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Business laptops as the backbone of MSME productivity

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By Jomarc Angelo M. Corpuz, Special Features and Content Writer

Across all industries, a big portion of work relies on inputting sources, processing data, and creating outputs on computers. After all, accounting of invoices can be done on laptops, social media is a great place for marketing, and even orders can be made online.

This, in part, highlights the impact that digitalization has had on society, and also the necessity for a reliable and affordable personal computer or laptop for every business aiming to scale and be successful.

This sentiment is echoed in the Department of Trade and Industry’s MSME Development Plan 2023-2028, which aims to integrate digital tools, artificial intelligence (AI), and financial technology to boost competitiveness in e-commerce and supply chain efficiency.

Realizing this vision of digital empowerment depends on giving Filipino entrepreneurs reliable, secure, and AI-ready devices that can keep pace with today’s MSMEs.

“We’ve observed a massive shift in how Filipino MSMEs operate. Business owners work from anywhere — from stores, warehouses, cafés, airports, or while meeting clients on the go. Work is no longer a place you go; it’s something you do, often while juggling your fieldwork and remote coordination,” Francis Avila, business development manager and commercial business head of ASUS Business Philippines, told BusinessWorld in an email.

He noted that this hybrid reality demands business laptops to be the backbone of productivity, not only for communication, but for security, data management, and intelligent decision-making as well.

“It’s what keeps the businesses and customers connected, your data secured, and your decisions sharpened through AI-driven insights,” Mr. Avila said.

In today’s day and age, digitalization is a fundamental requirement for the daily operations and continuity of Filipino MSMEs. Mr. Avila revealed that MSMEs see the trend as a means of staying operational, with the business’ device as its most critical asset, whether they are managing inventory or securing digital payments.

“A slow, overheating laptop or device can literally delay operations or transactions, and a loss for business,” he shared.

Mr. Avila then noted how this pain point is factored in the latest devices of ASUS.

“For example, we developed the ASUS ExpertCool thermal solution, which uses advanced cooling technology to keep the system performing at its peak. This ensures that even under the heaviest workloads, your laptop can stay cool and responsive,” he explained.

Mr. Avila also talked about ASUS’s initiative to put their products through the most rigorous military-grade testing and integrated advanced AI features to ensure it’s more than just a laptop. For businesses, he said, reliability isn’t a luxury and is actually a requirement.

As MSMEs grow and take on larger markets, the role of business laptops is meant to expand as well, becoming the central hub for communication, collaboration, and client delivery.

“When your business starts to expand, business laptops become the primary workspace for communication, collaboration, data access, and client delivery. And now, business laptops keep on upgrading and become more reliable to MSMEs,” he said.

“That’s why we also integrate tools in ASUS ExpertBook business laptops like ASUS ExpertMeet, our AI-enhanced meeting assistant that improves remote collaboration with automatic notes, transcripts, and intelligent meeting summaries, helping businesses work smarter and faster in hybrid setups,” he said.

However, Mr. Avila warned that reliability should come with support when picking the proper device. He stated that reliable technology, paired with reliable support, allows MSMEs to scale with confidence, empower hybrid teams, and keep their business running worry-free.

ASUS Business, the executive shared, provides such after-sales support, which include next-business-day local on-site service, remote support and diagnostics, and customizable warranty on business laptops and desktops of up to five years, depending on business requirements.

“This minimizes downtime and ensures that any issue, hardware or software, is resolved quickly, so operations stay uninterrupted,” Mr. Avila said.

For many small businesses, cost is the biggest barrier to acquiring reliable, business-grade laptops. In this regard, Mr. Avila shared that government programs, private-sector initiatives, and flexible financing options play a critical role in helping MSMEs access better technology.

ASUS, for its part, has made its business laptops affordable whether MSMEs purchase them on select tech stories or e-commerce size, and they can avail them with 0% interest installment on major credit cards.

“This makes business-grade devices more accessible to sari-sari stores, startups, creative agencies, and growing e-commerce brands,” Mr. Avila added.

Shifting to new standards

Looking ahead, Mr. Avila suggested that the use of AI, cloud platforms, and automation signals that business laptops will play an even greater role in strengthening operational resilience and enabling MSMEs to meet the rising demands of a digital-first economy.

“In 2026, as digital platforms evolve, business laptops are no longer just an ‘expense.’ It is the engine of your business’ operational resilience. As AI, cloud platforms, and automation become the new standards in everyday operations, more MSMEs will depend even more on devices that can keep up with increasing workloads. The new standards are not just being connected to the internet; it’s about Edge AI — the ability of your laptop to think,” he said.

According to Mr. Avila, this shift means three key things for MSMEs. First, AI-powered operations will require faster and more secure devices. Also, mobility will become non-negotiable consideration for any entrepreneur, and so laptops are expected to support remote and hybrid work without interruption. Lastly, security and uptime will have a direct impact on revenue, as even a single data breach can jeopardize a growing business.

As technology keeps advancing, businesses equipped with laptops that match the demands of the digital economy will be the ones more capable of operating smarter and growing faster into more competitive enterprises.

The reinvention of the Philippine mall

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By Jomarc Angelo M. Corpuz, Special Features and Content Writer

With more than 70% of the country’s economy generated in household consumption, many consider the Philippines a consumer-driven economy. This fact is magnified by the nearly 1,000 malls present in the country, which only goes to show the Filipinos’ reverence for shopping and dining out as something they do to relax and can’t live without. For decades, malls in the Philippines have been a signifier of progress in the area it is built, while providing a social hub and refuge from the country’s scorching heat.

These traditional malls that were once defined primarily by department stores, fashion boutiques, and food courts, however, are slowly being phased out by developers in favor of multi-functional commercial hubs.

“A traditional mall is primarily retail- or shopping-driven, anchored by supermarkets or department stores, with fashion concepts and some food-and-beverage (F&B) establishments and specialty stores. It is also usually an enclosed box-type format,” Rockwell Land Corp. Vice-President for Retail Development Christine T. Coqueiro told BusinessWorld in an email. “While a multi-functional commercial hub highlights the idea of blending work and play. These are developments that weave together shopping, dining, living and working. Its goal is to give customers a unique experience.”

Even though the pandemic accelerated this development, experts have predicted this phenomenon to happen. While data for Philippine malls are scarce in this area, retailers in the United States are expected to close up to 80,000 stores by 2028, according to financial services firm UBS Global. Perhaps more concerning, data from Capital One Shopping Research predicts that up to 87% large shopping malls will close over the next decade.

Several factors can be attributed to this trend, the most significant of which is the rise of online shopping. For some, online shopping is much more convenient than going to a traditional mall, especially if one is looking for a particularly elusive item. Rather than walking around a mall for hours searching, it’s typically straightforward to find similar products through online stores without the hassle of spending money on gas or stuck navigating large crowds.

Online shopping is slowly integrating the traditional mall’s social features as well. It is true that friends and families could still meet, visit the food court, and see a movie together in traditional malls. But, due to the younger generations’ preference to connect through social media and online games, malls are somehow set aside as a primary place to socialize. Today, social media platforms have become central to digital socializing, and social selling has emerged as a popular online shopping experience.

Another factor for this shift is the increasing cost of operating brick-and-mortar stores compared to e-commerce sites. Conducting business in a brick-and-mortar store comes with significantly higher expenses, including rent, utilities, staffing, and day-to-day maintenance. Thus, the rising costs of operating physical retail spaces are prompting many brands to abandon malls and shift toward e-commerce platforms instead.

This has pushed malls to redefine themselves into commercial spaces or mixed-used developments that meet diverse needs of the market.

“We have already started to veer away from the very traditional box-typed mall formats already,” Ms. Coqueiro explained. “With stiff competition, there’s a need to get creative and set ourselves apart from the rest. While it was the pandemic that accelerated e-commerce, its end is what drove more experience-driven shopping concepts — thus giving rise to more multi-functional commercial hubs. A great example of this would be The Proscenium which is home to an office building, a performing arts theater, residential units, a fashion school and restaurants and bars. The area feels alive and vibrant from the wee hours of the morning until late in the evening.”

Due to these factors, mall owners are pursuing strategies to evolve along with the retail environment, according to a study conducted by the International Economic Development Council (IEDC). Traditional malls still have strong fundamentals that make them appealing to developers, such as their locations in mature markets, minimal direct competition, and access to robust regional transportation networks, including state and local highways.

Ms. Coqueiro also added that the focus, format and key performance indicators of the two concepts are completely different, as they have varied purposes. Malls are primarily focused on revenue and traffic, while commercial hubs are more experience-driven.

“[Mixed-use developments] are great for retail/F&B establishments because with office employees and residents as the immediate catchment, there is a captive market. And it is a market that usually has a strong affinity for the retail and the area as a whole since there is that feeling of ownership and belonging. Having the three elements present — live, work, and play — contributes to the profitability of this format,” she expounded.

This distinction in focus and purpose highlights the growing emphasis on experience-driven environments, setting the stage for a deeper look at how these spaces prioritize lifestyle over mere transactions.

“It’s all about the unique lifestyle experience that these spaces bring to the customers, rather than the more transactional environment that a traditional mall format offers,” Ms. Coqueiro said.

In addition, IEDC’s analysis of nearly 400 malls that have closed since 1980 has found that none have ever reopened in their original form. Instead, developers have been forced to rethink and repurpose these massive properties. Nearly a third were renovated and comprehensively re-tenanted, though with mixed results. Around 18% were demolished and replaced with new retail formats, most commonly big-box power centers. Another 11% were integrated with other uses to improve occupancy levels, essentially making them mixed-use developments.

“One of the biggest challenges is to make sure that you know exactly what your immediate market wants so that all elements that you put in the commercial hub will thrive and feed off each other, creating that energetic and engaged environment,” Ms. Coqueiro commented.

As developers continue to reimagine these spaces rather than abandon them altogether, the question now shifts from whether traditional malls will survive to how they will adapt within an increasingly experience-driven retail landscape.

“I don’t think traditional malls will completely disappear, especially in the Philippines where we have a strong mall culture. However, the malls will definitely evolve to incorporate spaces or pockets that encourage the same social environment that commercial hubs offer,” Ms. Coqueiro concluded.

Manila hotel sector may expand by nearly 2,900 keys this year — Colliers

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METRO MANILA is set to add 2,890 hotel keys in 2026, with most of the new rooms concentrated in Makati and the Bay Area, according to Colliers Philippines.

In its Second-Half (H2 2025) Metro Manila Hotel Report, Colliers projected that over two-thirds of the new supply this year will come from hotels in the Makati central business district and the Bay Area.

“The Philippines recorded dismal aggregate international arrivals in 2025. The country has yet to recover pre-covid visitors. Despite this, domestic travelers continue to drive take-up for hotels and MICE (meetings, incentives, conferences, and events) facilities across the country,” Joey Roi H. Bondoc, director and head of research at Colliers Philippines, said in the report.

From 2026 to 2029, Colliers projects 1,800 rooms to be delivered annually. About 52% of the new supply in Metro Manila during this period will come from foreign hospitality brands such as Mandarin, Dusit, Canopy, and Moxy.

Colliers expects hotel occupancy this year to reach around 60%, amid the addition of new rooms and limited international arrivals.

The consultancy noted that the Philippines’ tourist arrivals remain “disappointingly low,” as neighboring countries such as Vietnam and Malaysia have exceeded their pre-pandemic visitor levels.

Tourist arrivals in the Philippines reached 6.48 million in 2025, according to the Bureau of Immigration, below the pre-pandemic level of 8.26 million in 2019.

The country has faced challenges in attracting international visitors compared with regional peers, amid congested airports, limited inter-island connectivity, and underdeveloped transport infrastructure.

Domestic travelers continue to influence hotel occupancy and daily rates, particularly in Metro Manila, Cebu, Cagayan de Oro, Davao, and Clark, Pampanga.

The hosting of the ASEAN Summit this year is expected to support the country as a MICE destination, Colliers added.

In-person events such as pharmaceutical product launches, property exhibits, bridal fairs, technology trade shows, and travel and tourism expos can further support MICE and accommodation demand, the report said.

“In our view, the government should focus on expanding and diversifying the Philippines’ leisure demand base, with some countries from Europe and the Middle East being the ‘low-hanging fruits,’” Colliers said.

Hotel operators are advised to target long-haul and high-spending tourists, noting that new international flights have been introduced from countries such as Russia, Palau, Canada, and India.

Developers are encouraged to consider an “asset-light strategy” for hotel expansion, Colliers said.

“This model allows foreign brands to enter into management or franchise contracts with local developers, reducing capital expenditure while providing stable, predictable returns for property owners, creating a mutually beneficial arrangement for both parties,” it said.

Hotel joint ventures that have adopted the “asset-light” model include partnerships between The Ascott Limited and DoubleDragon Corp., and between Ayala Land Hospitality with Marriott International, Inc. and Hilton Worldwide Holdings, Inc.

Developers should also take advantage of new policies that could support tourism growth, including the issuance of digital nomad visas, the Cruise Visa Waiver Program, and visa-free entry for Indian and Chinese tourists, Colliers said. — Beatriz Marie D. Cruz

First Gen-Prime Infra deal signals new energy sector ‘power bloc’ — analysts

FIRST GEN CORP.

By Sheldeen Joy Talavera, Reporter

THE PARTNERSHIP between Lopez Group’s First Gen Corp. and Razon-led Prime Infrastructure Capital, Inc. (Prime Infra) is seen to be emerging as a strong alliance in the energy sector, according to analysts.

This follows First Gen’s planned acquisition of Prime Infra’s 2,000-megawatt (MW) hydropower portfolio, building on the latter’s earlier investment in the former’s gas-fired facilities.

“First Gen has long positioned itself as a renewable energy champion while Prime Infra has shown a stronger appetite for gas and infrastructure-scale buildouts,” Peter Louise D. Garnace, an equity research analyst at Unicapital Securities, Inc., told BusinessWorld.

“This structural alignment signals the rise of a new power bloc poised to reshape the energy sector’s competitive landscape,” he added.

First Gen is set to acquire 40% equity interest in Prime Infra’s pumped storage hydropower portfolio for P75 billion, the company announced last week.

The transaction, which is subject to regulatory approval, covers Prime Infra’s 600-MW Wawa pumped storage hydropower project in Rizal province and 1,400-MW Ahunan project in Laguna.

Both projects, which were certified as energy projects of national significance, are targeted for operations by 2030.

“We are pleased to be working hand in hand with First Gen, a trusted partner with a strong track record in power generation, to help execute these critical energy projects safely, efficiently and on schedule,” Prime Infra President and Chief Executive Officer Guillaume Lucci said.

Mr. Garnace said that First Gen’s acquisition of Prime Infra’s hydropower assets is a “strategic move” to accelerate the former’s shift toward renewable energy and accelerate its current portfolio.

“It’s a transformative deal for First Gen due to the scale of its bet on hydro,” said Juan Paolo E. Colet, managing director at China Bank Capital Corp.

Mr. Colet said that First Gen is poised to become one of the largest players in the sector once the projects are completed as its attributable hydro capacity would reach nearly 1,100 MW.

At present, First Gen owns and operates the 132-MW Pantabangan Masiway and 165-MW Casecnan hydroelectric power plants.

First Gen President and Chief Operating Officer Francis Giles B. Puno said that the Wawa and Pakil plants will complement the company’s portfolio, as pumped storage hydropower facilities provide grid stability and reliability.

“Over the long run, the hydro portfolio should help lift First Gen’s earnings given the favorable economics of the pumped storage hydro projects,” Mr. Colet said, noting that this could also lead to better trading multiples for the company’s consistently undervalued stock.

First Gen is an independent power producer with a total installed capacity of over 3,700 MW across natural gas, geothermal, hydropower, wind, and solar technologies.

Last year, Prime Infra acquired a 60% equity stake in First Gen’s gas assets for P50 billion.

The deal covers the 1,000-MW Santa Rita power plant, the 500-MW San Lorenzo plant, the 450-MW San Gabriel plant, the 97-MW Avion plant, and the proposed 1,200-MW Santa Maria plant.

SEC issues simplified procedural rules for corporate cases

SEC.GOV.PH

THE Securities and Exchange Commission (SEC) has issued updated procedural rules governing all administrative and adjudicative proceedings before its departments and offices.

SEC Memorandum Circular (MC) No. 8, Series of 2026, replaces the 2016 Rules of Procedure by incorporating updates from laws such as the Revised Corporation Code and the Securities Regulation Code to streamline administrative and adjudicative processes.

The 2026 rules cover both administrative cases, such as violations with penalties, and adjudicative cases, including rights disputes.

They apply to proceedings before operating departments — including the Company Registration and Monitoring Department for corporate name changes and dissolutions, and the Enforcement and Investor Protection Department for market manipulation and insider trading — as well as extension offices and special hearing panels (SHPs), except where special laws provide otherwise.

According to the circular, unless expressly authorized by the relevant departments, all subsequent pleadings and submissions must be filed electronically through official SEC e-mail or other Commission-recognized channels.

Electronically filed documents must include digital signatures compliant with the Rules on Electronic Evidence and be submitted in Portable Document Format (PDF).

“The date of electronic transmission shall be deemed as the date of filing and transmission,” the memorandum noted.

Under the new rules, only petitions, answers, and directed pleadings are allowed. Items such as motions to dismiss (except on jurisdiction or prescription grounds), extensions, postponements, replies, and rejoinders are prohibited and will be expunged if filed.

The memorandum also allows SEC departments, regional offices, or special panels to issue cease-and-desist orders (CDOs) on their own or following complaints, without prior hearings, when conditions under laws such as the Securities Regulation Code, Revised Corporation Code, or Financial Consumer Protection Act are met.

“The CDO shall be immediately executory upon its issuance and shall remain effective until the same is lifted, through an order, by the Operating Department, Extension Office or SHP that issued the same,” the MC read.

Affected parties may file a Motion to Lift with the relevant Operating Department, Extension Office, or SHP after receipt or website posting. Decisions on such motions may be appealed to the Commission en banc.

“No motion for reconsideration of the resolution on the verified Motion to Lift shall be allowed. The Resolution denying the Motion to Lift may be appealed to the Commission En Banc within fifteen (15) days from receipt thereof.” Alexandria Grace C. Magno

Red onion imports not deemed ‘overwhelming,’ Agri dep’t says

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THE Department of Agriculture (DA) said imported red onion stocks currently in cold storage are not sufficient to drive down farmgate prices, contrary to farmer claims.

“The numbers show that current stocks from imports are not overwhelming the market but merely plugging a supply gap,” Agriculture Secretary Francisco P. Tiu Laurel, Jr. said in a statement on Sunday.

The DA said Mr. Laurel ordered a review of onion stocks after producers in Nueva Ecija reported that imported supplies were piling up in warehouses in Central Luzon and dragging down farmgate prices.

The Bureau of Plant Industry reported that as of Feb. 13, its survey of 82% of cold storage facilities found inventories of 4,454 metric tons (MT) of red onion and 5,271 MT of yellow onion, most of which were imported.

The DA said red onion stocks are projected to be sufficient until Feb. 19, with yellow onion adequate until March 15.

The DA said around 8,000 MT of red onions covered by valid import clearances are still expected to arrive by mid-February. However, it estimates that, even if all shipments arrive, imports are likely good until March 6, just as the harvest starts to peak.

“We are taking a closer look at why onion prices are falling at this time of the year, as claimed by farmers,” Mr. Laurel said.

The DA said it will inspect cold storage facilities, including those it funded, and urged farmers to use available storage to extend shelf life and better time the release of their harvest to avoid market oversupply. — Vonn Andrei E. Villamiel

T-bill, bond rates may be mixed before BSP review

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RATES of the Treasury bills (T-bills) and Treasury bonds (T-bonds) to be offered this week may end mixed as the market’s focus turns to the Bangko Sentral ng Pilipinas’ (BSP) policy meeting, where it could provide hints on its future policy direction.

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 Wednesday, the government will hold the rate-setting auction for its new 10-year fixed-rate benchmark Treasury notes through which it plans to raise at least P30 billion, with the public offer scheduled to end on Friday. The offering also includes an exchange program for holders of bonds maturing over the next year.

“The size/volume of the new money will depend on the market appetite or demand, but definitely lower than what we raised last year,” National Treasurer Sharon P. Almanza said in a Viber message.

In April last year, the government raised P300 billion via new 10-year benchmark notes, above the P30-billion program. The offering was done through a new issuance format targeting institutional investors like corporates, cooperatives, trust funds, retirement funds, and provident funds.

A trader said the bonds to be offered on Wednesday could attract at least P100 billion in tenders and fetch an average rate ranging from 6% to 6.75%.

T-bill and T-bond yields could track the mixed week-on-week movements seen at the secondary market ahead of the BSP’s policy meeting, where it is expected to cut benchmark rates by 25-basis-point (bp) cut to provide support to the economy as inflation remains manageable, Rizal Commercial Banking Corp. Chief Economist Michael L. Ricafort said in a Viber message.

He added that the P232.8-billion seven-year bond maturity on Feb. 14 could boost demand for this week’s auctions as the liquidity freed up could be reinvested in the new issuances.

At the secondary market on Friday, yields on the 91-, 182-, and 364-day T-bills went down by 2.07 bps, 4.73 bps, and 5.93 bps week on week to end at 4.5498%, 4.6354%, and 4.6781%, respectively, based on PHP Bloomberg Valuation Service Reference Rates data as of Feb. 13 published on the Philippine Dealing System’s website.

Meanwhile, the 10-year bond rose by 0.78 bp week on week to fetch 5.9676%.

All 16 analysts in a BusinessWorld poll expect the Monetary Board to deliver a sixth straight 25-bp cut at its first meeting for the year on Thursday (Feb. 19) to bring the policy rate to 4.25%.

The BSP has lowered benchmark borrowing costs by a cumulative 200 bps since its easing cycle began in August 2024.

BSP Governor Eli M. Remolona, Jr. last week said that a rate cut is possible at this week’s review amid weak economic growth, but reiterated that price stability remains their primary mandate and their easing cycle is nearing its end.

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 oversubscribed, with total tenders reaching P158.173 billion. The Auction Committee doubled its acceptance of noncompetitive bids for all tenors to P7.2 billion to take advantage of the strong demand and low yields.

Broken down, the government awarded P12.6 billion in 91-day T-bills, above the P9-billion plan, as demand for the tenor reached P55.681 billion. The three-month paper fetched an average rate of 4.492%, down by 8.7 bps from the previous week. Yields accepted ranged from 4.44% to 4.525%.

The Treasury also borrowed P12.6 billion via the 182-day debt as tenders hit P56.582 billion. The average rate of the six-month T-bill was at 4.578%, easing by 9.4 bps. Tenders awarded carried yields from 4.52% to 4.609%.

Lastly, the BTr raised P12.6 billion from the 364-day securities as bids totaled P45.91 billion. The one-year paper’s average yield was at 4.615%, falling by 7.4 bps. Accepted rates were from 4.599% to 4.64%.

The government 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

China, the region, the Philippines

FREEPIK

Heightened verbal aggression in the current political tit-for-tat between China and the Philippines, China and Taiwan, and China and Japan are now a cultural feature of the world of 2026.

These are culture wars at the moment, and for the foreseeable future — until military options change the field of conflict. Right now, the three relatively small island countries on the aquatic flanks of the behemoth China are upping projections of sovereignty erected on amplified cultural themes and shifts.

Pro-Taiwan Japanese Prime Minister Sanae Takaichi said in November last year that a Chinese attack on Taiwan would be an “existential crisis for Japan” and “survival threatening.” Aside from raising the verbal firepower from Chinese spokespersons, the statement signaled boosted the willingness, on the part of the Japanese population, to amp up militarization.

Japan was held to non-militarized sovereignty by the Constitution imposed on it by General Douglas McArthur at Japan’s World War II defeat in 1945. From that decade until the ascension to power of Prime Minister Shinzo Abe in the 2000s, Japan built a titanic economy without building an armed force, settling into half a century of acceptance of unarmed existence.

Taiwan, on the other hand, has created an armed crisis response and defense resilience of increasing power since it was established as a quasi-state at the end of the Chinese civil war in 1949. Simultaneously, Taiwan also shaped itself as an assiduously working society of democracy advocates.

The “Taiwan miracle” of the late 20th Century economic boom was produced by a Taiwanese culture of focus on survival on all fronts. Taiwan, Singapore, South Korea, and Hong Kong were together the Four Asian Tigers (from the 1950s to the 1990s) which created extraordinary growth from rapid industrialization and export orientation.

Each of these Tigers worked with calibrated authoritarianism (dictatorship-lite, so to speak) blended to American-style neoliberal values.

Each produced a different blend. Each blend grappled with various levels of corruption that, at certain historical moments, different for each, threatened to undermine their social fabric.

The Philippines is the unusual example in the region of frayed social fabric. No such inordinate tattering shows up in today’s Tiger nations.

The Philippines produced the oldest republic in Asia — preceding by 50 years the establishment of rest of the modern Asian nations — and has a Latino streak rather than whatever “Asian” might be.

In the ongoing, veritable shouting match between the People’s Republic official representatives and members of the Philippine Senate, Filipino pro-China voices take up a big part of the debate arena.

It is in this sense that a frayed Philippines is exposed. No equivalent pro-Chinese-aggression voice has a privileged space in South Korea and Singapore. Certainly not in Taiwan, of course. And in Japan, the cultural shift to greater militarization undergirds a society ready to put their new soldiers and weapons in support of anti-China rhetoric.

Some of the pro-China voices in the Philippines are entangled in the other fronts of China assaults, notably, the enabling and exacerbation by China of corruption at the highest levels of power in the Philippines. And, moreover, these bad faith actors are darkly empowered by the cyber-assaults that China (and Russia) has become a powerhouse of.

The Latino republic, the Philippines, began in 1945 with the same givens as South Korea, Taiwan, Hong Kong, and Singapore. With postwar financial reparations funds, these vital nodes were created in the Pax Americana that is referenced with great nostalgia and despair in these days of the tattering of an international rule of law.

In East and Island Southeast Asia, democracy was shifted from being merely ideological to cultural. This shift was given huge momentum by the Cold War. On the Right (Western) half of the world, it came to pass that the best success — including viable sovereignty — was, and is, construed as financial success.

This Rightwing logic expressed itself in rabid consumerism in the Tiger economies, unmatched in many ways by the same drive in the West itself — until the buying power of the emergent Chinese middle class in the 2000s, created by Deng Xiao Ping’s turn to market forces, became phenomenal.

The Philippines careened into another direction. Its dalliance with authoritarianism was far more savage than would have been tolerable in the construction of even a flawed, democratic rule-of-law order of things, regionally and globally.

For while corruption was horrendous in Hong Kong (until fairly recently), Indonesia, Malaysia, among others, Philippine methodologies of corruption were, and are, so ingrained in the definition and exercise of power that sovereignty itself is well-nigh possible to sell. To China, to be specific.

Philippine democracy, since the postwar years and onwards, has been a mad blend of consumerism, neoliberal ideals, nationalism of a number of varieties, capitalist and Marxist impunity, techniques of subversion, dynastic self-entitlement, people powered ideas, and identity politics. At the moment, there is no center of gravity, culturally and politically.

Except that, because the Marcos Sr., Macapagal-Arroyo, and Duterte presidencies built foreign relations on the increasingly large scale of personal and oligarchic benefit, this mad blend is skewed in the direction of selling out the Philippines itself.

The current bad actors, on the Philippine side — who include themselves in the public discussion of China’s aggression — are protecting Chinese interests. That they can do so blatantly, comes from having become China’s assets in China’s bid to expand its sphere of control, now that the West and the Pax Americana are globally perceived to be imploding.

Clearly, this brazenness also comes from postwar materialism made monstrous by staggering corruption.

The Philippines can win the word war and the sovereignty stakes — just like Japan, Taiwan, and the rest of nations in the region are doing — by never for a minute decoupling issues of corruption from geopolitics.

 

Marian Pastor Roces is an independent curator and critic of institutions. Her body of work addresses the intersection of culture and politics.

37% of Asia-Pacific CEOs plan expansion beyond core sectors

STOCK PHOTO | Image by Pressfoto from Freepik

THIRTY-SEVEN percent of Asia-Pacific chief executive officers (CEOs) plan to enter new industries such as technology, health services, wealth management, logistics, retail, and manufacturing over the next three years, PwC’s 29th Global CEO Survey showed.

Isla Lipana & Co./PwC Philippines Chairman and Senior Partner Roderick Danao said global megatrends, including technological disruptions, climate change, fracturing geopolitics, and declining trust in institutions, are driving companies to explore new sectors for growth.

“What consumers and stakeholders need and how they want those needs met are changing. The pattern is clear around the world. Boundaries between business sectors are blurring and, as a result, new domains of growth are emerging,” Mr. Danao said in a statement over the weekend.

“Companies that actively reinvent — by crossing sector boundaries and investing ahead of the curve — are more sustainable and more confident about their future. In today’s environment, waiting for certainty is often the riskiest strategy,” he added.

Asia-Pacific CEOs face growing pressure to reinvent amid waning short-term confidence, with only 21% very or extremely confident in revenue growth for the year ahead — down from 34% in 2025 and trailing the global average of 30% — despite 59% expecting global economic improvement.

This decline stems from elevated risks. Nearly four in 10 CEOs (39%) reported feeling highly or extremely vulnerable to cyber threats, making Asia Pacific the only region in the global survey where cyber risks outrank other challenges, including inflation, macroeconomic instability, and tariffs.

In parallel, the Philippine CEO Survey 2025, released in September last year, found that 52% of Philippine-based CEOs believe their companies will not be economically viable beyond 10 years under current strategies.

The survey also showed that 84% of CEOs view cyber risks as a major threat to their businesses.

Meanwhile, PwC Philippines’ Deals and Corporate Finance Managing Partner Mary Jade Roxas-Divinagracia said local merger and acquisition (M&A) activity slowed in 2025, as CEOs prioritized short-term pressures despite recognizing the need for long-term transformation, with investors targeting sectors with clear growth paths.

PwC’s Global CEO Survey showed that 79% of Asia-Pacific CEOs focus strategic priorities on the short- to medium-term (0-5 years).

This caution is reflected in capital plans: only 28% of CEOs are considering major acquisitions in the next three years, down from 54% last year and below the global 41%, while 60% plan to forgo international investments in the next 12 months, up from 44%.

On artificial intelligence (AI), Asia-Pacific CEOs reported uneven results: 39% noted revenue growth over the past 12 months (ahead of global peers at 30%), 26% saw cost reductions, and 15% achieved both, while roughly half reported little to no financial upside.

“In PwC Philippines’ AI Readiness Survey 2025, overall AI maturity of respondent organizations generally falls within the ‘emerging stage,’ with an average readiness score of 3.2 out of 5 across six pillars: strategy and roadmap, technology and infrastructure, data assets, governance and processes, team and talent, and modelling and operations,” the survey said.

“This suggests that while many Philippine organizations have begun their AI journey, scaling and institutionalization remain the key challenges.”

PwC’s 29th Global CEO Survey drew from 4,454 CEOs worldwide, including 1,766 from Asia Pacific. — Alexandria Grace C. Magno

The woman and her dresses

DRESSES from the Magsaysay as Muse: Luz Banzon Magsaysay and the Terno as Cultural Identity Exhibit. — FACEBOOK.COM/BENILDEMEDIARELATIONS

A NUMBER of gowns belonging to a well-loved former first lady are on display at the Magsaysay Laureate Library and Museum at the Magsaysay Center.

The exhibit, titled Magsaysay as Muse: Luz Banson Magsaysay and the Terno as Cultural Identity is presented by the Ramon Magsaysay Award Foundation (RMAF) in cooperation with the De La Salle – College of St. Benilde (DLS-CSB) through the Benilde Fashion Museum (this serves as its inaugural exhibit).

The exhibit runs from Feb. 12 to March 27.

THE MAGSAYSAYS
Mrs. Magsaysay began life as the daughter of the wealthy Banzon family (aside from land holdings, they also owned a transportation company). It was in her parents’ dealings in the transportation industry that she would meet her husband, the future seventh president of the Philippines, Ramon Magsaysay. The legend of Mr. Magsaysay’s common touch with the people started here, where he worked as a mechanic and a shop superintendent.

They married in 1933, and saw out the Second World War together, when Mr. Magsaysay found his first taste of leadership in the guerrilla forces against the Japanese. Mr. Magsaysay ran for Congress after the war, then was appointed to government posts (he was also secretary of National Defense).

Mr. Magsaysay won the presidency in 1953, and was remembered for land reform, his solution to the Hukbalahap rebellion, and encouraging closer ties with Southeast Asian neighbors — not to mention bringing the office of the president closer to the people. Sadly, few people remember this life, overshadowed by his sudden death in a plane crash in 1957.

Mrs. Magsaysay, according to her grandson, Br. Mike Valenzuela FSC, in an interview during the exhibit’s opening on Feb. 12, “wanted to vanish from the public eye after my grandfather died.” He pointed out that not many people knew she still lived, until her death was reported in 2004.

THE WOMAN IN THE DRESS
Behind the dignity of office though, her grandson Mr. Valenzuela remembers a different woman: one who talked to reformed assassins, drank a beer every night for health reasons, and had tuyo (dried fish) for breakfast.

Asked if he remembers his grandmother as particularly fashionable, he told BusinessWorld, “How do I say it? She knew what quality was. She respected it. But she was not one to run (after it)… it did not obsess her in any way.”

A white Ramon Valera terno in the exhibit, he pointed out, was worn by her several times at the Ramon Magsaysay Awards ceremonies. Meanwhile, a poignant terno stands out: one not made of the fine silks she wore in office. She wore it during the campaign, with her husband’s face and slogan (“Magsaysay is my Guy”) emblazoned on the sleeves. Mr. Torres says that it had a tag: “Lina’s,” possibly an off-the-rack or made-to-order item from a lesser-known designer.

“She was very simple,” Mr. Valenzuela recalled, and, vanishing from the public eye in her widowhood, “she became a recluse.”

“She wasn’t one to collect,” he said about the gowns donated by his mother. “She didn’t have that much money in the first place,” he added. “She actually lived with an insecurity about money,” he said. It is a credit to her husband’s legacy then, that several people pitched in to help after his death: a grand house she lived in after the Malacañang years, for example, was a gift from the Ortigas family. “When my grandfather died, the goodwill was so great that everyone wanted to support her.”

“One thing I remember is, whenever she goes out in public, she was always dressed,” he said. “For her, she believed that even though my grandfather died, she was carrying his legacy.”

He recounted a story that every Sunday, Mrs. Magsaysay visited her husband’s grave, and almost always saw another man there. “She was always very gracious with anyone who came, rich or poor,” he said. Befriending him, she found out that he was one of the rebels her husband had pardoned — he had been an assassin — yet they chatted like old friends, he said. “My grandmother had a gift: she could talk to anyone. She never thought of herself as a grand person.”

THE TERNOS
Gerry Torres, Benilde Fashion Museum’s director and the exhibit’s curator, took guests around the library to show Mrs. Magsaysay’s ternos. They show a distinctly postwar silhouette, closer to its final form than the traje de mestiza of the 19th century that it came from.

The traje de mestiza was a complete ensemble that included a panuelo (a fichu), a skirt, and a camison (a blouse) with pagoda sleeves. Later changes in fashion melded these elements into one by the postwar period, with the sleeves rising to become half-moons (popularly called the butterfly sleeve).

Mr. Torres, during his tour, credited this change to the popularity of the zipper. While the zipper was invented earlier, one of the first few designers to use it was Elsa Schiaparelli, and it only achieved mainstream fame after the war (perhaps after seeing it used efficiently in military gear).

Eight ternos are on exhibit: seven of them come from a bequest by her daughter, Milagros Magsaysay, while one is from the archives of the RMAF.

One of the earliest ternos in the collection was a white one by Ramon Valera, the first National Artist for Fashion Design in the Philippines. Mr. Torres pointed out the mastery in draping, almost like that seen in classical Greek marbles, and the intact beadwork.

Another dress showed the rising pan-Asian identity in a shimmering olive green, an early Thai silk, decorated with gold bands.

One blue terno had a sash running through grommets at the bustline.

One notes Mrs. Magsaysay’s age through the dresses: as a young, energetic first lady in the 1950s, her ternos are cinched at the waist. “It helped a lot that she had a slender figure, which made her ideal for most fashion designers,” said Mr. Torres in a speech, estimating that Mrs. Magsaysay might have had a 25-inch waist.

After Ramon Valera’s death in 1972, she switched her patronage to Aureo Alonzo (who died in 2014). The vicissitudes of fashion and her own age prompted Mr. Alonzo to lift the bodice up from her waist to her bustline (turning her silhouette into the then-fashionable empire waist).

According to Mr. Torres, Mrs. Magsaysay was one of the most prominent figures in the 1950s to wear the terno, as the country’s first lady. He credits this enthusiasm for native dress to postwar and post-independence nationalism, pointing out that her husband was the first Filipino president to wear the barong Tagalog at his inauguration.

“I believe that she was also trying to echo what her husband, President Ramon Magsaysay wanted to say: that we are going to rebuild our country after the war. Part of it was to establish identity as a nation, and as a people.”

CONSERVATION
One terno, in a deep blue silk organdy and embroidered with silver flowers — and unfortunately damaged — prompted Mr. Torres into a discussion of the difficulties of displaying clothing in a museum.

There’s the problem of proper dress forms, for example: the ones available commercially are much too large to accommodate the smaller ladies of the past, and they have to be padded and custom-fit to specifications of the past, according to him.

Secondly, the dress forms themselves kill the dress. “When you put a compromised garment vertically on a mannequin, it actually adds to the stress of the clothes,” he said.

He cited an exhibit at New York’s Metropolitan Museum of Art’s Costume Institute called Sleeping Beauties, where heavily damaged garments were laid to “rest” for the exhibit, laid flat to reduce stress on the clothes — a possible solution for the future museum. That’s one of the reasons for the exhibit’s short life – it only runs for about six weeks. “You cannot exhibit clothing for too long,” Mr. Torres said during the tour. “You have to keep it for twice the time that you (bring) it out.”

The Benilde Fashion Museum, currently still in construction at the former Mayflower Apartments, the old Instituto Cervantes building, on Leon Guinto St., corner Estrada in Malate, Manila, is yet to have a firm opening date, Mr. Torres told BusinessWorld. But he said it is slated to open this year, hoping to show a sampling of the museum’s collection by the last quarter of this year.

Among the collections to be included in the museum are gowns used by another first lady, Leonila Garcia (wife of President Carlos P. Garcia), and gowns from the collection of murdered socialite and TV host Elvira Manahan. The gowns are meant to be studied by the students in Benilde’s fashion design and merchandising program — and the rest of the country. “We hope to show them to our students, for them to study, and perhaps they could get inspiration from what they see,” said Mr. Torres.

“We are cultivating the next generation of fashion designers.”

The Magsaysay exhibit will be accompanied by talks: “The Lady Behind the Terno” about Mrs. Magsaysay’s life on Feb. 19, a talk about the Benilde Fashion Museum’s conservation efforts on Feb. 26, and one about Ramon Valera on March 26, all at 2 to 4 p.m. at the Magsaysay Center. The Magsaysay Center is at the corner of Roxas Blvd. and Quintos St. in Malate, Manila. — Joseph L. Garcia

Double feature

The updated Honda CR-V was recently launched at the Glorietta Palm Drive Activity Center in Ayala Center, Makati. — PHOTO BY PABLO SALAPANTAN

Honda PHL unveils updated CR-V, 30th-anniversary City

IT’S JUST the second month of 2026, and the automotive industry is already in full swing here. Among those taking the lead is Honda Cars Philippines, Inc. (HCPI), which had a relatively quiet 2025. With brands obviously trying to “box out” each other for more market share in 2026, HCPI has thrown in two new challengers in very competitive segments.

CENTER STAGE WITH 2026 CR-V
The Honda CR-V is one of the most recognizable nameplates worldwide. Since its launch in the ’90s, it has become a symbol of what makes a versatile crossover/SUV, and some say it is the definitive Honda — alongside the Civic, of course. This year, Honda is updating the CR-V and reshuffling the lineup.

Before we get to what’s new, let’s talk about the new variants. There are now two CR-V e:HEV (hybrid) models, the range-topping RS AWD and a mid-variant VX front-wheel drive. Gone is the AWD Turbo; in its place is a regular front-wheel-driven turbo variant called the 1.5 V Turbo HuNT. The engine is carried over from the previous models, but the power plant now boasts incredible fuel-efficiency numbers. The VX e:HEV posts 29.4kpl and the RS AWD e:HEV comes in with an impressive 21.3kpl. These figures are based on UNR-101 test results, shared HCPI.

The looks for the 2026 CR-V remain generally the same, with more changes taking place in its tech features. Blind Spot Information and Cross Traffic Monitor are now standard across all variants. The RS and VX models get an HUD (head-up display), allowing the driver to focus more on the road ahead. Also exclusive to the RS and VX is the Individual Driving Mode, which allows the driver to personalize the car with stored preferences. Bolstering the Honda Connect system is the Google Built-in suite, which enables hands-free voice control across the whole model range.

Here is the new CR-V’s suggested retail pricing and the introductory pricing in effect until April 30.

The new Honda CR-V is available in four colors across all grades: Platinum White Pearl (for additional P20,000), Meteoroid Gray Metallic, Crystal Black Pearl, and Canyon River Blue Metallic.

CITY TURNS 30
It’s hard to believe that the Honda City was actually first introduced here in 1996, and we’ve seen three generations (five overall, if you’re counting the two before 1996) and countless face-lifts, updates, and special-edition models.

Accompanying the launch of the revised CR-V lineup was the reveal of the special-edition, 30th-anniversary City. Both the sedan and the hatchback versions of the City will get this limited treatment even as they retain the same features and powertrain. The sedan 1.5 S CVT Honda Sensing will get a Pearl White exterior color and additional black accents — for a total package price of P1.039 million.

The Hatchback will have more aesthetic goodies apart from the Pearl White color — like a black Honda badge and City emblem, front under spoiler, front center garnish, front fog garnish, tailgate, spoiler garnish, extended rear Bumper, exhaust pipe finisher, and rear under spoiler. The City Hatchback 1.5 RS CVT is priced at P1.279 million.

New high-value crop offices to focus on export items, coffee

REUTERS

THE Department of Agriculture (DA) said it is reorganizing its high-value crops program by establishing three offices dedicated to exportable items, coffee, and commodities for domestic consumption.

Agriculture Secretary Francisco P. Tiu Laurel, Jr. told reporters that the reorganization had been planned last year, but was waiting on clarity on budget availability.

“Only in January could we act on it. We were just waiting for the DA’s budget, which was released on Jan. 10. It was only after that that we were able to decide how much would go to each office,” he said on the sidelines of the P20 rice program launch in San Juan City on Friday.

Mr. Laurel said that while the DA continues to concentrate resources on certain staple crops, programs for high-value crops had been managed under a single, broad program.

“We concentrate heavily on rice, sugar, corn, and coconut. But high-value crops were too broad and all under one roof. What we did was create more focus on individual sets of commodities,” he said.

Mr. Laurel said the reorganization will also help address consumer prices for high-value crops sold domestically, such as tomato, ginger, potato, chili pepper, and mung beans.

On Feb. 2, Mr. Laurel signed Department Order No. 2, which created the Coffee Industry Development Office (CIDO), tasked with tackling challenges in the coffee sector.

CIDO will be addressing outdated farming practices, ageing farmers, and limited infrastructure and equipment in the coffee industry.

Philip C. Young, Agriculture assistant secretary for export development, earlier told BusinessWorld that DA is finalizing the functions, structure, personnel, and budget requirements for the new office for export-oriented high-value crops, which he will head.

“It’s under organization, that new office, but we are already preparing some framework and program for the commodities,” he said. — Vonn Andrei E. Villamiel

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