you a man who is playing golf with his boss. What I’m saying is that — you must know the interests of your boss and play along with it by reconciling it with the general interest of all employees. Of course, many employees don’t play golf. That’s why you don’t include golf tournaments in your sports and social activities for employees.

The good news is that your company need not spend much to organize these activities. The bad news is that many organizations simply organize sports tournaments and spend big amount of money without rationalizing the program. The question is whether those programs, regardless of their budget, would help or hurt your efforts as an HR manager.

If you’re motivated to do a good job as a newly-hired manager, you need to figure it out in the right context. Listen to the employees as well as to top management’s desires, and you’ll readily know how to go there.

THREE OBJECTIVES
But first things first, let’s understand why organizations put up with some types of employee relations programs. One, it is a subtle channel of communication between the workers and their management. When we see employees and their managers actively participate as competing teams in sports and social activities, we know that somehow we’re a bit successful in breaking the ice between them.

Two, we use these activities to debunk employee perception that management is too busy to talk, or in some cases, may be ignoring them. By giving the opportunity for both to establish camaraderie, we open the door for a serious talk between the two.

And last, effective communication is contextual and situational. I’ve known this since 1981 when I started as an HR supervisor for a telecom company. Once you know the style, technique and format, you only have to apply them based on the environment. As an HR manager, you need to understand your audience — both the workers and management, so that you can change the flow like a good loser playing golf with a boss.

GENERAL GUIDELINES
Having stated those objectives, and instead of spoon-feeding you with a specific employee relations program, allow me to give you instead some general guidelines to help you come out with an integrated policy and reward mechanism that would fit into your organization. After all, you know your company better than I do:

One, create a culture of proactive communication. This can only happen when your top executives are committed to the importance and value of having a two-way communication process with employees. Many executives accept that but when the time comes, many of them refuse to do their part.

After all, it is the same culture that requires top management communication as the impetus in town hall meetings, birthday clubs, daily departmental 10-minute morning meetings, sports activities, interest clubs (camera club, mountain hiking, choir, prayer group, etc.) quality circles, suggestion schemes, and many more.

Two, engage the employees by soliciting their active cooperation. Communication doesn’t mean spending one’s saliva capital. It is more than that. We need the active cooperation of people. Besides, the HR department can’t do it alone. It needs the active assistance of interested people who can help organize basketball and bowling tournaments, among other activities, subject however to the limitations set by management. This also promotes the idea of co-ownership which means that those who are part of the planning process are expected to cooperate more towards the accomplishment of such goals.

In some organizations, they organize Labor-Management Cooperation (LMC) programs not only for sports and social activities, but include certain committees to oversee the selection of the company uniform, the screening of cafeteria concessionaires, the operation of shuttle services for employees, and many more.

Last, include the employees’ family members. The key word is “inclusivity.” When you talk to employees, take into consideration the interest of the employees’ families. Family members like spouses and children can go a long way in helping your employees continue to be motivated. If your management accepts this, they will sound authentic in making employees successful.

For instance, if an employee is given an award for achieving performance milestones, invite the spouse to celebrate with the management team. This is also best achieved during the service awards or employee birthday celebrations. Certain companies also make “excuses” to create special programs for Halloween parties that include kids’ costume competitions.

CONCLUSION
When your management rhetoric and actual action do match, it becomes motivational for all workers and their line managers as well. It could also help reduce the turnover rate and absenteeism, among other issues. When you are inspiring people, your body language and voice must also convey management excitement. No matter how many people you are talking to, whether it’s 10, 100 or 1,000, it’s easy to send mixed signals. And this is what you should avoid.

Therefore, it’s not enough to simply have a good number of employee programs, you’ve got to match your program content with management practice even during their unguarded moments.

ELBONOMICS: Employee morale is reflected on how they treat your customers.

 

Send anonymous questions to elbonomics@gmail.com or via https://reyelbo.consulting

First Gen, PI Energy build solar rooftop of Central Luzon university

FIRST GEN Corp. and its affiliate PI Energy, Inc. have completed the construction of a 1-megawatt (MW) solar rooftop system in the largest and one of the oldest universities in Central Luzon that is aiming to source all its electricity needs from clean and renewable energy.

In a statement on Thursday, the Lopez-led listed company said the facility had been formally opened in the information technology center of the Central Luzon State University (CLSU), which was established in April 1907.

The project in the university’s campus in Science City, Nueva Ecija came after CLSU agreed to contract with First Gen Energy Solutions, Inc. (FGES) its long-term supply of clean and renewable energy from Energy Development Corp. (EDC). FGES and EDC are subsidiaries of First Gen.

“The agreement with FGES included First Gen’s commitment to build the solar facility,” the company said.

First Gen quoted Dr. Tereso A. Abella, CLSU’s outgoing president, as saying: “The solar power system provides us added assurance of getting our power needs only from renewable energy sources, and not from power plants that run on coal, a carbon-intensive fossil fuel being blamed for climate change.”

He also said “the initiative to go renewable reaffirms the university’s philosophy of promoting moral well-being and environmental consciousness of the people it serves, and its mission to apply knowledge and technologies for environmental protection and sustainable development.”

First Gen said that with the solar project and with its agreement with FGES, CLSU now holds the distinction of being the country’s first tertiary-level educational institution to go 100% renewable energy, in terms of sourcing its electricity supply.

Lopez companies, through First Philippine Holdings Corp. (FPH), set in 2016 that they will not build, develop, or invest in any coal-fired power plant in line with global efforts to fight climate change.

First Gen has an installed capacity of 3,492 MW through its portfolio of power plants running on renewable sources solar, hydro, wind, and geothermal, as well as natural gas, which is said to be the cleanest form of fossil fuel. It is FPH’s subsidiary and primary holding company for power- and energy-related businesses.

FPH subsidiary Pi Energy is primarily engaged in the generation and supply of energy from renewable resources, as well as the construction and installation of energy-related facilities.

How PSEi member stocks performed — January 9, 2020

Here’s a quick glance at how PSEi stocks fared on Thursday, January 9, 2020.

 

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