Category: Business Mirror

THE Presidential Communications Office (PCO) brought its anti-fake news campaign to the Association of Southeast Asian Nations (Asean) stage, presenting its strategy against misinformation and disinformation at a regional media workshop in Phnom Penh, Cambodia from August 26 to 27.

PCO Assistant Secretary for Private Media Arthur Los Baños outlined the country’s approach during the workshop dubbed ‘Minimizing the Negative Impacts of Digital Transformation in Traditional Media,’ which was organized by Cambodia’s Ministry of Information.

The Philippine strategy combines media partnerships, inter-agency coordination, law enforcement and media literacy.

The campaign was formalized on March 4 through a memorandum of understanding between the PCO and nine national newspapers to strengthen cooperation in fighting false information and protecting the integrity of news and truth.

Another agreement followed on April 13, bringing together the PCO, Department of Justice (DOJ) and Department of Information and Communications Technology (DICT) to strengthen the monitoring, investigation and prosecution of purveyors of fake news and disinformation.

Los Baños also presented the PCO’s efforts to improve the public’s ability to critically assess information through training and workshops for educators, journalists and government communicators.

The campaign has also moved into enforcement, with the PCO endorsing eight Facebook accounts and a website to the National Bureau of Investigation (NBI) for investigation over alleged fake news and false information.

The latest referral, filed on Aug. 13, involved a Facebook page posing as a satirical news platform and a website falsely advertising a P30,000 Department of Health medical assistance program.

The PCO said it will continue monitoring and referring verified cases of deliberate disinformation, particularly those involving public safety, government programs and matters of national interest.

The two-day workshop, attended by representatives from eight ASEAN member states, concluded onThursday.

two of the Persian Gulf’s smaller oil producers-are sending more crude through the Strait of Hormuz, adding to an increase in shipments that are keeping global prices in check.

The two countries, which exported a combined 2 million barrels a day of oil before the outbreak of the Iran war, have managed to get shipments back to 70 percent of pre-conflict levels, according to traders, who asked not to be named as they’re not allowed to speak to media.

The United Arab Emirates was the first gulf producer to export large volumes of oil through Hormuz, using ship transfers in the Gulf of Oman in a tactic known as shuttling. It has since been joined by Saudi Arabia, which has been forced to rely more on exporting through the waterway after Houthi militants started targeting tankers in the Red Sea.

A total of around 7 million to 8 million barrels of oil a day is now exiting Hormuz, up from around 4 million barrels a day in mid-July, the traders said. That’s around three-quarters of pre-war levels. Vortexa said last Monday that the 7-day average of oil flows through the waterway was close to 10 million barrels a day.

The increasing volumes come as Washington and Tehran remain in a stalemate over the Iran war, with control of Hormuz the main point of contention. Global benchmark Brent oil is trading near $87 a barrel, down from above $120 in late April.

Qatar and Kuwait began shuttling cargoes through Hormuz around June, and have ramped up volumes despite the risk of Iranian attacks. A Kuwait Petroleum Corp. supertanker was struck earlier in August as it was transiting the chokepoint, the country said in representations to the UN’s shipping watchdog.

QatarEnergy, meanwhile, offered this week to sell its crude on a ship-to-ship transfer basis outside Hormuz in the Gulf of Oman.

KPC and QatarEnergy didn’t respond to requests for comment. Several phone calls to Kuwait’s oil ministry went unanswered.

The so-called shuttle trade has evolved because few vessels are willing to take the risk of transiting Hormuz. As a result, gulf producers have either used their own fleets or hired the tankers that will risk a crossing at exorbitant rates to get cargoes through the waterway and then transfer them onto other ships.

Kuwait-which has a fleet of 11 supertankers, according to the Equasis shipping database-has mostly used its own vessels. The majority of those very large crude carriers haven’t issued any satellite signals for more than two months, ship-tracking platforms show, suggesting they have turned their transponders off, or gone dark.

The country’s success in getting oil through Hormuz means it has been able to offer cargoes on the spot market, the traders said. Those volumes are in addition to what it had committed to long-term customers in East Asia, they said.

Qatar’s oil has generally been carried by the commercial tanker fleet, the traders said. TotalEnergies SE said this week it was one of the biggest carriers of Qatari barrels.

SM Prime Holdings Inc. said it will spend more than P4 billion to add some 70,000 square meters of gross floor area to its three shopping malls, all to be finished by the end of the year.

The projects will introduce a broader mix of retail, dining, entertainment and commercial offerings, brands and concepts making their debut in these markets.

‘The cities of Iloilo, Sto. Tomas and Naga are major economic hubs in their respective regions, with strong potential to attract more businesses and investment,’ Jeffrey C. Lim, the company’s president, said.

‘Through these mall expansions, we aim to support their continued growth by creating more opportunities for MSMEs [micro, small and medium enterprises], generating local employment and contributing to stronger communities.’

The largest of the three projects is the SM City Iloilo North Block, which was allotted P1.7 billion for the addition of about 35,000 square meters of gross floor area as part of a mixed-use development.

The expansion will provide more accessible covered multi-level parking, new ground-floor retail spaces for essential services, medical and wellness services, specialty stores, convenience store, cafe and a National University campus.

In Batangas, SM City Sto. Tomas will spend P1.2 billion to add more than 26,000 square meters through the construction of a third level.

The expansion will introduce amusement concepts, restaurants, wellness establishments and retail stores. The new level will also include a dedicated Trade Hall, co-working and meeting spaces and visual installations. Additional surface parking will be developed to support the mall’s increased capacity.

SM City Naga, meanwhile, will undergo a two-storey expansion covering approximately 9,000 square meters. The company will spend P1.2 billion for the expansion.

The project will integrate additional parking and roof deck extension while redeveloping existing tenant areas to improve circulation and the overall customer experience.

In line with SM Prime’s sustainability commitments, the three expansions will feature energy-and water-efficient systems, solar panels, EV charging stations and enhanced waste management facilities to reduce resource use across their operations. Local residents will also be prioritized for employment opportunities created by the projects.

The company recently reported that its income in January to June came in flat at P24.5 billion compared with the previous year’s P24.45 billion, as costs and expenses eclipsed revenue growth.

Total revenues rose 5 percent to P71.7 billion from P68 billion, with rental income from malls, offices, hospitality and MICE accounting for 61 percent.

Lim said the company is targeting to at least match last year’s income of P48.84 billion. Real estate sales for the period contributed 27 percent, while cinema ticket sales, food and beverage, amusement and related offerings generated the remaining 12 percent.

Costs and expenses during the same period increased 6 percent to P35.6 billion from P33.6 billion, due to higher depreciation and amortization charges, fixed overhead costs and construction expenses.

WE live in what I would call a horizontal world.

Most people are not familiar with the phrase ‘vertical life and horizontal world.’ I first came across this phrase when I was watching the video of my favorite speaker Gary Hamrick. I came up with the idea that this is especially important in terms of leadership, too.

We now live in a world that constantly pulls us outward: toward visibility, popularity, comparison, speed, success and recognition. We are often measured by what other people can see: our position; our title; our achievements; our wealth; our network; and, increasingly, our number of followers and reactions on social media.

There is nothing inherently wrong with achievement. Leaders are expected to produce results. Businesses must grow, professionals must remain competent and organizations must respond to a rapidly changing world. But problems arise when our horizontal measures of success become the only measures that matter.

We can become so concerned with how we look to others that we forget who we are within.

This is why I believe leadership also requires a vertical life.

A vertical life is a life anchored in something deeper and higher than convenience, popularity or personal gain. It asks questions that cannot always be answered by financial statements, performance indicators or the number of people who applaud us: What do I stand for? What is right? Whom do I serve? What kind of legacy am I building?

For people of faith, there is an even higher dimension: our accountability to God and our responsibility to live our calling with integrity. Leadership, therefore, is not simply about occupying a position. Leadership is influence.

Good leadership operates in two directions. Horizontally, leaders must build relationships. They deal with employees, clients, colleagues, regulators, communities and other stakeholders. They must understand markets, manage teams, create networks and deliver results. Vertically, however, leaders need purpose, principles, conscience, character, faith and accountability.

We need both.

A leader who is vertically grounded but unable to relate to people may have principles but little influence. On the other hand, a leader who is highly connected horizontally but lacks a strong inner compass can easily be carried wherever the crowd is going. The challenge is therefore to connect widely while standing deeply. It is easy to talk about values when following them costs us nothing. The real test comes when doing what is right becomes inconvenient.

This is especially important for us in professions and businesses that depend on public trust. Competence is essential; but competence without integrity can become dangerous. Our technical knowledge may open doors for us, but our character determines whether people will continue to trust us.

This discussion has become even more relevant in the digital and artificial intelligence age.

Technology is transforming the way we work. AI can process enormous amounts of information, automate tasks, generate ideas and help us make decisions faster than before. But the more powerful our tools become, the more important our values become.

Speed must not replace judgment. Information must not replace wisdom. Visibility must not replace authenticity. Technology can amplify our competence, but it can also amplify our weaknesses. AI can assist us in making decisions, but responsibility for those decisions must remain human.

We should, therefore, use technology to extend human capability while keeping ethics, accountability and empathy at the center. Perhaps this is precisely why the vertical dimension of leadership is becoming more-not less-important.

At some point, every leadership position ends. Titles eventually pass to someone else. Positions are vacated. Achievements fade from memory. Businesses change. Organizations move on to another generation of leaders.

But there are things that can remain long after our tenure has ended: our character, our example, the relationships we built and the lives we influenced.

This brings us to a very personal leadership question: When people remember us someday, what do we want them to remember?

Not merely the position we held. Not simply the amount of money we earned. Nor the size of the organization we managed, or the awards displayed on our walls.

Perhaps the better measure is this: Did we remain faithful to our principles when compromise would have been easier? Did we use our influence merely to elevate ourselves-or we also help others.

Wilma Miranda is a Finex Business Column Writer, managing partner of Inventor, Miranda and Associates CPAs (IMA), chairman of and contributor to the Finex Book ‘Ethics: Enduring or Evolving’ project and editor-in-chief of the Finex sustainability handbook. The views she expressed herein do not necessarily reflect the opinion of the Financial Executives Institute of the Philippines (Finex), the IMA and the BusinessMirror.

Vietnamese low-cost carrier Vietjet will begin flying between Clark and Ho Chi Minh City on November 10, its first service out of Clark International Airport (CRK) and a fresh international link for travelers based outside Metro Manila.

The airline will operate three round-trip flights weekly on the route-every Tuesday, Thursday and Saturday-connecting Central and Northern Luzon to Vietnam’s largest commercial center without the drive to Metro Manila.

Noel Manankil, president and CEO of Luzon International Premiere Airport Development (Lipad) Corp., the operator of Clark International Airport, said the launch validates the airport’s pitch to foreign carriers that its catchment area extends well beyond the capital region.

‘Vietjet’s decision to launch its first Clark service is a strong vote of confidence in the market we serve,’ he said. ‘Clark gives airlines access to a large catchment area beyond Metro Manila, and this direct connection to Ho Chi Minh City creates a more efficient travel option for passengers across Central and Northern Luzon.’

Manankil added that Lipad sees ‘considerable potential’ for the route to carry both leisure and business traffic between the two markets.

Ho Chi Minh City also functions as a connecting point into Vietjet’s domestic network, with onward services to Da Nang, Nha Trang, Phu Quoc and Hue available to passengers routing through the city.

To seed demand on the new route, Vietjet is running weekly Friday promotional sales with Eco fares starting at $75 one way, inclusive of taxes and fees. The offer covers travel until March 31, 2027, and excludes peak periods, public holidays and blackout dates. Bookings are available through the airline’s website and mobile application.

Clark has been rebuilding its international network as the government pushes to decongest Ninoy Aquino International Airport (Naia) and spread traffic to secondary gateways.

Dinner is over and the waiter brings your bill. Your meal is there. Underneath it: a steak from another table, partly charged to you; a charge from a branch across town you’ve never visited; a debt you know nothing about; and other things you never ordered.

Then there are the taxes.

Some of those charges may be justified. A community sometimes decides that one diner should help another. But you would still ask: What am I paying for? Who benefits? Who pays? When does it end?

That is one way to read a Philippine electricity bill: not only as the price of power used, but as a financing instrument for old debts, social subsidies and public policy.

We have already met one: system loss. Some electricity is lost through wires and transformers as a matter of physics, but physics sets a floor, not a standard. Overloaded equipment, poor network design and deferred maintenance raise the loss. The benchmark is efficient loss, not zero loss. Non-technical loss-theft, metering error and unbilled accounts-is different. Yet allowable loss is recovered from paying consumers because regulation decides who bears it.

When the Electric Power Industry Reform Act of 2001 (EPIRA), Republic Act 9136, restructured the industry, the National Power Corporation (NPC) carried enormous obligations and long-term power-purchase contracts. EPIRA created the Power Sector Assets and Liabilities Management Corporation (PSALM) to take over NPC’s assets, liabilities and independent power producer contracts, privatize the assets, and apply the proceeds against those obligations. The Universal Charge was created, among other things, to pay NPC’s stranded contract costs and debts.

The wind-down has progressed slowly. PSALM records show inherited obligations of P1.241 trillion in 2003 down to P260.6 billion at end-2025. Yet last year Congress enacted Republic Act 12179, extending PSALM’s corporate life 10 years to June 2036-a decade past the sunset EPIRA wrote for it.

Even Malampaya was enlisted. The Murang Kuryente Act, Republic Act 11371, earmarked P208 billion of the net government Malampaya share for those stranded costs and closed the Universal Charge to new stranded-cost recovery; in 2021 the Energy Regulatory Commission (ERC) denied PSALM’s P10.8-billion application on that ground. The cost moved to the country’s gas revenue.

Not every old obligation was a mistake. Some bought needed infrastructure or answered an earlier crisis; others were simply costly, or misallocated risk.

The Bataan Nuclear Power Plant is the extreme case. It never entered commercial operation, yet its debt was serviced until April 2007; one historical accounting puts principal and interest at P65 billion. The line on today’s bill doesn’t say so, but a poor or corrupt energy decision can outlive the politicians and policymakers who made it.

The Philippines is not alone in using the electricity bill to finance policy. Germany funded its renewables build-out through a surcharge on power bills for two decades; Britain still does. In 2022 Germany moved the surcharge to the budget, where progressive taxation makes higher earners shoulder more. Your electric bill is blind. It cannot tell how rich you are.

Put the cost in the budget and taxpayers pay. Put it on the electricity bill and ratepayers pay. Borrow, and future taxpayers pay. Or make one class of electricity customers subsidize another.

An electricity charge does not ask what the payer can afford. It distinguishes only between those who benefit and those asked to finance it-and either may be a poor household, a middle-income family or a small business.

Three social subsidies show why that matters.

Missionary electrification supports areas off the main grid, where small systems, thin demand and diesel make electricity expensive. An archipelago cannot promise electricity only where a commercial spreadsheet turns green.

The subsidy is large and growing. For 2026 NPC asked P34.8 billion and was allowed P30.8 billion. In March it asked P44.2 billion for 2027, raising the basic rate by two-thirds to P0.4405 per kilowatt-hour. On-grid consumers pay it. Every subsidy owes one answer: bridge toward viability, or permanent address?

The lifeline rate presents a different difficulty: identifying poverty. Consumption proved an imperfect proxy. A 2024 study by Kris Francisco for the Philippine Institute for Development Studies found that 44 percent of households below the 100-kilowatt-hour threshold were neither poor nor 4Ps recipients and had no senior citizen member. That group had the highest per capita income of the four.

Republic Act 11552 tightened eligibility to 4Ps beneficiaries and other marginalized households meeting prescribed criteria. In January 2026, by Resolution No. 02, the ERC set a uniform national subsidy of one centavo per kilowatt-hour, pooled in a PSALM-administered fund, with a full discount up to 50 kilowatt-hours. It does not make the subsidy free; it makes the payer national.

The senior citizen discount is smaller: five percent under Republic Act 9994, on up to 100 kilowatt-hours, on a meter in the senior’s own name, financed by other consumers. The point is not that seniors need no help. It is that age is not income: households with a senior member had the second-highest per capita income in the same study.

Other charges finance energy policy rather than social policy.

The Feed-in Tariff Allowance (FIT-All) supports renewable generators under the feed-in tariff program created by Republic Act 9513. By September 2025, the National Transmission Corp. (TransCo) reported P215.27 billion, or 97.6 percent, of FIT obligations paid. In August it asked for a 2027 rate of P0.2154 per kilowatt-hour, requiring P25.1 billion.

The Green Energy Auction Allowance (GEA-All) supports renewable developers awarded capacity through the Green Energy Auction Program. Its approved P0.0371-per-kilowatt-hour rate is suspended through December 2026. Neither FIT-All nor GEA-All redistributes income; both buy a different future generation mix. Renewable energy may reduce imported-fuel exposure and yield environmental benefits, but benefits still need financing. Government makes the policy; consumers finance it.

How much is being asked for? Add the 2027 numbers: P0.4405 for missionary electrification, P0.2154 for FIT-All, P0.0371 for GEA-All, one centavo for the lifeline fund, and a quarter-centavo for the environmental charge. The first two are petitions; GEA-All is approved but suspended through December 2026. If all five apply in 2027, they total about 70 centavos per kilowatt-hour, before generation, transmission, distribution or tax. At the ERC’s 2026 sales forecast of 111,366 gigawatt-hours, that is roughly P80 billion in one year. If rates and sales remain near those levels, the cumulative amount would exceed P400 billion through 2031.

Then there are taxes.

Here the arithmetic is cleaner. Remove value-added tax (VAT) and government collects less tax. Remove a system-loss charge and the lost electricity does not disappear. The first changes tax incidence; the second reallocates risk.

Several bills before Congress would exempt system loss from VAT; others would abolish or restrict recovery of the loss itself. Deleting a cost and reallocating one are different operations. If Congress does the second without deciding where the cost lands, the Ice Seller returns: the line disappears, the missing ice remains, and somebody receives the bill.

The Universal Charge shows how several policies come to share one mechanism: missionary electrification, stranded contract costs, stranded debts, an environmental charge. Two of the four are now closed to new recovery. The mechanism remains.

A charge is not illegitimate merely because the customer did not choose it. But compulsion raises the standard of justification.

Put the diner’s four questions to every item on the bill. What are we paying for? Who benefits? Who pays? When does it end?

Subsidize openly and target carefully. Recover efficient costs, not avoidable failures. Measure results. Always name the payer.

Nearly every charge here rests on a statute, a regulation or a government decision. The monthly bill is, in part, a statute book printed in pesos.

The next installment opens that statute book while Congress is still writing it.

Atty. Laurence R. Rogero is an infrastructure lawyer with three decades of experience in the Philippine and international power and water sectors. He is Lead Independent Director of an infrastructure holding company with interests in energy and water. He lectures at the Ateneo de Manila University, and is pursuing postgraduate studies in economics. He graduated magna cum laude from the UP School of Economics, earned his law degree from UP, and obtained an LL.M. with Distinction from Georgetown University as a Fulbright Fellow. The views expressed are the author’s own and should not be attributed to any institution with which he is affiliated.

Excellence in healthcare is built not only on medical expertise, but also on the people, innovations, and values that shape the way care is delivered.

Across its programs, milestones, and initiatives, Asian Hospital and Medical Center continues to strengthen its commitment to empowering its people, advancing healthcare knowledge, and creating better experiences and outcomes for patients and their families.

From workplace transformation and the development of future physicians to advances in specialized care and continuing professional education, these recent milestones reflect a continuing journey of growth and improvement. More than achievements to celebrate, they represent a shared commitment to making quality, compassionate care a constant part of the patient experience.

Transforming the Workplace Through People and Innovation

Asian Hospital and Medical Center received the Bronze Award for Excellence in Business Transformation at the HR Excellence Awards 2026 Philippines, held at the Grand Hyatt Manila in Taguig City.

The recognition highlighted the institution’s efforts to transform the workplace by empowering its people, embracing innovation, and strengthening its organizational culture. These initiatives aim to create an environment where employees are supported in their professional growth while being equipped to deliver exceptional care and service.

The achievement was made possible through the collective efforts of the Human Resources team, leaders, and employees whose collaboration and commitment contributed to the milestone.

More than a recognition, the award affirmed the importance of investing in people as an essential part of organizational transformation. It reflected an environment where employees are encouraged to grow, contribute, and make a meaningful difference.

By bringing together people, innovation, and purpose, the organization continues to build a workplace capable of responding to the changing needs of both its employees and the patients and communities it serves.

The milestone was celebrated with pride and gratitude, reinforcing the commitment to bring ‘Alagang Deserve, Alagang Sulit’ to life through excellence in both healthcare and service.

Celebrating 24 Years of Caring for Women and Families

The Obstetrics and Gynecology Department marked its 24th anniversary with a gathering that honored more than two decades of dedicated service to women and families.

The celebration brought together members of the department, healthcare professionals, colleagues, and guests to reflect on the many patients and families who have been part of its journey. Over the years, the department has supported women through pregnancy and childbirth, women’s health concerns, and other important stages of life.

At the heart of the milestone were the doctors, nurses, staff, and other healthcare professionals whose expertise and compassion have helped shape the department’s growth.

For 24 years, the department has remained focused on providing personalized care while recognizing that every woman’s healthcare journey is different. Its work reflects a broader commitment to placing patients and their families at the center of every service.

The anniversary was therefore more than a celebration of longevity. It was an opportunity to honor the people behind the care and reaffirm the commitment to supporting more women and families in the years ahead.

A New Generation of Doctors Begins Its Journey

The Post-Graduate Medical Interns, Class of 2026, officially completed a year marked by demanding clinical rotations, long hours, teamwork, and countless opportunities to learn from patients and healthcare professionals.

The Graduation Ceremony brought together the graduating interns, hospital leaders, medical professionals, colleagues, and loved ones to celebrate the completion of their internship and the experiences that helped shape them as future physicians.

One of the memorable moments of the ceremony was the message delivered by Dr. Kert Howard Olea on behalf of the graduating class.

‘Looking back, I realize that internship was never simply about mastering clinical skills; it was about becoming the kind of doctor our patients deserve: Competent enough to heal, wise enough to listen, humble enough to keep learning, and compassionate enough to remember that every patient entrusts us with something priceless-their life.’

His words captured the deeper meaning of internship: that becoming a physician involves more than acquiring clinical knowledge and technical skills. It also requires empathy, humility, resilience, and an enduring commitment to the people entrusted to a doctor’s care.

For the Class of 2026, graduation marked both an ending and a beginning-the completion of one important chapter and the start of a new journey in medicine.

The institution congratulated the graduates and wished them success as they carried forward the lessons, values, and experiences gained during their training.

Strengthening the Fight Against Stroke

The Brain Attack Team once again received Diamond Status from the World Stroke Organization (WSO) Angels Awards, with the recognition presented at Edsa Shangri-La on August 12, 2026.

The award recognizes the team’s continued efforts to provide timely, coordinated, and quality stroke care, where every second can make a difference in a patient’s outcome.

As a stroke-ready hospital, the institution has continued to strengthen its systems and processes to ensure that patients experiencing stroke receive prompt assessment, appropriate intervention, and coordinated care.

The Diamond Status reflects the work of the Brain Attack Team and the healthcare professionals who come together during critical moments. Their preparedness and coordination are essential in responding to stroke cases, when rapid decisions and timely treatment can significantly affect a patient’s recovery.

Beyond the recognition itself, the award underscores the importance of maintaining a high level of readiness and continuously improving stroke care practices.

It also serves as a reminder that quality emergency care is a collective effort-one that depends on skilled professionals, effective systems, and a shared commitment to patients and their families.

Building Knowledge for a Stronger Healthcare System

Through the Asian Learning Institute, the institution strengthened its role in healthcare education through the Advances in Learning and Innovation Series: Postgraduate Course, ‘Universal Health Care: A Basic Course for Private Practitioners.’

The program brought together private practitioners and healthcare professionals for a deeper discussion of the evolving Universal Health Care (UHC) landscape and the role of the private sector in building a more accessible, coordinated, and responsive healthcare system.

The course featured insights from Dr. Madeleine Valera, Dr. Lilibeth David, Dr. Lea Elora Conda, Dr. Suzana Marie Bulos, and Mr. Edwin S. Morata. Their discussions covered UHC policies and implementation, professional practice, healthcare networks, and opportunities for greater collaboration between the public and private sectors.

The sessions emphasized that the success of UHC requires more than policies and programs. It also depends on healthcare professionals who understand the system, continuously update their knowledge, and work collaboratively across sectors.

For participants, the course provided an opportunity to better understand how their individual practices fit into the larger healthcare landscape and how stronger collaboration can contribute to better access and delivery of care.

Through the Asian Learning Institute, the institution continues to support lifelong learning and professional development, recognizing that strengthening healthcare also means strengthening the people who deliver it.

A Continuing Journey

Taken together, these milestones tell a larger story of an institution that continues to evolve while remaining grounded in the people it serves.

Whether through transforming the workplace, caring for women and families, preparing the next generation of physicians, responding to life-threatening emergencies, or expanding healthcare knowledge, each achievement contributes to a broader culture of excellence.

The journey continues-not simply through awards and milestones, but through the everyday work of people who strive to make healthcare more responsive, compassionate, and meaningful for every patient.

MALACAÑANG has not ruled out President Ferdinand Marcos supporting the push of the Department of the Interior and Local Government (DILG) to tighten government policy for possession of loose firearms by making it a non-bailable offense.

‘So, the President is open to whatever legislation would be appropriate like imposing stiffer penalties for this,’ Palace Press Officer Claire Castro said in a press briefing on Wednesday.

On Tuesday, DILG Secretary Juanito ‘Jonvic’ C. Remulla, Jr. proposed the measure after the shooting incident in the Ateneo de Zamboanga University done by a minor using licensed firearm to shoot and kill two other students on 18 August 2026.

The DILG chief pushed for amending Republic Act No. 8294, which set measures for illegal possession, manufacture, sale, and acquisition of firearms, ammunition, and explosives, since he said 98 percent of gun crimes are done with loose firearms.

Remulla hopes the measure will serve as a deterrent for shooting incidents.

Castro said the suggestion is good, but she said the President will first wait for the final version of the bill before he decides if he will support or not the proposed amendment.

‘Whatever will benefit our country and serve the interests of our fellow citizens, our President will not stand in the way of it,’ she said.

In a related development, the Presidential Communication Office undersecretary said that Marcos also still has no final position on the proposal to once again defer Barangay and Sangguniang Kabataan elections, which are scheduled for November.

‘As of now, no concrete comments or statements have been provided to us regarding the postponement of the barangay elections,’ Castro said.

Under Republic Act (RA) No. 12232, the BSKE was reset from December 2025 to the first Monday of November 2026 and every 4 years thereafter.

The Supreme Court ruled in 2023 that postponement of the BSKE through RA No. 11935 from 5 December 2022 to the last Monday of October 2023 violated the provisions of the Constitutions of genuine periodic elections.

Cebu continues to evolve as one of the Philippines’ leading destinations for business, tourism, and lifestyle, with new developments steadily expanding the ways people experience the city.

Along the South Road Properties, this transformation is becoming particularly visible as retail, dining, leisure, hospitality, and entertainment come together to shape a new destination for both Cebuanos and visitors. At the center of this emerging landscape is the SM Seaside Cebu Arena, which brings a new scale of live entertainment to the city. Designed to host major concerts, sporting events, live performances, and large-scale gatherings, the arena strengthens Cebu’s capacity to welcome productions that draw audiences from across Visayas and Mindanao. Iran’s ex-spymaster returns to build a bottom-up security state

NON-life insurance companies in the Philippines saw their combined net income surge by over two-fifths in the first half of the year, even with higher claims to cover property losses or damages, the Insurance Commission (IC) reported.

The non-life insurance industry’s net income jumped by 43.78 percent to P7.37 billion in the first six months of the year from P5.12 billion in the same period last year.

The growth came alongside the increase in both premiums and claims. Total net premiums written rose by 9.96 percent to P44.19 billion in the first half from P40.18 billion a year ago, IC data revealed.

Motor car insurance accounted for the largest share of net premiums written by line of business at P17.59 billion during the first half of the year.

Total premiums earned also posted a 13.29-percent year-on-year increase, up to P42.54 billion from P37.55 billion.

Meanwhile, total claims paid by non-life insurers grew by 9.48 percent to P17.51 billion from P15.99 billion a year earlier.

‘The non-life insurance industry maintained its growth in H1 2026, recording improvements across all key indicators and demonstrating prudent fund management and sustained business growth,’ the IC said in a statement last Wednesday.

Total assets of the non-life insurance industry also surpassed the P400-billion mark in the first half, up by 6.63 percent to P405.28 billion from P380.07 billion in the same period last year.

Total liabilities also grew moderately by 5.60 percent year-on-year to P253.78 billion in the first semester from P240.32 billion.

The industry’s total net worth stood at P151.49 billion in the first half, 8.41 percent higher than the P139.74 billion recorded a year ago.

‘These positive indicators affirm the industry’s capacity to support policyholders and contribute to the continued stability and development of the non-life insurance sector,’ the IC said.