When illness evicts vanity

job with a strict dress code-and a boss who lives inside your bathroom mirror. Every morning, I face this boss, sighing at my thin, sparse hair and darker complexion-parting gifts from treatments and medication. I used to devote so much time and effort to dressing up, accessorizing and applying makeup-a dramatic production with me as director, star and harshest critic.

And then cancer renegotiated my priorities.

Nothing humbles this habit quite like serious illness. When your body decides to lose most of its hair, its glow or even the ability to stand upright, your inner diva quietly packs her bags and leaves. You realize that obsessing over a pore was a luxury reserved for the perfectly well, and surviving becomes much easier when you stop worrying about audience reviews.

In the past, mirrors were a battlefield. I didn’t just look. I audited. I tilted my chin to inspect every blemish. I applied three different serums before bedtime, hoping to reverse ‘the environment.’ Clothes shopping was my sport: fashion, my creative outlet. My hair was like a moody celebrity client. If one strand refused to cooperate, out came the gels and accessories to tame the rebellious traitor. After retiring from the corporate world, I gave away tons of clothes, shoes and accessories. The unexpected lightness I felt after decluttering was a quiet acceptance and affirmation of who I am now.

After most of my hair started to fall, I decided to wear a wig to feel normal. I’m not bald, but have lost much of my hair. At first, every fallen strand felt like another sad goodbye. I would throw the hair into a trash bag, disposing of evidence that made the loss feel less real. Eventually, I stopped caring. Peace arrived the day I realized I was spending more energy grieving my hair than celebrating the fact that I was still alive.

Sunblock, a light dusting of face powder, hair clips to style my wig, and a face mask to help protect me from infection are my new essentials. Light makeup is reserved for lunch dates with friends and nights out.

Illness has a remarkable way of stripping away the superficial. When your hair starts thinning, your skin darkens and your energy often runs out, the vanity factory simply goes out of business.

Your relationship with the mirror changes completely. You catch a glimpse of your nearly bare head and, instead of panicking, feel a sense of relief. The woman looking back no longer resembles the one you remember, yet she looks braver. You cannot fight illness and a bad hair day at the same time.

When survival becomes the goal, you discover that your worth was never tied to a full head of hair or flawless skin. Perhaps that is what God had been gently teaching me-that our value is never found in the mirror but lovingly placed within us long before we worried about wrinkles or appearances. Hardly-there hair and a tired face, it turns out, can be an exceptionally practical look. It requires almost no maintenance and lets you nap at a moment’s notice.

The true sign that life is returning to normal isn’t simply the return of your appetite. It is the unexpected desire to check whether your eyebrows look okay.

Vanity has returned like an old friend who disappeared during a crisis, then suddenly texts you when the drama is over. I find myself reaching for lipstick or styling my hair with colorful clips and I can’t help but giggle. Wanting to look good is a deeply human way of saying I’m ready to participate in the world again.

Today, I welcome vanity back-but as a pleasant visitor rather than a demanding supervisor. The mirror still greets me every morning, but it no longer gets the

Philippines tagged as deadliest Asian country for environmentalists

The Philippines was named as the deadliest country in Asia for environmental defenders for the 13th consecutive year, climate justice watchdog Global Witness reported.

In the 2025 report of the investigative and campaigning organization, the Philippines tied with Honduras with 12 defenders’ deaths, the highest record outside Latin America.

Six of the recorded killings in the Philippines were indigenous peoples, three were small-scale farmers, a journalist and two others.

Joan Carling, executive director of Indigenous Peoples’ Rights International, attributed the killings to the government’s counter-insurgency programs and extractive projects.

Global Witness said the militarization of rural communities enabled the military to impose repressive measures, including red-tagging to portray defenders as communists or terrorists.

The watchdog cited the case of Veronico Anterio, a 65-year-old farmer who was allegedly shot for voicing opposition to the growing military presence in Samar.

‘Global Witness linked five of those killings to the armed forces, showing how, when attempts to criminalize defenders fail, the military reverts to more direct attacks,’ said Carling.

Cases with suspected links to organized crime were also recorded in the Philippines, along with five other Latin American countries.

Environmental group Kalikasan People’s Network for the Environment asked the government for genuine accountability for the attacks, calling it to ‘end the use of state forces and criminal proceedings to suppress peaceful opposition.’

From 2012 to 2025, the Philippines ranked third in the Global Witness statistics, with 318 recorded killings and disappearances of environmental defenders.

The Philippines is joined by Colombia, Brazil, Honduras, Mexico, Guatemala, Peru, Ecuador, Nicaragua and Tanzania in the 2025 report.

Gunda Power’s CSR initiative illuminates children’s futures through solar energy

From left Gunda Power Ltd., Managing Director Nirash-Goonewardena, Nonperiyal, Balangoda, R/B Vivegananda School Principal K. Amith Sanju, Gunda Power Director Dr. Nevil Goonewardena, Sustainable Energy Authority Project Head Padmadewa and Gunda Power Director Tracy Cao

Through its flagship Corporate Social Responsibility (CSR) initiative, ‘From Light to Life,’ Gunda Power is working to transform rural education in Sri Lanka by providing clean, reliable, and sustainable solar energy solutions to schools and communities.

Recognising the importance of equal educational opportunities, Gunda Power introduced the ‘From Light to Life’ initiative as a long-term social transformation programme that goes beyond solar panel installation. The initiative combines clean energy, educational development, environmental responsibility, and community participation to create sustainable benefits for future generations.

The first school selected under this initiative was R/B Vivegananda School, Nonperiyal, Balangoda, based on its rural location, economic challenges faced by students’ families, and the positive impact that access to clean solar energy could create. The school provides education from Grade 1 to Grade 9 for 38 students, including 20 boys and 18 girls, supported by 9 teachers and 4 non-academic staff members.

Through the installation of a solar power system, Gunda Power aims to reduce the school’s electricity expenses while improving the educational environment. The project will provide students with better access to digital learning resources, increase awareness of renewable energy, and encourage sustainable practices. By reducing dependence on conventional energy sources, the initiative also contributes to lowering carbon emissions and promoting environmental responsibility among students, teachers, and the wider community.

The vision behind ‘From Light to Life’ is that light represents more than electricity; it represents knowledge, hope, opportunity, and a brighter future. The program follows the principle:

Social Impact = (Clean Energy + Educational Development + Community Participation) × Long-Term Sustainability

This approach ensures that each project creates lasting benefits beyond the initial solar installation. Gunda Power aims to empower 10 rural schools by 2030, supporting thousands of students and helping develop environmentally responsible ‘Green Schools’ across Sri Lanka.

Each project begins by identifying schools with the greatest need, assessing their energy requirements, and designing suitable solar solutions. The programme continues with renewable energy awareness, sustainability education, and community involvement to ensure long-term success. All solar systems under this initiative are installed by Sunterra, Gunda Power’s trusted technical partner, ensuring safe, efficient, and high-quality renewable energy solutions. This hybrid solar system provides the school with uninterrupted access to electricity.

Kwanchanok and Miguel are Thailand Amateur Open champs

Kwanchanok Boonchan and Ilas Miguel won the 92nd Singha Thailand Amateur Open 2026 after Friday’s final round at Panya Indra Golf Club was cancelled because of heavy rain.

No play was possible on Friday following a heavy downpour early morning and the organising committee was forced to reduce the tournament to 54 holes.

Kwanchanok claimed the women’s individual event with a total score of 12-under 198 and received the trophy from Thailand Golf Association president Rangsarit Laksitanon.

Pinyaphat Kamolborvorn finished runner-up on eight-under 202 and Iris Mehri Muslu took third place on five-under 205.

Miguel, Thailand’s Put Nugooludompanit and South Korea’s Park Si-Woo finished tied on eight-under 202 in the men’s individual event and the Filipino player was crowned champion after winning an 18th-hole playoff.

He took home the King Rama VII Trophy while Put finished in second place and Park took third place.

The Singha Thailand Amateur Open 2026 was organised by the Thailand Golf Association and is one of Thailand’s oldest amateur golf tournaments.

Opportunity and opportunism

There is a word that gets used constantly in the business world, celebrated in keynotes, printed on motivational posters and cited as the defining quality of every great entrepreneur.

Opportunity.

We build entire economies around it. The best companies, we are told, are the ones that see opportunity before anyone else. The best leaders are the ones who move fastest when the window opens. There is almost nothing in the business vocabulary that carries more prestige than being called someone who recognizes and seizes opportunity.

But there is a word that looks almost identical from a distance, operates through the same mechanisms and produces very different results. And we rarely name it as clearly as we should.

Opportunism.

The difference between the two is not a matter of speed or ambition or the size of the gain. It is a matter of character. Opportunity asks: what can I build here? Opportunism asks: what can I take?

Opportunity is aligned with purpose. Opportunism operates without moral restraint seizing whatever is available because, as the opportunist tells himself, he would be foolish not to.

C.S. Lewis, writing in 1944, warned about the seductive power of what he called ‘the inner ring,’ the exclusive circles of influence and access that tempt otherwise decent people to quietly trade their values for belonging.

That warning maps perfectly onto business.

The board that knows a loophole is legal and uses that as permission. The supplier relationship exploited the moment the other party has no alternatives. The pricing that technically complies with the contract while violating its obvious spirit.

In each case, no law is broken. And something is still lost slowly, quietly, in the space between what is permissible and what is right.

Too often, legality is mistaken for morality. And access is mistaken for entitlement.

I have seen this pattern across the companies and leaders I have worked with over the decades. A business qualifying technically for a benefit it did not genuinely lose. A tender won not on merit but on relationship. A competitor undermined not by building something better but by leveraging information not meant to be used that way.

The justification always sounds the same: ‘If it’s legal, we’d be foolish not to.’ Or: ‘That’s how the game is played.’ Or the most dangerous: ‘If we don’t, someone else will.’

These rationalizations are not arguments. They are moral shrugs.

And the quiet danger of the moral shrug is that it does not announce itself as a character failure. It arrives dressed in pragmatism.

Here is the business truth underneath the philosophy: in the short run, opportunism often works. It produces results that look like wins on the quarterly report.

The problem is that it erodes the one asset no balance sheet fully captures, and that is trust.

And once trust is systematically eroded, it does not regenerate quickly. Customers leave without explaining why. Talented employees stop bringing their best ideas to a culture they no longer believe in. Partners begin protecting themselves in ways they would not have needed to before.

The compound interest on opportunism is paid slowly and painfully, long after the original gain has been spent.

Opportunity at its best is something entirely different. It is a test of character, not a blank check.

Every significant business decision carries a mirror in its reflection not just what you gained, but who you became in the process of gaining it.

The company you build through genuine value creation is a different company, with a different culture and a different capacity for the future, than the one built through calculated exploitation of every available angle.

This does not mean business must be naïve. Competitive markets are real. Hard decisions are unavoidable. Negotiating firmly is not opportunism. Protecting your organization’s interests is not opportunism.

The line is not between aggressive and gentle.

The line is between decisions that could bear the full light of transparency and decisions that depend on the other party not seeing clearly.

The practical question every leader can ask before a significant decision is a simple one: if the other person in this transaction, the customer, the supplier, the partner, the employee could see exactly what I am doing and why, would I be comfortable?

Not proud necessarily. Not perfect. But comfortable that this is a decision I could defend with integrity to someone who knows me well.

History has a long memory for this distinction.

The leaders and organizations that are remembered, trusted and genuinely powerful over decades are not the ones who were most calculating. They are the ones who stood for something consistent, especially in the moments when standing for nothing would have been so much easier and more immediately profitable.

Opportunity is a summons to build something worthy of the freedom it represents.

What you do with that summons is your character, written in the decisions that only you will fully remember.

Join Francis Kong for The winning edge, a one-day seminar-workshop on Oct. 21, designed for emerging leaders, high-potential professionals, direct reports, next-generation executives and young family members being prepared to take over the business. This practical and inspiring learning experience focuses on personal growth, leadership readiness, confidence, discipline, and the mindset needed for the next level, while also equipping participants to stay grounded, adaptable and effective amid uncertainty, pressure, disruption and difficult times. For inquiries and registration, contact April at +63 928 559 1798 or Sylene at +63 976 638 8974.

Global oil prices dip for third day

Global oil prices fell on Friday as investors weighed fresh strikes between Saudi Arabia and Yemen’s Iran-backed Houthis against signs that additional Saudi crude could reach global markets and help ease supply concerns.

International benchmark Brent crude futures with November expiry were last seen down 2.2% to $ 102.57 per barrel, on track for a third consecutive session of losses. US West Texas Intermediate futures fell 1.9% to $ 100.05, having briefly dipped below $ 100.

First-of-its-kind digital survey tool to strengthen citizen-centred public service reforms

The Ministry of Public Administration, Provincial Councils and Local Government, in partnership with the United Nations Development Program (UNDP) in Sri Lanka, has launched ‘SL-PULSE | ??? | Idupjk;’, Sri Lanka’s Public User-Linked Service Evaluation for Governance, a pioneering digital survey tool designed to systematically capture citizens’ experiences with public services and support evidence-based governance reforms across the country.

SL-PULSE represents a significant milestone in Sri Lanka’s efforts to build a more citizen-focused, transparent, accountable and responsive public administration system. The initiative aligns with the Government’s ongoing public sector reform agenda and the vision of placing citizens at the centre of public service delivery.

The launch follows Cabinet approval, providing formal Government endorsement for the implementation of SL-PULSE as a national governance reform initiative.

As Sri Lanka’s first comprehensive citizen-centred governance measurement platform, SL-PULSE will gather citizen feedback on services delivered through District and Divisional Secretariat institutions across all 25 districts. Through a combination of open public participation, community-based field surveys and independent university-led household surveys, the initiative is expected to collect between 13,000 and 15,000 citizen responses nationwide.

Public Administration, Provincial Councils and Local Government Ministry Secretary S. Alokabandara said: “SL-PULSE marks a turning point in how we understand and improve public service delivery in Sri Lanka. For the first time, citizens across all 25 districts will have a direct and systematic channel to share their experiences with the services they receive from the 341 Divisional Secretariats. This is not simply a survey- it is the foundation of a citizen-centred governance system, one that will help us identify administrative bottlenecks, strengthen transparency and accountability, and design reforms that are grounded in the real experiences of the people we serve. I encourage every citizen to take part in this national exercise, as your voice will directly shape the future of public administration in this country.”

The initiative is expected to generate a national citizen feedback database, divisional-level governance insights, evidence on service quality and accessibility, and recommendations for improving public services. Over time, SL-PULSE aims to institutionalise citizen feedback within government decision-making processes and strengthen trust between citizens and the State.

UNDP Resident Representative in Sri Lanka Azusa Kubota said: “Across the world, UNDP has supported governments to firmly place citizens’ voices at the heart of governance reforms. I would like to commend the decisive step taken by the Government in rolling out the country’s first such survey to directly receive the voices of the people in its effort to further improve public service delivery and overall SDG 16. Through our experiences in supporting many other similar surveys around the world, we have seen how citizen-generated evidence can help improve transparency, accountability and public services while further strengthening trust in institutions. SL-PULSE brings those global lessons to Sri Lanka through a locally owned and nationally led approach, providing decision-makers with timely insights from citizens while helping shape more responsive and effective public services.”

The digital survey tool measures citizen experiences across seven critical governance dimensions, including civic participation, accountability, transparency, corruption control, administrative procedures, service delivery, environmental governance and disaster resilience, and digital governance. The resulting data will generate evidence-based governance insights that can support policy reforms, institutional improvements and performance monitoring at both national and local levels.

By placing citizens’ experiences at the centre of assessing services delivered through Divisional Secretariats, SL-PULSE represents a significant step towards more responsive, accountable and evidence-driven public administration. Through this digital survey tool, the Government of Sri Lanka will gain valuable insights into how frontline public services are experienced by people across the country, helping identify opportunities for continuous improvement and reform. As a nationally owned initiative, SL-PULSE lays the foundation for a sustainable citizen feedback system that can strengthen service delivery at the Divisional Secretariat level while providing a model that can be adapted and replicated across other ministries and public institutions in the years ahead.

JR at 120, an inescapable legacy

17 September marked the 120th birth anniversary of J. R. Jayewardene, one of the most consequential figures in post-independence Sri Lankan history. More than three decades after his departure from office, the imprint of his presidency from 1978 to 1988 remains visible in almost every aspect of the country’s political and economic spheres. Few Sri Lankan leaders have left behind a legacy so substantial, so contested and so difficult to reduce to a single verdict.

JR’s most enduring achievement was arguably his transformation of the economic direction of the country. The Government elected in 1977 dismantled much of the highly controlled economic system that had prevailed for the previous two decades and introduced an outward-looking, market-oriented model. The reforms brought greater foreign investment, expanded trade and a significant acceleration in economic growth. World Bank research found that per-capita economic growth more than doubled during 1977-84, while consumption among poorer households generally increased.

It would be an exaggeration to attribute every subsequent improvement in Sri Lankan living standards to JR alone. But it is equally difficult to deny that 1977 represented a fundamental economic turning point, which other countries in the region and elsewhere took decades to realise. The liberalisation of trade, encouragement of private investment and creation of export-oriented industries helped establish the foundations of the more open economy that Sri Lanka has operated with, in varying forms, ever since.

The Mahaweli development program was the other great symbol of the Jayewardene era. His Government dramatically accelerated a project that had previously been expected to take decades, bringing together irrigation, agricultural settlement and hydropower on an unprecedented scale. The program transformed large parts of the dry zone, provided land for thousands of families and created major additions to the country’s electricity-generating capacity.

Yet the Jayewardene legacy cannot be separated from the tragedies of his years in power. When he left office, Sri Lanka was confronting two violent conflicts. The ethnic crisis had erupted into full-scale war following the violence of July 1983. His Government’s handling of Black July remains one of the most painful chapters of the period. The JVP, meanwhile, had been proscribed in 1983, and its subsequent underground mobilisation contributed to the violent southern insurgency of the late 1980s.

His handling of relations with India was another defining failure. In June 1987, India carried out the controversial air drop of supplies over Jaffna. Weeks later, Jayewardene signed the Indo-Lanka Accord with Rajiv Gandhi. The agreement brought Indian forces into Sri Lanka, eventually numbering close to 100,000 at their peak, and created the Provincial Council system through the 13th Amendment. What was intended as a diplomatic settlement instead became another chapter in the country’s conflict, with Indian forces eventually fighting the LTTE.

Another part of JR’s legacy is his stewardship of the United National Party. He inherited a party weakened by years in opposition, which he rebuilt and led it to the extraordinary 1977 electoral victory. He also managed to keep the UNP politically cohesive through eleven years at the summit of power.

That achievement makes the UNP’s subsequent decline particularly poignant. The party that JR nurtured and brought to the pinnacle of power has since been reduced to a minuscule shadow of its former strength. Perhaps that is the most painful irony of Jayewardene’s legacy. The economic philosophy he introduced remains relevant to Sri Lanka’s search for growth and prosperity, yet the political organisation that once embodied that philosophy has been politically decimated.

At 120, J. R. Jayewardene deserves neither uncritical celebration nor convenient condemnation. He was a transformative leader whose reforms reshaped Sri Lanka, but whose political decisions also coincided with some of the country’s darkest years. His legacy is precisely that contradiction, and Sri Lanka still lives with both sides of it.

DTI chief cites MSME gains as PSE clears GCash IPO

THE TRADE and Industry Department said the initial public offering of GCash parent company Mynt Inc., which has now been cleared by the Philippine Stock Exchange (PSE), could further help micro, small, and medium enterprises (MSMEs) expand their market reach and advance their entrepreneurial journey.

The PSE on Friday, Sept 18, approved Mynt’s listing application, covering up to 8.03 billion primary and secondary common shares, with an overallotment option of up to 1.20 billion secondary common shares.

‘Of course, companies like GCash and digital payments will really help MSMEs grow, as it will become easy for them to sell their products, especially on e-commerce platforms. Magiging madali na for them ang ma-access or ma-penetrate ang far-flung areas. If they use these digital payments, it’s easier for MSMEs to transact,’ said Trade Secretary Cristina Roque.

‘We are really pushing for people to do digital payments, especially with the DEFA (Digital Economy Framework Agreement),’ she added.

The DEFA, set for signing at the 49th ASEAN Summit in November, will establish the world’s first region-wide digital trade agreement, streamlining cross-border payments, data flows, and intellectual property protection across all ASEAN Member States.

‘And with DEFA, we provide a single, streamlined set of rules to access regional markets, secure digital payments, and protect intellectual property,’ she said.

The scheduled offering has a maximum indicative price of P10 per share, with the IPO expected to involve up to P92.3 billion worth of shares, including primary shares issued by Mynt and secondary shares being sold by an existing shareholder.

The final IPO price, however, will be determined through the book-building process and may be lowered to P8.50 or P7.50 per share.

Under the PSE-approved terms, Mynt is set to offer up to 1.61 billion primary shares and 6.42 billion secondary shares, with the overallotment option covering up to 1.20 billion additional secondary shares. The shares will be listed on the PSE Main Board under the trading symbol GCASH.

The offer period is scheduled from October 6 to 12, with the final offer price to be determined on October 1 following the book-building exercise. The tentative listing date is October 20.

PSE president and chief executive officer Ramon S. Monzon said the listing is poised to become the largest public offering in PSE history, adding that the Exchange hopes the landmark transaction will encourage more fintech and digital economy companies to raise capital through the equities market.

The PSE also expects the offering to draw new retail investors, particularly because IPO subscriptions will be made available through GStocks in the GCash app. Local Small Investors, meanwhile, may subscribe through the PSE EASy website or mobile application.

Proceeds from the sale of Mynt’s primary shares will be used for digital financial services growth initiatives, product development and general corporate purposes, according to the PSE.

For ordinary Filipinos, the attraction of the offering is not simply the prospect of owning a stock.

The same mobile wallet app which is already being used to send money, pay bills, buy goods, receive salaries, save, borrow and invest could also become a means to buy a share of GCash stocks.

For higher-income and experienced investors, meanwhile, the investment story goes beyond GCash’s massive user base.

Mynt has reported P79.8 billion in revenue and P17.2 billion in profit in 2025, demonstrating that the company has developed a substantial commercial ecosystem around digital financial services.

ING expects Azerbaijan’s Central Bank to keep key rate at 6.5%

The Central Bank of Azerbaijan (CBA) is expected to keep its key interest rate unchanged at 6.5% at its meeting next Wednesday.

According to an analytical review by Dutch banking group ING, the CBA is likely to maintain the key rate at 6.5% at its upcoming meeting.

‘Current inflation in Azerbaijan remains stable at around 5.6-5.8%, which is within the 4% ± 2% target range,’ ING said.

At the same time, ING analysts believe that against the backdrop of rising inflation and interest rates globally and across the region, the CBA’s comments could place greater emphasis on inflation risks.

The bank also does not rule out the possibility that the regulator could issue more hawkish signals regarding future monetary policy.

The CBA last kept its key interest rate unchanged on July 31, 2026.

Under a decision by the CBA Board, all parameters of the interest rate corridor were left unchanged. The key interest rate was maintained at 6.5%, while the lower and upper bounds of the interest rate corridor remained at 5.5% and 7.5%, respectively.

According to the CBA, the decision on the parameters of the interest rate corridor took into account actual and projected inflation dynamics, as well as developments in the domestic financial market.

On the one hand, an upward revision to the inflation forecast creates conditions for tighter monetary policy. On the other hand, the significant excess of foreign currency supply over demand in the foreign exchange market supports a more accommodative monetary policy.

The CBA said the balance between these factors resulted in the decision to keep the parameters of the interest rate corridor unchanged.