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AboitizPower starts P30-B bond offer

ABOITIZPOWER.COM

ABOITIZ POWER CORP. (AboitizPower) has begun offering up to P30 billion in fixed-rate retail bonds, with proceeds intended to refinance existing obligations.

In a regulatory filing on Thursday, the company said it had secured a permit to offer securities for sale from the Securities and Exchange Commission (SEC).

The offering comprises P20 billion worth of retail bonds, with an oversubscription option of up to P10 billion. The offer period runs from June 23 to July 4.

The P30-billion offering is the first tranche of AboitizPower’s proposed P100-billion fixed-rate retail bond program. The first tranche is expected to be issued on July 4 and will be listed with the Philippine Dealing & Exchange Corp.

“The remaining balance of Bonds shall be lodged under AboitizPower’s shelf registration program and may be issued in future tranches,” the company said.

AboitizPower engaged BDO Capital & Investment Corp., First Metro Investment Corp., and Union Bank of the Philippines as joint issue managers for the first tranche.

BDO Capital, FMIC, UnionBank, China Bank Capital Corp., Land Bank of the Philippines, PNB Capital and Investment Corp., and Security Bank Capital Investment Corp. were also tapped as joint lead underwriters and joint bookrunners.

BDO Unibank, Inc. – Trust and Investments Group was designated as the trustee, while Philippine Depository & Trust Corp. serves as the registrar.

The first tranche previously received a PRS Aaa credit rating with a stable outlook from the Philippine Rating Services Corp. (PhilRatings).

PRS Aaa is the highest rating assigned by PhilRatings, indicating minimal credit risk. A stable outlook means the rating is likely to be maintained over the next 12 months.

PhilRatings cited AboitizPower’s diversified portfolio with strong growth prospects, experienced management team, healthy liquidity and coverage ratios, and sound capital structure.

AboitizPower is the Aboitiz Group’s investment arm for power generation, distribution, and retail electricity, as well as related energy solutions.

The company is targeting to expand its total attributable net sellable capacity to 9,200 megawatts by 2030, with a 50:50 balance between renewable and thermal energy sources.

At the local bourse on Thursday, AboitizPower shares rose by 1.01% to close at P39.90 apiece. — Sheldeen Joy Talavera

AI-powered tools to improve financial firms’ cybersecurity

STOCK PHOTO | Image by Jcomp from Freepik

PHILIPPINE financial institutions should consider leveraging artificial intelligence (AI)-powered tools to ramp up their cyber resilience as threats targeting online payments are on the rise, enterprise IT management software provider ManageEngine said.

“I think the first thing that comes to mind is deploy AI at the defense because your attackers are not coming to you with your traditional deterministic rules,” Ramprakash Ramamoorthy, ManageEngine Director of Research Ramprakash Ramamoorthy said in an online interview with BusinessWorld.

This can help institutions protect themselves against cyberattacks that are now becoming more sophisticated due to AI, Mr. Ramamoorthy said.

“Advanced machine learning techniques and artificial intelligence techniques can look at the behavior of the user and prompt if there is an anomaly. So broadly, AI-based thresholding, AI-based setting of rules can go a long way. These are very simple steps to involve AI into your fintech (financial technology) workflows.”

He said the digitization infrastructure in Philippines is “booming,” with fintechs leading the race. This has led to an increase in online transactions, which are common targets of cyberthreats.

Digital payments made up 52.8% of the volume of retail transactions in 2023, higher than the 42.1% share in 2022, according to the latest Bangko Sentral ng Pilipinas (BSP) data.

In terms of value, 55.3% of retail transactions in 2023 were done online, higher than the 40.1% the year prior.

The BSP said the increase in digital payments was driven by wider use of online transaction channels among people and businesses, with the coronavirus pandemic accelerating the shift.

Meanwhile, Philippine banks lost P5.82 billion due to cyberattacks in 2024, 2.6% higher than the previous year, the central bank earlier said, adding that phishing, “card-not-present” fraud, account takeover or identity fraud, and hacking are the top cybersecurity risks faced by financial institutions.

“The financial services industry is constantly under the threat of cybercrime. You just assume yourself that you are being attacked all the time. In the Philippines, more than 50% of all retail payments have been done digitally. Merchant payments, peer-to-peer transfers and business-to-business payments are also being top contributors. So, that means the volume of transactions has been growing,” Mr. Ramamoorthy said.

“The central bank is also proactively enhancing cybersecurity frameworks, looking at the need for financial institutions to adopt robust cyber-resilient measures to protect consumers and maintain trust in the digital financial system… Given how emerging economies like the Philippines are having more and more people using digital tools to do their finance, the cybersecurity part becomes super important, especially things like educating your end users.”

He noted the prevalence of attacks using text messages with links that aim to steal users’ banking credentials.

“Given that there are a lot of newer users that are doing their first online transactions, their first digital payment, their first peer-to-peer payments, it is easy to lure them into it… Whatever the banks are doing right now is good, but there is still a lot of room for improvement.”

Deepfakes and phishing e-mails are also a concern for financial institutions, as the rise of AI has also allowed cyberattackers to improve the quality of the tools they use to steal data, Mr. Ramamoorthy said.

“Your digital safety in terms of finance starts from your digital safety in your personal life. How much data are you sharing with who? Having software that is subsidized by ads means you’re selling your personal information — and that means you could easily be defrauded and you could easily be a victim of a cyberattack, especially when you’re doing payments. Because finance is more important, right? An attacker [wants] to steal your money. So, whatever you do, exercise the right privacy controls,” he said.

“Despite what governments can do, despite what fintech institutions can do, it boils down to the individual level. Understanding privacy, understanding security, this whole digital learning, this whole digital understanding of how these technologies work, has become super important in this day in which attackers are heavily using AI to impersonate people, to create fake links, to divert funds that you’re sending to another person. There’s a lot of AI in the attacking end, so we have to be all the more careful.”

Mr. Ramamoorthy added that the government should also help enable the distribution of cybersecurity technology across banks to ensure that the entire sector becomes resilient against evolving cyberthreats.

At the organization level, banks should address the lack of employee cybersecurity awareness, implement cybersecurity training programs to educate employees about potential threats and safe practices, and encourage a culture of security awareness and vigilance across all levels, he said. 

“Because bankers know banking, but technology could be a different ballgame. The richer banks could afford a lot of technology, but it’s the bankers that are lagging behind,” he said. “The second thing is identity and access management weakness… And also, tightening your endpoints. Digital adoption has technically expanded the attack surface with endpoints often lacking adequate protection, making them susceptible to ransomware and other attacks. So, it’s important to deploy endpoint security solutions that include antivirus firewall, intrusion detection systems, and so on.”

“Also, regularly patching these systems is going to be important. And finally, set up guidelines on incident response planning. Organizations often lack a well-defined incident response plan, leading to delayed reactions and increased damage during cyber incidents,” Mr. Ramamoorthy added. — A.R.A. Inosante

ACEN infuses P875M into unit for land acquisition

ACENRENEWABLES.COM

AYALA-LED ACEN Corp. is infusing P875 million into its subsidiary, Buendia Christiana Holdings Corp. (BCHC), to support the acquisition of land parcels intended for future power projects.

In a stock exchange disclosure on Thursday, ACEN said it had subscribed to an additional 875,000 common shares and 7.88 million redeemable preferred shares, both priced at P100 apiece.

“The proceeds of ACEN’s subscription will be used by BCHC to acquire additional parcels of land for the ACEN group’s various potential power projects,” the company said.

The shares, representing 15% of the total outstanding shares of ACEN, are subject to the approval of the Securities and Exchange Commission for the increase in BCHC’s authorized capital stock to up to P8.5 billion.

BCHC, a subsidiary of ACEN, is a special-purpose vehicle established to hold land for the energy firm’s development pipeline.

In March, ACEN subscribed to P660 million worth of common and redeemable preferred shares to fund the purchase of real property needed for various potential power projects.

ACEN is currently developing multiple energy projects within and outside the Philippines as part of its goal to reach 20 gigawatts (GW) of attributable renewable capacity by 2030.

To date, ACEN has 7 GW of attributable renewable energy capacity across operational, under-construction, and committed projects. Its geographic footprint spans the Philippines, Australia, Vietnam, India, Indonesia, Laos, and the United States.

On Thursday, shares in the company rose by 0.79% to close at P2.55 apiece. — Sheldeen Joy Talavera

True to life or not, F1 movie draws on decades of drama

A SCENE from F1: The Movie.

LONDON — The racing scenes in Brad Pitt’s new F1 movie are impressively authentic but the filmmakers have also made much of how the sport’s past is woven into the plot — with a hefty slice of Hollywood artistic license.

“We just drew from history. A little this, a little that, then we had Lewis Hamilton keep us straight,” commented Mr. Pitt at a New York premiere ahead of this week’s general release in cinemas.

F1: The Movie opened in Philippine theaters on June 25. It has an MTRCB rating of PG.

Apple’s Senior Vice-President of Services Eddy Cue, a lifelong Formula One fan and Ferrari board member, told reporters after a media screening that “there’s not a single event in here… that hasn’t happened in a real race.”

That does not mean, of course, that such events could still happen now or that they served as anything more than inspiration.

The Apple Original Films blockbuster — with scenes shot during grand prix weekends — is a redemption story, with Mr. Pitt playing aging driver Sonny Hayes on an unlikely comeback alongside a young hotshot at a struggling team.

Seven-time world champion Mr. Hamilton provided advice and is credited as a co-producer on a movie scripted for audiences unfamiliar with the sport.

Mr. Pitt’s age — 61 in real life — has been called out as unrealistic for a driver in the modern era but as Mr. Hamilton, 40, said when filming started in 2023: “Brad looks like he’s aging backwards.”

The oldest current F1 driver is Spaniard Fernando Alonso who will be 44 next month but in the 1950s, when physical demands were less but dangers greater, Philippe Etancelin and Louis Chiron raced at 55. Luigi Fagioli was a winner at 53.

F1 comebacks also tend to follow short absences nowadays, one or two years at most, but it was not ever thus.

Dutch driver Jan Lammers raced from 1979-82 and was out for more than a decade — when he won Le Mans and raced at Daytona — before returning in 1992. Italian Luca Badoer also had 10 years between races before a short-lived comeback in 2009.

LAST TO FIRST
Drivers have indeed gone from last to first in barely believable circumstances, made winning strategy calls and taken triumphs with unsung teams that would not normally be considered contenders.

The 2011 Canadian Grand Prix lasted more than four hours, featured six safety car deployments and was won by Jenson Button who at one point was at the back of the field and had two collisions including one with McLaren teammate Mr. Hamilton.

Mr. Button made five pitstops, plus a drive-through penalty, and picked up a puncture in a race halted for two hours.

Hayes’ backstory is of racing Ayrton Senna before suffering a crash so violent he was flung from the car still attached to his seat.

That is modelled on Northern Ireland’s Martin Donnelly who crashed at Jerez in practice for the 1990 Spanish Grand Prix and was left inert in the middle of the track.

He survived, miraculously, but there was to be no F1 comeback.

Drivers have escaped blazing crashes, Frenchman Romain Grosjean after his car erupted in a fireball at the 2020 Bahrain Grand Prix while Niki Lauda suffered serious burns in a 1976 Nuerburgring crash.

The Austrian returned to racing six weeks later.

There are nods to the Crashgate scandal, when Brazilian Nelson Piquet, Jr. crashed deliberately at the 2008 Singapore Grand Prix and triggered a safety car that helped teammate Alonso win.

A female technical director? Not yet, but women have run teams and work as strategists, race engineers, and pitlane mechanics — although the movie is far from realistic in that regard.

For F1 fans of a certain age there is the “Easter egg” of a glimpse of the Monza banking in homage to the 1966 movie Grand Prix. F1 director Joseph Kosinski said that classic, and Steve McQueen’s 1971 movie Le Mans, were his touchstones.

“Those movies are now almost 60 years old but you can still watch them and still marvel at the cinematography and the feeling of being there,” he said.

“The whole practical nature of this film was inspired by those classics.” — Reuters

PhilHealth set for restructuring to address operational challenges

PHILSTAR FILE PHOTO

THE PHILIPPINE Health Insurance Corp. (PhilHealth) will undergo a “major revamp” to improve its efficiency and address operational challenges, the Governance Commission for Government-Owned or -Controlled Corporations (GCG) said.

The GCG approved the restructuring of PhilHealth at its en banc meeting held on June 25 (Wednesday), it said in a statement.

“The restructuring includes a revamped organizational structure with 503 units and a total of 7,149 positions designed to improve service delivery and strengthen the agency’s capability to fulfill its expanded mandate under the Republic Act No. 11223 or the Universal Health Care Act,” it said.

“The reform aims to address several long-standing issues including outdated workforce, fragmented data and strategy execution, and issues related to benefit claims.”

The GCG said part of the restructuring will involve the centralization of five critical services of the state health insurer: finance, legal, information technology, procurement, human resources, and general administration services.

“The centralization of these administrative functions is seen to address the inconsistencies and conflicts in the current operational framework of PhilHealth, maintain responsiveness to the public, and enhance healthcare delivery.”

PhilHealth was also ordered to strengthen its internal audit office. “To foster independence and ensure checks and balances, the internal audit office shall functionally report to the Audit Committee of the Board of Directors and shall administratively report to the president and chief executive officer of the corporation.”

The creation of units like the Benefit Payment Appeals Office (BPAO) is also part of the revamp. The BPAO aims to improve the processing of appeals cases.

PhilHealth has one year to implement the services and centralization outlined in the GCG’s order and is required to submit quarterly reports to allow the GCG to monitor its progress.

The state health insurer booked a net loss of P192.96 billion in 2024, narrower than the P708.72-billion loss it posted in 2023, its latest financial statement showed. Its retained earnings stood at P149.58 billion at end-2024, while its reserve fund was at P280.57 billion.

PhilHealth Senior Vice-President Renato L. Limsiaco, Jr. told Congress in January that the state health insurer owed hospitals about P21 billion as of end-2024.

The Supreme Court last year issued a temporary restraining order, halting the transfer of P29.9 billion from PhilHealth to the National Government after the initial transfer of P60 billion. The case is still pending resolution. — ARAI

ABS-CBN expects return to profitability on stronger ad revenues, digital growth

PHILIPPINE STAR/MIGUEL DE GUZMAN

LISTED media company ABS-CBN Corp. said it expects to return to profitability within 18 months, citing higher advertising revenue and contributions from its digital, film, and music operations.

“I believe we are finally well-positioned for a turnaround this 2025. The advertising market is recovering from last year and we will get an extraordinary bump from election-related advertising,” ABS-CBN President and Chief Executive Officer Carlo L. Katigbak said during the company’s online annual stockholders’ meeting on Thursday.

Mr. Katigbak said the company is poised to achieve profitability on the back of expanding partnerships, sustained gains from its digital businesses, and revenue contributions from film and music, despite the absence of a congressional franchise.

“At this time, even if the franchise were granted by Congress to ABS-CBN, we would not be able to rebuild our former national network because all the frequencies we used to transmit have already been granted to other broadcasters,” he said, adding that the company will instead focus on content production and a digital-first model.

For the first quarter, ABS-CBN trimmed its attributable net loss to P425.65 million from P841.54 million a year earlier, as revenues improved during the period.

Gross revenue for the January-to-March period rose by 3.68% to P4.23 billion from P4.08 billion in the same period last year.

Advertising and consumer revenues totaled P3.18 billion, up by 20.91% from P2.63 billion a year ago. However, revenues from cable television and broadband declined by 26.9% to P1.06 billion from P1.45 billion.

“We have finally completed all our efforts to reduce expenses and believe we are now operating at maximum efficiency… With reduced debt levels, we expect financing costs to decline, improving our cash flow and profitability,” Mr. Katigbak said.

On digital platforms, the company’s YouTube channel continues to expand, with around 51 million subscribers and 68.5 billion lifetime views, he said.

The company is also banking on the sale of its land to Ayala Land, Inc., which is expected to help fund debt reduction.

In February, Ayala Land signed a memorandum of agreement to acquire a portion of ABS-CBN’s property in Quezon City for P6.24 billion.

The transaction covers up to 30,000 square meters, or 68.14% of ABS-CBN’s 44,027.30-square-meter property. The agreement is subject to conditions, including clearance from the Philippine Competition Commission.

“We will be consolidating all our operations and studios inside the ELJ Communications Center and plan to complete this move by July 2026. We are scheduled to turn over the property to Ayala Land by December 2026,” Mr. Katigbak said.

At the stock exchange on Thursday, shares in the company rose by 16 centavos or 3.86% to close at P4.31 apiece. — Ashley Erika O. Jose

AI ‘upgrades’ to kung fu classics deserve zero stars

CHOW YUN-FAT in a scene from John Woo’s 1986 kung fu classic, A Better Tomorrow.

By Jason Bailey

WHEN it comes to artificial intelligence (AI), most folks seem to fall into two diametrically opposed camps, according to several polls. There are those who believe it to be nothing less than a technological revolution that will significantly change every aspect of how we live, and others who dismiss it as the emperor’s new clothes, an ecologically irresponsible, not-ready-for-prime-time pipe dream that produces error-ridden prose and eye-sore attempts at illustration.

China Film Foundation and its partners’ recent announcement of the Kung Fu Film Heritage Project reminded me why I’m in the latter group.

There are certain, specific, mostly academic and scientific instances in which AI can reduce mindless busywork and produce quicker results. But this technology, particularly its “generative” subset, should be kept far, far away from anything resembling art.

China Film Foundation’s plans, unveiled at the Shanghai International Film Festival, feature two major AI-driven initiatives. First, the organization premiered what was promoted as the first animated feature film created entirely by AI called A Better Tomorrow: Cyber Border. It’s a reimagining of John Woo’s groundbreaking 1986 feature, A Better Tomorrow. Why anyone would want to see an AI sequel/remake to a nearly 40-year-old action classic is beyond me, that’s their choice though. But Cyber Border remains worrisome in the same way as all the gen-AI moviemaking we keep hearing about: because it will replace human writers, actors, artists, and other craftspeople with automated, soulless junk machines.

These are questions that are being actively argued, with real implications for the future of motion pictures, and we’re nowhere close to answers. The more troubling piece of the foundation’s Kung Fu Film Heritage Project is its intention to use AI to upgrade the audio, visuals and overall production of 100 classic kung fu movies (including titles by such legendary performers as Bruce Lee, Jackie Chan, and Jet Li). Zhang Pimin, chairman of the China Film Foundation, explained that its AI tweaks to these “aesthetic historical treasures” would enhance them with a new look that “conforms to contemporary film viewing.” And that’s where the alarm bells should go off, if you care at all about the preservation and longevity of movies.

This type of automated restoration is not altogether unheard of. Last spring, film purists were up in arms over the long-awaited HD restorations and releases of James Cameron’s films Aliens, True Lies, and The Abyss, arguing that the extensive clean-up work on these decades-old movies had rendered the images sterile and often uncanny. Much of that work was done via AI by filmmaker Peter Jackson’s company, Park Road Post Production. It also did similarly controversial clean-up work on Jackson’s archival documentaries The Beatles: Get Back and They Shall Not Grow Old using the same proprietary machine-learning software.

Keep in mind, Cameron’s “upgrades” were performed on films that were already slick, big-budget, Hollywood productions — and the results still looked off. Applying similarly transformative technology to the Eastern action cinema of an earlier era, where budgets were significantly lower and the look and feel of the films was consequently grubbier, would be artistically catastrophic. The great kung fu filmmakers, such as Chan, Lee, and their early director Lo Wei, had distinctive styles. The handmade quality of their pictures would, it seems safe to assume, be flattened and homogenized by these AI overhauls.

But what’s most upsetting is that it’s all so unnecessary. I’ve seen vintage kung fu movies in theatrical settings in recent years, including the national re-release of Chan’s Police Story series and the monthly kung fu double features at Los Angeles’ New Beverly Cinema, and these are not films that struggle to connect with contemporary audiences. Decades after their production, they play like gangbusters, mostly because mainstream action movies are still echoing their ferocious energy and rhythms. The idea that these fast-paced, action-packed efforts need new, fancy, digital bells and whistles to connect with 21st century viewers is patently absurd.

I’m reminded of another computer-powered technological advance, all the way back in the 1980s, that we were assured would make “old movies” relevant again: colorization. To achieve it, computer software was used to slap a layer of color over black and white movies, including Topper, It’s a Wonderful Life, and Casablanca. These new versions were blasted by critics (most notably Gene Siskel and Roger Ebert) and filmmakers, including Orson Welles, who was able to use the creative control clause of his original RKO contract to halt the colorization of Citizen Kane. But media figures like Ted Turner saw colorization as a way to squeeze more money out of their existing libraries — or, to put it in contemporary terms, to further monetize on IPs.

Alas, colorization flopped with consumers. Ebert gleefully reported in his book Questions for the Movie Answer Man that “the national VHS tape sales of Turner’s 1989 colorized version of Casablanca totaled — get this — less than 600 copies.” It failed for the same reason I suspect these AI-powered restorations will: because their most likely audience will only be annoyed by the so-called improvements, and potential new, young viewers aren’t going to be fooled by this shoddy technology.

Respectful restorations and theatrical re-releases continue to bring in moviegoers, because great films are timeless, and cannot be improved upon by reckless applications of the flavor of the month. It’s ironic, really, that the Kung Fu Film Heritage Project sees itself as honoring the classics when all it is promising is filmmaking vandalism. — Bloomberg Opinion

Why strategy alone fails

The recent admission by President Ferdinand Marcos, Jr. that the K-to-12 program failed to deliver on its promises speaks volumes about a deeper problem in government programs and even in organizations. Launched in 2012 with the vision of improving the quality of education and making Filipino graduates more globally competitive, the K-to-12 program had a clear strategy on paper. It aimed to add two more years to the basic education cycle, align the curriculum with global standards, and supposedly prepare students for employment or higher education. But more than a decade later, the outcomes are underwhelming. Employers still complain about underprepared graduates. Students and teachers are burdened. And the public continues to question what those extra two years were for.

Why did K-to-12 fail? It wasn’t just about poor implementation. The strategy might have looked good in theory, but the execution was fragmented, rushed, and under-resourced. But beyond that, there was a bigger disconnect — the culture. Education culture in the Philippines is still rigid, textbook-heavy, and exam-oriented. Teachers weren’t fully on board or properly trained. The system rewarded compliance, not innovation or adaptability. When strategy, execution, and culture are misaligned, even the best-intentioned programs collapse under their own weight.

This isn’t just a government problem. It happens in businesses, nonprofits, schools, and even startups. We often talk about “strategic plans” like they’re magic blueprints. But a strategy without strong execution is just wishful thinking. And both will fail if the culture doesn’t support them. These three — strategy, execution, and culture — are like a three-legged stool. Remove one, and the whole thing topples.

Now let’s look at countries that got it right. Estonia is a striking example. After gaining independence from the Soviet Union in 1991, it had little money and outdated infrastructure. But its leaders made a bold bet on digital. They didn’t just craft a strategy to go digital — they built the execution muscle and cultivated a culture of innovation and trust in government tech. Today, Estonians can vote, access healthcare, pay taxes, and even sign legal documents online. It’s not just because they had good software. It’s because the people believed in the system. That belief shaped behaviors. The execution matched the vision. Culture followed and reinforced it.

Singapore’s Smart Nation journey tells a similar story. When the government launched the initiative, it wasn’t just about putting sensors on lampposts or building apps — it was about changing how people live, work, and interact with the state. They aligned strategy with detailed roadmaps, poured in investments, created agencies to own the programs, and educated citizens to embrace the shift. Civil servants were trained and incentivized. Tech adoption became a norm, not a disruption. Culture was actively shaped from classrooms, to public offices, and to homes.

In the private sector, Apple is a familiar example. Its strategy has always been about designing beautiful, integrated products that just work. That strategy shows up not just in their product roadmap but also in how teams are structured, how decisions are made, and how people think and behave across the company. Engineers know they’re expected to care as much about the user experience as the hardware specs. Designers and product managers are wired to collaborate closely. This alignment between what Apple says it will do (strategy), how it does it (execution), and how people behave and think (culture) is why it can repeatedly deliver breakthrough products.

Another great example is Netflix. When it shifted from DVD rentals to streaming, and then from content delivery to content creation, it didn’t just change the business model. It rewired the organization. Its now famous culture deck talks about freedom with responsibility, high performance, and transparency. That wasn’t fluff. It was a signal to every employee: this is how we operate now. Their strategy needed bold risk-taking. Their execution demanded fast, empowered teams. Their culture was intentionally designed to make that happen.

We can’t separate these three. Many leaders still fall into the trap of treating them as separate pieces. They craft vision documents then throw them over to operations teams and hope for the best. They obsess over execution metrics without asking if people actually believe in what they’re doing. They launch culture initiatives — town halls, posters, values campaigns — without connecting them to real decisions or business goals.

Culture, in particular, is the hardest to shape. It’s invisible but powerful. It shows up in what people reward, what gets punished, what leaders tolerate, and what stories get told in the hallway. You can’t fake it. If a strategy calls for innovation but employees are penalized for failure, they’ll play safe. If execution needs agility, but managers demand strict hierarchy, nothing moves. If culture values loyalty over results, even the best ideas stall.

So, what can leaders do? First, stop thinking of strategy, execution, and culture separately. They’re deeply intertwined. Every strategic plan should ask: do we have the systems and people to deliver this? Will our culture support or resist it? Every execution plan should ask: does this tie back to what we’re really trying to achieve? Does our team know and believe in the mission? Every culture initiative should ask: is this just symbolic, or does it change how we work and make decisions?

In the end, organizations that win aren’t the ones with the smartest plans or the biggest budgets. They’re the ones where vision, action, and values move in sync, where strategy isn’t just a document, execution isn’t just a checklist, and culture isn’t just a poster — they’re built into each other. That’s what makes success not just possible, but sustainable.

The views expressed herein are the author’s own and do not necessarily reflect the opinion of his office as well as FINEX.

 

Reynaldo C. Lugtu, Jr. is the founder and CEO of Hungry Workhorse Consulting, a digital, culture, and customer experience transformation consulting firm. He is a fellow at the US-based Institute for Digital Transformation. He is the chair of the IT Governance Committee of FINEX Academy. He teaches strategic management and digital transformation in the MBA Program of De La Salle University. The author may be e-mailed at rey.lugtu@hungryworkhorse.com

ILO offers digital upskilling for youth in construction

THE International Labour Organization (ILO) launched a training initiative in the Philippines on Thursday to equip young construction workers with digital and green skills.

The training program hopes to create more than 15,000 jobs for young construction workers, according to Khalid Hassan, ILO country director for the Philippines.

The ILO will work with the Department of Labor and Employment and public and private trade schools on training programs in advanced, environmentally friendly methods needed for modern construction, he said in a speech at the program’s launch event.

“The sector struggles with low productivity and difficulty in attracting skilled young professionals,” he said. “These efforts aim to support young people’s access to labor markets and provide upskilling opportunities for existing workers.”

The construction industry’s valuation is expected to hit P2.71 trillion by the end of the decade, but interest in joining the trade is waning, Labor Undersecretary Carmela I. Torres said.

“The construction industry has been facing persistent challenges, including issues of low productivity and a struggle to attract skilled, young talent,” she said at the same event.

“To ensure sustained success, adapting digital innovation and committing to sustainable practices are not merely optional, they are imperative for progress,” she added.

Ms. Torres said the young are increasingly drawn to flexible careers that use technology and align with environmental sustainability. “We are observing a dynamic shift where young people are increasingly seeking not just any job, but meaningful work that aligns with evolving global demands.”

The ILO training program aims to equip participants aged 18 to 29 with technological skills in construction planning using artificial intelligence and introduce them to sustainability practices, Mr. Hassan told reporters on the sidelines of the event.

The program also includes training in information modelling, equipping participants with skills in structural design and project planning, according to Kyounghee Chong, ILO project manager for the training program.

“That’s kind of an integrated competency for making a building in a green and energy efficient way,” she told reporters.

She said the ILO will first train about 30 instructors to help roll out the program across other trade schools in the first phase of the program. “The teachers must know how to teach young people… to cascade it.” — Kenneth Christiane L. Basilio

Megaworld unit allots P5B for Nasugbu project

GLOBAL-ESTATE RESORTS, INC.

MEGAWORLD CORP. subsidiary Global-Estate Resorts, Inc. (GERI) has allocated P5 billion to develop the 116-hectare Nascala Coast beachside township in Nasugbu, Batangas over the next five years.

Set to become Megaworld’s 36th township, Nascala Coast will feature residential villages, beachside condominium clusters, commercial hubs, and leisure destinations, GERI said in a regulatory filing on Thursday. GERI is Megaworld’s tourism and leisure township development arm.

The estate will offer views of Nasugbu Bay and nearby mountain ranges, and will include commercial lots, mixed-use centers, and town centers intended to support leisure, lifestyle, and investment activities.

The site is accessible via the South Luzon Expressway (SLEX), Manila-Cavite Expressway (CAVITEX), and the Ternate–Nasugbu Highway, GERI said.

“Nascala draws its name from ‘Nasugbu,’ the picturesque municipality in Batangas where it rises, and the Spanish word escala, meaning ‘climb’ — a fitting nod to its elevated setting near the coast. This township captures the essence of Nasugbu’s distinct allure, where unspoiled beaches, breathtaking mountain vistas, and a deep cultural heritage converge,” GERI President Monica T. Salomon said.

“More than just a destination, Nascala Coast is envisioned as a thriving coastal address where tourists can enjoy the best of nature and generations of families can flourish,” she added.

During GERI’s annual stockholders’ meeting on Thursday, Ms. Salomon said the company plans to expand its development footprint this year.

Alongside the Nascala Coast estate, she said GERI is preparing to launch a 112-hectare mixed-use township in Cagayan de Oro City.

Ms. Salomon said the company is also on track to complete three condominium clusters this year in Southwoods City on the Laguna-Cavite boundary and Twin Lakes in Laurel, Batangas. It also plans to complete a lakeside commercial development in Hamptons Caliraya, and additional residential lots in Alabang West Village in Las Piñas and Newcoast Village in Boracay.

On Thursday, GERI shares rose by 1.72% or one centavo to 59 centavos apiece, while Megaworld shares increased by 1.11% or two centavos to P1.82 each. — Revin Mikhael D. Ochave

Reaching a wider public

SOME of the art on display at Provenance Art Gallery’s Bridging the Gap in Power Plant Mall.

Rotating exhibit at Power Plant showcases 60 artists

“WE MUST CREATE SPACES — physical and digital — where people feel welcome. Exhibits that don’t intimidate, but rather, invite,” said Joanna Preysler Francisco, co-owner of the Provenance Art Gallery, which now has an exhibit at Makati’s Power Plant Mall.

“Promoting Filipino artists, especially emerging ones, is key to this movement. When the youth see someone like them creating, expressing, thriving, they begin to believe that art can be theirs too,” she said in her opening message.

This motivation led the gallery to mount a rotating exhibition, starting in June and lasting until August. It spans various forms of art, from figurative to abstract, from paintings to sculptures, from prints to toys.

Its title, Bridging the Gap, echoes the project’s goal to bring the best of both established and emerging Philippine contemporary artists to the upscale mall, namely to the R/2 level of the south wing.

“Rockwell is a mature mall, surrounded by condominiums that are filled up. For young artists, some who come from as far as Bohol, Cebu, Bacolod, it’s an opportunity to showcase their talents and their work here,” Raul Francisco, co-owner of the Provenance Art Gallery, said at the exhibit opening.

The 60 artists featured throughout the three-month run include Sofia Andres, Bimpoman, Charming Baldemor, Jonathan Baldonado, Miguel Paolo Borja, Emman Cardeño, ESL Chen, Lena Cobangbang, Kim Cruz, Lec Cruz, Katrina Cuenca, Victoria Fabella, Archie Geotina, Solenn Heussaff, Paolo Icasas, Arnel Natividad, Julieanne Ng, Lynyrd Paras, Brave Singh, Kim Hamilton Sulit, Tekla Tamoria, Betsy Westendorp, Wipo, and Blaise Zamora.

While Provenance Art Gallery’s permanent location is at the South Park Plaza in Paseo de Magallanes Commercial Center in Makati, the art market can expect to find them exhibiting on various platforms, both physical and online.

“The landscape has changed, and it’s constantly changing. Over the last 10 years we’ve seen a lot of galleries open up and then, during the pandemic, move online. We have to understand that it’s not just galleries anymore; there are other venues,” said Mr. Francisco.

According to Ms. Preysler Francisco, the art world is being perceived as “an intimidating, exclusive space gated by big names and gallery walls” which makes it feel out of reach for younger collectors.

“Democratizing art is about changing mindsets, shifting perceptions, and reminding the youth, and people in general, that art isn’t only for collectors or critics,” she explained.

While the main target of Bridging the Gap is the Rockwell community, Provenance Art Gallery hopes to reach far beyond that, to provide more exposure for the 60 artists in the exhibit. — Brontë H. Lacsamana

Strait of Hormuz: No ground for complacency

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It’s not something that responsible governments could simply brush off, that potential violation of the recent ceasefire between Iran and Israel peddled and initially, unilaterally announced by US President Donald Trump. But what do we make of President Ferdinand Marcos, Jr.’s statement reported yesterday about the economic consequences of this military discord and describing them to have no “significant effect?”

In this volatile and uncertain moment of history, it is an enormous disservice to the Filipino people for the government to simply retreat to rational inattention. This makes sense only when our decision makers have simply no other information available to them. But our economic management departments, including the Bangko Sentral ng Pilipinas (BSP), have enormous database and econometric capacity to draw up some scenarios that would likely capture various possible outcomes in the Middle East. And they are not all favorable scenarios to be sure. They could also source sensitive primary information from our consular offices and embassies abroad that have started to evacuate our overseas Filipino workers based in these oil-rich labor markets. There should be a logical connect between what we announced and what the rest of government are doing.

We need extraordinary due diligence to substantiate our decision to ignore the potentially debilitating effects of a further escalation of war between Iran and Israel. There is no substitute to calling on the population to hope for the best, but prepare for the worst.

Thus, the President could have been more careful even as he based his comments on the assessment of the country’s economic managers: “May effect siyempre kahit papaano… ang langis (Oil has an effect no matter what.).” We can only presume that the assessment was ostensibly based on the announcement of a truce and the limited impact on macroeconomic stability. We dare say that it is never enough to simply monitor oil prices and anchor all contingencies in their dynamics.

On the ceasefire, this has never been credible, nor will it be durable. It was the US itself that announced it before the two countries could make their own press statements. Despite his assurance that the US would decide on its involvement in two weeks’ time, President Trump immediately ordered the obliteration of Iran’s nuclear program over the weekend. Some of the bombs used were actually bunker busters which could penetrate tens of meters below ground where three nuclear development facilities were established. While satellite photos indicate massive destruction, Trump was enraged by the preliminary US intelligence report released a few days ago that the destruction delayed Iran’s nuclear ambition “by only a matter of months.”

Trump could anytime reverse his decision for a pause. That could set off another series of uncertainties and volatility in the global energy and financial markets.

On both Iran and Israel, no one can safely say they would faithfully abide by the rules of disengagement. Immediately after the US missile attacks, Iran did not waste time in retaliating, not against the US at that point, but against Israel. Two waves of missile strikes were released by Teheran on Tel Aviv last Monday. Given such a propensity for war, it is not surprising that after the truce announcement, there was unmitigated finger-pointing between the two countries at war. Israel vowed to retaliate after saying Iran launched another round of missile attacks into its airspace within two hours of the US announcement. But Iran denied this act of war even as the world, through media reports, heard explosions booming and sirens sounding across northern Israel. Instead of de-escalating the war, the ceasefire seemed to have caused more bad blood.

In response, Israel sought to resume “the intense operations to attack Teheran and to destroy targets of the regime and terror infrastructure.” Not long after, Iran’s Islamic Revolutionary Guard Corps launched a “powerful and devastating missile attack” on US military installation in Qatar’s Al Udeid, saying in a statement that “under no circumstances, leave any aggression against its territorial integrity, sovereignty, or national security unanswered.” Al Udeid’s US military base is reported to house 10,000 US troops.

The decline in oil prices as reported by Reuters in Houston, Texas appears to be the driving force behind the analysis that the likely impact of the war on the global energy markets would be broadly modest. Oil prices retreated by more than $5 a barrel after the markets saw that Iran took no action to disrupt oil and gas tanker traffic through the Strait of Hormuz. The following day, even with the fragile ceasefire announcement, oil prices sustained their downtrend.

Therein lies the uncertainty, and that involves the Strait of Hormuz.

The only passage between the Gulf of Oman and the Persian Gulf on to the open sea, the 21-mile-wide Strait of Hormuz is one of the world’s most strategically critical choke points. Iran is north of it, while the south is shared by Oman and the United Arab Emirates. Some 18-21 million barrels of oil per day move through the strait. Thus, it is both a lifeline of energy, and a choke point. Iran, if it feels threatened, especially with the US involvement in the missile war, could simply stop the traffic, or target oil and gas tankers passing through the strait. The price of energy goes up with the escalation of war, or even a threat of it. Passing through the strait is risky and therefore a higher risk premium means higher freight cost. Going around it would be equally costly because freight costs increase with the distance traveled. That’s one real risk to global oil prices.

Another risk derives from Iran’s ability to sell its oil, which is highly determined by the dynamics it shares with the US and Israel. The lower its ability to export even to China at a discount, would imply less ability for the global economy to keep oil prices steady. Reduced oil from Iran would lead China to source it from somewhere else, bloating its global demand and sending oil prices into a hopeless spiral. It would be too naïve for economies to disregard the pervasive impact of the Middle East drama on local oil prices and, ultimately, on food and non-food commodity prices and on to some second-round effects from higher wages and transport fares.

It would therefore be consistent with good risk management if Malacañang called on civil society to be prepared for any eventuality. It would be reassuring, too, for the government to announce a four- or five- or six-point program representing its quick response to the latest developments in the Middle East, particularly on what could likely happen in the Strait of Hormuz. Staggered oil price adjustments, the grant of fuel subsidies to affected public utilities, and a build-up of strategic inventories may be considered.

We cannot dismiss the signs of the times.

The momentum of high growth seems to be losing steam relative to the 6-6.5% growth target for this year. The World Bank expects no more than 5.3% growth this year, and the weak performance to continue up to 2027. The country needs to intensify efforts in pursuing key policy and structural reforms to enhance the business environment and rebuild fiscal space to help spur economic growth. This is in contrast to the credit rating agency S&P’s decision to lift the country’s growth outlook based on, yes, “reduced” global trade uncertainty and benign inflation based on actual inflation and BSP forecasts for the next three years. There was indeed some pause, but there were incremental increases in the base and reciprocal tariffs. They could be unsettling. We see a more balanced assessment by the Philippine Institute for Development Studies that raised an important concern: “…a potential spike in global oil prices, which would raise domestic transport and power costs feeding into inflation. This could reverse recent gains in price stability.”

Finally, on inflation which in the past impinged on private consumption and growth, this stands to get the hit from the sharp oil price spikes should the tension in the Middle East worsen. But it would be difficult to get some guidance from the BSP which has stopped announcing its risk-adjusted inflation forecast this year and for 2026 and 2027. We are more than certain that the BSP has given a fine-tooth comb assessment of the Middle East hostilities, down to the minutest detail of their implications on food and non-food commodities, transport cost, wages, and utilities adjustments.

What we heard from the BSP last week were their inflation projections, presumably their baseline for the next three years. For this year, the BSP dropped its forecast from 2.4% to only 1.6%, from 3.3% to 3.4% in 2026, and from 3.2% to 3.3% in 2027. If I were to replicate the BSP’s practice of assigning risk probabilities to all that is in the air — power adjustment, restoration of tariff rates to old levels, transport, wages, and, yes, the possible escalation of tension between Iran and Israel with US involvement — I would say the risk-adjusted forecasts could be anything above one percentage point above their baseline. This means the next two years could breach the 2% to 4% inflation target.

All because of the Strait of Hormuz and everything it represents. No ground exists for complacency.

 

Diwa C. Guinigundo is the former deputy governor for the Monetary and Economics Sector, the Bangko Sentral ng Pilipinas (BSP). He served the BSP for 41 years. In 2001-2003, he was alternate executive director at the International Monetary Fund in Washington, DC. He is the senior pastor of the Fullness of Christ International Ministries in Mandaluyong.