Category: Business Mirror

AS Filipino families continue to grapple with high electricity costs, Senate President Sherwin Gatchalian said making power more affordable for consumers must go hand in hand with ensuring universal access to electricity.

Marking National Electrification Awareness Month this August, Gatchalian urged the National Electrification Administration (NEA) to complete the government’s rural electrification program by 2028, emphasizing that millions of Filipinos remain without electricity. He noted that, as of June last year, nearly 3 million Filipino households still had no access to electricity.

The NEA has been allotted P13.16 billion this year, including P9.342 billion for the National Rural Electrification Program and P2.6 billion in loans to electric cooperatives.

‘Hindi katanggap-tanggap na mayroon pa tayong mga kababayan na wala pang kuryente sa panahon ng digital age. Binigyan natin ng sapat na suporta sa budget ang programang ito sa loob ng maraming taon kaya’t dapat lang na magkaroon ng kuryente ang lahat ng Pilipino sa lalong madaling panahon,’ Gatchalian said.

‘Reliable electricity for every Filipino household is crucial to improving lives and lowering long-term power costs by expanding access and strengthening the distribution network. ‘

THE national government paid P1.227 trillion to settle some of its debt in the first semester, more than half higher than a year earlier, as domestic debt amortization doubled.

Total debt service from January to June jumped by 59.70 percent to P1.227 trillion from P768.109 billion in the same period last year, according to data from the Bureau of the Treasury.

The increase in the debt service bill reflected the higher amortization, or the repayment of loan principal over time, which outpaced interest payments.

First-half amortization surged by 110.31 percent year-on-year to P743.002 billion from P353.288 billion.

Most of the amortization went to domestic lenders at P630.907 billion. The amount is 270.13 percent higher than the P170.457 billion the government paid for domestic amortization during the same six-month period.

Amortization shelled out to foreign financiers declined to P112.095 billion, down by 38.69 percent from P182.831 billion a year ago.

Meanwhile, interest payments, or payments determined by the interest rate of an account, rose by 16.60 percent to P483.690 billion in the first semester from P414.821 billion in the same period last year.

Bulk of the interest payments, or P360.719 billion went to local debt. Domestic interest payments grew by 20.31 percent compared to the previous year’s level of P299.827 billion.

The government spent P242.164 billion for interest payments incurred from fixed-rate Treasury bonds, P87.502 billion for retail Treasury bonds and P25.150 billion for Treasury bills.

The remaining, or P122.971 billion, of interest payments went to foreign obligations. First-half external interest payments increased by 6.94 percent from P114.994 billion a year ago.

For the month of June, the government’s debt payments grew by 18.54 percent year-on-year to P77.219 billion from P65.141 billion.

Interest payments accounted for the bulk of the debt service bill at P62.431 billion, up by 8.73 percent from last year’s P57.420 billion. Amortization, meanwhile, nearly doubled to P14.788 billion from P7.721 billion a year ago.

This comes against the backdrop of the national government’s debt-to-GDP (gross domestic product) ratio rising to a 22-year-high at 66 percent in the second quarter, after the economy grew disappointingly and the debt stock continued to climb. (See: https://businessmirror.com.ph/2026/08/08/debt-to-gdp-ratio-climbs-to-66-in-q2-a-22-year-high/).

The ratio was the highest since 2004, when it stood at 71.6 percent, as the country’s fiscal position has become ‘more constrained,’ said Union Bank of the Philippines Chief Economist Ruben Carlo O. Asuncion.

‘The economy, which serves as the denominator of the ratio, is expanding more slowly than anticipated, making it more difficult to stabilize debt metrics,’ Asuncion said.

As of end-June, the national government’s outstanding debt was at an all-time high of P19.065 trillion, while GDP expanded by 2.3 percent in the second quarter.

This year, the government has programmed P2.005 trillion in debt service payments, consisting of P1.005 trillion in amortization and P950 billion in interest payments.

AS flooding brought about by the inclement weather continues to grip low-lying areas in Metro Manila and other areas, Luzon will continue to experience heavy rainfall in the next four days, threatening to cause more flooding, trigger flashfloods and landslides, the Philippine Atmospheric, Geophysical and Astronomical Services Administration (Pagasa) reported.

Six people have been confirmed dead as of August 9 due to the combined effects of Tropical Cyclones Luis, Maymay and the enhanced southwest monsoon.

The National Disaster Risk Reduction and Management Council (NDRRMC) said that two of the fatalities were reported in La Trinidad, Benguet due to a landslide, two due to a rockslide in Rodriguez, Rizal, and two in Luna, La Union – one due to drowning and another to electrocution.

The inclement weather also injured seven people, including five in Baguio City due to a landslide, one in Kapangan, Benguet due to a vehicular accident, and one La Trinidad, Benguet due to a landslide.

Pagasa said that even though Maymay and Luis are no longer affecting the country’s weather system, the prevailing southwest monsoon will continue to induce rain in Luzon.

In its severe weather outlook issued at 6 a.m. on August 9, the weather bureau said Benguet will continue to experience 100 to 200 mm of rain until Monday.

Meanwhile, 100 to 200 mm of rain is expected to pour in Ilocos Sur, La Union, Zambales, Bataan, Metro Manila, Rizal, Cavite, Batangas, and Occidental Mindoro until August 10, and La Union, Benguet, Zambales, Bataan and Occidental Mindoro will have 100 to 200 mm of rain until Tuesday.

Zambales, Bataan and Occidental Mindoro will also experience heavy rains from Wednesday to Thursday.

Under these rainfall conditions, widespread incidents of severe flooding and landslides are expected, the weather bureau said.

Other areas in Luzon affected by the southwest monsoon or habagat will experience possible localized flooding mainly in areas that are urbanized, low-lying, or near rivers.

Landslides are also possible in highly susceptible areas, the weather bureau said.

So far, the NDRRMC said the inclement weather has affected nearly all of Luzon, affecting 110,000 families or 382,000 people.

According to the NDRRMC, the inclement weather has caused floodings that compelled the evacuation of over 2,200 families who are now being provided care inside 86 different evacuation centers.

A total of 148 houses were also damaged by flooding, which submerged communities, paralyzed traffic, and damaged roads and other public infrastructure.

The NDRRMC said the government has provided P13.21 worth of assistance to the affected families through the Department of Social Welfare and Development (DSWD), concerned local government units and other partners.

DELAYS in the signing of a Joint Administrative Order (JAO) that would tighten oversight of shipping lines, container yards and other logistics providers are prolonging high costs for businesses and consumers, the Philippine Chamber of Commerce and Industry (PCCI) told the government.

PCCI President Ferdinand Ferrer said the proposed order is needed to address what the business group described as excessive and non-transparent logistics charges that have raised the cost of importing goods and weakened the competitiveness of Philippine enterprises.

‘The JAO is a long-overdue solution to the excessive and non-transparent fees that have burdened our industries for years,’ Ferrer said in a statement on Monday.

He called on the Department of Finance, Department of Transportation, Department of Trade and Industry, Bureau of Customs (BOC) and other concerned agencies to complete their review and sign the order.

‘Every day of delay prolongs the burden on businesses and consumers,’ Ferrer added.

The BOC is leading the effort to establish an interagency framework for regulating international shipping lines, container yards and other logistics service providers.

The draft JAO has completed public consultation and is undergoing final review by the government agencies involved.

Under the proposed rules, shipping lines and other covered entities would be required to report all applicable charges to the BOC. The agency would also standardize the names of logistics fees and oversee allowable charges and fee limits under the framework.

The order would require container deposits to be refunded within 15 days after containers are returned and prohibit shipping lines from withholding cargo over unpaid charges from separate transactions.

It would also use a 75-percent yard utilization threshold, pending the establishment of a permanent benchmark, to trigger measures aimed at easing congestion and improving port efficiency.

For his part, PCCI Vice President for Industry Bryan Ang said the proliferation of ancillary shipping charges has significantly increased import costs over the years.

Some importers, he said, have reported logistics expenses increasing from around P30,000 to more than P100,000 per container.

‘These additional costs are ultimately passed on to Filipino consumers through higher prices. The JAO is a critical step toward ensuring that logistics charges remain fair, transparent, and justifiable while strengthening the competitiveness of Philippine trade,’ Ang said.

The business group said the proposed rules would also provide greater visibility over the charges imposed throughout the logistics chain, which it said would help businesses better anticipate and manage import costs.

The draft JAO builds on earlier proposals to strengthen government oversight of international shipping practices and is being advanced by the BOC.

The government is seeking to issue the order before cargo volumes rise during the seasonal peak later this year.

THE Supreme Court (SC) announced it has approved the ‘Rule on Civil Forfeiture’ of Philippine Offshore Gaming Operator (POGO)-related assets; a rule that takes effect on August 24.

The new Rule was promulgated pursuant to Section 15 of Republic Act (RA) 12312, also known as the ‘Anti-POGO Act of 2025.’

The law prohibits the establishment, operation, or conduct of offshore gaming in the country. Section 15 of the law provides that all POGO buildings, facilities, materials, gaming equipment and paraphernalia shall be forfeited in favor of the government.

The same provision mandates the SC to formulate rules of procedure governing the civil forfeiture of properties and proceeds related to illegal POGO operations.

In line with Section 15, the High Tribunal constituted a technical working group (TWG) chaired by Associate Justice Raul Villanueva.

The rules on the civil forfeiture of POGO-related assets drafted by the TWG was approved by the Court en banc on April 15, 2026, but was only released to the public last Sunday.

The Rule covers properties, tools, instruments, or any other assets owned or controlled by POGOs and/or their service providers, such as buildings or other structures or facilities, materials, gaming equipment and paraphernalia.

The petition for civil forfeiture should be filed with the regional trial court (RTC) having territorial jurisdiction over the area where the POGO-related assets is located.

If a portion of the POGO-related assets is located outside the country, the Rule provides that the petition for civil forfeiture may be filed with the RTC of Manila or with the RTC having jurisdiction over the area where the portion of such POGO-related assets is located in the country.

The petition for civil forfeiture should also contain a detailed inventory of the POGO-related assets sought to be forfeited.

The Rule, on the other hand, prohibits the forfeiture of POGO-related assets ‘from an innocent owner, bona fide purchaser for value, or secured creditor, who establishes that he or she did not know and had no reason to know of the prohibited acts and did not consent to or participate therein.’

WHAT if you had to say goodbye before tomorrow arrives? Baguio-based singer Plume explores this lingering question

in his new single under AltG Records, ‘Ikot.’

This track delves into the tender space between time loops and bittersweet farewells-saying that sometimes it’s fate and not fault that draws the final line in relationships.

The story behind ‘Ikot’ stems from a moment of contemplation between Plume and his partner.

‘The inspiration was a conversation between me and my girlfriend: ‘If you were to disappear the next day, how would you tell the other person?’ shares Plume.

That raw question evolved into a track that refuses to place blame, choosing instead to focus on the acceptance that sometimes relationships simply run their course.

Rather than leaning into traditional heartbreak or angst, Plume offers his listeners a sense of comfort within the sadness through ‘Ikot.’

‘I want them to feel that goodbyes can be bittersweet at most,’ Plume explains. ‘Sometimes the breakup isn’t really because of the fault of someone. Sometimes it can just be fate-that you’re not meant for each other anymore.’

The title itself captures that dizzying feeling of reminiscing, about how your mind keeps turning, playing happy and painful memories over and over again like they’re on permanent play.

‘Ikot’ is now available for streaming on all major digital music platforms nationwide.

The Strait of Hormuz is, by some accounts, named for a Zoroastrian deity destined to emerge victorious after a 9,000-year standoff with an adversary.

Iran’s leaders feel their own victory is at hand and won’t require the same epic patience.

They are betting that military pressure will ultimately force the United States to accept their control over the crucial waterway for global energy-and that time is on their side.

They know about the diminishing stockpiles of key U.S. weapons such as advanced missile interceptors. They know the war is deeply unpopular with Americans. They know that as long as the strait is largely closed, the price of gas and other goods will stay high ahead of U.S. congressional elections in November. They know that trying to open it by force would be costly and may require American ground troops. They know their Houthi allies in Yemen could widen the war and disrupt another major trade route.

By that logic, U.S. President Donald Trump has no choice but to capitulate.

But Iran’s strategy carries risks.

Trump points to strikes that have decimated Iran’s top leadership, navy and air force. He alternates between threatening escalation and saying talks are going well. Iran’s own economy has been battered, in part because of a U.S. blockade. Iranians rose up in mass protests just months ago and could do so again.

And Iran’s leaders need only look to how Trump’s ‘short-term excursion’ to the Middle East has bogged down to be reminded that wars rarely turn out as expected.

An evolving deal could give Iran a major win

Iran says it is close to reaching a deal with Oman to manage the strait, which runs between the two countries. But it would be conditioned on the U.S. lifting its blockade, so even if there are no direct negotiations-as Iran says-Trump would have to approve.

It’s unclear whether the deal would allow Iran to charge fees. But it would formalize its control over what had been an open international waterway before the war, one that carried a fifth of the world’s traded oil and gas.

Abdolreza Davari, an analyst who once advised former President Mahmoud Ahmadinejad, said Iran’s effective control of the strait has given it leverage with the U.S. and regional countries that can help guarantee its security.

‘More than revenue from the strait, Iran wants to confirm its management and sovereignty over the strait,’ he said by phone from Tehran.

Formal control over even part of the strait would be a clear win for Iran and a loss for the U.S., which has yet to accomplish some of its various and shifting goals in the war.

It would also deal a blow to global norms on freedom of navigation and set a precedent that much of the world would find disturbing – that nations can shut down trade choke points at will.

China, which buys oil from Iran and has influence over it, said as recently as May that ‘normal and safe passage’ through the strait should be restored.

Iran feels time is on its side

To borrow a phrase from Trump’s own theory of geopolitics, Iran believes it holds the cards.

‘They started the war, but its end was never with them. We always decide for ourselves when it ends,’ Mahdi Mohammadi, an adviser to Iran’s chief negotiator, posted on social media. ‘Iran is going after the enemy’s defeat – not an agreement.’

He said a surprise Iranian attack on Jordan in July ‘compensated’ for a drop in oil prices. That contributed to the collapse of an interim agreement reached in June that had offered significant concessions to Iran, including a U.S. waiver to sell oil internationally and the promise of broader sanctions relief.

Iran has repeatedly said the Strait of Hormuz will not go back to being an open waterway, and that it will keep attacking ships trying to transit without its permission. Iran’s joint military command has called it an ‘unbreakable red line.’

‘For Iran, the Strait of Hormuz has become a strategic lever for deterrence, maintaining the regional balance of power, and reshaping the security rules in the Persian Gulf,’ said Mostafa Najafi, a Tehran-based security analyst.

That poses a major obstacle to ending the war, much less resolving the even more complex, long-standing dispute over Iran’s nuclear program.

‘The atomic issue, because of the conflict in the Strait of Hormuz, has been pushed to the side, and in reality, that is in Iran’s interests,’ said Rahman Ghahremanpour, an Iran-based analyst. Control of the strait would give Iran leverage if the nuclear talks resume, he added.

It’s still a risky gamble

The economic fallout from the war has spread worldwide but is particularly acute in Iran.

U.S. and Israeli strikes have pummeled its industrial base. The U.S. blockade has choked off much of its oil exports. Iranians are grappling with triple-digit food inflation. Trump has repeatedly threatened major strikes on civilian infrastructure like water and electricity.

In December, a currency crisis sparked some of the biggest anti-government protests in the 47-year history of the Islamic Republic. Authorities responded with a bloody crackdown in which thousands were killed and tens of thousands detained.

Many in Iran, including those close to its moderate President Masoud Pezeshkian, fear it may go too far.

Mohammad Javad Zarif, who as foreign minister helped negotiate the 2015 nuclear deal, wrote in a recent essay that Iran’s achievements in the war had opened ‘an exceptional window for diplomacy.’ But he warned that if it doesn’t strike a deal soon, then ‘economic recovery will be difficult, and the possibility of internal unrest or renewed aggression, especially after the U.S. elections, cannot be ruled out.’

The war has already been marked by surprises.

After the first wave of U.S. and Israeli airstrikes on Feb. 28 killed Iran’s supreme leader and other top officials, Trump suggested it would be over in a matter of weeks.

Instead, the conflict has emboldened Iran’s leaders and mobilized their supporters. Tehran is using the strait ‘to show that it has not been defeated,’ Ghahremanpour said. ‘It can increase its legitimacy at home.’

But the strategy could also backfire. Iran’s resilience has limits and there are concerns that an economic crash could trigger unrest. ‘Iran cannot continue with this strategy forever, and at a certain point, in reality, it has to reach a deal with America,’ he said.

But Davari said that for now, Iran can withstand the pressure. ‘It’s unlikely, despite the difficulties of the economic situation, that Iran will retreat from its positions,’ he said.

The Supreme Court’s decision striking down Fisheries Administrative Order (FAO) No. 266 deserves attention beyond the fishing industry. The ruling is not merely about vessel monitoring systems or administrative regulations. It quietly affirms a larger principle of governance: public policy must lead public procurement-not the other way around.

FAO No. 266 required every commercial fishing vessel to install a Vessel Monitoring System (VMS) transmitting real-time location data to the government. The Bureau of Fisheries and Aquatic Resources (BFAR) argued that the system would help combat illegal, unreported and unregulated fishing. But the High Court struck down the said memorandum after hearing the arguments of both sides.

BFAR and the Department of Agriculture are seeking a reconsideration of the Supreme Court ruling basically to check into the fishing activities of commercial fishing vessels. After all, the measure was meant to ensure that commercial fishing vessels do not intrude into fishing waters that small fishers go into as a way to ensure that the said fisherfolk can sustain their livelihood.

We understand that during oral arguments, then Solicitor General Menardo Guevarra acknowledged that the VMS could neither detect cyanide fishing nor identify overfishing. The system largely duplicated information already available through mandatory catch reports, differing mainly in the timing of submission rather than the substance of the data collected.

The Court concluded that the regulation failed the constitutional test of reasonableness. Even more troubling, Associate Justice Alfredo Benjamin Caguioa noted that continuous tracking effectively exposed commercially sensitive fishing grounds, encouraging legitimate operators to conceal or misreport locations simply to protect valuable trade information.

The Court identified deficiencies in the BFAR order. The regulation exceeded what Republic Act No. 8550 authorized, imposed unequal burdens by focusing almost exclusively on commercial operators while overlooking similar concerns elsewhere, and relied on outdated foreign studies rather than current local evidence. Any one of those findings would have raised legitimate concerns.

What emerged during the hearings, however, casts the controversy in a broader light. A BFAR witness admitted that the agency had already procured the VMS equipment months before the public consultations intended to shape the regulation had even begun. That sequence deserves reflection.

In sound governance, the government first identifies a problem, gathers evidence, consults affected stakeholders, formulates policy, and only then acquires the tools needed to implement it. Here, the sequence appeared reversed. The procurement came first. The policy followed.

Public consultations became part of the explanation rather than part of the decision-making process. That chronology becomes even more significant when viewed alongside the separate findings of the Office of the Ombudsman.

The same P2.1-billion VMS procurement resulted in the criminal indictment of two former BFAR directors and their administrative dismissal after investigators concluded that the contract had become disadvantageous to the government following substantial changes in scope and financing.

The Supreme Court was deciding a constitutional question. The Ombudsman was addressing accountability. Taken together, the two proceedings reveal something larger than either case standing alone. They remind us that procurement acquires legitimacy only when it faithfully implements a policy already demonstrated to be necessary, proportionate and supported by evidence.

Modern fisheries management requires better information, improved monitoring and effective enforcement. Responsible commercial fishing operators themselves have every interest in protecting marine resources because their livelihoods depend upon sustainable fish stocks.

In a sense, policy should never be written to accommodate a technology already purchased. That distinction matters because public trust is built upon process as much as outcomes. When citizens believe that evidence leads policy and policy leads procurement, confidence in institutions grows.

When the order appears reversed, confidence begins to erode. The Supreme Court has now given BFAR an opportunity to begin again.

Any future regulation should be grounded in current scientific evidence, meaningful consultation, proportional requirements and clear statutory authority. It should address genuine conservation objectives while recognizing that commercial fishing remains indispensable to the country’s food security.

Every unnecessary burden imposed on legitimate operators eventually finds its way into higher costs, reduced supply or diminished investment in an industry that feeds millions of Filipinos every day. There is a larger lesson here. Just as no engineer pours concrete before completing the blueprint, the government should never begin with procurement and search afterward for a policy to justify it.

Institutions are strengthened not merely by spending public funds, but by demonstrating that every peso follows a clearly established public purpose. That is how trust is built. And trust, no less than food security itself, remains one of the foundations upon which nation-building quietly depends.

IN today’s rapidly changing business environment, leadership is no longer measured solely by financial performance or operational efficiency.

Organizations increasingly recognize the importance of Impact Leadership, a leadership approach focused on creating positive and sustainable results for employees, customers, stakeholders, and society. Impact leaders inspire meaningful change, foster innovation, and ensure that organizational success aligns with broader social and ethical goals. As businesses face challenges such as digital transformation, sustainability demands, and evolving workforce expectations, impact leadership has become a critical factor for long-term success.

One of the major trends in impact leadership is the growing emphasis on purpose-driven leadership. Modern employees, especially younger generations, seek organizations that contribute positively to society and provide meaningful work experiences. As a result, leaders are expected to communicate a clear vision that goes beyond profit generation. They must demonstrate commitment to environmental sustainability, diversity and inclusion, corporate social responsibility, and employee well-being. Another emerging trend is the shift toward collaborative and inclusive leadership. Rather than relying on traditional top-down management styles, impact leaders encourage employee participation, value diverse perspectives, and create a culture of shared accountability. The rise of remote and hybrid work models has further accelerated this trend, requiring leaders to build trust, empathy, and engagement across geographically dispersed teams.

Technology is also influencing the evolution of impact leadership. Leaders now use data analytics, artificial intelligence, and digital communication tools to make informed decisions and enhance organizational performance. However, effective impact leaders balance technological advancement with human-centered values. They understand that innovation must serve people and improve outcomes rather than simply increase efficiency. Consequently, emotional intelligence, adaptability, and ethical decision-making have become essential leadership competencies in the modern workplace.

The importance of impact leadership within an organization cannot be overstated. First, it helps establish a strong organizational culture. Employees are more motivated and engaged when they see leaders demonstrating integrity, accountability, and a genuine commitment to their development. High levels of employee engagement often lead to improved productivity, lower turnover rates, and greater organizational loyalty. Impact leaders create an environment where individuals feel valued and empowered to contribute their best work.

Second, impact leadership drives innovation and organizational growth. By encouraging open communication and collaboration, leaders enable employees to share ideas, experiment with new approaches, and solve complex problems creatively. Organizations led by impact-focused leaders are generally more adaptable to change and better equipped to respond to market disruptions. This adaptability is essential for maintaining competitiveness in an increasingly dynamic global economy.

There are many examples of impact leadership in action. Satya Nadella, CEO of Microsoft, transformed the company by promoting a ‘growth mindset’ culture centered on learning, collaboration, and innovation. His leadership not only revitalized Microsoft’s business performance but also fostered a more inclusive and employee-focused workplace. Another example is Paul Polman, former CEO of Unilever, who championed the Unilever Sustainable Living Plan. Under his leadership, the company integrated sustainability into its business strategy, showing that social responsibility and profitability can coexist. Similarly, Jacinda Ardern, former Prime Minister of New Zealand, demonstrated impact leadership through empathetic communication, decisive crisis management, and people-centered policymaking, earning global recognition for her leadership style.

At the organizational level, impact leadership can also be seen in companies that prioritize employee welfare and community engagement. For instance, organizations that invest in mental health programs, flexible work arrangements, and diversity initiatives often experience stronger employee satisfaction and retention. These actions reflect leadership that values both business outcomes and human well-being.

Moreover, impact leadership strengthens stakeholder relationships and enhances organizational reputation. Customers, investors, and communities increasingly expect companies to operate responsibly and contribute positively to society. Leaders who prioritize transparency, ethical practices, and social impact build trust and credibility, which can result in stronger customer loyalty and sustainable business growth.

On a final note, impact leadership is a vital leadership approach that aligns organizational success with positive societal and human outcomes. Through purpose-driven strategies, inclusive practices, ethical decision-making, and a focus on sustainable value creation, impact leaders help organizations thrive in a complex and evolving world. As leadership expectations continue to shift, organizations that embrace impact leadership will be better positioned to achieve long-term success, foster innovation, empower employees, and create meaningful value for all stakeholders. Given that changes in our workplace is being affected by different factors in all fronts, local companies can rethink and consider their Impact leadership strategies.

PR Matters is a roundtable column by members of the local chapter of the United Kingdom-based International Public Relations Association (IPRA), the world’s premier association for senior professionals around the world. Wilford Will Wong is an IPRA member and is currently working as an Undersecretary of the Department of Budget and Management. He carries with him over 20 years of experience in Corporate Communications and Public stakeholder relations.

IN early July I wrote about the need to say goodbye to plastics.

I quoted the Department of Environment and Natural Resources (DENR) which revealed that as of July, only 16.55 percent or just 662 of around 4,000 enterprises registered with the DTI had submitted to the National Solid Waste Management Commission their programs for the proper management of their plastic waste. These include plastic bags, sachets, labels, laminates, and both rigid and flexible plastic used for such products.

While it is good to see that quite a number of companies have responded to the call for sustainability in terms of changing their business model to address natural resource consumption, raw material selection, product packaging design, we certainly want more companies and organization to join the sustainability movement and help the country win the war against plastics.

Today I would like to highlight companies and organizations that have recently taken the plastic issue seriously, trying to be ahead of competition:

Palawan towns set records in a national bottle recycling program. The effort was carried out across 21 barangays, raising more than 240,000 bottles. The bottles are turned over to Ginebra San Miguel Inc.’s BOTEful program (GSMI). The program encourages barangays to retrieve empty bottles, helping to keep glass waste out of landfills, waterways and coastal areas. Used glass bottles can only be reused or recycled when they are properly collected and returned instead of discarded as waste.

Nestlé Philippines, Robinsons Supermarket, and Restore Solutions PH are piloting a retail-based sachet recovery system. The initiative aims to establish a collection and recycling system for sachets, which are among the most widely used, but difficult-to-recycle, forms of plastic packaging in the Philippines.

The Energy Regulatory Commission (ERC) set the ceiling price for electricity generated waste-to-energy (WTE) projects.

Residents in Malabon earned cash after exchanging recyclable plastic bottles and other waste during a city-led recycling collection drive.

The Department of Finance (DOF) is proposing a P150-per-kilogram excise tax on single-used plastics.

Century Pacific Food Inc. (CNPF) recovered the equivalent of 8 billion sachets worth of plastic waste, preventing this garbage from leaking into the environment. Plastic waste is collected across various communities and channeled back into the economy through recycling and conversion of waste to energy.

The Cebu Chamber of Commerce and Industry’s Flood Hero Cebu Movement collects used PET bottles across partner schools. Every plastic bottle dropped into the receptacle is given a second purpose.

The Department of Science and Technology and the Philippine Textile Research Institute (DOST-PTRI) have launched ONWARD: introducing natural fiber-based alternatives to synthetic plastics across a wide range of applications. Non-woven textiles are widely used in-everyday products such as face masks, wipes, automotive interiors, footwear components, filtration systems, medical supplies and construction materials.

THE future of sustainability-as can be seen by the above examples-is not driven by regulation alone. It may not be driven by activism, investor pressure, or corporate commitments alone. The real catalyst may be something much simpler. Sustainability gains momentum when companies discover that doing the right thing also happens to be good for business. In contrast, if companies do not focus on sustainability, they will fall behind!

Let me conclude with the wise words of Ron F. Jabal, the CEO of the PAGEONE Group:

What once appeared to be waste becomes fuel.

What once seemed to have no value becomes an asset.

What began as an environmental solution becomes an economic opportunity.

I look forward to seeing more organizations following those as listed above.

As I said in a previous column: make sustainability a purpose of business and society. And politics, please create attractive policies that will strengthen these initiatives.