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P120,000 drugs seized from Danao pusher

handcuffs

AN ESTIMATED P120,000 worth of suspected shabu were seized by Danao Drug Enforcement operatives in a follow-up buy-bust operation in Barangay Maslog, Danao, last Sunday afternoon as part of their Oplan Limpyo. Jerry Bataluna, 54, a resident of Barangay Poblacion, Danao City, was identified by arrested drug personalities as their source of illegal drugs which led Danao operatives to conduct a follow-up operation. — The Freeman

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Jimmy Alapag, Danny Seigle, Dondon Hontiveros join forces in hope of winning ABL crown for Alab

A YEAR or two removed from playing in the PBA, cage greats Jimmy Alapag, Danny Seigle and Dondon Hontiveros all share one thing in common. All of them failed on their bid to win a championship before retiring in the big league.

Mr. Alapag, known in the PBA as The Mighty Mouse, last suited up for the Meralco Bolts in the 2016 Governors’ Cup finals where he helped carry the team to its first ever championship appearance.

While Mr. Alapag was able to break the record for the all-time number of three-point hits held by Allan Caidic for a long time, the veteran guard couldn’t lead the Bolts in winning the title against the Barangay Ginebra Gin Kings.

Late last season, Mr. Alapag was hoping to win the title in a rematch with the Gin Kings. As a member of the Bolts coaching staff, he was looking for a fitting way to end his PBA career before assuming his next challenging role as head coach of Alab Pilipinas.

After seven grueling games, the Gin Kings were able to outlast the Bolts as Mr. Alapag’s PBA career ended in a whimper.

Messrs. Seigle and Hontiveros were two other veteran players hoping to end their PBA careers with at least a title to show.

The 6-foot-7, former Rookie of the Year Seigle had been knocking on the door of securing a crown, just like the last time he did in 2015 when he won a title with TNT. Two seasons later, that wish didn’t happen as the KaTropa could only settle for second place in the Commissioner’s Cup of last season.

Mr. Hontiveros, a player who won multiple championships with San Miguel Beer, was eyeing a title with the Alaska Aces. He was in fact, on the brink of winning championships several times, but in four occasions over the last three seasons, the Aces could only finish second best to San Miguel Beer and Rain or Shine.

There must be a better reason why Messrs. Alapag, Seigle and Hontiveros are together in one team, hoping they could bring their old winning ways to the Alab Pilipinas squad, the country’s representative to the ASEAN Basketball League (ABL).

Of the three, only Mr. Hontiveros will be playing, serving as floor leader to a mixture of young and veteran squad that is determined to bounce back strong this coming season.

Alab Pilipinas is also bringing in Justin Brownlee, a fan favorite who led Ginebra to back-to-back championships in the PBA Governors’ Cup. The team will also have the returning controversial import Renaldo Balkman, who is out to atone from his forgettable experience last time he’s been here. — Rey Joble

Sex is big business in dairy farming and focus of legal battles

SEX is big business in dairy farming, which is why a battle is brewing in the US over new technologies designed to make sure only milk-producing cows are born.

Most of America’s 9.4 million dairy cows were bred using artificial insemination from bulls with specific genetic traits, but there’s still a coin-flip randomness about the sex of the offspring. So, more farmers are paying a premium for semen that contains only the X chromosomes for females. It’s a small but growing business dominated by one company, Inguran LLC in Navasota, Texas.

Over the years, dairies improved breeding to boost milk output using fewer cows. Sex-specific semen is a recent innovation, and it’s so promising that New Zealand’s Engender Technologies plans to sell its own version of the product in the US Companies also are fighting in court over patents for the technique. Farmers welcome more competition because sex-sorted semen vials can cost $30 for a typical dose, about double those that can’t guarantee a female calf.

“We have no choice but to pay,” said Russ Warmka, owner of a dairy farm in Fox Lake, Wisconsin, that milks 500 cows a day and uses sex-sorting semen on his heifers. “We spend our entire lives as farmers trying to breed a better cow. If we know we’ll get a heifer calf, we can spend a lot more on that semen.”

That’s because a young female that will eventually produce milk for four to six years is far more valuable to a dairy than a steer that gets shipped to a beef-processing plant, said Albert De Vries, a professor of animal sciences at the University of Florida in Gainesville. At an auction Nov. 28 in Springfield, Missouri, baby heifers sold for as much as $350 each, while bulls sold for as little as $50, according to the Springfield Livestock Marketing Center.

Dairy farmers use artificial insemination to impregnate heifers shortly after their first year, and nine months later, a calf is born. After that, the cow produces milk for 10 months. Typically, she will give birth two to four times during her time on the dairy, before output drops and she is sold for slaughter.

On average, US cows produced a record 1,910 pounds of milk a month in the past year, up about 14% from a decade ago, US Department of Agriculture (USDA) data show. That’s allowed farmers to expand output while shrinking their herds.

Still, sex-determined semen for breeding remains relatively new and accounts for only 3% of a global market, so there’s plenty of room for growth, as long as farmers can be convinced the extra investment will pay off.

“When you look at the dairy industry, this is a fundamental problem that hasn’t yet been widely resolved,” said Brent Ogilvie, managing director at Auckland-based Engender, which primarily serves the New Zealand dairy industry, the world’s largest milk exporter. “Sex is the most-important genetic trait. Farming is all about genetics, and most farmers don’t have control over the sex of their herd.”

In the US, the market is dominated by Inguran. Its Sexing Technologies unit provides the sorted semen which is marketed through the STgenetics unit. Inguran has patents on improvements to a technology first developed by a USDA researcher more than two decades ago. Using the cell-sorting science of flow cytometry, the company says it can deliver heifer calves in about 90% of pregnancies, which is a big increase on the 50-50 chances of conventional semen.

In flow cytometry, sperm cells move single file past a laser beam at about 50 miles an hour, with special detection machines making about 180,000 measurements per second, said George Seidel, a professor at Colorado State University who worked to apply the technology to dairy farms in the 1990s.

Inguran uses a fluorescent dye to cells that reacts differently on female X chromosomes than male Y chromosomes. The amount of fluorescence is measured and then an electrical charge is applied, which deflects the cells into different containers. The sorted semen is then sold in vials known as straws.

The technique has some obstacles. More mature cows don’t always get pregnant, so farmers tend to use it only on virgin heifers, which conceive more easily, said Matt Gould, Philadelphia-based analyst for the Dairy & Food Market Analyst newsletter.

Inguran’s conception rates are now comparable to those of conventional semen vials, according to Jim Hiney, the company’s marketing manager.

Engender, which hopes to start selling sex-sorted semen in the US within two years, says its product has a higher pregnancy rate because their sorting process is gentler. It uses photons, or pulses of light, to physically nudge sperm cells into specific channels. The company also says its product will be cheaper and easier to supply.

Of the 175 million semen straws sold globally each year, only about 5 million are sex-selected, and 2 million of those are in the US, according to Ogilvie at Engender.

While Engender targets Inguran customers, some US companies are eyeing its technology. Genus Plc’s ABS Global of Wisconsin, a stud company that wants to enter the sex-sorting business, persuaded the US Patent and Trademark Office to rule two patents invalid. An appeals court is reviewing that decision. Inguran filed suit in June accusing ABS of infringing patents and stealing trade secrets.

The same court is considering whether to revive antitrust claims brought by another firm, Trans Ova Genetics LC, which says many of Inguran’s patents are simply combining known ideas. Trans Ova accused Inguran of burying the US Patent and Trademark Office in paperwork so examiners wouldn’t spot information that showed the applications didn’t cover new inventions. Inguran said it developed ways to preserve the cells, improve the sorting process and produce sexed embryos.

“There will be millions of dollars in intellectual-property battles, no matter the merits of who or whatever,” because some of the patents are written so broadly, Colorado State’s Seidel said. — Bloomberg

How Facebook could stop a disease outbreak

PARIS — Facebook accounts and telephone records can be used to pinpoint the best individuals to vaccinate to stop a disease outbreak in its tracks, researchers said Wednesday.

Such people would be “central” in their social networks, and thus likelier to spread disease-causing germs from one group to another.

Assuming there is an outbreak, and not enough vaccines for every person in the world, immunizing these well-connected individuals would remove social “bridges” by which germs can spread, experts wrote in the Journal of the Royal Society Interface.

The study, which tracked the digital and physical contacts of more than 500 university students, concluded that people who are central in their digital networks are also central in their real-life human networks.

“If you are a hub for your friends in the sense that you have many contacts via phone calls or on Facebook, making you a bridge between diverse communities, chances are high that you are also likely to be a bridge to connect those communities in case of an epidemic, such as influenza,” study coauthor Enys Mones of the Technical University of Denmark told AFP.

“By understanding the online contacts, we can find individuals who are such central members of the population and focus targeted counter-measures on them when there are limited resources for vaccination.”

Using computer modeling, the research then calculated that vaccinating these “central” individuals would be “almost as efficient as the most optimal (existing) vaccination strategies.”

It was also cheaper, as digital activity is easy to trace.

The goal of vaccination is to reduce the size of the population at risk of infection. It achieves something called “herd immunity”, whereby unvaccinated people are increasingly unlikely to come into contact with an infectious individual. — AFP

LGU locally raised revenue share targeted for 37% by 2022

THE Bureau of Local Government Finance (BLGF) said it wants local government units (LGUs) to source at least 37% of their revenue from local collections, partly by modernizing their fiscal operations.

BLGF Executive Director Niño B. Alvina said the target for locally sourced LGU income compares with the actual share of 33.8% recorded in 2015.

Local governments derive some of their revenue from the central government in the form of internal revenue allotments (IRAs), the channel by which some national revenue is allocated by law to provinces, cities, towns and barangays. The IRA funding pool in any given year is set at 40% of national collections three years prior, though the allocation can be suspended when national fiscal conditions are unstable.

Municipalities receive 34% of the IRA funds, while provinces and cities each get 23%, while barangays are entitled to 20%.

Raising the proportion of locally sourced revenue would make LGUs less reliant on central government funds.

“The following strategies have been identified… to improve the contribution of locally sourced income of LGUs as a component of their total current operating income (target is 37% by 2022 in aggregate level), given the existing taxing powers and revenue generation mandates of the LGUs,” Mr. Alvina said in an e-mail.

The initiatives include the updating of local finance manuals, stepping up LGU fiscal monitoring and performance evaluation through standardized reporting tools, clarifying policy guidelines, keeping LGUs compliant with standards for developing the local revenue base, and capacity-building.

Finance Undersecretary Antonette C. Tionko has said that LGUs’ locally generated revenue accounts for less than 1% of gross domestic product (GDP).

Mr. Alvina said that it is also supporting legislative proposals in Congress to boost the LGU revenue base, including the Real Property Valuation and Assessment Reform Bill, the LGU Income Reclassification Bill, and the Mandatory Calamity Insurance Bill, among others.

The Department of Finance (DoF) in October signed a memorandum of agreement with the Civil Service Commission to require treasurers to take the Standardized Examination and Assessment for Local Treasury Service (SEAL) Program to professionalize LGU personnel. The program is a three-level certification system for designation, promotion and appointment purposes of local treasurers/assistant local treasurers.

“In addition to the above programs, the DoF has also directed us to regularly update and issue the LGU Fiscal Sustainability Scorecards to support LGU resource mobilization goals and for transparency and citizen engagement to improve local finance accountabilities, and establish in 2018 a national awards system to recognize top performing local treasurers and assessors excelling local financial and fiscal management,” he added.

Ms. Tionko has said some LGUs rely on IRAs to fund 99% of their operations and programs, not having maximized their own revenue-raising powers under the Local Government Code.

The code gives LGUs the power to levy taxes, fees or charges on items not covered by the National Internal Revenue Code, as revenue-raising measures, with the scope of taxing powers for provinces, municipalities, cities, and barangays.

The IRA funding pool for 2017 is P486.885 billion, up 13.59%. In 2018, the pool rises to P522.75 billion. — Elijah Joseph C. Tubayan

In the year that makes or breaks Brexit, what could 2018 bring?

LONDON — This is the year when the biggest political and economic conundrum to face the UK in modern times will be solved, further complicated or even abandoned in all but name.

Within 10 months, the British government and European Union (EU) aim to have an agreement on their divorce and at least the outline of their future trading relationship. They have different ideas about what Brexit should look like and different views on how the talks themselves should be ordered.

Then there are the divisions within each camp. The UK’s governing Conservatives, whose decades-old rift over EU membership was the catalyst for Brexit, remain split over what it really means. The opposition Labour Party is avoiding the question, and the Scottish nationalists don’t want to leave at all.

The EU may be putting its unity before any other priority, but negotiations could reveal conflicting national interests among the remaining 27 members.

So after a year of flawed predictions, here’s a look at several scenarios that just might come to pass in 2018.

THE BASE CASE
While the UK wants the full trade deal done by the time it leaves on March 29, 2019, the EU wants it ready to go by January 2021. This is what EU experts reckon could happen:

After a couple of months of uneventful talks, an agreement is reached on the transition deal that businesses have been crying out for. It’s not legally binding yet, but it’s enough to prevent a mass exodus of companies. In March, trade discussions start.

The UK fights for the City of London, but soon realizes that all the banks have contingency plans anyway and a fair amount of business will still be done in London after the split. The EU won’t budge on its refusal to let the UK keep the best bits of membership and Prime Minister Theresa May’s Conservatives won’t let her make the concessions that would be needed to remain in the EU’s single market.

In October there’s an outline agreement, which is vague, but detailed enough to be clear that Britain is headed for a trade deal that’s a lot like the one Canada struck with the EU.

It will keep tariffs off most goods, but put up barriers at customs and won’t do much for the service industries that make up most of the UK economy. Carsten Nickel of Teneo puts the chances of this scenario at about 60%.

The Irish border is back as a major obstacle. In the end, Ms. May calls the bluff of her Northern Irish allies in the Democratic Unionist Party (DUP) and they accept that in some areas they will have different rules to the rest of the UK to keep the border with the Republic of Ireland open.

Growing popular support for Labour under Jeremy Corbyn makes the DUP reluctant to walk out on Ms. May and let the leader they loathe come to power.

The dreaded cliff-edge scenario has been avoided, but companies start preparing for the trade barriers that lie ahead. No one knows when the detailed trade negotiations will finally end, so businesses are stuck with the outline for a while to come.

THE UPSET
Talks on transition go well enough. Then, by October, it’s clear negotiations on the future trade partnership are failing. The question of how to keep the Irish border open without a customs agreement rears its head again.

This time, it proves impossible for Ms. May to satisfy her three most difficult audiences: the Irish government, which is backed by the EU; the Democratic Unionist Party, which is propping up her government; and the ardent Brexit-backers within her own party.

Despite two weeks of crisis talks with the DUP, no deal is reached. Ms. May’s minority government collapses and an election is called for Thursday Nov. 15. The Conservatives have no time to choose a new leader so against the odds Ms. May takes the party into the short campaign.

On election day, the first in the fall since 1974, voter turnout is down. Labour manages to mobilize the youth vote while elderly Conservatives stay at home on a damp autumn day. Shortly before dawn, Mr. Corbyn is declared the winner and becomes prime minister with a small majority of 20. Once in government, Labour’s policy moves toward closer ties with the EU.

By December, the time for talking is over as Brexit day looms. At an emergency negotiating session on Christmas Eve, the UK’s chief negotiator, Keir Starmer, accepts the EU’s offer of membership of the European Economic Area.

It means Britain will maintain full access to its biggest market for goods and services, but now has to accept rules it has no say in making. It has also failed to “take back control” of immigration, a major issue in the Brexit debate.

THE WALKOUT
Talks on transition take longer than the UK hoped and the start of proper trade discussions is delayed. It soon becomes clear that the services industry is going to be largely left out of the future trade deal.

Businesses squeal and Brexit-backers at home wonder in public why Ms. May agreed to pay a hefty divorce bill in return for such a bare-bones trade deal. Loose ends that weren’t properly tied up in the first few months of talks continue to dog discussions.

The EU again reminds the UK that it needs to find a way to keep the Irish border open after the split, but it won’t give an inch to help find a solution.

The October deadline comes and goes and toward the end of the year talks break down with the UK team reluctantly walking out. Both sides are now hurtling toward a no-deal Brexit in March 2019 unless they can patch things up quickly.

THE WISH
Talks on trade and transition start quickly in January and by February a deal on transition is agreed.

The UK convinces the EU that it should offer it a “Canada plus, plus, plus” deal. That means a broad trade agreement that keeps tariffs off goods and also allows services companies, including banks, to continue to operate across the continent. The EU was divided on financial services but the pragmatists in Europe win the day.

Britain also convinces the EU that it needs to get a fully detailed trade agreement drafted in time for exit day so that it can be signed immediately after Brexit. Businesses and customs officials now have a palatable two years to prepare for the shift to the new arrangement. — Bloomberg

Davao mall management assures workers absorbed in other operations

TOP MANAGEMENT of the NCCC Mall in a statement on Wednesday said its “660 workers affected by the Dec. 23 mall fire will not be displaced and instead have been absorbed by the company in its other operations.” NCCC spokesperson and PR manager Thea Padua said, “As early as the first day of the tragedy, top management already decided that the affected workers would not be displaced and instead would be absorbed in our other operations.” She added that NCCC has also coordinated with the Bureau of Fire Protection (BFP) on behalf of the mall tenants and business owners who have asked permission to pull out their belongings. She asked the tenants to be patient as the BFP said the premises remain under its custody for investigation. Top management also met last Thursday, Dec. 28, with relatives of the victims of the Dec. 23 tragedy in a meeting arranged through the office of the Davao City Mayor, and pledged to provide needed support for these families. Ms. Padua said NCCC is fully cooperating with the authorities in support of a full and impartial probe of the tragedy.

MPBL to debut at the Big Dome

ALL ROADS lead to the Smart Araneta Coliseum as the inaugural staging of the Maharlika Pilipinas Basketball League (MPBL) unfurls on Jan. 25.

League Commissioner Kenneth Duremdes confirmed this to BusinessWorld in an online interview.

“We have seven teams seeing action. It’s a go for us,” Mr. Duremdes wrote.

Pending the possible last-minute inclusion of Subic and Cavite, teams seeing action in the MPBL founded by eight-division world boxing champion and Senator Manny Pacquiao are Bulacan Kuyas, Valenzuela Classic, Marikina Athletics, Tanduay Rhummasters, Caloocan Supremos, Navotas Redcore and Muntinlupa.

A former PBA Most Valuable Player and one of the league’s 40 Greatest Players, Mr. Duremdes has opened the doors to ex-pro players to give them a sanctuary and continue pursuing the career they’ve loved and chosen.

“We don’t have limit for ex-pros, but we want to have at least three players from their respective towns or cities. We want to feel that homegrown atmosphere, which is the main objective of this league,” said Mr. Duremdes.

Contrary to belief, the MPBL, according to Mr. Duremdes, is not a professional league, which was created to rival the PBA.

“No, it’s not. The MPBL is an amateur league and our goal is to develop more up and coming players and discover new heroes from different towns or provinces,” added Mr. Duremdes. — Rey Joble

Corporate governance and productive conflict

When an online newspaper article declared that “Sereno violated SC collegiality,” I took some time to view the YouTube videos of the House Justice Committee hearings on the impeachment complaint against Chief Justice Maria Lourdes Sereno. During the hearings, her fellow justices testified on her alleged questionable practices. I found myself cringing many times through the videos. It’s not every day that the dirty laundry of a hallowed institution is washed so publicly.

It will be a while before the impeachment issue is settled by the Senate, if it ever gets there. But hearing about infighting from the associate justices has diminished whatever notions of professionalism and collegiality I may have had about the Court. It seems that the justices concerned (the CJ included) are not able to resolve their differences in a constructive manner.

I shouldn’t be surprised. Groups of highly qualified and intelligent people tasked with complex decision making usually face all sorts of conflicts. Occasionally, these groups fail to resolve such conflicts in positive ways. Researchers and corporate insiders have reported the same problem for corporate boards.

The SEC’s Code of Corporate Governance states its first principle: “The company should be headed by a competent, working board to foster the long-term success of the corporation….” Most people would think that this principle refers mainly, if not only, to the technical competence of board members. Unfortunately, having the most technically competent members do not guarantee effective board decisions.

When highly successful and technically competent people are assembled in a board, some of them will strongly believe in their ideas and push for these quite forcefully. Ideally, others with different views will push back. The important debate that follows (what governance researchers call “substantive conflict”) should result in the best decision for the good of the company.

In practice, however, individual members may push their ideas too hard and, in the process, fail to show adequate collegial respect for or even listen to and consider the views of others. This lack of interpersonal (not technical) competence turns useful, substantive conflict into harmful interpersonal conflict. Before long, emotional infighting begins to sap the board of its energy and its effectiveness.

Beverly Behan, in Building Better Boards, refers to these problematic members as “pit bull” directors — overly aggressive and combative directors whose “questions of management and fellow directors always sound accusatory rather than inquisitive.” She elaborates, “Pit bulls can have enormously corrosive impact on a board’s culture. They inhibit open discussion and put nearly everyone around them on the defensive.”

Similarly, Katha Kissman, in Taming the Troublesome Board Member, refers to “controlling personalities” who have “an obsessive and inappropriate need or desire to control other people or situations and acts in a domineering, intimidating, or threatening manner in order to get his or her way.”

Consequently, a harmful side effect of infighting is that members who have legitimate questions hesitate to bring them up, fearing further escalation of interpersonal conflict. A false sense of consensus engulfs the board, and critical questions are no longer asked.

Kurt Eichenwald described the bad governance effect of infighting within Enron in his book entitled Conspiracy of fools: A true story. When Enron’s board audit committee, chaired by renowned accounting expert Robert Jaedicke, met to review possible accounting problems, they were assured by the external auditor that “Arthur Andersen’s financial statement opinion for 1999 will be unqualified. There were no significant audit adjustments, or disagreements with management, or other significant difficulties.” Earlier questions about the company’s conflicted accounting and compensation practices critically raised by both Enron insiders and external auditors were not discussed. Worse, no questions were asked by the audit committee members. Jaedicke would later claim during a congressional investigation that Enron management hid information from the board.

If boards are to function properly, the roots of dysfunctional interpersonal conflict must be addressed. Kissman suggests that a possible first step in managing a troublesome board director is for the board chair to initiate a conversation with the director to clarify perceptions, to develop options for resolution, and to solicit the board member’s understanding and agreement to a course of action and a plan for follow-up to ensure successful resolution for all.

For the board as a whole, Kissman recommends that directors be oriented on the importance of working as a team and on board meeting etiquette. Board job descriptions and annual team-building and leadership development exercises should also be helpful.

The board is ultimately responsible for the prudent direction and oversight of the corporation. All directors, led by the chair, must work collegially to work through substantive conflicts while getting interpersonal conflicts out of the way. Those who govern should always act wisely and not like fools.

 

Dr. Benito L. Teehankee is full professor of management and organization at De La Salle University.

benito.teehankee@dlsu.edu.ph

Spotify hit with $1.6-B copyright lawsuit

MUSIC streaming company Spotify was sued by Wixen Music Publishing, Inc last week for allegedly using thousands of songs, including those of Tom Petty, Neil Young and the Doors, without a license and compensation to the music publisher.

Wixen, an exclusive licensee of songs such as “Free Fallin” by Tom Petty, “Light My Fire” by the Doors, “(Girl We Got a) Good Thing” by Weezer and works of singers such as Stevie Nicks, is seeking damages worth at least $1.6 billion along with injunctive relief.

Spotify failed to get a direct or a compulsory license from Wixen that would allow it to reproduce and distribute the songs, Wixen said in the lawsuit, filed in a California federal court.

Wixen also alleged that Spotify outsourced its work to a third-party, licensing and royalty services provider the Harry Fox Agency, which was “ill-equipped to obtain all the necessary mechanical licenses.”

Spotify declined to comment.

In May, the Stockholm, Sweden-based company agreed to pay more than $43 million to settle a proposed class action alleging it failed to pay royalties for some of the songs it makes available to users.

Spotify, which is planning a stock market listing this year, has grown around 20% in value to at least $19 billion in the past few months. — Reuters

Amazon Café leaves the gas station

COFFEE and tea flavors that were previously accessible only to people on the road are now available in one of Manila’s biggest malls.

In 2002, the PTT Group launched the coffee shop chain Café Amazon which was linked to PTT service stations around Thailand. In the span of 15 years, the coffee shop chain expanded to over 2,000 stores in Southeast Asia and Japan. In 2016, Café Amazon arrived in the Philippines, with branches opening at the two-hectare PTT-SCTEx station, followed by another at PTT-Dasmariñas, Cavite. On Dec. 13 last year, Café Amazon was launched at SM North EDSA’s The Annex — its first branch in the country outside a gasoline station.

“[Because] it was successful in Cambodia, Laos, Myanmar, why not in the Philippines where demand for coffee is growing?” PTT Philippines Corp. Café Amazon business development executive Anusorn Preugpaibul told BusinessWorld. The coffee shop’s brand recognition is extensive since it “has been [around] for 15 years and we have over 2,000 stores in Southeast Asia and Japan,” he noted.

“We emphasize on [its being a] ‘green oasis’ which means we want customers to come in and chill… and look at Café Amazon as a meeting place [where] people would enjoy coffee and pastries,” Mr. Preugpaibul said of the “taste of nature” concept.

The cafe’s beverages range from 21 flavors of coffee, tea, juices and smoothies, and milk and chocolate. The best-sellers include Amazon coffee, hot cappuccino, iced white chocolate macchiato, lychee juice, green tea with milk, and its signature Thai tea with milk.

New drinks are launched every quarter and drinks that become popular are added to the regular product list. “The Thai tea and green tea are actually from seasonal drinks that have been popular among customers. And therefore, has been put in our regular menu,” said Mr. Preugpaibul, adding that the products are targeted to the middle class and millennials who want to enjoy affordable coffee.

PTT Philippines Corp. business partner developer Dianne Karla Maling said in a separate interview that they promote “the value for money” — citing the most expensive beverage is sold for P150 and they come in “high quality” cups with a volume greater than other beverage brands.

“Most of our iced and frappe products come in 22 oz size (except for some of the smoothies, lemon tea, and black tea that come in 16 oz size). The hot drinks come in 8 oz size,” Mr. Preugpaibul said in a text message. — Michelle Anne P. Soliman

Driverless ride-hailing cars to debut at CES 2018

RIDE-HAILING start-up Lyft, Inc. and self-driving software company Aptiv Plc will show off a fully automated ride-hailing service at the Consumer Electronics Show (CES) in Las Vegas later this month.

The “point-to-point” ride-hailing system will incorporate Lyft’s app with Aptiv’s automated driving platform, offering rides to attendees of the annual show, the companies said in a statement. Operating in complex areas like the Las Vegas Strip will “accelerate the availability of automated driving platforms for commercial applications,” the companies said.

Lyft and its larger US rival, Uber Technologies, Inc., see autonomous vehicles as pivotal to their longer-term business prospects. Lyft last year announced plans to enable self-driving developers and car makers to plug into its network of nearly 1 million rides per day as it looks to bolster the nascent technology. Meanwhile, Aptiv — formed in December when supplier Delphi Automotive Plc split into two companies — is seeking to capitalize on the changing dynamics of the car sector, where parts makers with expertise in self-driving technology and electrification have become hot commodities.

The former Delphi bought self-driving start-up NuTonomy, Inc. for $450 million in October, speeding up its plans to supply car makers with autonomous vehicle systems.

Apart from forging partnerships, Lyft is opening a self-driving vehicle development facility in Palo Alto, California, called “Level 5,” a nod to the designation of fully autonomous vehicles that don’t require human supervision. The self-driving Vegas rides available during CES will be staffed by a safety driver in the front seat, the companies said. — Bloomberg