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Empowering women through their sanitary pads

ECOPAD GAIA — INSTAGRAM.COM/ECOPADGAIA/

A woman who just wanted to get rid of her period rash is now embarking on an advocacy to help prevent period poverty.

We met up with Adeline Bondoc, the founder of EcoPad Gaia during the Department of Trade and Industry Fair this past weekend at the Megatrade Hall in SM Megamall. Ms. Bondoc makes washable sanitary pads (made of deadstock fabrics with prints that she liked) that attach to underwear with snaps.

She gave us advice on how to use them: one, change your pads three to four times a day, and, two, attach them to undies that fit snug, in order to help the absorption (through an absorbent fabric layer in between the pads). “Not ’yung old underwear, na bacon na siya (that has wrinkled).” Three, after washing (without using a fabric conditioner, because it leaves a slick film that hinders the absorbency), make sure to dry them thoroughly to avoid mildew and possible hygiene issues.

Her pads are washable, reusable, and biodegradable. According to her research, sanitary pads can take hundreds of years to break down into microplastics, while cloth pads take just about 20 years. Her pads are designed to last two to three years with 75 washes each, but with enough pieces on rotation, they can last maybe five, up to 10 years.

She partners with schools, nongovernment organizations, and corporations to supply these pads, noting that they’re also distributed in health kits during disaster relief operations. About the contents of care packages given to disaster-stricken evacuees, pointed out that they’ve included more than just food in recent years. “Kahit naman na-disaster ’yung babae na ’yan, magme-mens pa rin ’yan (even in a disaster, a woman will still get her period).”

The pads start at P115 for a tiny liner, though the prices get higher as the pads get bigger (her biggest is for overnight use). She sells them at a lower price for her partnerships, from P58 to P60. She compares these with standard sanitary pads which may cost up to P9 for single-use, calculating that a woman spends almost P6,000 every three years on sanitary pads. Moreover, they contribute to waste. According to her research, a woman can use up to 11,000 pads on average, from when they start their periods up to when they reach menopause. “Saan napupunta ’yon (where does that go)? Hindi naman tatawid ng Saturn (it’s not like we can dump them on Saturn),” she said.

Before sanitary products became mainstream in the mid-20th century, women had to make do with scrap cloth. “Hindi appealing,” she said. Now, “Meron ka nang print na gusto, naka-snap button, may leakproof pa. Dati ’di ba walang leakproof? Hindi ka makalabas ng bahay. (You have prints you like, they have snap buttons, and there are leakproof options. Back in the day, there were no leakproof options. You could not leave the house.)”

What started out as a way to have more comfortable periods has become a full-blown crusade for her.

She was a casino worker before the pandemic, and noted that she would get rashes during her periods — it turned out the commercial sanitary pads were irritating her. She bought cloth pads and no longer got rashes, and found out her daughter had the same problem. So she started making the pads in earnest (studying how through YouTube tutorials) when she lost her job during the pandemic.

Doon ko na-realize na hindi lang pala ako ’yung babaeng nagkaka-rashes (That’s when I realized I wasn’t the only woman who got rashes from commercial pads),” she said. She noted: “May stigma surrounding the period. Pwede namin siraan ang mga boyfriend at asawa namin, but we don’t talk abour our periods (we can talk trash about our husbands and boyfriends, but we don’t talk about our periods). Ganon ang mga girls (that’s how girls are).”

She talked about how she watched videos and read papers about period poverty. From what she read from the UN, she found out about girls and women who could not buy sanitary products for their periods. That leads to missed classes, then ending schooling, then teen pregnancy, and entering the cycle of poverty.

Hindi lang pala rashes ’yung naso-solve (It wasn’t just rashes that these products could solve),” she said.

Since then, she’s begun to teach classes at group homes and schools, so girls can make their own cloth pads — and may also begin to have their own livelihood. “Kaya niyo talagang gumawa (you can really do something),” she tells the girls she teaches.

She also talks about some special cases that her products have helped: a cancer patient started using her products to help with her continuous bleeding that lasted for months, and due to her use of commercial napkins, developed a rash. “Imbis na cancer pa niya yung iniintindi niya, iniintindi niya pa ’yung rashes niya. Months! Eh kami nga one week lang nagrereklamo na kami (Instead of focusing on the cancer, she had to think about the rashes. For months! We would complain about dealing with this for one week,)” she said. “Ang laki pala ng tulong (It was such a big help).”

Since her business allows her to reach many kinds of women with varying problems, she’s learned more about being a woman during her journey. “Ang woman pala talaga, siya ’yung may nurturing heart. Siya talaga ang may attention to detail. Some men, hindi nila nare-recognize ’yung mga maliliit na bagay. (It turns out that a woman, really, is the one with a nurturing heart. She is the one with attention to detail. Some men, they do not recognize the small stuff.)

Kapag in-empower ko pala ’yung babae, manganganak siya ng empowered children,” she said. “May hope.” (It turns out that when you empower a woman, she has empowered children. There is hope.)

Visit Adeline Bondoc’s page at Instagram @ecopadgaia or call her at 0921-211-6969. She also has an online store in Shopee. — Joseph L. Garcia

Mapúa SoMDA, Sony PHL hold film workshop

Mapúa University School of Multimedia and Digital Arts (SoMDA) recently teamed up with Sony Philippines Film School Caravan to host “Framing the Future: The Essential Gears and the Stories You’ll Tell,” a film workshop that aims to bridge high-end technology and the art of the narrative, specifically designed for students and aspiring visual storytellers.

“Framing the Future” featured highly acclaimed Filipino cinematographer Tey Clamor, LPS, who is known for her work on films such as Isa Pa With Feelings, Balota, Metamorphosis, and Babae at Baril. Ms. Clamor also shared her professional insights and technical expertise during the event.

The session provided attendees with deep dives into cinematic storytelling and industry trends, practical knowledge on the tools required for modern filmmaking, and a unique opportunity for students to test the latest Sony cameras and equipment firsthand.

Mapúa Multimedia Arts Program Chair Aleia Garcia acknowledged the Sony Philippines team led by Demand Creation Executive Allison Datu, Senior Marketing Executive for Digital Imaging JD Domingo, Marketing Executive for Digital Imaging Ralph Salazar, and Marketing Communications Manager Pearl Lumanao, as well as Aputure Philippines Marketing Associate Razel Olifernes for partnering with the school to organize the workshop.

Ms. Garcia also thanked SoMDA Dean David Corpuz, Creative Cluster Head Jonah Lim, Digital Film Program Chair Karen Rey, Broadcast Media Program Chair Norman Manalaysay, The New Builder Adviser Seymour Sanchez, Hiraya Student Council led by adviser Ian Boots Bautista, and faculty and students who took their time to attend the event.

A heartfelt acknowledgement was also given to SoMDA Technical Assistant Ruby Sagun, who recently passed away, for her tireless support throughout the planning process.

Beyond technical training, the workshop focused on encouraging attendees to embrace the beauty of storytelling through moving images. By sharpening their craft and discovering new tools, students are empowered to tell stories that will set them apart in a competitive industry.

“To everyone here, please know that this is more than just an event. This is to encourage ourselves to embrace the beauty of storytelling whether through film, photography, or writing. This is our shared purpose,” Ms. Garcia concluded.

As part of the initiative, the Sony Philippines Film School Caravan 2026 also visited the Mowelfund Film Institute with Ms. Clamor and Commercial Director and Sony Product Expert Nigel Laxamana for Cinematic Live Production with the Sony Cinema Line on Feb. 5, and CIIT College of Arts and Technology with award-winning filmmaker Lee Briones-Meily on Feb. 6.

 


SparkUp is BusinessWorld’s multimedia brand created to inform, inspire, and empower the Philippine startups; micro, small and medium enterprises (MSMEs); and future business leaders. This section will be published every other Monday. For pitches and releases about startups, e-mail to bmbeltran@bworldonline.com (cc: abconoza@bworldonline.com). Materials sent become BW property.

Meralco chairman signals steady 2025 performance ahead of results

PHILSTAR FILE PHOTO

MANILA ELECTRIC CO. (Meralco) Chairman and Chief Executive Officer Manuel V. Pangilinan described the company’s 2025 performance as “good,” citing growth in its distribution operations and renewable energy initiatives as key contributors.

“All we can say is good,” he told reporters last week when asked about the company’s 2025 financial performance.

Meralco has set a full-year profit guidance of P50 billion, after surpassing its 2024 target of P45.1 billion.

For the first nine months of 2025, the power distributor reported a core net income of P40.02 billion, a 14% increase compared to the previous year, driven by revenue growth and stronger results from its distribution utility segment.

Consolidated revenues rose 4.6% to P371.77 billion for the January-to-September period from P355.42 billion a year earlier, mainly due to electricity sales.

Asked if Meralco was able to hit its target, Mr. Pangilinan said: “Well, we aim accurately, don’t we?”

Meralco is scheduled to announce its full-year 2025 financial and operating results on Feb. 25, Wednesday.

Mr. Pangilinan said he wishes the company “to grow in profitability” and “to become the best power company in the Philippines.”

Aside from distribution, the company is also focusing on its power generation business for growth.

To raise additional capital, Meralco is evaluating a potential public offering for MGEN Renewable Energy, Inc. (MGEN Renewables), the renewable energy unit of Meralco PowerGen Corp. (MGEN).

This involves injecting assets into MGEN’s already-listed affiliate, SP New Energy Corp. (SPNEC), in exchange for shares.

“Perhaps in 2027, we will re-IPO (initial public offering) to raise a bit of money for SPNEC and MGreen because it will be a much bigger company by then,” Mr. Pangilinan said.

Last month, SPNEC filed an application with the Securities and Exchange Commission (SEC) to change its corporate name to MGEN Renewable Energy Holdings, Inc., which analysts believe is part of the planned backdoor infusion of the renewable energy business.

Meralco is also aligning the planned listing with the expected completion of the MTerra Solar project, which is set to become the world’s largest integrated solar and storage facility.

Spanning Nueva Ecija and Bulacan, MTerra Solar is developing a 3,500-megawatt-peak solar power plant and a 4,500-megawatt-hour energy storage system.

Meralco’s controlling stakeholder, Beacon Electric Asset Holdings, Inc., is partly owned by PLDT, Inc. Hastings Holdings, Inc., a unit of PLDT Beneficial Trust Fund subsidiary MediaQuest Holdings, Inc., has an interest in BusinessWorld through the Philippine Star Group, which it controls. — Sheldeen Joy Talavera

Praying across Negros Occidental

A RETREAT will be held at Our Lady’s Hill Carmelite Center of Spirituality in Bago City.

ON ITS 11th annual Lenten journey, the nonprofit Catholic pilgrimage apostolate Green Faith Travels will be bringing pilgrims to the province of Negros Occidental to pray in 16 churches and visit museums, historical landmarks, and heritage sites, from March 12 to 16.

The Lenten pilgrimage, called “A Carmelite Journey: Lenten Pilgrimage to Bacolod, Negros Occidental,” and with Fr. Reynante Miguel Azul Lavado of the Order of Discalced Carmelites as pilgrimage chaplain, will be highlighted by a one-day retreat at the Our Lady’s Hill Carmelite Center of Spirituality in Bago City.

The pilgrimage will cover the dioceses of San Carlos (Northern Negros Occidental), Kabankalan (southern Negros Occidental), and Bacolod (Central Negros Occidental).

In the Diocese of Bacolod, pilgrims will visit the San Diego de Alcala Pro-Cathedral in Silay City. In Talisay City, stops will be made at the San Nicholas de Tolentino Parish-Recolotes and Diocesan Shrine of San Vicente Ferrer, and St. James the Greater Church and Our Lady of Medjugorje (the first replica church in Asia and the third in the world of the original church in Bosnia and Herzegovina).

In Bacolod City, there will be several stops: at Carmel of St. Joseph and St. Thérèse of the Child Jesus (Carmelite monastery); Queen of Peace Parish-Redemptorist; San Sebastian Cathedral; the Sacred Heart Shrine and Seminary; San Antonio Abad Parish; Our Lady of Peace and Good Voyage Parish and the grotto of St. Padre Pio; and St. Ezekiel Moreno Monastery and Reliquarium.

Pilgrims will also pray at the Talan-awon ni Maria of the Marian Missionaries of the Holy Cross in Murcia; St. John the Baptist Parish in Bago City; and Santa Maria Magdalena Parish in Hinigaran.

At the Diocese of San Carlos, pilgrims will stop at the San Carlos Borromeo Cathedral, and in the Diocese of Kabankalan, at St. Francis Xavier Cathedral.

The pilgrimage fee is P35,000 per person, which covers two-way airfare with 20-kilogram baggage allowance, accommodations and transportation for five days and four nights, all meals and snacks, the entrance fees to museums and heritage sites, and a pilgrim’s kit. The deadline of payment is on Feb. 28.

Over the last 11 years (excluding the pandemic years), Green Faith Travels has organized more than 30 pilgrimages in Luzon and the Visayas, with its annual Lenten, Easter, and Marian “retreats on foot.”

On its 12th year, Green Faith Travels’ pilgrimages are now Carmelite journeys of contemplative prayer as it promotes the Teresian Carmelite spirituality.

Interested parties may contact Bro. Edwin P. Galvez at 0917-830-2596, or visit Green Faith Travels’ Facebook page for details.

T-bill, bond yields may end mixed on BSP bets

BW FILE PHOTO

RATES of the Treasury bills (T-bills) and Treasury bonds (T-bonds) to be auctioned off this week could end mixed on uncertainty over the Bangko Sentral ng Pilipinas’ (BSP) future policy actions.

The Bureau of the Treasury (BTr) will auction off P27 billion in T-bills on Monday, or P9 billion each in 91-, 182-, and 364-day papers.

On Tuesday, the government is targeting to raise up to P40 billion from a dual-tenor T-bond offering, as it could borrow between P15 billion and P25 billion via reissued seven-year papers with a remaining life of two years and five months, and between P10 billion and P20 billion through reissued 25-year debt with a remaining life of 23 years and 11 months.

Yields on the T-bills and T-bonds could track the mixed week-on-week movements at the secondary market following the BSP’s “less hawkish” policy guidance, Rizal Commercial Banking Corp. Chief Economist Michael L. Ricafort said in a Viber message.

“Thus, future BSP rate cuts are possible amid relatively slower local economic recovery…,” he said.

At the secondary market on Friday, yields on the 91-, 182-, and 364-day T-bills fell by 11.79 basis points (bps), 9.17 bps, and 8.35 bps week on week to end at 4.4319%, 4.5437%, and 4.5946%, respectively, based on PHP Bloomberg Valuation Service Reference Rates data as of Feb. 20 published on the Philippine Dealing System’s website.

For its part, the seven-year bond slipped by 0.15 bp week on week to yield 5.7732%, while the rate of the three-year debt, the tenor closest to the remaining life of the papers to be offered on Tuesday, edged down by 0.23 bp to 5.3463%.

Meanwhile, the yield on the 25-year bond went down by 0.12 bp week on week to end at 6.5821%.

On Thursday, the BSP cut the target reverse repurchase rate by 25 bps to 4.25%, the lowest in over three years or since the 3.75% in August 2022. This also matched the benchmark rate set in September 2022.

Rates on the overnight deposit and lending facilities were likewise trimmed by 25 bps each to 3.75% and 4.75%, respectively.

This brought the BSP’s total reductions to 225 bps since it began its series of monetary policy easing in August 2024.

BSP Governor Eli M. Remolona, Jr. said the central bank’s policy path has become “less certain” as investor confidence has become a main concern, adding that the outlook for monetary policy easing would depend on how soon sentiment will recover.

“We see confidence will return very soon, in a few months. If we’re right, then we won’t need further cuts.”

Meanwhile, a bond trader said in an e-mail that the reissued seven-year bond on offer on Tuesday could fetch “great” demand, while the 25-year securities could be “fairly received.”

The trader said the seven-year and 25-year T-bonds could fetch rates of 5.25%-5.275% and 6.5%-6.6%, respectively.

Last week, the BTr raised P37.8 billion via the T-bills it auctioned off, higher than the P27-billion plan as the offer was over five times oversubscribed, with total tenders reaching P142.15 billion.

Broken down, the government awarded P12.6 billion in 91-day T-bills, above the P9-billion plan, as demand for the tenor reached P49.75 billion. The three-month paper fetched an average rate of 4.35%, down by 14.2 bps from the yield seen the previous week. Bids accepted had yields ranging from 4.332% to 4.363%.

The Treasury also borrowed P12.6 billion via the 182-day debt versus the P9-billion program as tenders hit P55.65 billion. The average rate of the six-month T-bill was at 4.433%, dropping by 14.5 bps week on week. Tenders awarded carried rates from 4.41% to 4.453%.

Lastly, the BTr raised P12.6 billion from the 364-day securities, more than the P9-billion plan as bids totaled P36.75 billion. The one-year paper’s average yield was at 4.512%, falling by 10.3 bps. Accepted bids had rates from 4.496% to 4.56%.

Meanwhile, the reissued seven-year bonds to be offered on Tuesday were last offered on Jan. 27, where the government raised P30 billion as planned during the auction proper at an average rate of 5.324%, above the 3.75% coupon rate. It borrowed an additional P15 billion via the same papers through a tap facility offer.

The reissued 25-year notes were last sold on Oct. 21, 2025, where the government raised P15 billion as planned at an average rate of 6.51%, below the issue’s 6.375% coupon rate.

The Treasury aims to raise P308 billion from the domestic market this month, or P108 billion via T-bills and up to P200 billion through T-bonds.

The government borrows from local and foreign sources to help fund its budget deficit, which is capped at P1.647 trillion or 5.3% of gross domestic product this year. — Aaron Michael C. Sy

Threads that bind: On Japan and the Philippines’ enduring friendship

His Majesty the Emperor — © Imperial Household Agency of Japan

By Kazuya Endo,

Japanese Ambassador to the Philippines

 

Today, Japan commemorates the 66th birthday of His Imperial Majesty Naruhito. On this auspicious occasion, I am pleased to share this celebration with our Filipino friends and the Japanese community in the Philippines.

This year also marks a momentous milestone: the 70th Anniversary of Philippines-Japan Friendship, celebrated under the theme “Weaving the Future Together: Peace, Prosperity, Possibilities.” The symbolic anniversary logo, designed by Mr. Edmon Fuerte, a young artist from Baguio, beautifully combines Japan’s shimenawa rope with the Filipino abaca fiber. It reflects how our two nations have steadily woven beautiful threads of trust, partnership, and shared hope over seven decades.

The 70th Philippines-Japan Friendship Logo designed by Edmon Fuerte, inspired by Japan’s shimenawa rope and the Philippines’ abaca fiber.

Looking back to seven decades of trust

Since Japan made its solemn pledge to peace and embarked on its postwar path as a peaceful nation, many predecessors on both sides made numerous contributions for these long-term efforts. A hopeful thread in our shared history can be found in President Elpidio Quirino’s pardon of Japanese prisoners in 1953. In 1956, the Japan-Philippines Reparations Agreement was signed — marking a foundational moment in our bilateral relationship.

The Imperial Family’s visits have helped in deepening our bonds. The then His Imperial Highness Crown Prince Akihito and Princess Michiko paid their maiden visit to the Philippines in 1962, even meeting General Emilio Aguinaldo. 54 years later, in 2016, His Majesty the Emperor Akihito and Her Majesty the Empress Michiko returned to the Philippines for their historic visit for the 60th Anniversary of our friendship — reaffirming the strong foundation of our heightened ties.

In the last seven decades, there have been countless exchanges at various levels, each of which helped lead to our shared mutual understanding. Fast forward to the present, Prime Minister Takaichi Sanae’s first face-to-face meeting with a foreign leader after her inauguration was with President Ferdinand R. Marcos, Jr. in October 2025. In January 2026, Foreign Minister Motegi Toshimitsu visited the Philippines as part of his first bilateral overseas tour. These developments underscore the high priority that Japan places on the Philippines as a close neighbor and trusted strategic partner who shares fundamental values and principles.

Fortifying ties as partners in progress

Visit of President Ferdinand R. Marcos, Jr. in the Metro Manila Subway Project with DoTR Secretary Vince B. Dizon

Our economic partnership is another important thread in this tapestry of friendship. Since the 1960s, Japan has supported the Philippines through Official Development Assistance (ODA), contributing to progress in vital areas such as disaster risk reduction and infrastructure development. This commitment continues today through landmark projects including the Metro Manila Subway Project (MMSP), the North-South Commuter Railway (NSCR), the Davao City Bypass, and the Pasig-Marikina River Channel Improvement Project.

On the Bangsamoro Autonomous Region in Muslim Mindanao’s (BARMM) path toward peace, development, and self-reliance, Japan has stood steadily alongside the region. Japan remains committed to advancing peace through dialogue and translating peace into tangible dividends through development.

Japan-Philippines business collaborations continue to flourish. In 2025, Japan was the second largest trading partner and the largest investor for the Philippines. Around 1,600 Japanese companies are operating their businesses in the country.

Advancing peace and security through cooperation

Prime Minister Takaichi Sanae with President Ferdinand R. Marcos, Jr. during the Japan-Philippines Summit Meeting in Malaysia — © Cabinet Public Affairs Office

Our security cooperation has likewise evolved in ways that contribute to peace and stability, in line with the vision of a Free and Open Indo-Pacific (FOIP). The Japan-Philippines Reciprocal Access Agreement (RAA), which entered into force in 2025, has facilitated joint humanitarian assistance and disaster relief exercises, demonstrating how interoperability can translate into tangible support for disaster response and resilience-building.

The Official Security Assistance (OSA) program is another important pillar of our cooperation, aimed at enhancing resilience by strengthening the Philippines’ defense capabilities through the provision of essential equipment and capacity-building. Notably, the Philippines is Japan’s only partner to have received OSA for three consecutive years. Just this Feb. 11, I attended a handover ceremony for five coastal surveillance radar systems, as part of the first OSA project, with Department of National Defense Secretary Gilberto Teodoro, Jr.

Japan and the Philippines work closely in multilateral fora to promote peace and prosperity in the region and beyond. We take pride in our long-standing partnership in advancing nuclear disarmament and non-proliferation, guided by our shared aspiration for “a world free of nuclear weapons.” We are also working hand in hand to address global challenges such as climate change through initiatives like the Asia Zero Emission Community (AZEC), and to advance development cooperation through frameworks such as the Conference on cooperation among East Asian countries for Palestinian Development (CEAPAD). As the Philippines assumes its important and responsible role as ASEAN Chair this year, Japan will spare no effort in extending its cooperation.

Binding our ties through cultural exchange

Beyond policies and programs, the most enduring strands of our friendship are woven by people — through educational exchanges, cultural interaction, academic cooperation, and everyday friendships. In 2025, 73 Filipino scholars were supported under the MEXT Scholarship Program, and Japan welcomed its first participant from the Philippines in the Young Leaders Program in the field of Healthcare Administration. That same year, 67 young Filipinos embarked on enriching experiences under the Japan Exchange and Teaching (JET) Programme.

The Osaka Expo 2025 also offered meaningful platforms for people-to-people exchange. Building on this proud legacy, the Philippine Pavilion at the 2025 Expo was awarded the prestigious Silver Award for outstanding design. We once again extend our heartfelt appreciation to the creative Filipino minds behind the pavilion for their contribution to the success of this global event.

Travel, too, has served as a reliable bridge between our cultures. I am delighted to note that Japan welcomed more than 880,000 Filipino visitors in 2025 alone — an encouraging testament to the growing closeness between our peoples.

Weaving the future together

All these illustrate how the Japan-Philippines relationship has been shaped over time by many threads of cooperation and friendship. The work of weaving, however, does not end here. As we look ahead this 2026, I hope we can reflect on our future together and identify “new threads” to our growing partnership.

One such thread, in my view, lies in economic cooperation. For decades, Japan has been the leading development partner of the Philippines across a wide range of fields. As our economic ties continue to deepen, we hope to expand our cooperation into new frontiers, including digital and green transformation, space, and broader economic security.

From postwar reconciliation to a comprehensive partnership for peace and prosperity, the Philippines–Japan relationship is a tapestry woven from diplomacy, development, security, and, above all, human connection. As we embark on a year of commemorative events for our 70th anniversary, we warmly invite our Filipino friends and partners to join us in the celebrations, as we continue weaving our future together — toward peace, prosperity, and possibilities for generations to come.

Inspiring beautiful harmony in Philippine real estate

Strategically located in Mandaluyong, The Observatory reflects the disciplined planning and design synergy of its Filipino-Japanese influence. (Artist’s perspective)

Reiwa (令和), Japan’s imperial era that began on May 1, 2019, translates to “beautiful harmony.” It describes a world where “culture is born and nurtured as people’s hearts are beautifully drawn together. It began on the day on which Emperor Akihito’s eldest son, Naruhito, ascended the Chrysanthemum Throne and took the role of the 126th Emperor of Japan.

In the Philippine real estate landscape, this harmony has manifested in Federal Land NRE Global, Inc. (FNG). Federal Land, Inc., with over five decades of experience in the Philippine real estate market, has significantly contributed to reshaping cityscapes through its pioneering residential, commercial, and integrated community projects.

Meanwhile, Nomura Real Estate Development Co., Ltd. (NRE), one of the biggest real estate developers in Japan, brings Japanese innovation to the table with its residential, commercial, and industrial developments. Committed to sustainability and quality, NRE’s influence ensures that every project under FNG is designed with a long-term vision, blending aesthetics with functionality to meet the growing needs of urban living.

What began as a landmark collaboration for The Seasons Residences—bringing together the expertise of Federal Land, NRE, and Isetan Mitsukoshi Holdings Ltd.—has evolved into a definitive partnership. The premier four-tower residential development at Grand Central Park in Bonifacio Global City (BGC) set a new global standard in the Philippine real estate industry. FNG now stands as a testament to what happens when Japanese precision and Filipino heart converge to build beyond borders.

HARMONIOUS DEVELOPMENTS

Yume at Riverpark: A horizontal neighborhood in Cavite guided by Japanese design principles and built for modern Filipino families (Artist’s perspective)

FNG incorporates Japanese design principles into its projects, emphasizing the seamless integration of nature and prioritization of client needs. Underpinning these principles is Kaizen, or the Japanese philosophy of continuous, incremental improvement.

Based on the concepts of “localization,” “organization,” and “systematization, FNG takes a holistic approach to its business activities, targeting all phases from planning and design to construction, sales, and completion.

For instance, Riverpark North in General Trias, Cavite, is envisioned as the “Next Gen City of the South,” boasting a 600-hectare self-sufficient community integrating residential, commercial, and recreational spaces that aim to enhance every aspect of its residents’ quality of life.

Yume at Riverpark’s homes will feature Japanese contemporary designs. (Artist’s perspective)

Yume at Riverpark, the township’s debut horizontal enclave and a strategic mixed-use district, provides a versatile canvas for personal and commercial growth for locators like the UNIQLO logistics center or the up-and-coming SM City General Trias. Featuring wide roads, generous open spaces, landscaped areas, and walkable streets, Yume at Riverpark serves as a social and wellness hub, with thoughtfully integrated amenities like a swimming pool, fitness areas, and a Japanese garden, alongside its central clubhouse, which was developed in collaboration with design firm UDS Japan and Filipino architect Ed Calma.

Within Metro Manila, FNG exemplifies its design philosophy in The Observatory in Mandaluyong City, a 4.5-hectare mixed-use township designed for young professionals who thrive in the bustling pace of the city. Its first residential tower, named “Sora” after the Japanese for “sky,” is inspired by Tokyo’s Shibuya district and demonstrates how FNG’s concept of functional premium living complements life in the center of urban culture.

(L-R) Thomas Mirasol, Federal Land NRE Global, Inc. (FNG) President; His Excellency Endo Kazuya, Ambassador of Japan to the Philippines; Alfred Ty, Federal Land and FNG Chairman; Hon. Benjamin Abalos, Sr., former Mayor of Mandaluyong; Yusuke Hirano, Vice-Chairman of FNG; and Tomohiro Fukuda, Nikken Sekkei General Manager, led the ribbon-cutting ceremony of The Observatory Sales Pavilion in 2025.

The Sora tower offers residents an unparalleled view of the BGC skyline across Pasig River, and offers a retail podium with a wide range of shopping and dining experiences. It features amenities to support active and dynamic lifestyles, such as co-working spaces, an entertainment room, a fitness gym, and a yoga studio.

The collaboration between Federal Land and NRE is built on a shared goal: to make life better for customers through developments that are meaningful for generations.

Through designs like The Observatory, FNG champions Japanese principles like clarity and simple living, embodying minimalistic design choices that reflect a more purposeful life. This simplicity is maintained through a delicate balance between nature and the built environment. Whether it is the integration of green pockets in high-rise developments or the transition from vibrant commercial zones to the quietude of a Zen garden, FNG ensures that the pace of modern life is always countered by moments of stillness.

The Observatory Sales Pavilion offers an immersive preview of the collaborative vision shaping this flagship mixed-use development.

With this foundation, FNG has grown a portfolio of projects that showcase Japanese innovation while responding to the aspirations of Filipino homeowners.

As Japan and the Philippines honors the Emperor’s birthday and celebrates their longstanding relations, FNG envisions itself as a vital part of this continuing story. By merging Japanese design philosophy and the soul of Filipino living, FNG is nurturing the “Beautiful Harmony” of the Reiwa Era into spaces where culture is born and communities thrive.

For more information, visit about FNG and its developments, visit https://fng.ph/.

 


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SM Prime shares slip on MSCI rebalancing, market pressures

FACEBOOK.COM/SMCITYILOILO

By Isa Jane D. Acabal, Researcher

SM PRIME HOLDINGS, INC. (SMPH) shares fell last week on Morgan Stanley Capital International (MSCI) rebalancing and weakness in the real estate sector, offsetting gains from stronger earnings and expansion plans, analysts said.

Data from the Philippine Stock Exchange (PSE) showed SM Prime was the ninth most actively traded stock from Feb. 16 to 20, with 28.18 million shares worth P594.79 million changing hands.

The stock closed at P20.95 per share on Friday, down 1.9% from P21.35 a week earlier. This decline was steeper than the property sector’s 0.2% week-on-week drop and the 1.3% gain in the benchmark PSE index (PSEi).

On a year-to-date basis, SM Prime shares have fallen 7.9%, underperforming the 4.2% decline in the property sector and the PSEi’s 6.8% growth.

Jervin De Celis, equity trader at The First Resources Management and Securities Corp., said the pressure on the stock is linked to MSCI rebalancing.

In its February 2026 Index Review, MSCI kept the MSCI Philippines Standard Index unchanged but added Apex Mining Co. and Maynilad Water Services, Inc. to the small cap index. The changes will take effect after the close of Feb. 27.

SM Prime is one of 11 constituents in the MSCI Philippines Standard Index, which covers the large- and mid-cap segments of the Philippine market. Fund managers monitor the index’s composition to adjust their portfolios.

“From Feb. 16 to 19, the stock has recorded over P140 million in net foreign selling as funds realign their holdings ahead of the Feb. 27 effective date,” Mr. De Celis noted.

“These adjustments often trigger significant passive outflows that are independent of company milestones like mall expansions,” he added.

In a press statement on Feb. 16, SM Prime reported a net income of P48.8 billion in 2025, up 7% from P45.6 billion a year earlier, driven by higher revenues in commercial property and disciplined cost management.

Meanwhile, its consolidated revenues reached P141.1 billion, slightly higher than P140.4 billion in 2024.

SM Prime President Jeffrey C. Lim said the company is setting its capital expenditure (capex) budget at P100 billion this year.

According to Mr. De Celis, SM Prime’s capex commitment signals that the company is “not flinching at the local macro headwinds.”

“This aggressive expansion narrative has established a psychological floor for the stock, somehow offsetting potential downside from flat revenues and the persistent foreign selling observed ahead of next week’s MSCI rebalancing,” he added.

For Unicapital Securities, Inc., Research Head Wendy B. Estacio-Cruz said SM Prime’s full-year 2025 performance “reinforces confidence in the company’s earnings visibility and execution consistency, underscoring the strength and stability of its core operations.”

Ms. Estacio-Cruz added that the stock’s decline suggests that gains from higher earnings were offset by broader market pressures, including weakness in the real estate sector.

“In our view, the recovery of SMPH’s residential segment remains largely hinged on financing affordability, particularly further downward repricing of mortgage rates, given that a significant portion of its inventory is focused on the mid-segment,” she said.

On Feb. 19, SM Prime announced that its office leasing arm, SM Offices, plans to add more than 60,000 square meters of leasable space in Cebu City by the fourth quarter of 2026 amid surging demand.

“By leaning into Cebu’s rise as the top BPO (business process outsourcing) alternative to Metro Manila, the company is moving away from the metro’s flat office market and chasing actual demand,” Mr. De Celis said.

He projects SM Prime’s first-quarter net profit at a range of P11.9 billion to P12.1 billion, and full-year earnings at roughly P51.3 billion, with revenues at P149.5 billion.

Mr. De Celis said the stock is currently at its support level of P20.80 to P21 but could fall to P20.50 if selling continues.

“For the resistance, the stock needs to clear P21.50 to show it’s back in a healthy trend. The real breakout signal would be a close above P21.75, which would put the stock back above the 20-day moving average,” he said.

Philippine ternos highlighted in postcard collection

FOR DECADES, Philippine postcards have served as visual records and souvenirs — mementos that provided glimpses into the country’s rich culture. Iconic landmarks and heritage sites, national symbols such as the sampaguita and the Barong Tagalog, and scenes from vibrant fiestas have illustrated these tangible tokens to encapsulate and share the Filipino values of faith, family, and community.

In the digital age, the Benilde Fashion Museum (BFM) keeps this cherished tradition alive while also promoting its mission to study, preserve, and exhibit Philippine fashion heritage with a collection of postcards which feature selected ternos, the Philippine national dress defined by its distinctive “butterfly” sleeves.

The set of 15 postcards features dresses that have found a home among BFM’s growing selection of nearly a thousand pieces. The postcards feature gowns by Philippine National Artists for Fashion Design Ramon Valera and Salvacion Lim-Higgins, as well as fashion innovators such as Pitoy Moreno, Ben Farrales, Aureo Alonzo, and Christian Espiritu.

The BFM will be housed in the former Lopez Apartments, designed by Fernando Ocampo, built in 1938 for Vice-President Fernando Lopez. The Art Deco structure has served various capacities throughout its history, including embassies, private residences, offices. For a time, it was the site of Instituto Cervantes, before its acquisition by the college.

Following its renovation, the four-and-a-half-story building will accommodate galleries, conservation laboratories, archives, a fashion design library, a multimedia lecture room, a café, a museum shop, offices, and storage facilities.

The postcard set is on sale for P500. To order, contact facebook.com/benildefashionmuseum or instagram.com/benildefashionmuseum.

Peso may decline further on escalating US-Iran tensions

PHILIPPINE STAR/ WALTER BOLLOZOS

THE PESO could weaken further against the dollar this week due to growing tensions between the United States and Iran.

On Friday, the local unit closed at P58.15 per dollar, falling by 15.4 centavos from its P57.996 finish on Thursday, data from the Bankers Association of the Philippines showed.

Week on week, the peso fell by 13 centavos from its P58.02 close on Feb. 13.

The local currency ended weaker on Friday after the Bangko Sentral ng Pilipinas (BSP) signaled that they still have room to ease rates and as escalating tensions between the US and Iran led to a spike in oil prices, a trader said by phone.

The peso declined against the dollar following “less hawkish” signals from the BSP, Rizal Commercial Banking Corp. Chief Economist Michael L. Ricafort said in a Viber message.

He said the central bank’s previous statements about nearing the end of its easing cycle had partly driven the peso’s recent rebound.

On Thursday, the Monetary Board cut the target reverse repurchase rate by 25 basis points (bps) for the sixth consecutive meeting to 4.25%. Rates on the overnight deposit and lending facilities were likewise trimmed to 3.75% and 4.75%, respectively.

It has now reduced borrowing costs by a total of 225 bps since it began its easing cycle in August 2024.

BSP Governor Eli M. Remolona, Jr. said future easing will depend on how soon confidence will recover, as weak sentiment has affected demand, making the output gap bigger.

“We support growth, and we do want growth. But at the same time, our main mandate is still inflation. So, to the extent we can support growth without causing inflation, we will support growth.”

On Friday, he said that with inflation under control, they have room to help stimulate domestic demand, although they face a “large element of uncertainty.”

For this week, the trader said escalating tensions between the US and Iran could continue to put pressure on the peso.

The market could also react to the US gross domestic product (GDP) and personal consumption expenditures (PCE) price index data released late on Friday.

The trader sees the peso moving between P57.90 and P58.30 per dollar this week, while Mr. Ricafort expects it to range from P57.90 to P58.30.

Iran’s foreign minister said on Friday he expected to have a draft counterproposal ready within days following nuclear talks with the United States last week, while US President Donald J. Trump said he was considering limited military strikes, Reuters reported.

Two US officials told Reuters that US military planning on Iran had reached an advanced stage, with options including targeting individuals as part of an attack and even pursuing leadership change in Tehran, if ordered by Mr. Trump.

Mr. Trump on Thursday gave Tehran a deadline of 10 to 15 days to make a deal to resolve their longstanding nuclear dispute or face “really bad things” amid a US military buildup in the Middle East that has fueled fears of a wider war.

Meanwhile, US GDP increased at a 1.4% annualized rate in the fourth quarter, the Commerce department’s Bureau of Economic Analysis said in its advance estimate. Economists polled by Reuters had forecast GDP would rise at a 3% pace. The economy grew at a 4.4% pace in the third quarter. It grew 2.2% last year, the slowest pace in five years, after expanding 2.8% in 2024.

A separate report showed the PCE price index, excluding the volatile food and energy components, increased 0.4% in December after gaining 0.2% in November. In the 12 months through December, the so-called core PCE inflation advanced 3% after increasing 2.8% in November. It is one of the measures tracked by the US central bank for its 2% inflation target. — A.M.C. Sy with Reuters

Missing in the final EdCom II Report: Devolution of basic education

PHILIPPINE STAR/MIGUEL DE GUZMAN

On Jan. 26, the final report of the Second Congressional Commission on Education (EdCom II), entitled, “TURNING POINT: A Decade of Necessary Reform (2026-2035),” was released.

With respect to basic education, the situation is quite dire:

“Department of Education (DepEd) data on the results of the standardized assessments conducted from 2023-25 for Grades 3, 6, 10, and 12, highlight worrying declines in proficiency. At Grade 3, the Early Language, Literacy, and Numeracy Assessment or ELLNA depicts at least 30.5% considered proficient to highly proficient, compared to 69.5% non-proficient (or those scoring 74 and below)… However by the time they finish Grade 6, steep declines are observed, with only 19.56% considered proficient. This further worsens in Grades 10 and 12, with only 0.74% and 0.4% reaching proficiency as they progress in secondary schooling.”

Unfortunately, the report provides no comparable statistics on student performance in prior years, giving us no idea when the decline in performance started. However, the Final Report of EdCOM I issued in 1991 noted:

“Pupils on average learn only 55% or even less of what must be learned at every grade level. Children who complete the sixth grade on average learn only what they should have after the first three to four years of elementary schooling. Underachievement at the elementary and secondary levels indicates that the objectives of basic education have not been attained.”

This is an indication that the situation of basic education has been dire for the past 35 years. But it was only when the Program for International Student Assessment or PISA results of 2018 were published that we were forced to confront this problem.

The report also makes no distinction between the performance of public schools and private schools. Other studies have shown that students in private schools have performed much better than students in public. This is important as there are lessons to be learned from their success.

In a column we wrote for BusinessWorld which came out on March 11, 2024, entitled, “EdCom II Year One Report: Misreading the Philippine education situation,” we stated:

“We do not have a crisis in Philippine education. We have a crisis in Philippine public education. Philippine private education is doing fine. Per the studies of Drs. Vicente Paqueo and Aniceto Orbeta, Filipino private school students performed above par in the PISA 2018 Survey compared to other countries of the same economic level. It is Filipino public-school students who have performed abysmally. The Education Sector Team of the Ateneo Economics Department reports that in PISA 2022, the gap in performance between private and public-school students widened.”

In a succeeding column we wrote, “EdCom II Year Two Report: Persistent misreading of the Philippine basic education situation” (BusinessWorld, March 3, 2025), we explained why the private schools have performed better than the public schools:

“DepEd regulates the private schools while other groups operate them. In the case of public schools, DepEd is both the regulator and operator. When asked why private schools perform better than public school, a private school president replied, ‘DepEd imposes strict standards on us but does not impose them upon itself.’ DepEd the regulator does not impose on DepEd, the operator strict standards such as optimal class sizes, well-maintained classrooms, well-stocked teaching materials, empowered teachers and ever-present principals. The prescription is simple. Remove the operating function from DepEd while retaining its regulatory authority over the public schools.”

Comparing the Final Reports of EdCom I and EdCom II, we note that EdCom I is primarily a policy paper, hence it consists of only 80 pages and was completed in only one year. EdCom II is both a policy paper and a consultant report, hence it consists of 634 pages and was completed in three years.

When an organization, public or private, engages the services of a consultant, the aim is to review the effectiveness and efficiency of the organization, in this case the DepEd, among others. The presumption is that the consultant, with his expertise and objectivity, will be able to undertake this task, something that the organization cannot do by itself.

This EdCom II did that, gathering a constellation of experts taking the posture of an interested but unbiased party.

With respect to the Department of Education, EdCom II, the consultant arrived at 10 major findings such as DepEd must end “mass promotion” practices without delay, and amend its policies to ensure genuine support for vulnerable learners.

Usually consultants pinpoint the officers in the organization who should be held accountable for such poor performance. EdCom II did not.

However, as with all consultants, EdCom II identified 20 Priority Areas where reforms must be undertaken. The question then becomes who is responsible for undertaking these reforms?

If the performance of the present management is dismal, there is a strong argument that the present management will most likely be unable or unwilling to undertake the proposed reforms. As a result, the board of directors will usually undertake a sweeping revamp, firing the Chief Executive Officer and his management team, and then bringing in fresh management, unburdened by the past and ready to implement the proposed reforms.

DepEd II makes no such suggestion, which is understandable considering that DepEd officials are protected by Civil Service regulations.

With this course of action closed, a consultant usually recommends a restructuring of the organization, such as shifting responsibility to the lower levels of management or decentralization and, in extreme cases, devolution, transferring the responsibility to another organization.

Interestingly, EdCom I has a Chapter on “Making Education Manageable.” In this chapter, EdCom I recommended the trifocalization of Philippine education into DepEd, the Commission on Higher Education (CHED), and the Technical Education and Skills Development Authority (TESDA).

In terms of administrative operations, EdCom I stressed:

“The school must be the focal point, the base and common denominator institution of formal education. The classroom is where teaching-learning takes place and we must make sure that this indeed goes on most efficiently and effectively.

“The school principal shall function as an instructional leader and manager. As an instructional leader, he will see to it that the conditions for effective teaching are met: the teacher is well trained and motivated; adequate instructional materials are provided; the teacher isn’t distracted by many nonteaching activities and is well supervised and given a voice in improving the teaching-learning environment.

“The principal ensures that both teacher and pupil are externally assessed and evaluated at Grade 4 for functional literacy, at Grade 6 for elementary scholastic achievement, at second-year high school for aptitude, and after high school for achievement of basic education as well as for vocational preparation.”

We note that 50% of public schools have no principals.

In terms of field operations, EdCom I strongly recommended decentralization.

Thirty-five years later, EdCom II confirms that the recommendation on decentralization has not been realized:

“Despite long-standing policy frameworks, decentralization in Philippine basic education remains largely unrealized. Republic Act No. 9155’s vision of ‘shared governance’ has not materialized, as DepEd continues to function through highly centralized, memo-driven decision-making that limits initiative across regions, divisions, and schools. School-Based Management has become compliance-oriented, with schools spending most of their MOOE (Maintenance and Other Operating Expenses) on utilities, leaving little room for innovation. LGUs (local government units) also face restrictive interpretations of SEF (Special Education Funds) rules, constraining their role as partners in system improvement.”

In a testimony before Congress in October 2025, Department of Public Works and Highways (DPWH) Secretary Vince Dizon revealed that only 22 classrooms had been completed, far below the target of 1,700 for 2025.

In response, DepEd Secretary Juan Edgardo “Sonny” Angara recommended and President Ferdinand Marcos, Jr. approved the devolution of the responsibility for the construction of the classrooms to the LGUs and to the private sector through the Public-Private Partnership or PPP scheme. If devolution can solve the problem of school buildings, why not that of school administration?

EdCom II does not devote a significant section on devolving the operations of the DepEd schools to the local government units. However, “The Synergia Foundation, in partnership with the Second Congressional Commission on Education (EDCOM II), implemented a Proof of Concept (POC) Education Reform program in 11 pilot areas in the province of Iloilo. The initiative aimed to demonstrate how strengthening Local School Boards (LSBs), enhancing community participation, and decentralizing certain education delivery functions can directly improve learning outcomes, school leadership performance, and accountability mechanisms.”

Senator Bam Aquino visited and praised the project:

“Sen. Bam Aquino cited Iloilo province for its Proof of Concept education reform program that improved literacy rates.

“‘When they started, the literacy rate of Grade 3 students was only at 30% and it is now at 90%,’ said Aquino who added the program hopes to improve basic education with real and doable solutions.

“An initiative of the administration of Gov. Arthur ‘Toto’ Defensor, Jr., the POC is a devolution program that gives local government units (LGUs) in 11 towns of Iloilo and Iloilo City the responsibility in handling basic education programs.”

In addition to this project, several case studies of successful reforms by local government units were cited:

1.) Municipality of Manolo Fortich, Bukidnon: Demonstrating Strong Nutrition Governance and Holistic Family Support

2.) Municipality of Bacnotan, La Union: Strengthened Nutrition Governance Through Community and Multisectoral Action

3.) Pasig City’s Program Contracting Scheme: Expands Access to Early Childhood Care and Development

4.) Valenzuela City’s Education 360° Investment Program – Addressing Classroom Decongestion Through Strategic Infrastructure Planning

5.) Norzagaray’s Project Bright as a Local Model for Effective Early Literacy Remediation

6.) Beyond Inclusivity: Valenzuela City Special Education Center

Given this proof of concept as well as the cases cited above, Congress should consider the devolution of basic education to the local government units.

Dr. Victor S. Limlingan is a retired professor of AIM and a fellow of the Foundation for Economic Freedom. He is presently chairman of Cristina Research Foundation, a public policy adviser and Regina Capital Development Corp., a member of the Philippine Stock Exchange.

 

Dr. Victor S. Limlingan is a retired professor of AIM and is a fellow of the Foundation for Economic Freedom. He is presently chairman of Cristina Research Foundation, a public policy adviser, and Regina Capital Development Corp., a member of the Philippine Stock Exchange.

Auto dealers talk customer choices

What really matters to car buyers today?

THE WORLD is overcome with so many transformative changes. Artificial Intelligence (AI) seems to be infusing daily life so rapidly — though I think “rapid” can no longer adequately describe the pace at which it is impacting the world. Automation and robotics are flourishing as a function of the almost infinite rise in computing power. Sustainability issues are dominating social and economic consciousness. The need to address carbon neutrality and the compelling demand for a transition toward alternative energy sources is an urgent and global call to action. A focus on elevating the quality of life, well-being, and safety is increasingly shifting from advocacy to a social mandate.

In the automotive field, changes are happening just as fast and as extensively. The halo transformations I described earlier are surely cascading into the mobility sector. How people view automobiles, how they use them, how they shop for them are all in various states of flux. What matters to car buyers the most in their preference for and purchase of a car is, assumedly, being redefined. And who more than auto retailers or car dealers would see these changes unfold in real time? They are in the frontlines and are the first line of engagement for car buyers.

I asked several auto dealers (in alphabetical order below) to share their views of what matters the most to car buyers in making their choice of mobility solutions these days. In a couple of cases for multi-brand dealers, I suggested they assume the point of view of specific marques.

I also asked them what the most important transformation is that car retailers need to make to meet customers’ changing and emerging expectations. And, to make the insights more relevant, I invited “next-generation” leaders in the automotive retail industry to weigh in on the issues.

Their views on how consumer preferences are morphing are surely interesting. But are expectations truly changing?

MARCO GABRIEL BORROMEO
President
Sakura Autoworld, Inc. (Suzuki)

PHOTO CONTRIBUTED BY RESPONDENTS EXCEPT WHERE INDICATED

I believe what matters most to all buyers — including auto buyers — is the complete customer experience. For car buyers, this starts from the moment a customer makes contact, whether it is virtual or physical. The whole experience from initial inquiry to the sale transaction to after-sales service should be amazing. The top considerations would be how they are made to feel, and the value that they receive along their auto ownership journey.

Clients today are more informed about products and services than yesteryear. They also expect a level of service that is second to none. Therefore, dealers need to recognize this and equip their teams with the knowledge, tools, and expertise to best serve them. Dealers also need to have a customer-centric approach that is underpinned by transparency and integrity. At the end of the day, a browser from the past, present, or future will always choose the dealer that gives them the most amazing experience.

LISSET LAUS-VELASCO
CEO and Chair
LausGroup of Companies (replying for Mitsubishi and Ford)

PHOTO CONTRIBUTED BY RESPONDENTS EXCEPT WHERE INDICATED

Buying decisions have never been more complex than they are today. Auto buyers are highly informed and digitally empowered, drawing insights from multiple channels rather than relying on a single source. Because customer profiles widely vary, there is no one preferred path to purchase. Instead, buyers combine inputs based on their individual needs and circumstances.

That said, two priorities consistently stand out: First, buyers look beyond vehicle specifications to evaluate cost of ownership — including financing, maintenance, and long-term reliability. Second, the post-sale experience has become equally critical. Fast service turnaround, parts availability, and proactive communication significantly influence brand and dealer loyalty. Ultimately, buyers are choosing long-term mobility partners — not just vehicles.

Dealers must evolve from sales-driven organizations into customer-experience-led businesses. This requires recognizing that customers engage through multiple channels and expect seamless, consistent support across all of them. Future automotive retail is not defined by closing individual transactions, but by building long-term relationships rooted in trust, reliability, and responsiveness.

JOHN MABASA
Vice-President and COO
Union Motor (Mitsubishi)

PHOTO CONTRIBUTED BY RESPONDENTS EXCEPT WHERE INDICATED

The product remains a primary decision-driver though brand loyalty is strong, too. The emergence of xEV products created a new market segment that allowed Chinese brands to rapidly gain market share. Using digital tools help potential customers gain more interest in our products, but we still have test-drive units for that “touch and feel” experience. After-sales is also important. Customers take into consideration our programs that are cost-effective and convenient.

Our people remain one of our strongest assets. Regardless of the growing presence of AI and digital solutions, the automotive business is still built on relationships. Technology may enhance efficiency, but it cannot replace genuine human connection. We must continue to strike the right balance between digital innovation and personalized service.

The industry is no longer competing on brand alone, but on innovation, technology, and a clear value proposition. On the digital front, customers are heavily influenced by social media, and this greatly influences perception and purchase intent. Research now happens before showroom visits. This is why visibility in the online marketplace is no longer optional — it is essential. If we are not present where our customers are, we risk becoming irrelevant.

The key moving forward is clear: Embrace AI and digital solutions to enhance efficiency and visibility in the marketplace; keep strong human connections to build trust; and continuously adapt to xEV market demand.

We must continue to deliver value beyond just the product. The market is evolving, and so must we.

COSCO OBEN
President
Oben Group (Toyota)

PHOTO CONTRIBUTED BY RESPONDENTS EXCEPT WHERE INDICATED

A superior product certainly matters to car buyers. But in this highly competitive landscape, having a good product is no longer enough. What truly makes a dealership is the customer experience — and that’s where people make all the difference.

Success in today’s automotive market requires both the right product and people.

You may have the best vehicle in its class, but if the ownership experience is frustrating — if concerns are not addressed promptly, if service is impersonal, if support is lacking — customers will eventually walk away. On the other hand, you may have the most attentive and dedicated team providing service that exceeds expectations, but if the product itself falls short, customers will choose another brand.

The real transition dealers must make today is of a cultural nature. We need to build workplaces where team members are engaged, empowered, and genuinely happy to serve. A people-centered culture is no longer optional; it is a competitive advantage.

We must treat our team members with the same importance as our customers. They are the ambassadors of the brand we carry. Happy employees lead to happy customers. The care, respect, and support we give our people will always be reflected in the way they take care of our clients.

Product development is a role of the manufacturer; the dealer is entrusted with building the team, the systems, and the culture that bring the product to life in the eyes of the customer. Dealers must relentlessly pursue the cultivation of a culture that allows team members to represent the brand with pride and integrity for generations.

JAN ANDREW PO
President
MG Greenhills, Congressional, and Iloilo

PHOTO BY KAP MACEDA AGUILA

Access to financing is a key consideration for car buyers. MG vehicles offer some of the best value for money today. Low down payment deals are a major draw, but we must be honest with our customers. A lower down payment means more interest in the long run. Our role is to help them understand the math so they can make a smart financial choice that works for them.

After-sales and trust also drive preferences when buying a car. For Filipinos, a car is the biggest purchase after a home. Our focus is on protecting that investment through every after-sales milestone. Constant “handholding” and ensuring the availability of parts are always vital. We want to prove that their hard-earned money is safe with us.

With over 50 brands in the Philippines and the top five taking 85% of the market, the noise is louder than ever. Dealers can no longer afford to be generic or treat cars like toaster ovens. The most important transformation is learning how to clearly communicate a brand’s unique identity to cut through the crowd. MG has moved from being a newcomer to reaching major after-sales milestones. Our job now is to show customers why we offer the best value for their money. We need to move away from just selling a car and focus on telling the story of why our brand belongs in their garage. In a market this crowded, if you do not stand for something specific, you are just another option people will ignore.

KEVIN SORNET
General Manager
Nissan Sta. Rosa

PHOTO CONTRIBUTED BY RESPONDENTS EXCEPT WHERE INDICATED

Price and brand are the two most important factors influencing auto buyers today. Price is often the primary driver because if a vehicle does not make sense economically, it is unlikely to be considered at all. Buyers focus on overall affordability, including financing options, monthly payments, and available discounts. In the Filipino market, consumers especially value good deals and are often willing to delay purchases until promotions become available.

Alongside price, the brand plays a critical role. Filipino buyers tend to trust what is familiar and proven. Buyers are drawn to brands that offer a balance of trusted performance and modern technology. The credibility of the brand reduces perceived risk and builds confidence in the purchase decision.

Dealers today need to meet customers where they already are. Customers expect speed, convenience, and easy access to information, which makes digital platforms essential. At the same time, buyers are more informed than ever. Most already know the features and pricing before walking into a dealership. This shifts the dealer’s role from selling the what to explaining the why — helping customers understand which option fits their needs, lifestyle, and budget. By combining strong online touchpoints with a more consultative approach, dealers can create a smoother experience and build trust that extends beyond a single transaction.

PAUL ANGELO TIONSON
President
EVOMile Innovations (BYD Chinatown; Otis;
and Dasmariñas, Cavite)

PHOTO CONTRIBUTED BY RESPONDENTS EXCEPT WHERE INDICATED

In my view, today’s new-car market is more consumer-driven than ever before. Buyers have an unprecedented range of choices, with more brands offering distinctive technologies that deliver differentiated driving and ownership experiences. From our recent experience managing dealership operations across multiple brands, particularly BYD, we’ve observed that two factors consistently make the biggest difference to buyers: First, the value proposition relative to their spending power and priorities; and second, the strength of the relationship between dealer and customer in identifying what truly matters to them.

In such a dynamic environment, it is no longer enough for dealers to simply sell and service vehicles. We must move beyond transactional interactions and become genuinely attuned to customer needs — often before customers themselves fully articulate them. The ability to align those needs with the right product offering, supported by a distinctive customer experience, is what sets a dealership apart. In a crowded and rapidly evolving industry, meaningful differentiation — translated into tangible customer value — is the true critical success factor.

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