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QR Code menus, elevator foot pedals, and disinfectant sprays: how public spaces are adapting to the pandemic

AS countries start to tentatively reopen after locking down in order to slow the spread of the virus that causes COVID-19, businesses around the world are having to adapt to new norms like social distancing, hand washing, and disinfection. Here are some methods an Italian restaurant, a Thai mall, and a Japanese pub have come up with.

ITALY EATERY RIPS UP PAPER MENUS
Say arrivederci to paper menus.

As Italian restaurants reopen after a business-bruising coronavirus lockdown, owners are turning to safe eating practices to entice customers back.

“Finally after two-and-a-half-months of imprisonment, I’ve managed to come out, not just to go to the supermarket but to a restaurant. It’s great satisfaction and if you eat well, it is even better,” said Stefano Prati, 53, who had just finished eating a plate of pasta alla carbonara, a Roman speciality, on Wednesday at Da Enzo, a restaurant tucked away in the Trastevere neighborhood.

Restaurateurs, who reopened on Monday, have bent over backwards to give clients a safe dining experience.

At Da Enzo’s, that means no paper menus. Instead, a waiter holds up a QR scan code. Customers point their smart phones at it and a menu comes up on their screen with the day’s specialties.

Customers, even older ones, are adapting.

“They’re a bit surprised at first, some fear they won’t be able to use it, but then they realize it’s very easy and they’re happy,” said owner Maria Chiara Di Felice, 37.

Chefs wear masks, gloves, and safety goggles as they fry carciofi alla Romana, or artichokes Roman style, to perfection.

Tables have been reduced by almost half and re-arranged to be at least one meter apart, with stickers of the restaurant’s logo dotted in rectangles on the floor to keep them there.

After patrons leave, staff disinfect tables and chairs.

The neighborhood doesn’t bustle with tourists like before the outbreak but Di Felici is optimistic.

“My hopes are probably those shared by everyone — which is that even if very gradually, I hope that we can come back to living, in some way at least, the life we lived before. Nothing more than this,” she said.

THAI MALL PUTS PEDALS IN LIFTS
Meanwhile, a mall in Thailand has swapped lift buttons for foot pedals in an effort to prevent the spread of the coronavirus as well as help restore normalcy and get shoppers spending again.

Customers at Bangkok’s Seacon Square were surprised and confused this week to find pedals in front of the elevators and inside, but they welcomed the new hands-free enhancement as a smart move to stay healthy.

“They did a good job in preparing this. I feel much safer because we use our hands to do various things all the time,” said a customer who disclosed only her first name, Watcharaporn.

“Now that we can use our foot to press the elevator, it’s really great.”

Thailand opened malls and department stores on Sunday for the first time since March, its second phase of relaxing measures as the number of new coronavirus cases slows. It has confirmed 3,034 cases and 56 deaths.

Prote Sosothikul, vice-president of Seacon Development, which oversees the mall, said the foot pedals gave shoppers some peace of mind. “The easiest way to get infected is when you touch an object that has been contaminated,” he said. “Eventually touch your face and the virus will go into your mouth, your eyes, or whatever. So we came up with this idea of hand-free, foot-operated elevator.”

JAPANESE PUB AIMS TO CLEAN UP
As Japan’s restaurants and bars slowly open up from a coronavirus lockdown, many are looking to reassure the public that dining out is safe again and one Japanese-style izakaya pub thinks it has found the perfect solution.

The pub in Tokyo’s normally bustling Shinjuku district has installed a machine that sprays customers with hypochlorous acid water as they enter.

Customers are first greeted by a hostess — on a monitor, of course — who instructs them to disinfect their hands and check their temperature with a thermometer provided.

They then step into a machine that looks like an airport security scanner, or a car-wash for humans, to get sprayed with a fine mist of the chlorine-based disinfectant for 30 seconds.

Customers then pick up a map that guides them to their seat where they order with smartphones.

Throughout the process they have not come into contact with a single person.

“We wanted to develop a system that is in accordance with the new lifestyle and something that is a high model that could prevent infection,” said the president of the Kichiri&Co. group that owns the pub.

“It’s still an experiment, but once we develop the system, we want to share the know-how at each of our restaurants.”

A clear acrylic screen is set up between each diner to further minimize the risk of infection, and it seems to work.

“I feel safe,” said one woman customer who didn’t want to be identified. “But being in there for 30 seconds was a bit long. I was like, when will this be over.”

Kichiri has also installed a spraying booth, which cost more than 700,000 yen ($6,493), at a pub in Osaka city, where the government is expected to lift a coronavirus emergency on Thursday. It remains in place in Tokyo. — Reuters

VLF 2020: the boundlessness of a couple’s relationship

PALANCA award winner and filmmaker Dustin Celestino and director Roobak Valle reunite for their second collaboration in VLF 2020 KAPIT: Lab in the Time of Covid (A Virtual Labfest Lockdown Edition).

Thanks to the ongoing COVID-19 pandemic, the Virgin Labfest, the Cultural Center of the Philippines’ festival of new, unstaged one-act plays, is going online this year, with live streamed performances and readings, among others.

Celestino and Valle’s Doggy follows an engaged couple where the woman’s sexual peculiarity becomes the source of man’s repressed anger.

In the story, the playwright presents the escalating arguments between the partners throughout their relationship.

“They learn new things about each other during their engagement party,” Mr. Celestino told BusinessWorld in a Zoom interview on May 18. At the party, the couple and the other guests play “Never Have I Ever,” a game where participants take turns saying something that they have never done (e.g. “Never have I ever been arrested”). But if it is true for other participants, they either (depending on the game variation) take a shot of liquor or put down a finger which means that they lose a “life.”

“Because of that game, the guy will learn many things about the girl, [which] he didn’t know before,” Mr. Celestino said.

The couple in the story, Mr. Celestino noted, have been together for about five years prior to getting engaged. “By that time, you’re assuming that you know everything about your partner. When you learn something new, you feel betrayed to some extent,” he said.

The fictional couple will be played by real-life couple Che Ramos Cosio and Chrome Cosio.

Since this year’s festival has been adapted for a digital platform, director Roobak Valle will explore different camera angles for the play.

“I [had] blocked the whole play in one angle. Then I was told that we can experiment from different angles,” Mr. Valle said. The production team has also minimized the use of music for the opening and closing.

RELATIONSHIPS ARE DEEP
The story also touches on feminism, gender, consent, the value of intimacy in relationships, and the basic idea of monogamy.

“For [some] people, the primary function of a marriage is sexual exclusivity,” said Mr. Celestino. “May mga taong iniisip na, if that is the primary rule, tapos hindi ako masaya sa sex namin, is that enough reason to end the relationship (There are people who think that, if that is the primary rule, and one is not happy with their sex life, is that enough reason to end the relationship?)”

A key component in the story is the fight between the couple prior to the wedding. “The fight [in the play] happens one week before the wedding,” Mr. Valle said, adding that it will lead the audience to wonder as they watch whether the wedding pushes through or not.

The production is also currently working to invite a psychologist specializing in couples therapy for a possible debriefing after the show, to discuss on how couples can deal with arguments.

Ang lalim ng pinaghuhugutan ng debate ng mag-asawa, so we need an authority [on the matter] to discuss about it,” Mr. Valle said. (Because of the depth of the source of a couple’s argument, we need an authority to discuss it.)

Malalim ang mga relationships (Relationships are deep). There are so many nuances that could make and break a relationship and one of the hardest things to do is to maintain a relationship,” Mr. Celestino said. He stated that after the show, “Maraming mapag-uusapan yung mga couples na manonood (The couples who watch will have a lot to talk about).”

Doggy will stream live on June 10, 3 p.m., and June 26, 2 p.m.

Aside from the revisited plays and staged readings, viewers can also catch the VLF Playwright’s Fair online with this year’s playwrights talking about their work on June 11-14, 17-20, 25-27 at 8 p.m. Meanwhile, the Virgin Labfest 2020 Writing Fellowship Program will culminate in an online staged reading of the fellows’ works on June 28 at 2 and 5 p.m.

For more details and show schedules, visit https://www.facebook.com/culturalcenterofthephilippines/ and https://www.facebook.com/thevirginlabfest/.Michelle Anne P. Soliman

FLI profit falls on operational halts

EARNINGS of Filinvest Land, Inc. (FLI) dropped 25% in the first quarter due to business disruptions caused by the coronavirus disease 2019 (COVID-19) pandemic.

The Gotianun-led real estate company said its attributable net income slid to P1.35 billion from P1.79 billion in the previous year. Its gross revenues likewise declined 29% to P5.15 billion.

“The results reflect the impact of the COVID-19 enhanced community quarantine (ECQ) in the latter half of March that affected operations and delayed construction activities,” it said in a statement.

Revenues from real estate sales fell 39% during the quarter, which FLI traced to lower sales take-up in 2019 and project delays due to the ECQ. The company also gave a grace period to its homebuyers to help in the ongoing pandemic.

Rental revenues inched up 4% to P1.79 billion because of growth in its office leasing segment. The sustained operations of office buildings despite the ECQ offset lower revenues from retail malls, which slowed due to the waiving of rent for establishments that were closed since mid-March.

“Our focus right now is to serve our customers thru financial relief for our affordable and middle income clients during ECQ as well as new safety protocols and conveniences for our homeowners,” FLI President and Chief Executive Officer Josephine Gotianun-Yap said in a statement.

“As we deal with the effects of the pandemic, we are also reviewing and reassessing our plans,” she added.

The company has a plan to launch a total of P13.4-billion worth of residential projects this year. In the first three months, FLI has already launched three projects worth P2.1 billion.

Ms. Yap said the priority will be to complete projects that are already under construction and those that will address the immediate needs of clients and homebuyers.

“We will be launching residential projects and selectively expand in new territories within the country. We have moved a large part of our planned launches to 2021 though we can easily accelerate their launches if there is an improvement in market demand,” she said.

Apart from residential projects, FLI is also looking to complete new office buildings and a logistics hub in New Clark City.

“We have reconfigured our processes to maximize the use of digital technology that we have implemented in the past to service the needs of our clients and our suppliers. Meanwhile, we are also preparing for the economy’s eventual recovery,” Ms. Yap said.

Earlier this week, FLI said it earmarked P16 billion for capital expenditures this year.

Shares in FLI at the stock exchange closed flat on Thursday at 93 centavos each. — Denise A. Valdez

Unbanked Filipinos to decline by 2025

THE COUNTRY’S unbanked is expected to be reduced to 20% of the population in five years’ time from the more than half that have yet to open accounts with financial institutions, according to a study.

A report by software firm Backbase and market research firm International Data Corp. (IDC) titled “Fintech and Digital Banking 2025 Asia Pacific” said financial technology firms or fintechs will help fill the inclusion gap in the Philippines.

“Unbanked and underbanked segments in the Philippines are expected to cut by half to around 20% of the bankable population [by 2025],” the report said.

2017 data from the World Bank showed only 34.6% of adult Filipinos have formal bank accounts. The Bangko Sentral ng Pilipinas (BSP) wants to raise this to 70% by 2023.

The study showed more Filipinos will be keen on digital financial transactions by 2025, with 75% of total payments expected to be done electronically and with 80% of customers seen registering new accounts with institutions other than their primary banks.

“Today, incumbent banks across Asia Pacific are faced with the pressing need to up the ante on digital-first banking due to intensified customers’ need for availability, access, and control of digital channel interactions,” the report said.

The volume of electronic payments in the country increased to comprise 10% of total transactions in 2018 from a mere 1% in 2013, according to a study by Better-than-Cash Alliance. Meanwhile, the value of e-payments rose to 20% of the total in 2018 from the 8% seen in 2013.

BSP Governor Benjamin E. Diokno wants 20% of the transactions done digitally by the end of this year.

OPPORTUNITIES
Meanwhile, restrictions on physical movement caused by the coronavirus disease 2019 (COVID-19) has opened up opportunities for the fintech sector as more businesses look to digitize in order to keep their operations moving, according to an official from a global fintech company.

This is evident in the pickup in the use of digital banking services during the enhanced community quarantine (ECQ), according to Frederic Ho, vice-president for Asia and the Pacific at US-headquartered payments firm Jumio Corp.

“Key operations such as remittances and money transfers, food deliveries, and any other business function that can no longer depend on a physical presence to interact with customers are now going digital,” Mr. Ho said in an e-mailed response on Friday.

Jumio’s Mr. Ho said fintechs’ growth in the country has been strengthened by the increase in digital activities during this crisis.

“There is an opportunity to further solidify trust and confidence among Filipinos in fintech by pushing for bolstered security practices within the segment to ensure protection against sophisticated online fraud and data privacy compliance,” he said.

The Department of Trade and Industry has said fintech transactions in the Philippines are seen rising to $10.5 billion by 2022 from the $5.7 billion logged in 2018. — L.W.T. Noble

WFH during quarantine: DF Art Agency’s Derek Flores

BEFORE the quarantine, Derek Flores, artist manager (he handles artists like Pong Bayog, Marrie Saplad, Bryan Teves, Anna Bautista, and Angelo Quintos) and managing director of DF Art Agency Inc., would meet with artists to discuss future projects and exhibits (both local and abroad), attend art related events, meet with collectors, and regularly correspond with artists, galleries, and clients. Now that he is stuck at home like most everyone else, he is dealing with an occasionally poor Wi-Fi signal and cabin fever while trying to stay in touch.

HOW ARE YOU NEGOTIATING WITH ARTISTS AND CLIENTS DURING QUARANTINE?
Negotiation with both artists and clients are done through communication platforms such as Viber, WhatsApp, Instagram and e-mails. The art industry in the Philippines is so small that we basically know each other so there is already a built-in trust structure.

WHAT IS YOUR PREFERRED MEETING METHOD AND WHY?
I rarely use these apps unless required by the clients or artists. The digital age we are living in brought us plenty of options to stay connected. Zoom, Teams, and Google meet are some of the most popular online video conferencing tools .

WHERE IS YOUR “HOME OFFICE”?
I have a small study table in my condo unit. This is where I work most of the time.

WHAT TIME DO YOU START YOUR WORK DAY? IS IT EARLIER OR LATER THAN YOUR USUAL SCHEDULE? WHAT TIME DO YOU END?
Luckily for me, my job allows me to be flexible. I don’t follow a daily time schedule — but I am accessible anytime for my clients, artists, galleries, and co-art brokers.

DO YOU TAKE BREAKS?
It really depends on my schedule; some days are busier than others. If I have spare time, I catch up on the news and talk to my friends. Netflix, cooking, and exercise are part of my daily routine during quarantine.

WHAT DIFFICULTIES OR CHALLENGES DID YOU EXPERIENCE? ANY DISTRACTIONS?
I have experienced Wi-Fi connection problems and weak network signals from time to time. Unscheduled phone calls from friends and relatives and television are also distractions. Cabin fever is also real.

WHAT IS THE MOST IMPORTANT LESSON YOU HAVE LEARNED FROM WORKING FROM HOME?
I learned to separate work life from home life, stay connected, motivated, and learn to be tech-oriented. — Michelle Anne. Soliman

GERI earnings rise 11% on sustained revenues

PROPERTY developer Global-Estate Resorts, Inc. (GERI) booked an 11% increase in earnings last year on sustained real estate sales and higher leasing revenues.

In a statement Thursday, the listed subsidiary of Megaworld Corp. said its net income for 2019 stood at P1.9 billion, growing from the P1.7 billion it recorded the year prior.

Consolidated revenues rose 12% to P8.5 billion on the back of strong returns across its revenue streams.

Real estate sales contributed P6.1 billion, driven by condominium sales and residential and commercial lot sales from its properties in Boracay Newcoast, Twin Lakes and Southwoods City. The company’s sales reservation booked a record P19 billion in 2019, adding P11-billion worth of new projects in its portfolio.

Leasing operations added P747 million in revenues, up 75% from the previous year. GERI attributed it to the opening of Twin Lakes Hotel and the reopening of hotels in Boracay after its six-month rehabilitation in 2018.

“Our available residential inventory in our various tourism townships, which are mostly in the provinces such as Southwoods City, Boracay Newcoast, Eastland Heights, Sta. Barbara Heights, Arden Botanical Estate, and Hamptons Caliraya, will allow us to sustain our real estate sales moving forward,” GERI President Monica T. Salomon said in the statement.

“These developments outside Metro Manila provide residential buyers with the needed breathing space and fresh air in natural surroundings — which are what most buyers and investors are looking for right now,” she added.

The company has eight integrated tourism developments in its portfolio, equivalent to over 3,300 hectares of land. These are located in Laurel, Batangas; Biñan, Laguna and Carmona, Cavite; Las Piñas City; Boracay Island; Sta. Barbara, Iloilo; Antipolo, Rizal; Lumban-Cavinti, Laguna; and Trece Martires, Cavite.

Shares in GERI at the stock exchange picked one centavo or 1.27% to close at 80 centavos each on Thursday. — Denise A. Valdez

Mastercard to allow staff to work from home until virus fears subside

MASTERCARD INC. will not ask employees to return to its worldwide corporate offices until they are comfortable that the sometimes fatal coronavirus is under control with vaccines or other measures, a senior executive told Reuters.

The world’s second-largest payment processor is also looking at its real-estate footprint and considering consolidating offices, Chief People Officer Michael Fraccaro said.

“We expect in the coming weeks and months that more employees will continue to work from home than come into office,” he said. “And we are OK with that. We support that choice.”

While some Mastercard staff have young children or parents to look after, others are concerned about taking public transport to work.

“We have stated upfront to all our employees, that it is their choice … we want them to make the decision on when they feel comfortable returning to the office,” he said.

The company employs nearly 20,000 people globally, with its main headquarters in Westchester, a New York City suburb. Mastercard owns that campus, which it purchased from IBM in 1994.

When the situation stabilizes, companies around the world may find that their offices are only about 30% full, Fraccaro said, leading Mastercard to think about its future real-estate needs.

Mastercard joins other technology and financial firms that have said they do not plan to implement widespread get-back-to-the-office initiatives any time soon, including its main rivals American Express Co. and Visa Inc.

Mastercard has created a “future of work” task force that is figuring out how best to handle real estate and employee needs, Fraccaro said.

About 90% of its workforce is operating remotely, including those based in overseas locations including Beijing and Shanghai, Fraccaro said. Employees who work in offices must follow social distancing rules, wear masks and undergo temperature checks, he said.

“Once there is adequate testing and there is a vaccine and people feel comfortable to return, then we may see more,” he said. “But in the early phases it will be vastly less than what we had.”

HiPP looks to push further value of organic products to Filipinos

PRODUCTS free from harmful chemicals have made German brand HiPP one of the most trusted names in organic baby food for over a century now. And this focus on the value of going organic is what it wants to continue to push as it steadily builds its presence in the country.

Brought to the Philippines by Edwin Feist, chairman and CEO of Advanced Nutritional Technologies (ANTECH), Inc., and HiPP owner Stefan Hipp, back in 2013, HiPP seeks to complement the natural growth of children — including their brain development — by producing products with no exposure to harmful chemicals like pesticides.

The company is guided by studies that show that the primary form of exposure to pesticides in children is through their diet.

HiPP says its products use organic raw materials, cultivated according to the European Commission Organic Farming Regulation. They go through additional checks to guarantee that the products are free from harmful substances.

Only food that has passed the tight control system will get into the jars and are worthy of carrying the HiPP Organic Seal.

HiPP also highlights that its products are produced and formulated to be free from gluten-containing ingredients, artificial flavors, artificial colors, and soy protein.

Early this year, to continue the discussion on what it offers and the value of organic products, HiPP introduced its holistic-living HiPP Mom Ambassadors Andi Eigenmann, Nikki Gil-Albert, and Pauleen Luna-Sotto. All three celebrity mothers attest to the value of providing organic food to children, which they do for their own kids.

Among the HiPP products currently available locally is the HiPP Organic Kindermilk.

HiPP Organic Kindermilk, which is meant for children ages three years and above, is developed from the best principles of nutrition science, the company said. It contains organic lactose (what the company calls “brain sugar”) which is the natural sugar found in milk. It contains natural Omega-3 that may help support brain development, calcium and Vitamin D that may help support strong bones, and organic prebiotics or galactooligosaccharides that may help support healthy digestion.

Misses Albert, and Sotto said they like using products such as HiPP Organic Kindermilk as they are assured that what they have is food “free from chemicals that don’t belong in their children,” said a company release.

For more information on HiPP organic products, visit https://www.hipp.ph/. — Michael Angelo S. Murillo

Higher metal output boosts Philex Mining

PHILEX MINING Corp. (Philex) reported a 50.5% decline in its first-quarter net income attributable to equity holders to P102.3 million, while turning in a positive core profit due to higher metal output and better gold prices during the period.

In a disclosure to the stock exchange on Thursday, the copper and gold producer said its core reached P103 million, reversing losses of P112 million the previous year.

Revenues during the first quarter rose 15.5% to P1.71 billion, from P1.48 billion the company had in the same period last year.

In the first quarter, Philex said that its total tonnage milled rose 7% to 1.969 million tons from 1.832 million tons during the first quarter of 2019.

“The continuing improvement in the mining procedures, resulted in the increase of the final blended metal grades for both gold and copper,” it said.

The company’s gold production for the first quarter increased by 35% to 14,159 ounces, from 10,493 ounces in the same period last year.

Meanwhile, copper output went up 18% to 6.738 million pounds, against the 5.727 million pounds in the similar period the previous year.

Total costs and expenses of Philex fell 4.5% to P1.57 billion due to lower cost of power, materials and supplies usage during the period.

Philex said it was “affected by the limited disruption in its supply chain during the first two weeks of the implementation of the enhanced community quarantine” in the National Capital Region and Calabarzon (Cavite, Laguna, Batangas, Rizal, and Quezon) where most of the supplies originate.

However, it said the full impact of the coronavirus disease 2019 (COVID-19) pandemic to its medium- and long-term business operations has yet to be seen.

Philex President and Chief Executive Officer Eulalio B. Agustin, Jr. said that due to the executive order made by the governor of Surigao del Norte, all mining companies including its Silangan project and all mineral processing plants in the province had to suspend operations until the lifting of the local quarantine.

On Thursday, shares of the mining company rose by 5.38% or P0.12 to close at P2.35 each.

Philex Mining Corp. is one of three Philippine units of Hong Kong-based First Pacific Co. Ltd., the others being Metro Pacific Investments Corp. and PLDT Inc. Hastings Holdings, Inc., a unit of PLDT Beneficial Trust Fund subsidiary MediaQuest Holdings, Inc., has interest in BusinessWorld through the Philippine Star Group, which it controls. — Revin Mikhael D. Ochave

Philam to hire more agents to expand reach

THE PHILIPPINE American Life and General Insurance Co. Inc. (Philam Life) targets to expand its customer base to 110,000 people this year and its workforce by hiring 10,000 agents amid the coronavirus pandemic.

In a press video conference, Philam Life CEO Kelvin Ang said the company wants to insure 110,000 people this year with at least P1 million worth of coverage each, or around P110 billion in total.

As of April 30, Mr. Ang said the life insurer was around 30% of its full-year target, with 34,513 insured or P30.7 billion of basic sum assured.

Mr. Ang said the company’s total sum assured via its critical illness insurance products reached P92 billion in 2019, higher compared to the P61 billion recorded in 2018 and P47 billion in 2017.

In terms of life covered, he said the basic sum assured for death coverage also increased to P408 billion last year from the P385 billion seen the year prior and P365 billion in 2017.

Even with most businesses reeling from the impact of the ongoing health crisis, Mr. And said they are still looking to expand by hiring 10,000 financial advisers in the next 12 months.

“We like to do more, we like to be able to have more people out there and talk about insurance protection.. so we would like to hire as many as possible. In fact, we set ourselves a target over the next 12 months, we hope to recruit like 10,000 financial advisors and bank sales,” he said.

Last year, Mr. Ang said Philam Life will invest at least P3 billion in the next three years to build its agency distribution.

In the same briefing, Philam Life Chief Financial Officer Gary James Ogilvie said the company had a strong finish in 2019, with the value of its new business recording “strong double-digit growth” but stopped short of giving figures as its results have yet to be validated by the Insurance Commission (IC).

“Our financial stability also remains strong, with our excess capital five times the amount set by the IC and our net worth at P77.12 billion and assets at P247.03 billion (based on 2018 data),” Mr. Ogilvie said.

For this year, he said they noticed a “small number” of claims related to the coronavirus disease 2019 (COVID-19) pandemic as they included the new disease in their products’ coverage, but the overall claims rate still remains within expectations and estimates “so we’re not seeing any issues in terms of absorbing COVID claims.”

On his outlook for the country, Mr. Ogilvie said the Philippine insurance industry presents huge investment opportunities due to the low penetration rate, high protection gap worth around P2.7 trillion, strong macroeconomic fundamentals, its young dynamic population with an emerging middle class, as well as the country’s long-term strong gross domestic product (GDP) growth outlook.

“If fundamentals remain in the Philippines for a very strong long-term growth for insurance… while there maybe some short-term issues economically, I think the long-term growth potential remains strong and [bodes well for] the long-term growth opportunities for insurance to also remain very strong,” he said. — Beatrice M. Laforga

CAVITEx enhancement, CALAX construction resume

MPT South Corp. said its two main expressway companies, Cavitex Infrastructure Corp. (CIC) and MPCALA Holdings Corp., are resuming work on the enhancement project being undertaken on the Manila-Cavite Expressway (CAVITEx) and the construction of the Santa Rosa-Silang section of the Cavite-Laguna Expressway (CALAX).

“Yes, we are resuming work following Department of Public Works and Highways (DPWH) guidelines as approved by the Inter-Agency Task Force for the Management of Emerging Infectious Diseases (IATF-EID),” MPT South Corp. President and General Manager Roberto V. Bontia told BusinessWorld via e-mail on Wednesday.

He added: “We are picking up where we left off before the start of the enhanced community quarantine (ECQ) with the CAVITEx R1 Second Phase of the enhancements or the bridge works already at 55% into completion, and CALAX subsection 5. The continuation from Santa Rosa to Silang is at 96% ROW (right-of-way) with siteworks already at 57%.”

Public and private construction projects have been allowed to resume under the modified enhanced community quarantine but workers must be housed and fed onsite and observe physical distancing rules, among other requirements for construction work during the pandemic.

Public Works Secretary Mark A. Villar’s Department Order 35 sets rules for carrying out infrastructure projects during the coronavirus pandemic.

The Phase 2 of the P1.1-billion R-1 enhancement project covers the widening of Parañaque Bridge, Las Piñas Bridge, and Wawa Bridge, and the main carriageway from Las Piñas Bridge to Zapote Interchange.

The 7.2-kilometer CALAX subsection 5 is a 2×2 lane expressway from Santa Rosa, Laguna to Silang East, Cavite.

The whole CALAX project, which costs P35.43 billion, covers 45.3 kilometers of expressway linking the CAVITEX from Kawit, Cavite to the South Luzon Expressway (SLEx) at the Mamplasan Interchange in Biñan, Laguna. The project is scheduled for completion by the second quarter of 2022.

On the P10-billion C5 South Link project, Mr. Bontia said: “For Segments 2&3 of CAVITEx C5 Link where ROW acquisition is already at 99% for Segment 3A2 connecting the flyover at the Merville side and Segment 2 ROW at 81%, we are still ironing out some details on project execution but we have issued the letter of award to the qualified bidder.”

On whether there would be adjustments in the timelines of the projects, Mr. Bontia said: “The guidelines of DPWH are specific to help stem the disease. The contractors have to follow new protocols at the jobsite which changes the preparation and mobilization time of the projects, these adjustments have an effect on the timeline.”

“We also give great consideration on the renewed focus by the government on Build, Build, Build projects; we want to accelerate the completion of projects -— subject to DPWH/DoH (Department of Health) guidelines,” he added.

MPT South Corp. is under the Metro Pacific Investments Corp. (MPIC), one of three Philippine units of Hong Kong-based First Pacific Co. Ltd., the others being PLDT, Inc. and Philex Mining Corp.

Hastings Holdings, Inc., a unit of PLDT Beneficial Trust Fund subsidiary MediaQuest Holdings, Inc., has an interest in BusinessWorld through the Philippine Star Group. — Arjay L. Balinbin

Rebooting Metro Manila’s chaotic transport system

“You never want a serious crisis to go to waste.” I first heard this line during the global financial crisis of 2008. In a media interview, it was stated by then US presidential candidate Barack Obama’s campaign manager Rahm Emanuel, who subsequently became the White House chief of staff and the mayor of Chicago.

Its variant — “Don’t waste a crisis” —has become the catchphrase of FINEX National Affairs Committee Chairman Eduardo Yap, who headlined a webinar on “Averting a Crisis in Public Transportation and Mobility” last week. His co-presentor was development economist and urban planner Dr. Robert Siy, who worked previously with the World Bank and the Asian Development Bank. They are part of Move Metro Manila, a coalition of advocates for sustainable mobility.

Dr. Siy said a mobility crisis looms because of massive job losses, longer commutes, and a severe contraction in the transport industry as operators shut down — adding to the overall economic decline. He warned about a second wave of COVID-19 infections due to unmanaged queues and poor compliance with distancing and sanitation requirements.

After the enhanced community quarantine (ECQ) is lifted, road-based public transport will have fewer passengers per trip since it is mostly perceived as having a higher risk of virus transmission. There would be pressure to shift to private motor vehicles for isolated travel, leading to heavier traffic congestion.

As a result, the annual cost to the Philippine economy will reach P523 billion per Dr. Siy’s estimate. His formula to avert a crisis in Metro Manila, Metro Cebu, and other major cities consists of: P30 billion for the government to contract and pay transport operators over a six-month period to provide services initially in high-volume corridors; P10 billion for walking and cycling infrastructure as well as bike-sharing programs; and P70 billion for bus-only lanes, bus stops, depots, and terminals.

The second and third components jibe with Mr. Yap’s single bus scheme for Metro Manila’s main artery, EDSA, which will be transformed into a gentrified and tree-lined avenue. His proposed “busways” will have two lanes in each direction at EDSA’s median portion adjacent to the MRT-3 line. They would replace the ineffective yellow bus lanes and ensure an unimpeded flow for higher commuter throughput and optimized use.

Mr. Yap has obtained the commitment of Transportation Secretary Arthur Tugade to institute a better public bus transport service as the new normal. A dry run of the new EDSA busways is scheduled for next month and the initial platforms will be shifted to the center island after buses are fitted with left-side doors.

Other game-changing reforms outlined in Mr. Yap’s proposal include right-sizing bus fleets by rationalizing franchises and restructuring routes; constructing overhead bridges for passengers; and installing centralized management systems.

If these proposed changes are implemented in the near-term, EDSA’s infamous “carmaggedon” would become a thing of the past — along with its excessive exhaust emissions and unhealthy noise pollution that entailed high social costs.

PARAHERO TO THE RESCUE
In the southern part of Metro Manila, those under lockdown who need a ride to neighborhood groceries and other establishments are being served by an initiative called ParaHero, short for “Para sa Pasahero” or “for the passenger.”

Even before the imposition of ECQ, BF Homes residents in the cities of Parañaque and Las Piñas have been using the tricycle-hailing app pioneered by ParaHero in conjunction with tricycle operators and drivers associations (TODA) as well as homeowners associations in the Sucat and Bicutan areas.

When the government banned the operation of public utility vehicles last March, ParaHero was the first to address the displacement of tricyle drivers by training them to render delivery services in the suburban subdivisions. This was also intended to help residents avoid leaving their homes to purchase food and medicine, especially persons with disability and senior citizens in the community.

So far, 70 drivers from various TODAs have been re-skilled to become ParaHero riders delivering essential items ordered by villagers from three SM malls in Parañaque. The pabili coverage area will soon be expanded to serve residents within the radius of several SM malls in the City of Manila and eventually to 17 SMDC condominiums across Metro Manila.

According to ParaHero founder Nino Duque, he is forging partnerships with a logistics firm, an e-commerce site, and an agri-tech company while more riders are being trained to cover the wider jurisdiction. Such an initiative supports community-based retail businesses that are struggling to survive in this once-in-a-century pandemic. Hopefully other entrepreneurs would be encouraged to step up in providing solutions to the transport challenges of our time.

 

J. Albert Gamboa is CFO of Asian Center for Legal Excellence and chairman of FINEX Publications.