Amcham BusinessJournalFebruary2018 Edited€¦ · 8/2/2018 · 18th Floor, The Link, Cebu IT Park, Apas, Cebu City 6000 Tels.: (032) 238 8922; 316 1093 • Fax: (032) 232 2373 Mobile:

2 AMCHAM BUSINESS JOURNAL 2018

All rights reserved. AmCham Business Journal is a general business magazine published

monthly by The American Chamber of Commerce of the Philippines, Inc., with offices at

2nd Floor, Corinthian Plaza, Paseo de Roxas, Legaspi Village, Makati City 1229 (C.P.O. Box

2562, Makati City1265), Philippines; telephones: (632) 818-7911 to 13; fax (632) 811-3081 /

811-3184; emails: [email protected] / [email protected];

website: www.amchamphilippines.com. Publication Registration No.: ISSN-0116-452X

All views expressed in all articles are those of the authors and not of The American

Chamber of Commerce of the Philippines, Inc. The American Chamber of Commerce of

the Philippines, Inc. accepts no liability for the accuracy of the data or for the editorial

views contained in the articles. Publication of unsolicited articles is at the sole discretion

of the Publications Committee.

No article or content can be reproduced in any manner whatsoever without the prior written

consent or authorization of The American Chamber of Commerce of the Philippines, Inc.

Entered as second-class mail at the Manila Post Office on May 24, 1921 and on December 10,

1945. Re-entered as second-class mail at the Makati Central Post Office on May 07, 1992 and

under Permit #534 dated May 24, 1993.

PUBLICATIONS

EBB HINCHLIFFEEditor in Chief

MIKHAIL BANZONCommunications and Publications Manager

EYA MARTINEZLayout Editor

CHET GUEVARAAdvertising Head

LESLIE ANN MURRAYConsultant

ROY I. FUGADOPhotographer

OUR COVERThe building blocks of every company are the people within its walls — staff from all walks of life, with all sorts of jobs, all working towards a common goal. Contents

FEBRUARY 2018 VOL 93 NO 02

ERNIE CECILIAChairman, Publications Committee

MANUEL R. GUILLERMOPublications Committee Adviser

ATTY. EMMANUEL T. SANTOSMember, Publications Committee

Published ByTHE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC.

MemberPUBLISHER ASSOCIATION OF THE PHILIPPINES, INC.

EDITORIAL

06 IT'S CELEBRATIONTIME AGAIN!

by Ebb Hinchliffe

COVER STORY

08 HONOR YOURORGANIZATION'S UNSUNG HEROES

by Ernie Cecilia, DPM

BUSINESS OF BUSINESS

F.A.M.E. NEWS

AMCHAM ROUNDUP

10 PHILIPPINE VETERANSBANK TURNS OVER CHECK FOR RESTORATION OF HISTORICAL MARKERS

by Mike Villa-Real

12 COULD MANILA HAVEBEEN SAVED?

by Benito Legarda, Jr.

38 HR INNOVATIONS —PAST AND FUTURE

by Ernie Cecilia, DPM

24 GET TO KNOW YOURCHAMBER MORE

URBAN PLANNING DEVELOPMENT IN THE VISAYAS REGION

AMCHAM VISAYASTOURISM & HOSPITALITY COMMITTEE MEETING

25 TRAIN ACT (PACKAGE1)

THE ROLE OF MINDANAO IN NATIONAL DEVELOPMENT

26 PRACTICALSTRATEGIES FOR ENFORCING IP RIGHTS IN E-COMMERCE

NAFTA NETWORKING NIGHT

28 FUTURE READINESS:5 KEYS TO UNLEASHING TALENT & INNOVATION

AMCHAM VISAYAS LUNCH INTERACTION WITH US EMBASSY OFFICIALS

OTHER SECTIONS

02 AMCHAM PUBLICATIONS 04 AMCHAM STANDING COMMITTEES05 AMCHAM CHAPTERS 40 MEMBERS' BIRTHDAYS: JANUARY - FEBRUARY09 AMCHAM NEW MEMBERS INDEX TO ADVERTISERS AMCHAM SOCIAL MEDIA ACCOUNTS

32 DO YOUR CHILD'SEYES TURN INWARD OR OUTWARD?

by Charizze Henson

FEATURE

14 YEAR OF THE DOG

22 THE TRAINThe Tax Reform for Acceleration and Inclusion Law (TRAIN)

CORPORATE SOCIAL RESPONSIBILITY

18 WHY ADOPTINGA COMMUNITY IS KEY TO SUSTAINABILITY

Submitted by Team Asia

20 P&G FUELS MSMEDEVELOPMENT; LAUNCHES 'ANGAT KITA' PROGRAM

Submitted by P&G

ENVIRONMENT AND URBAN DEVELOPMENT

30 STRENGTHENEDCOLLABORATION FOR THE TAÑON STRAIT

10

HEALTHCARE AND WELLNESS

34 HEADHUNTING: FAQSby Dionisio R. Gil, Jr.

HUMAN CAPITAL AND RESOURCES

THE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC. 3


THE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC.(Founded 1902 - Incorporated 1920)

2nd Floor, Corinthian Plaza Building, Paseo de Roxas,Legaspi Village, Makati City 1229

Tels.: (632) 818 7911 to 13 • Fax: (632) 811 3081E-mail: [email protected]

Website: www.amchamphilippines.com

Bruce Winton, PresidentEbb Hinchliffe, Executive Director

THE AMERICAN CHAMBER FOUNDATION PHILIPPINES, INC.(Founded 1985)

Leonard Benjamin Development Center,4554 Casino corner Olivarez Street, Palanan, Makati CityTels.: (632) 834 0184; 551 8060 • Tel/Fax: (632) 834 1192

E-mail: [email protected]: www.amchamfoundation.com

Edwin D. Feist, PresidentDemetrio P. Salipsip, Jr., Executive Director

FILIPINO-AMERICAN MEMORIAL ENDOWMENT, INC. (Founded 1986)

c/o The American Chamber of Commerce of the Philippines, Inc.2nd Floor, Corinthian Plaza Building, Paseo de Roxas

Legaspi Village, Makati City 1229C.P.O. Box 2562, Makati City 1265

Tels.: (632) 818 7911 to 13 • Fax: (632) 811 3081E-mail: [email protected]

Website: www.filipino-americanmemorials.org

Lt. Col. Artemio Matibag, PresidentLeslie Ann Murray, Trustee

THE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC. (Mindanao Chapter-1988)

2nd Floor, Door 207-208, Don Cesareo, Villa-Abrille Building,Jacinto corner Juan Luna Streets, Davao City 8000

Mobile: 0916 876 7729 E-mail: [email protected] ; [email protected]

Atty. Leoncio P. Villa-Abrille, PresidentAnnie Quitay, Chapter Office Manager

AMERICAN DESK AT THE BOARD OF INVESTMENTS (Established 1992)

385 Sen. Gil Puyat Avenue, Makati CityTels.: (632) 895 8851; 895 3918 • Fax: (632) 896 2315

E-mails: [email protected] ; [email protected]

Ebb Hinchliffe - Director, American ChamberYves Aguilos - American Desk Specialist

THE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC. (Visayas Chapter-1987)

18th Floor, The Link, Cebu IT Park, Apas, Cebu City 6000Tels.: (032) 238 8922; 316 1093 • Fax: (032) 232 2373

Mobile: 0917 323 1972E-mails: [email protected] ; [email protected]

Jeff Minnick, PresidentBrenda D. Lisen, Chapter Office Manager

THE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC. (Central Luzon Chapter-2015)

Building 7294, C.M. Recto Avenue, Clark Freeport Zone, Pampanga, 2023Telefax: (632) 811 3081; Mobile: 0927 912 3248

E-mail: [email protected]

Dennis Wright, PresidentJoan-Eleanor Sabroso, Chapter Office Manager

2018 OFFICERS AND DIRECTORS

HONORARY CHAIRMAN H.E. SUNG Y. KIMUS AMBASSADOR TO THE PHILIPPINES

PRESIDENT BRUCE WINTON

1ST VICE PRESIDENT RICK SANTOS

2ND VICE PRESIDENT ROBERTO BATUNGBACAL

TREASURER HENRY T. PELAEZ

DIRECTORS JOCOT DE DIOSMARK LWIN

PHILIP SOLIVENVARINIA ELERO-TINGA

SHANKAR VISWANATHANJAMES WILKINS

MARIFE ZAMORA

DIRECTORS, EX-OFFICIOS GEORGE DRYSDALEDONALD FELBAUMROBERT M. SEARS

EXECUTIVE DIRECTOR EBB HINCHLIFFE

CORPORATE SECRETARY ATTY. AILEEN TOLOSA-LERMA

CHAIRMAN, DEMETRIO P. SALIPSIP, JR.AMCHAM FOUNDATIONRETIREMENT FUND

CORPORATE SPONSORS

AMCHAM CHAPTERS


AGRIBUSINESS

ENERGY & POWER

ENERGY EFFICIENCY


FINANCIAL SERVICES AND TAXES & TARIFF


HUMAN CAPITAL & RESOURCES

INFORMATION & COMMUNICATIONS TECHNOLOGY

INFRASTRUCTURE & LOGISTICS

INTELLECTUAL PROPERTY RIGHTS

LEGISLATIVE

MANUFACTURING

PHARMACEUTICAL

PROFESSIONAL WOMEN OF AMCHAM

OVERSEAS SECURITY ADVISORY COUNCIL / SDRG

TOURISM & HOSPITALITY

TRADE & INVESTMENT

AMCHAM STANDING COMMITTEES

PHILIP G. SOLIVEN / VARINIA ELERO-TINGA

FRANK THIEL / JOCOT DE DIOS

SAFDAR QURAESHI

JUN PALAFOX / JAMES DONOVAN

HENRY T. PELAEZ / ATTY. JULES RIEGO

DONALD FELBAUM

ERNIE CECILIA / GRACE SORONGON

DONALD FELBAUM / FRANK HOLZ

JAIME FAUSTINO / JOHN PETERSON

ATTY. DIVINA P.V. ILAS-PANGANIBAN, LL.M.ATTY. PRINCESS ASCALON

JOHN D. FORBES

ROBERTO BATUNGBACALSHANKAR VISWANATHAN

BRENT DENNING

ATTY. MELANIE LAGERAVARINIA ELERO-TINGA

SIMOUN UNG / PETE TROILO

ROBERT BLUME / FARID SCHOUCAIR

MARIO BISCOCHO

KV ROJAS

BEA BALDONADO

RAFAEL QUILALA

BEA BALDONADO

KV ROJAS

BEA BALDONADO

YVES AGUILOS

RAFAEL QUILALA

RAFAEL QUILALA

KV ROJAS

YVES AGUILOS

BEA BALDONADO

KV ROJAS

BEA BALDONADO

RAFAEL QUILALA

RAFAEL QUILALA

YVES AGUILOS

MEMBERSHIP

• KAPIHAN• WELCOME BREAKFAST• NETWORKING

PROVINCIAL CHAPTERS• CENTRAL LUZON• VISAYAS• MINDANAO

YOUNG PROFESSIONALS

PUBLICATIONS & COMMUNICATIONS

CORPORATE PARTNERS

ROLAND DELA CRUZ / CHRISTINE STEVENS

EBB HINCHLIFFE / LESLIE ANN MURRAY

EBB HINCHLIFFE

JOHN ANGELO TAN / SIMONE MARTINELLI

ERNIE CECILIAMANUEL R. GUILLERMO

EBB HINCHLIFFE

PAULINE SANTOS

PAULINE SANTOSPAULINE SANTOSKV ROJAS

PAULINE SANTOSJOAN SABROSOBRENDA LISENANNIE QUITAY

BEA BALDONADO

MIKHAIL BANZONEYA MARTINEZCHET GUEVARALESLIE ANN MURRAY

CHRISTINA WINTON

AMCHAM FOUNDATION

AMDESK AT THE BOI

BUSINESS LEADERSHIP PROGRAM (BLP)

FILIPINO-AMERICAN MEMORIAL ENDOWMENT (FAME)

THE ARANGKADA PHILIPPINES PROJECT (TAPP)

WASHINGTON RELATIONS / APCAC

EDWIN D. FEIST / JUN SALIPSIP

EBB HINCHLIFFE

JUN SALIPSIP / DAVID CALDWELL

LT. COL. ART MATIBAGLESLIE ANN MURRAY

JOHN D. FORBES

RICK SANTOS / GEORGE DRYSDALE

YVES AGUILOS

PINKY JAMILI

KV ROJAS

YVES AGUILOS

DIVINA COMBES

CHAIRMENCOMMITTEE INDUSTRY DEVELOPMENT SPECIALIST

INTERNAL

ACTIVITIES / ADVOCACY / AFFILIATE


IT'S CELEBRATION TIME AGAIN!

It is that time of year folks! "Happy New Year" can be a belated greeting for January 2018 - or an early wish for the upcoming Chinese New Year. For those who may not have been greeted already, AmCham Philippines wishes you all a Happy, Prosperous and Busy 2018. It is going to be another fantastic year!

The largest AmCham event of the year is held every February, when the General Membership Luncheon is transformed into "Honor Your Staff Day" (HYSD). (Formerly "Honor Your Secretary Day", but we all know it takes more than a super secretary to make a great organization- it really takes a great staff, behind a great secretary.)

Therefore, this February issue of the Business Journal is dedicated to highlighting the staff in an organization and the valuable contributions they individually make to the whole.

The annual HYSD event is a bit of consternation for the Executive Director of the Chamber. How does he honor his own staff on a day all of them are working so hard to honor the staffs of our members attending the event? (Just judging by the preparations, this years' HYSD appears it is going to be the best several years.)

I would like to take this opportunity to boast a bit about the staff at AmCham. Having worked for several multinational companies prior to joining the Chamber, it is amazing to notice the difference between a multinational Company (MNC) team and that of a non-profit team. During the hiring process it was noted that I had only worked for large companies and had no experience in managing a

non-profit. The hiring committee quickly stated that if one could manage a multinational then there would be no problem managing a non-profit and, in many ways, it is true. A "bottom line" is a "bottom line" no matter what.

However, it was quickly learned that when it comes to staffing and managing of staff, there is a difference.

The primary difference between the AmCham team and those working in a MNC environment is the passion one has to have to work at a non-profit like AmCham. There are no great benefit packages, high wages nor many growth opportunities. In addition to that, there is no single customer but instead about 800 external customers that deserve attention and assistance.

FROM THE EDITOR

EBB HINCHLIFFEEDITOR-IN-CHIEF

This creates a unique work culture and makes the hiring process interesting. Being a team player is a must. However, once on board and working in the Chamber's family style atmosphere, working at a non-profit usually turns into a truly amazing and heartwarming experience. Our staff goes home every day with the knowledge they helped someone and in some way helped create a job or two in the Philippines or in the USA.

Turnover is inevitable in any organization. However, it has been observed that the turnover at the Chamber typically comes from an employee having found a much better career opportunity and has the full blessing of the Executive Director. In fact they are encouraged to better themselves.

The Chamber is proud of our staff, past and present. The constant stream of former employees that stop by to say "Hello" is amazing. Not a week goes by without one or more paying a visit. We like to say "once a part of our family, always a part of the family."

A new member recently paid us a fantastic compliment. She said that she felt the warmth of the Organization from the time she opened the door until she exited it an hour later. I think that pretty much sums up what a great staff we have.

Should there be any doubts, just drop by for a cup of coffee the next time you are in the neighborhood and experience the AmCham warmth for yourself. You will be greeted by a truly dedicated team that is there to serve you. And do it with a smile on their face.

The staff at AmCham Philippines is truly world class. And we honor them – and yours! – again, at this year's HYSD!


COVER STORY

Every February, the American Chamber of Commerce of the Philippines (AMCHAM) celebrates "Honor Your Staff Day." It used to be called "Honor Your Secretary Day." Top executives bring their secretaries, executive assistants, or other key staff to the luncheon meeting devoted to giving praises to outstanding support staff. This is a simple motivational practice that goes a long way, perhaps much more than a �ve percent annual pay increase in salary, less taxes.

Unsung heroesOrganizations all over

the world have a system of valuing jobs. The managers and highly technical positions are at the uppermost parts of the organization's totem pole. The rank and �le and support staff positions are usually at the bottom. This is customary, as job evaluation systems measure the value contribution of the jobs and arrange them in a hierarchy. The higher the position is on the totem pole, the higher the pay for the position. Of course, progressive compensation systems allow for paying also

HONOR YOUR ORGANIZATION'S UNSUNG HEROES

BY ERNIE CECILIA, DPM

for the performance, the person, and the potential. But, the intrinsic value of the job, regardless of the jobholder, is the basis for the pay for the position. A clerk with a MBA degree will have a lower base pay than a Technical Supervisor who has not completed his college education.

In every organization all over the world, support staff members are one of the most underappreciated, if not unappreciated, groups. Yet, they perform a vital role in running a successful business. In a "Mom and Pop" organization, the owner is usually the Manager. The rest are support staff whose job descriptions practically read, "…. To perform such other tasks as may be assigned from time to time…"

LeadershipThis could be a misgiving

on my part. But, as a human resources (HR) practitioner, I have long stopped believing that "people per se are the most valuable assets of an organization." To me, it is leadership. The success and continuity of any organization

– business, non-pro�t, government, non-government organization (NGO), etc. – practically all depend on LEADERSHIP.

Good leadership is vital for developing a positive organizational culture that breeds success. The organization's leader creates the vision for the whole organization by taking a snapshot of the future that he or she wants. Then the leader creates a buy-in (or ownership) of that vision, so that all the people can be rallied to work together into making that vision a reality.

But what exactly makes for effective leadership? The most important thing for any leader is to understand that leaders alone cannot make the vision a reality. The job of a leader is to inspire his people so that everybody moves toward the same future. The leader must understand the importance of the organization's support staff.

SidekicksEven superheroes or extraordinary people whose

rare feats we honor today rely on support staff in order to succeed in saving the world.

On May 29, 1953, Sir. Edmund Percival Hillary, a New Zealand mountaineer, explorer and philanthropist, became the �rst man to have reached the summit of Mount Everest. He was not alone. He had a Nepalese Sherpa mountaineer, Tenzing Norgay, as his guide. Hillary and Norgay were part of the ninth British expedition to Mount Everest, led by John Hunt, with a party of some 300 people at various stages of the slope leading to the summit, and at several base camps below.

On May 20-21, 1927, Charles Lindbergh �ew the Spirit of St. Louis (Registration: N-X-211), a custom-built, single engine, single-seat monoplane. The feat was the �rst solo trans-Atlantic �ight from Long Island, New York to Paris, France. It earned Lindbergh the $25,000 Orteig Prize and a place in world history. It took Lindbergh 33 hours, 30 minutes to cover 3,600 miles. The plane was built by Ryan Airlines in San Diego, California, and the �ight project was

The most important thing for any leader is to understand that leaders alone cannot make the vision a reality. The job of a leader is to inspire his people so that everybody moves toward the same future. The leader must understand the importance of the organization's support staff.


COVER STORY

supported by several businessmen. While Lindbergh � ew solo, he was never alone in the endeavor.

The importance of staff support cannot be overemphasized. Even your favorite Superheroes have sidekicks. Superman has Jimmy Olsen, Superboy and Krypto. Batman has Robin (Dick Grayson), and don't forget Alfred the butler. Batwoman has Batgirl, the Owlman has Talon, and Deadpool has Bob. Captain America has Bucky and Falcon. Seriously, without Wernher Von Braun and the hundreds of NASA scientists of the Apollo program, Neil Armstrong would not have taken "one small step for a man, one giant leap for mankind."

Completed staff workIn the profession of management,

there is a principle known as "completed staff work." It means that subordinates are responsible for "submitting written recommendations to superiors in such a manner that the superior need do nothing further in the process than review the submitted document and indicate approval or disapproval." The job of a manager is to get things done through other people. (It sounds like patriotism is letting others die for your country.)

In completed staff work, the subordinate must identify the problem,

issue or concern that requires a decision by some higher authority. The subordinate does the research, fact-� nding, and analysis. He has not done his job until he has made a recommendation on the alternative courses of action that the manager should take.

This concept is of military origin. James Webb, Director of the Bureau of the Budget (1946-1949), attributes the Doctrine of Completed Staff Work to President Harry S. Truman. However, a memo written and circulated by Brigadier General George A. Rehm, executive of� cer for the G-3, Operations section, attributes the policy to General Douglas MacArthur's headquarters during World War II.

Value of the support staffIn order to understand the true

value of a company's support staff, look at the company's frontline staff – receptionist, security guard, contact center agent, etc. They are usually the � rst contact that a potential customer will meet. Perhaps, the frontline staff members do not realize the great intrinsic value of the perfunctory daily routine of their jobs. Like it or not, these support staff members create and shape the customer experience. Unbeknownst

to them, whether or not the customer would come back in the future is in their hands, or on their tongues.

Leaders must ensure that the support staff members understand the importance of their job, and make them feel proud about their contribution, no matter how small compared to the magnitude of the organization's vision and mission. magnitude of the organization's vision

About the Author:

Ernie Cecilia, DPM, is a regular contributor to the AmCham Business Journal. Mr. Cecilia is the Chair of the AmCham Human

Capital Committee and also Chair of the AmCham Publications Committee.

Booz Allen Hamilton Mr. Lewis Harris Country Manager / Senior Associate

NATIONAL CAPITAL REGION

VISAYAS

KKR CO. Mr. David Katz Director Asia Public Affairs

Children's Hour Foundation Ms. Geenette Garcia Executive Director

NEW AMCHAM MEMBERS

Phil Pacific Insurance Mr. Juan Baranda Senior Vice President

CENTRAL LUZON

Asian Institute of Management Mr. Terry Alan Farris Chief Operating Officer

MEMBERSHIP NEWS

Springday Pty Ltd. Ms. Georgina Drury Founder & CEO

Please see page 38 for his monthly "Business of Business" article.

Site Group Holdings Mr. Brett Kenette Mcphee General Manager


PHILIPPINE VETERANS BANK TURNS OVER CHECK FOR RESTORATION OF HISTORICAL MARKERS

BY MIKE VILLA-REAL

Often disregarded by travelers and motorists who are unaware of their intrinsic historical value, there are 138 Bataan Death March historical markers that follow the path of the infamous Bataan Death March through Bataan, Pampanga, and Tarlac. These markers often suffer neglect through �oods, road works or vehicle accidents. They commemorate an infamous event of 76 years ago, but suffer neglect and are largely unrecognized for their historical signi�cance.

In order that future generations will be aware of the sacrifice these markers

represent - the bravery of their fathers, uncles, brothers, mothers, sisters, aunts, - it is with profound thanks to the Philippine Veterans Bank and its partners that these markers, placed by the Filipino-American Memorial Endowment 18 years ago, will be restored to their former glory.

Proceeds of the annual Bataan Freedom Run 2017 and Mariveles-San Fernando-Capas Freedom Trail 2017 - amounting to over ₱500,000 - was recently turned over to the Filipino-American Memorial Endowment, Inc. (FAME), a non-stock and non-profit organization, affiliated with

the American Chamber of Commerce of the Philippines. F.A.M.E. perseveres to keep the legacy of World War II veterans alive through meaningful projects such as the restoration of historical markers and memorials in the Philippines.

No less than PVB Chairman and CEO Roberto De Ocampo, OBE, handed the ceremonial check to Mr. Robert Hudson, Vice-President of FAME during the launch of the 2018 iterations of the Bataan Freedom Run and the Freedom Trail during the Pandesal Forum at Kamuning Bakery in Quezon City.

Proceeds from this year's Bataan Freedom Run (to be held April 7), and Freedom Trail (to be held March 24–25) will once again be used for the continued upkeep of historical markers along the Bataan Death March route. (Please see www.bataanfreedomrun.com; for more information on these historical commemorative events.)

The Bataan Freedom Run, organized by Without Limits, is presented by the Philippine Veterans Bank (PVB) in partnership with the Philippine Veterans Affairs Office (PVAO), and the Provincial Government of Bataan.

On the other hand, the Freedom Trail, also presented by PVB and organized by Without Limits, is also in partnership with PVAO, Capas Freedom March, and the Provincial Governments of Bataan, Pampanga and Tarlac.

To register and find out more about the Bataan Freedom Run and the Mariveles-San Fernando-Capas Freedom Trail, please visit www.bataanfreedomrun.com. Online registration started January 22, 2018.

For more information on F.A.M.E. please www.filipino-americanmemorials.org

For any questions or clarifications, please call:Mike Villa-RealVice-President for Corporate & consumer Relations DivisionTel.: (02) 830-2274 ; (02) 9021600 loc.1670Email: [email protected]

Photos shows (L-R) Pandesal Forum's Wilson Flores, PVAO Administrator Lt. Gen. Ernesto Carolina, historian Jose Antonio Custodio, F.A.M.E.'s Bob Hudson, PVB Chairman Bobby De Ocampo, Bataan Governor Albert Garcia, and PVB President and COO Nonilo Cruz during the turnover ceremony.

F.A.M.E. NEWS


F.A.M.E. NEWS

COULD MANILA HAVE BEEN SPARED?BY BENITO LEGARDA, JR., PHD

In commemoration of the 73rd anniversary of the Battle of Manila (February 3

– March 3) we invited one of the survivors of this epic battle and a recognized

historian, Dr. Benito Legarda, Jr., to contribute an essay on the topic. How

could this 300 year old city have been saved by the enemy and not be

historically noted as the "second most damaged Allied city of WWII" – with

the loss of over 100,000 civilian lives as well? There are precedents...

With the approach of the fateful month of February, the month of the destructive battle for Manila in 1945, a Facebook post raises the question: Could Manila have been spared of its terrible fate? In the three months or so after MacArthur's landing in Leyte, would it have been possible to negotiate such a deal? The examples of Paris and Florence are mentioned.

In addressing the question, it must be shown that the European cities were really saved by negotiation, and that - in the Philippine case - there were no actual negotiations with the Japanese, and what the Japanese military objectives really were.

Paris was spared not by negotiation but actually by the German commanding general disobeying Hitler's order to burn the city. For this he was ostracized later by his peers.

In the case of Florence there was no plan to destroy the city. The focus was the crossing of the Arno River, and in particular the historic and picturesque Ponte Vecchio, with stores and residences built on it. To spare it, the German command required that the buildings at the northern approach be demolished, to allow a clear field of fire to meet anyone crossing the bridge.

In the case of Manila, there were some actual negotiations. Filipino occupation officials, according to the memoirs of Philip Buencamino, pleaded with the overall Japanese commander, Gen. Tomoyuki Yamashita, to declare Manila an open city, as MacArthur had done in December 1941. They prepared the relevant orders, but Yamashita rejected the plea.

What rational military logic was there in converting Manila into a battleground: to inflict American casualties? But the Americans lost only about 1000 dead and 5000 wounded, while the Japanese lost their 16,000 Manila garrisons. It was the 100,000 non-combatant civilians who were the principal victims, with 300 years of heritage and history left in ruins.

Were the Japanese trying to deprive the Americans of the port facilities? The way to do that would have been to do what the USAFFE (US Armed Forces Far East) did for four months in 1942 – block the entrance to Manila Bay.

This would have meant fighting the Battle of Bataan over again, with the roles reversed. The Japanese would have lost but, would have achieved some delay. But the Japanese hardly put up any resistance there. Corregidor was taken while the battle for Manila raged. When it was over, American ships could sail into the harbor freely.

There was no rational military objective to do battle in urban Manila. Prof. Jose Antonio Custodio suggests that it was done as an act of dominance, like the Rape of Nanjing. But the Nanjing tragedy was done when Japan was in its initial victorious phase, while Manila's destruction happened when Japan was already on the verge of defeat.

It could hardly have been sheer vengeance for valiant Filipino resistance because even neutrals like Swiss and Spanish residents were also killed. After the war the Japanese government had to pay them indemnity.

Manila could not have been spared; it was ruined by Japanese military viciousness.

What did Yamashita accomplish in the February operations around Manila Bay? He failed to inflict serious losses on the Americans, he failed to deny access to the port facilities of Manila, and he caused his government serious diplomatic embarrassment by allowing his troops to massacre hundreds of neutral nationals, for which Japan had to pay indemnity.

Some writers regard Yamashita as an able military commander, but his actions in Manila were those of a fumbling fool.

About the AuthorDr. Benito Legarda, Jr. PhD is a well-known historian and journalist and has published several books on Philippine History. He is a survivor of the Battle of Manila and witnessed first-hand much of the destruction of the city.

This article originally appeared in the Philippine Daily Inquirer (PDI) of January 22, 2018 and is reprinted with permission of the PDI and the author.

After Warsaw, Poland, Manila was the second most damaged Allied city of WWII.Photo source: American Historical Collection, Ateneo de Manila University


FEATURE

Read more on page 16

YEAR OF THE DOG

2018 is the Year of the Dog according to Chinese zodiac. This is a Year of Earth Dog, starting from the 2018 Chinese New Year on February 16 and lasting to 2019 Lunar New Year's Eve on February 4.

Dog is the eleventh in the 12-year cycle of Chinese zodiac sign. The Years of the Dog include 1922, 1934, 1946, 1958, 1970, 1982, 1994, 2006, 2018, 2030, 2042...

Dog is man's good friend who can understand the human's spirit and obey its master, whether he is wealthy or not. The Chinese regard it as an auspicious animal. If a dog happens to come to a house, it symbolizes the coming of fortune. The invincible God Erlang in Chinese legend used a loyal wolfhound to help him capture monsters.

Earthly Branch of Birth Year: XuWu Xing (The Five Elements): Tu (Earth)Yin Yang: Yang

Years of the Dog

January 28, 1922 - February 15, 1923 February 14, 1934 - February 3, 1935February 2, 1946 - January 21, 1947 February 18, 1958 - February 7, 1959February 6, 1970 - January 26, 1971 January 25, 1982 - February 12, 1983February 10, 1994 - January 30, 1995 January 29, 2006- February 17, 2007February 16, 2018 - February 4, 2019 February 3, 2030 - January 22, 2031January 22, 2042 - February 9, 2043 February 8, 2054 - January 27, 2055

Lucky Signs for People Born in Dog Year:• Lucky Numbers: 3, 4, 9• Lucky Colors: Green, Red, Purple• Lucky Flowers: Rose, Oncidium,

Cymbidium Orchids• Lucky Directions: East, Southeast,

South

Things Should be Avoided:• Unlucky Numbers: 1, 6, 7• Unlucky Colors: Blue, White,

Golden• Unlucky Direction: North, West

Personality of the DogPeople born in the Year of the Dog

are usually independent, sincere, loyal and decisive according to Chinese zodiac analysis. They are not afraid

FILIPINO-AMERICAN MEMORIAL ENDOWMENT

AFFILIATE OF THE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC.DEDICATED TO THE PRESERVATION OF WWII HISTORY

www.filipino-americanmemorials.org

of difficulties in daily life. These shining characteristics make them have harmonious relationship with people around. • Strengths: Valiant, loyal, responsible,

clever, courageous, lively• Weaknesses: Sensitive, conservative,

stubborn, emotional

Love Compatibility of the Dog• Best Matches: Rabbit

They are born to be a perfect match. Similar personality traits and common hobbies add much fun to their love relationship. They can understand each other and face difficulties with enough patience.

• Bad Matches: Dragon, Sheep, RoosterDifferent sense of worth cause many conflicts in their daily life. Both of them are not willing to share inner true feelings. The lack of effective communication and trust won't bring a happy and relaxing marriage life.

Fortune in 2018The year of 2018 is the Zodiac Year

of Birth (Ben Ming Nian) for Dog people. In general, people with Chinese zodiac Dog sign will have a year full of challenges. Their career may face changes. The financial condition will be not as good as last year. Failed investments may lead to the unbalance of income and expenses. Most of them need to make great efforts and adapt for a long time. During the Year of Dog, they may suffer from sub-healthy body condition. Even though they feel exhausted because of the high pressure from work, they should balance well their health condition and career.


FEATURE

www.amchamphilippines.com

Continuation of Year of the Dog

Dog's Personality by Western Astrology Signs

People with Chinese zodiac sign "Dog" have various personality traits based on the twelve western astrological signs, like genuine Aries, assiduous Taurus, attentive Gemini, romantic Cancer, loyal Leo, decisive Virgo, creative Libra, kind Scorpio, honest Sagittarius, prudent Capricorn, energetic Aquarius and wise Pisces.

Dog's Personality by Blood Types• Blood Type O: They are brave,

clever, honest and optimistic. Outstanding work abilities and good

tempers make them achieve a lot in early and middle lives.

• Blood Type A: Helping otherswith all efforts is their biggest virtue. Extensive and stable interpersonal relationship can provide much necessary help to their career.

• Blood Type B: They always try toachieve success by their own efforts. Honesty and optimism are their shining points.

• Blood Type AB: With high self-control and prudence in their nature, they always obtain bosses' recognition in early and middle ages.

Which Type of 'Dog' Are You?Combining the 12-zodiac cycle and the 5-element cycle, people show diverse

traits and horoscope. See what kind of Dogs you are.

Types

Wood Dog

Fire Dog

Earth Dog

Metal Dog

Water Dog

Years of Birth

1934, 1994

1946, 2006

1958, 2018

1910, 1970

1922, 1982

Personality Traits

Honest, reliable, considerate, having a strong feeling for justice.

Kind-hearted, cautious, working in a down-to-earth way.

Persistent, meticulously attentive, with good fortune in wealth.

Conservative, accommodating, strong sense of self-respect.

Foresighted, responsible, but some self-centered.

SOURCE: WWW.TRAVELCHINAGUIDE.COM/INTRO/SOCIAL_CUSTOMS/ZODIAC/DOG.HTM



WHY ADOPTING A COMMUNITY IS KEY TO SUSTAINABILITY

SUBMITTED BY TEAM ASIA

Corporate social responsibility as we know it is quickly evolving, and for the better. Companies are intentionally going beyond philanthropy and are moving into sustainable community development. As we enter into what social entrepreneur Wayne Visser calls the Age of Responsibility or CSR 2.0, people are becoming more aware of social issues and are now looking up to organizations with economic capacity to make a real and lasting impact to underprivileged communities. This is the vision of My Dream in a Shoebox.

An educational movement spearheaded by the IT and Business Process Association of the Philippines (IBPAP) and integrated marketing communications firm TeamAsia, My Dream in a Shoebox aims to equip children from impoverished communities with the school supplies needed to pursue their studies. Committed to making a substantive impact, My Dream in a Shoebox believes in the importance of growing with a community and leading them to attainable progress, especially when it comes to equipping the next generation leaders and professionals through education.

In 2013, My Dream in a Shoebox adopted the Payatas Orione Foundation, Inc. (PAOFI) as one of its primary communities. The establishment of PAOFI in the country was inspired by the ideals of St. Luigi Orione who served for the education of the children of the working class throughout his life. Currently, PAOFI selects hardworking indigent students from Quezon City and Lucena City and supports all their educational needs.

Last year, My Dream in a Shoebox gave out school supplies and donated cash for the development of PAOFI's training facilities. To date, it has provided more than 10,000 shoeboxes and around 500,000 pesos for the education of the children in PAOFI.

"Every year we witness our scholars become inspired to study harder because of the stimulating environment kindled by the school supplies and facilities provided by My Dream in a Shoebox. It is evident that they show their thankfulness by becoming more responsible in all areas of life, especially in regards to their studies," said Father Martin Mroz, PAOFI Executive Director.

Through the help of My Dream in a Shoebox, PAOFI was able to purchase computers, tables, chairs, fans, and sinks; and repaint and fortify rooms to become safer and more conducive for learning.

"Long-term partnerships allow our scholars to grow firmly. It enables sustainable growth and it allows us to plan the development of our organization ahead of time," he concluded.

After supporting PAOFI for the past five years, My Dream in a Shoebox remains steadfast in their commitment to partner with the organization in empowering children to pursue their lives' fullest potential. In the coming years, PAOFI aims to extend their reach by increasing their number of scholars from 590 to 1,000 by 2020. They are also planning to build a three-story tutorial center in Payatas City and a gym in Lucena City.

On the other hand, My Dream in a Shoebox is looking forward to adding to its adopted communities this 2018, especially through its partnership with the Yellow Boat of Hope Foundation. Aside from PAOFI, My Dream in a Shoebox has also been consistently supporting the Ascension of Our Lord Parish in Parañaque, San Pedro Calungsod Parish in Muntinlupa, and the S.O.S Children's Village. It has also reached out to multiple remote communities including the villages of the Mangyan in Occidental Mindoro, Aetas in Pampanga, and Dumagat in Bulacan.

"It is a joy to witness our adopted communities growing with us. This has been our vision since the onset of the campaign, and we are thrilled to equip more next generation leaders in the years to come," Monette Iturralde-Hamlin, TeamAsia President said.

Visit www.teamasia.com/shoeboxcampaign today to know how you can support the education of underprivileged Filipino kids.

Media Contact:Dezza B. Castilla TeamAsia [email protected] | 0917 846 7804

"Every year we witness our scholars become inspired to study harder because of the stimulating environment kindled by the school supplies and facilities provided by My Dream in a Shoebox. It is evident that they show their thankfulness by becoming more responsible in all areas of life, especially in regards to their studies," — Father Martin Mroz, PAOFI Executive Director


P&G FUELS MSME DEVELOPMENT;launches 'Angat Kita' Program

SUBMITTED BY P&G

Procter & Gamble (P&G), in partnership with the Department of Trade and Industry (DTI), has launched the pilot of "Angat Kita", a micro-entrepreneur development program that aims to equip existing sari-sari store owners with

Procter & Gamble (P&G) Philippines, in partnership with the Department of Trade and Industry (DTI), recently launched ‘Angat Kita’, a micro-entrepreneur development program that aims to uplift the lives of sari-sari store owners by equipping them with necessary entrepreneurial knowledge and skills to help them generate more income.

Procter & Gamble (P&G) General Manager, Shankar Viswanathan shares to the Angat Kita pilot participants the signifi cant role micro, small and medium enterprises (MSMEs) play in the growth of the Philippine economy.

The pilot session of Angat Kita, held at Mandaluyong City, was participated by over 50 sari-sari store owners mostly comprised of mothers.

Procter & Gamble Philippines (P&G) General Manager, Shankar Viswanathan presents a partnership token to DTI Undersecretary for Regional Operations Group, Zenaida Cuison Maglaya to reaffi rm the company's commitment to grow the MSME sector in the country.

Procter & Gamble Philippines (P&G) General Manager, Shankar Viswanathan, and DTI Undersecretary for Regional Operations Group, Zenaida Cuison Maglayaare joined by City Business Permits and Licensing Department Chief for Mandaluyong City, Catherine De Leon Arce during the Angat Kita pilot session at Mandaluyong City.

entrepreneurial knowledge, skills, and best practices to improve and grow their business.

P&G has developed the "Angat Kita" program as a continuation of the company's advocacy to support the development of local micro, small, and medium enterprises (MSMEs). In previous

years, P&G spearheaded the rehabilitation of over 4,000 public market stalls, kiosks, and sari-sari stores devastated by Typhoon Yolanda (Haiyan) to help them regain their livelihood back. P&G also hosted an MSME Leadership College during the Philippines' hosting of APEC in September 2015.

'Angat Kita', which directly translates to "increasing profit" and "uplifting you", aims to help sari-sari store owners realize their full potential to grow their income, sustain livelihood and ultimately uplift their current status.

"Procter & Gamble believes that fostering MSME development is a prerequisite in achieving and sustaining broad-based socio-economic growth. P&G Philippines is proud to have launched its first Angat Kita Session here in Mandaluyong City. In the succeeding months, we aim to roll out in four other cities, touching and improving the lives of 1,000 micro-entrepreneurs," says P&G Philippines General Manager Shankar Viswanathan.

Fueling the Growth of the MSME sector with DTI.

Over 50 sari-sari store owners from Mandaluyong City attended the pilot session of Angat Kita. P&G Philippines Consumer Insights Manager Daryl del Rosario, P&G Philippines Customer Logistics

Manager Sean Quinto, and P&G Philippines Finance Manager Kimberly Hung conducted the trainings that cover some of the best entrepreneurial practices.

Participants learned concepts such as Merchandising, Book Keeping, Inventory Management, Finance and Pricing to make them more competitive micro-entrepreneurs, and received insights to provide better customer service and innovative ideas to help sari-sari store owners grow their income.

After graduating the program, all sari-sari store owner participants received seed capital in the form of starter kit packs worth ₱2,500 of P&G's best and fastest moving products such as Safeguard, Head & Shoulders, Pantene, Whisper, Joy, Downy, and Pampers. This aims to help them practice what they have learned and increase the size of their business.

"Launching Angat Kita reaffirms the company's commitment to developing MSMEs in the country. To further illustrate our commitment, we will also be holding the second run of the P&G MSME Leadership College on the sidelines of the ASEAN Summit in November this year," says Viswanathan.

Apart from the training, the micro-entrepreneurs also became acquainted with their local Negosyo Centers, and learned about the different services offered therein from business registration, and trainings to help them be better micro-entrepreneurs. Negosyo Center business counselors from the participating pilot cities also joined the session as a preview to a more extensive training for the roll-out of the program.

Sari-sari store owners who are interested to learn more about the program from the five participating pilot cities may visit their respective Negosyo Centers and inquire about the program. Centers and inquire about the program.

Please visit www.pg.com/en_PH for the latest news.

Media Contact:

Procter & Gamble (P&G) PhilippinesMs. Anna [email protected] Bulb Public Relations

Mr. Macky del [email protected]+639177193583


FORD NO AD YET


THE TRAIN


THE TAX REFORM FOR ACCELERATION AND INCLUSION LAW (TRAIN)

THE TRAIN


AMCHAM ROUNDUP

WHAT1. GET TO KNOW YOUR CHAMBER MORE

2. URBAN PLANNING DEVELOPMENT IN THE VISAYAS REGION

AMCHAM VISAYAS CHAPTER GENERAL MEMBERSHIP LAUNCHEON MEETING

WHERESIKATUNA ROOM, BAI HOTEL CEBU, CEBU CITY

WHENJANUARY 25, 2018 | 06:00 PM - 08:00 PM

SPEAKERS1. MR. EBB HINCHLIFFE

AMCHAM EXECUTIVE DIRECTOR

2. ARCH. FELINO "JUN" A. PALAFOX, JR.PRINCIPAL ARCHITECT - URBAN PLANNERPRESIDENT - PALAFOX ARCHITECTURE GROUP, INC.

WHATAMCHAM VISAYAS TOURISM & HOSPITALITY COMMITEE MEETING

AMCHAM VISAYAS CHAPTER

WHERESULAYMAN 1, BAI HOTEL CEBU, CEBU CITY


SPEAKERMR. SHALIMAR H. TAMANODOT-VII REGIONAL DIRECTOR


AMCHAM ROUNDUP

WHATTRAIN ACT (PACKAGE 1): AMCHAM CENTRAL LUZON GENERAL MEMBERSHIP LUNCHEON MEETING

AMCHAM CENTRAL LUZON CHAPTER

WHEREROYCE HOTEL, PAMPANGA CITY


SPEAKERASSISTANT SEC. MARK JOVENDEPARTMENT OF FINANCE

WHATTHE ROLE OF MINDANAO IN NATIONAL DEVELOPMENT

AMCHAM MINDANAO CHAPTER

WHEREMARCO POLO DAVAO, DAVAO CITY

WHENFEBRUARY 08, 2018 | 12:00 PM - 02:00 PM

SPEAKERSEC. ERNESTO PERNIA PH.DSECRETARY OF SOCIO-ECONOMIC PLANNING, NATIONAL ECONOMIC DEV'T AUTHORITY


AMCHAM ROUNDUP

WHATPRACTICAL STRATEGIES FOR ENFORCINGIP RIGHTS IN E-COMMERCE

INTELLECTUAL PROPERTY RIGHTS COMMITTEE

WHERE5F KMC SOLUTIONS, INC., MAKATI CITY


SPEAKERPROF. DORIS ESTELLE LONGAMERICAN EXPERT ON INTERNATIONAL INTELLECTUAL PROPERTY LAWJOHN MARSHALL LAW SCHOOL

WHATNAFTA NETWORKING NIGHT

AMCHAM NETWORKING NIGHT

WHERETOWER CLUB, MAKATI CITY



AMCHAM ROUNDUP

WHATFUTURE READINESS: 5 KEYS TO UNLEASHING TALENT & INNOVATION

YOUNG PROFESSIONALS COMMITTEE

WHEREMAKATI DIAMOND RESIDENCES, MAKATI CITY


SPEAKERMR. JOHN RYANPRESIDENT & CEOCENTER FOR CREATIVE LEADERSHIP

SPONSORED BY

WHATAMCHAM VISAYAS LUNCH INTERACTION WITH US EMBASSY OFFICIALS

AMCHAM VISAYAS CHAPTER

WHERE19/F SAVVYSHERPA ASIA, INC.

WHENFEBRUARY 06, 2018

SPECIAL GUESTS1. MR. MICHAEL S. KLECHESKI

DEPUTY CHIEF OF MISSIONS OF THE US EMBASSY IN MANILA

2. MS. TRACY MUSACCHIOUS CONSULAR SECTION

3. MR. GLENN LOOPUS CONSULAR AGENT IN CEBU

AMCHAM VISAYAS BOARD MEMBERS1. MR. JEFF MINNICK

DIRECTOR OF RESEARCH AND DEVELOPMENT, LEXMARK R&D CORP.

2. MR. ZAIDEVIC ZAFRAGENERAL MANAGER, SAVVYSHERPA ASIA, INC.

3. MR. WILSON NGPRESIDENT, NGKHAI DEVELOPMENT CORPORATION

4. MR. ROGER LIMPRESIDENT, RQLIM RESOURCES, INC

5. MR. BUGGY AYOVIS-MIN AREA MANAGER, 3M PHILS

6. MR. JAKE MARQUESPRESIDENT, GACPHIL

7. MS. JENNY BARTEMANAGER, STA FE RELOCATION SERVICES

SPECIAL THANKS TO VP ZAIDE ZAFRA AND HIS TEAM FROM SAVVYSHERPA ASIA, INC. FOR THE VENUE.



STRENGTHENED COLLABORATION FOR THE TAÑON STRAIT

SUBMITTED BY OCEANA PHILIPPINES

Government agencies including local chief executives, �sherfolk and nonpro�t organizations promised to strengthen their collaboration in protecting the Tañon Strait from illegal and destructive �shing.

About 288,000 small-scale fishers rely on the area for sustenance,

but competition from commercial fishers who illegally enter the Strait, plus destructive fishing methods used by small-scale fishers, have led to an overall decline in productivity. From an average of five kilos of fish per trip, yields

have plummeted to two kilos – and many fisherfolk households earn less than ₱100 daily.

"No Filipino should go hungry in his native land. I believe we can achieve this if we protect our coastal and marine resources," says Negros Occidental Governor Alfredo Marañon.

Declared a protected area in 1998, the Tañon Strait is a 161-kilometer long channel separating the Islands of Cebu and Negros, famed not only for being a rich fishing area, but as a tourist destination. In the channel lie popular tourist sites such as Bantayan Isle, Malapascua, Moalboal, the Mantalip Sandbar and Bais, where whales and dolphins abound.

Encompassing three provinces, 42 coastal towns and cities, plus nearly 300 barangays, overlapping mandates have led to largely inconsistent policies in conserving the area. Since 2015, the Protected Area Management Board and its Executive Committee worked hand-in-hand with Site Management Units, the Protected Area Office, plus various stakeholders from the government, private sector and civil society for improved conservation measures. They are now guided by an approved management plan and enforcement plan for the sustainable management of the Tañon Strait.

Last week, the Department of Environment and Natural Resources convened the 2nd Enforcement Summit, in partnership with Oceana, in Cebu City. Government agencies and local governments worked closely with nonprofit organizations and community champions to review the state of enforcement in the Strait over the past year while identifying solutions to current challenges, especially illegal and destructive fishing.

"Despite its status as a protected seascape, the Tañon Strait still faces illicit activities, destroying its ecological integrity and depriving fishermen of their rightful catch. Only through our continued strong collaboration can the fisheries of the Tañon Strait continue to thrive," emphasizes Bureau of Fisheries and Aquatic Resources National Director and Fisheries Undersecretary Eduardo Gongona. He pledged to add more patrol vessels in the area to fight illegal, unreported and unregulated fishing.

A recent Social Weather Stations survey commissioned by Oceana found that illegal and destructive fishing is the most seriously-perceived threat to the oceans, next to pollution.

"We have apprehended 656 suspects and over 2000 explosives from January to November this year alone," notes Police Regional Office 7 Director Chief Superintendent Jose Mario Espino. The fight against illegal fishing is high in the priority list of the Philippine National Police.

Oceana and its allies reiterated the need for stronger law enforcement to guard the northern and southern entrances or 'gates' of the Tañon Strait, while requiring all vessels to comply with the legal directive to install Vessel Monitoring Measures for fishing transparency and safety-at-sea. Vessel monitoring allows for land-based monitoring of all vessels, ensuring they stay in designated fishing zones, while acting as a safeguard in case boats run into accidents.

Homemade bombs used to kill and collect fish. Though punishable by law, dynamite fishing is still widely practiced in the Philippines. Oceana works to stop illegal and destructive fishing nationwide. (BFAR Region 1)

"No Filipino should go hungry in his native land. I believe we can achieve this if we protect our coastal and marine resources."— Negros Occidental Governor Alfredo Marañon

TYPE HERE

THE AMERICAN CHAMBER OF COMMERCE OF THE PHILIPPINES, INC. 31 AMCHAM, ASIS, INTELLENET and CII

Corporate Investigations• Due Diligence• Litigation Support• Asset Tracing• Background Investigations• Criminal Record Checks

Security ConsultingSecurity Consultingwith Special Emphasis on EnergyAgricultural and Mining Sectorsin Mindanao

• Political/Security Risk Assesments• Counterinsurgency Collections• Crisis Management & Security Surveys

Participants of the 2nd EnforcementSummit vowed to better protect the Tañon Strait via enhanced collaboration and enforcement. (Oceana Philippines)

"The Tañon Strait is an important traditional source of fish for millions of Filipinos. Doing the right thing for Tañon paves the way for the sustainable use and management of our fisheries to address food security concerns."— Oceana Philippines Vice President Atty. Gloria Estenzo Ramos

Adds Cebu Governor Hilario Davide III, "We still have a long way to go but we need to continue finding ways to improve our enforcement efforts. We shall continue to work together as a team, where everyone has a stake not just to benefit responsibly from our natural resources but to manage it such that our future generations will have sustainable coastal and marine resources."

The enforcement summit concluded with an announcement from Park Superintendent Prospero Lendio that the Tañon Strait Protected Area Office has an approved allotment of ₱1M of their ₱8.7M budget for 2018 for seaborne patrols and enforcement activities. Participants all pledged to work together to protect the Strait.

"The Tañon Strait is an important traditional source of fish for millions of Filipinos. Doing the right thing for Tañon paves the way for the sustainable use and management of our fisheries to address food security concerns," concludes

Oceana Philippines Vice President Atty. Gloria Estenzo Ramos.

For More Information:

Mr. Gregg YanCommunications Director, Oceana PhilippinesMobile: 0917 833 4734E-mail: [email protected] Facebook:www.facebook.com/oceana.philippinesTwitter: @Oceana_PhInstagram: @oceanaphilippines

Mr. Danny OcampoCampaigns Manager, Oceana PhilippinesE-mail: [email protected] Facebook:www.facebook.com/oceana.philippinesTwitter: @Oceana_PhInstagram: @oceanaphilippines


For inquiries and more information on the Environment and Urban Development committee, please contact AmCham's Industry Development Specialist Ms. Bea Baldonado at [email protected] or call (02) 818-7911 loc. 203.



DO YOUR CHILD'S EYES TURN INWARD OR OUTWARD?

BY CHARIZZE HENSON

Strabismus is an eye condition in which the eyes are not aligned properly. One or both eyes may turn inward (cross-eyed), outward (wall-eyed), focus upward (hypertropia) or downward (hypotropia). This condition of eye turning may be permanent, or it may be intermittent.

According to Asian Eye Pediatric Ophthalmologist, Adult Strabismus and Cataract Specialist Dr. Norman Fajardo, strabismus is usually associated with defective nerve system and eye muscle coordination. "Each eye has six external muscles that control the eye position and movement. These muscles must work together, so both eyes can focus on a single target."

"Each eye sees from a slightly different angle, which means there are two different images that are sent to the brain. The brain then merges these images into one. When a person has strabismus, the eyes don’t work together and results in double vision. Because of this, the young brain suppresses the image from one eye, leading to a serious eye condition called amblyopia or 'lazy eye'," he adds.

Genetics may play a role in the development of strabismus. He says, "This means, if you have it, your family members are at greater risk of suffering from this

condition. Although it can develop in adults, it is more common among children, especially those with disorders that may affect the brain like cerebral palsy, down syndrome and prematurity. In some cases, it may be caused by severe farsightedness, cataracts or an eye injury."

The good news is that there are now several treatment options to improve alignment of the eye and restore binocular vision. Depending on the cause and extent of the condition, some may be prescribed to wear eyeglasses; use prism lenses; undergo orthoptics exercises or have eye muscle surgery. Often, those who have had surgery may need orthoptics exercises.

"Early detection and treatment of strabismus is essential for full visual development," shares Dr. Fajardo, "An eye exam with a pediatricophthalmologist or pediatricoptometrist may be done at least once a year. We urge parents to get their children's eyes checked if they notice their children who struggle in school may be having diffi culties because of an undiagnosed eye problem."

Children with strabismus will not simply outgrow the condition. He clari� es, "The condition may only get worse if the patient does

not seek treatment. It may also affect their self esteem and create problems in socializing with other people." esteem and create problems in socializing with

Our sincere thanks to Asian Eye Institute for sharing this article which originally appeared in the publication Lopezlink.

About Asian Eye Institute

Asian Eye Institute is located at Phinma Plaza, Rockwell Center and has satellite clinics in TriNoma, MoA and Commercenter Alabang. For more information, call (632) 898-2020 or [email protected].

Dr. Norman FajardoPediatric Ophthalmologist, Adult Strabismus and Cataract SpecialistAsian Eye Institute

For inquiries and more information on the Environment and Urban Development committee, please contact AmCham's Industry Development Specialist Ms. Bea Baldonado at [email protected] or call (02) 818-7911 local 203.



Read more on page 36

HEADHUNTING: FAQSBY DIONISIO R. GIL, JR.

Background:The headhunting or

executive search industry has experienced exponential growth over the past 10 years, driven mostly by the growth of BPOs and Call Centers. There are now 70+ search firms of which no more than 20% are SEC-registered. The rest are fly-by-night outfits and cannot be accredited as professional and ethical search firms.

This FAQs are intended to help both client companies and executive talents understand how best to deal with executive search firms.1. What is executive search?

Executive Search is methodical process in identifying high caliber executives who are deemed suitable for specific positions as well as "culturally-fit" for the client.

The client company in need of an executive talent appoints an Executive Search firm whose processes include fully understanding the client's requirements, the culture of the company, expectations of the "boss-to-be", challenges of the job and career track.

The core process is a thorough and exhaustive "talent market research" to surface qualified candidates. Face-to-face interviews are conducted and assessments of qualified candidates made. The best 3 or 4 candidates are then endorsed to the client.

As a value add, the Executive Search firm conducts discreet due diligence or reference checks on the chosen candidate to ensure that the information shared on the CVs and during interviews are true.

These reference checks will likewise cover strengths and areas for improvements which clients find useful in managing its career and

talent development program.

The above mentioned process takes about 4 weeks to complete.

2. How does executivesearch get started?Executive search is initiated by the Client company by appointing a reputable, reliable and ethical search firm which the Client company can entrust with confidential information.

3. With the advent ofsocial networking media such as Linkedin, why should companies still engage the services of search firms and pay professional fees? Linkedin is useful in scanning the talent market for mid-level positions. However, it has its own limitations.

One major limitation is that most senior executives cannot be found in Linkedin for the simple reason that these executives do not want to openly advertise themselves.

The other limitation is that the core process involving a thorough and exhaustive "talent market research", screening, interviews, assessments and due diligence cannot be done through LinkedIn.

4. As an executive talent,how much do I have to pay to an executive search firm for their services in finding me a job? You have no financial obligation to the search firm. This is because the executive search process is initiated by the Client company. The client pays for the services of the search firm.

5. How can I ensure the confidentiality of my

papers? I am presently employed and do not want to lose my job if my boss finds out that I am looking around.

Avoid dealing with just any of the 70+ search firms. Most of them are known to "peddle" resumes without the knowledge of the executive. Choose search firms that are known for their professional and ethical practices.

6. Is there any law or regulatory agency thatprotects the confidentiality of one's CV? The recently passed Data Privacy Act (RA No. 10773). This law prohibits the unauthorized processing of private and personal documents, such as resumes/CVs.

An executive can bring a headhunter to court if the unauthorized release of his resume’ causes damage to his career or reputation.

7. What is a Retained and Exclusive Engagement?When used? Clients normally enter into a Retained and Exclusive Search engagement for senior or highly sensitive positions requiring utmost discretion and confidentiality. Examples are:• An incumbent will be replaced but will only be

advised once a replacement is found.• A new position has been created but an executive

from the outside is required.• Company A does not want its competitors to know

its re-organizational plans.• Company B wants to conduct the hiring discreetly so

as not to distract the organization.Why Exclusive? Exclusivity is necessary to keep the search confidential. It makes the search firm accountable for any leaks. Having a non-exclusive arrangement is fraught with leakage risks and makes accountability difficult to pinpoint.What are the fees and terms of payment? Overseas firms charge 1/3 of the gross annual guaranteed cash compensation. SEC-registered and professional firms charge anywhere between 20% to 25%; the unregistered and CV peddlers go as low as 11%. What is a "retained search arrangement"? Under a "retained arrangement," progressive payments are made for each milestone, first upon signing of contract; second, upon presentation of short-listed candidates; and third, upon acceptance of the Job Offer.Advantages of a retained and exclusiveengagement• Top-notch talents who are happy in their current

situation are usually "not in the market". They certainly would not want their names to be linked with executive search interviews, lest the information finds its way to their present company.

• They are therefore quite selective in acceptinginvitations to explore opportunities. However, when they are contacted by a reputable search firm, assured that the search is a retained and exclusive engagement and therefore very confidential, they are more inclined to accept the invitation.

To these executives, a retained search engagement conveys that the company is serious, the positions is critical and the company is not scrimping on professional fees.

• Retained and Exclusive engagements are alwayshandled by senior and seasoned Consultants. These Consultants not only have the credibility and experience to deal with senior executives, they have the competence to make professional assessments



that will help ensure the successful placement of the most suitable and capable candidate.

• Retained and Exclusiveengagements assure the client that the search is done thoroughly and follows time-tested processes. No short cuts are made for the sake of speed.

8. What is a Success-based (orContingency) Search Engagement? This is an engagement where the search firm gets paid only if the firm successfully fills a requirement.When is it appropriate to use? Ideal for non-confidential and mid-level requirements. Also appropriate for generic positions which are likely to be found in the search firm’s data bank.How best to use this search model: It is best to partner with only one, or at most two, search firms.

Should you adopt this model, it is best that you give the search partner a deadline, failing in which you should have the option to select a second or third search firm. A reasonable deadline is four weeks.

A second model which is quite common among companies not familiar with search processes is awarding the search simultaneously to several search firms.

This model, known as a "horse race", encourages speed at the expense of process. Since they have no assurance of getting paid, their priority is to send as many CVs to claim ownership and they increase their chances of winning the horse race.

The above-mentioned model has been one of the culprits behind malpractices in the industry. When there are no processes, it becomes a hit-and-miss affair. When firms are encouraged to compete based on speed and when they have no assurance of being paid, short cuts happen and the big loser is the client.

Yes, the loser is the client.Not only does it not have any

assurance that they are getting the best candidates, the client also incurs the hidden cost of screening, interviewing and assessing – tasks which should have been done in the first place by the so-called search

firm.9. Guarantees: Do search firms

provide guarantees for the quality and suitability of the candidates they place? Yes, but make sure this is included in the contract to protect you from unscrupulous search firms. The usual guarantee is 6 to 12 months during which time the Client company should be in a position to determine whether to regularize the executive, extend his probationary period or let him go. Should the executive be asked to leave within the six-month period for performance reasons, the search firm, is under obligation to replace the executive at no extra cost, except out-of-pocket expenses.

Please note though that the guarantee will not apply if the departure of the executive is a result of an unplanned relocation, unplanned re-organization, take over by another company or changes in responsibilities or designation which were not spelled out in the job offer.

10. Off Limits: What are 'off limits'in the search industry? A candidate placed by a search firm should never be enticed by that same search firm to pursue other opportunities. This is one of the most common malpractices which recently caused the black-listing of a high-profile but notoriously unethical search firm.

11. What are other examples ofmalpractices?Recycling of candidates: Placing the same executive in other firms several times.Fee splitting: This is done by two search firms to go around the "off limits" restriction on one of the search firms.Peddling of resumes': This is resorted to by search firms as a selling tool, on the off chance that clients will find suitable candidates from the peddled resumes'. In most cases, the owners of the resumes' are not aware that their CVs are being peddled. This practice not only opens the clients to being complicit in the violation of the Data Privacy Act, it also is a betrayal of the executives' trust.Conflict of interest: This happens when a search firm does not fully disclose working for a

competing company.Short cuts: This happens when candidates are endorsed without the benefit of interviews, assessments and due diligence.

12. As the CEO or HR Head of myfirm, how can I help prevent these malpractices from spreading and hurting us? First, ensure that you have an accreditation process for service providers. This way, you can ensure that they are SEC-registered and therefore not the fly-by-night types.

Second, ensure that in the accreditation process, they present their own Code of Ethics. If they do not have any, have them sign an undertaking that they will abide by a Code of Ethics.

And finally, we invite you to become one of our growing list of Corporate Advocacy Partners. There are no fees. Just a commitment to deal only with ethical search firms as well as your permission to have your Company's name and logo to be part of our Advocacy Partners. Company's name and logo to be part

Towards ethical executive search practices. Please visit our website at www.paespi.org.

About the Author

Mr. Gil is the President of the Philippine Association of Executive Search Professionals, Inc. (PAESPI) and Chairman of Amrop Philippines. PAESPI is an organization of six (6)

executive search firms founded in October 2009. PAESPI acts as the conscience of the executive search industry, setting ethical standards and ensuring that they are met at all times. Respected industry leaders Amrop, Bo Lé Associates, George Garrett Guilford & Associates, H.I.R.E., Inc., John Clements Consultants, Inc. and TPW International (Philippines), Inc. are the founders of this distinguished group of headhunters, whose role is to keep and promote the integrity of the Executive Search Profession in the Philippines. Its members aim to take the lead in professionalizing the industry to protect the interest of clients and candidates alike and to take the lead in communicating its advocacy to Filipino professionals.

For inquiries and more information on the Human Capital Resources committee, please contact AmCham's Industry Development Specialist Mr. Yves Aguilos at [email protected] or call (02) 818-7911 local 216.


which place you work – at home, at the customers' place, or at the vendors’ place. Workplace is an experience, where all the elements are present – physical, emotional, intellectual, spiritual, virtual, and even aspirational. Employers of choice must be able to carefully weave all these together and orchestrate these elements in a way that inspires employees to create value that customers are willing to pay for.

• HR and Marketing merger. As theenterprise aspires to create one consistent brand, the lines between HR and marketing begin to blur. At Lincoln Financial Group, EVP and CHRO Lisa Buckingham said, "I believe we need to create one consistent employer brand value proposition, internally and externally." Some companies begin to merge HR and Marketing on such key projects as talent acquisition campaigns, employee segmentation research, and shared goals related to brand awareness and employee engagement.

• HR data analytics. As most anythingabout people is digitized, there will be a deluge of data that can be mined and put to good use. HR departments must have the capability for data analytics. Some HR heads say they can't afford it. I say they can't afford to be without it.

• Artificial intelligence is coming.Some work used to be done by people will henceforth be done by robots. In less than 10 years, three million people will be supervised by "Robobosses." In HR, you can feed a machine with text written by a person whom you want to analyze. Within seconds, a program called Personality Insights (powered by IBM Watson) will give you the personality profile.

In future, HR innovations are limited only by one's imagination.

About the Author:

Ernie Cecilia is the 2013 Executive Director and 1999 President of the People Management Association of the Philippines (PMAP); Chair of the AMCHAM's Human

Capital Committee, Publications Committee; and Co-Chair of ECOP's TWG on Labor and Social Policy Issues. He is President and CEO of EC Business Solutions and Career Center. Contact him [email protected]

Pi has always been 3.1416, or 3.14159265359 if you want to be more precise. But concepts, principles and practices change in Human Resources (HR), a behavioral science-based discipline, as the business of doing business evolves.

Past innovationsSome 42 years ago, I got a HR

job in San Miguel when it was 10 light years ahead in HR practice. I went from Head Office to Plant operations of HR and made a full circle back to the headquarters and a subsidiary, all in 18 ½ years. That's ample time to master the basics in all HR functions. I made friends with government, business groups, and organized labor, and developed a modus vivendi.

In 1994, I got invited to join a global oil industry player. There, I made my first few personalinnovations in the HR practice. I negotiated the first Collective Bargaining Agreement (CBA) with a performance-based salary increase for a rank and file Union in the Philippines. Up until that time, a CBA increase was always granted across-the-board.

In that oil company, I also filed a grievance against the Union. At that time, no foolish HR practitioner has filed a grievance against the Union; it was always the other way around. When we had an illegal strike, I filed a case and got a favorable ruling where "the Union leaders are deemed to have lost their employment status." In short, we fired the whole Union leadership, but in a very humane manner. The company had a political victory and made a strong statement. The union leadership did not lose face – or money. We're still friends.

In 1998, a large non-unionized pharmaceutical company invited me to head HR and iron out employer-employee relationship problems. I helped strengthened the Employees Council and listened to grievances at

BUSINESS OF BUSINESS

HR INNOVATIONS – PAST AND FUTUREBY ERNIE CECILIA, DPM

the shop floor during midnight breaks. Employees were happy when we gave them performance-based annual pay increases that equal or are better than the average granted by the top three CBAs in the pharma industry.

After 25 years in the HR profession, I retired and became a consultant. I made another HR innovation with a client with 1,500 regular employees. I replaced the annual merit pay increases with a performance incentive that is not tacked into the salary. During the first three months, the CEO advised me not to go to their premises, as some affected managers and employees were hunting me. After one year when most everybody got a windfall in performance incentives because the employees worked harder and the company exceeded its target revenues, the managers and employees were looking for me to thank me.

Future innovationsPast HR innovations seemed

mundane compared to the innovations we are apt to see in the foreseeable future. Consider this.• Consumerization of employee

experience. Henceforth, HR's mandate is to create a social, mobile, and consumer-style experience for employees. Some companies where the customer comes first will have to rethink their mantra and put employees first. Most employees, not just the Millennials, are becoming digital Netizens. HR must create one employer brand and value proposition that provides a seamless experience for all people – current employees, former employees, prospective employees, customers, consumers, vendors, etc.

• Changing concept of work andworkplace. Henceforth, workplace is not a place to go to. It will be an experience. It doesn't matter


AirTaxi.PH ........................ ...........................................................01

BDO .............................. ..............................................................11

CalEnergy International Services, Inc. .............. ..........................07

Capital One ............ .....................................................................35

Chevron (Caltex) ............... ..........................................................13

Coca-Cola (FEMSA) ................... ................................................17

Emerson ............. ........................................................................29

FORD Philippines ............... ........................................................21

John Clements Consultants, Inc. ........... ................................ OBC

Kittelson & Carpo Consulting, Inc. ...................... .......................15

Methasystems ............................. ...............................................37

Orion Support Inc. .............. ........................................................31

PMFTC Inc. - Embrace .................. ........................................... IBC

Procter & Gamble ................. ......................................................32

Regus Tec Centre Inc. ............. ...................................................19

Resorts World Manila ..................................................................33

Santos & Knight Frank Philippines ..................... ........................27

Truth Veri� er Systems, Inc. .............. ..........................................40

Whirlpool ............................... .....................................................39

Zuellig Pharma ............ ............................................................. IFC

MARCHNCRPHILIP SOLIVEN 1FAUSTO PREYSLER 2KARIMA PALAFOX 3AIREEN QUILILAN 4GREGORIO GERRY FERNANDEZ 5GREGORIO ORTEGA 5MATTHEW WILLIAMS 5HENRY PELAEZ 6VIOLI REMO 7ABBEY BRAVO 7JEREMIAH MCNAMARA 7CORAZON BERNARDO 9MELANIE PAGARAGAN 10JOSE MARI CHAN 11JOHN BRIAN PALLASIGUE 11JOSEPH SULLIVAN 15ROLAND DE LA CRUZ 15FELINO 'JUN' PALAFOX 16ISIDRO VALENCIA 18JOSE MARIA ZABALETA 18JOSE P. LEVISTE, JR. 19LEWIS FLOWERS 20RICK SANTOS 20ANGELA SANTIANO 24JUAN RECINTO 25ANTHONY QUACH 26VICENTE MERCADO 27KEE TEEK HONG 28RYNOR JAMANDRE 28MAURICE GOHOC 29JON KAPLAN 29CHRISTOPHER THOMPSON-DEL ROSARIO 29EDMUND JASON BARANDA 31TOM DE BRUIN 31ANTON CELESTINO ESTRADA 31

CENTRAL LUZON

GEORGE DAVIES 11

VISAYASIAN CHRISTOPHER HAIGH 2ANICETO V. BISNAR, JR. 10

MINDANAOHITOSHI ONOZAWA 19ANASTACIO CUBOS, JR. 22MYRA QUILATAN 23BRAULIO LIM 26

OTHER SECTIONS

MEMBERS' BIRTHDAYS

INDEX TO ADVERTISERS

AMCHAM SOCIAL MEDIA ACCOUNTS

FEBRUARYNCRRAJIV AHUJA 1ALAN DELA CRUZ 3PETER TROILO 4JOYCE CUDALE 5EUSEBIO TAN 6GEM MARIELLE LIM 6LUTGARDO MENDOZA 7MARIA BERNARDITA ALBA 7DANILO SEBASTIAN REYES 8ROMEO ROXAS 8BENITO CHUA KIONG 10KAREN BATUNGBACAL 10JOHN MELVIN 12ANDREW ONG 13LAURENT BEDLEEM 14CIRILO NOEL 16CESAR GINETE 17ROBERTO PAREL 19THOMAS HENDERSON 19MILLET ESCASINAS 20MARIFE ZAMORA 21TRINITY GATUZ 21MYLA PILAO 21RAISSA ROMINA BAUTISTA 22GRAHAM EDWARDS 22MICHAEL GELINA 22GERARD ZORILLA 23RENER ILAGAN 23RAMON GARCIA 26ANTONIO OSTREA 27MICHAEL ESTANIEL 27SIMEON CUYSON 28

CENTRAL LUZON

EVANGELINE TEJADA 17

VISAYASPAUL LEE 1JASON REARDON 3JEFFREY ALAN BOUGHER 4SHAWN O'BRIEN 8JOSEPH EMMANUEL LIWAG 8 EMMYLOU O. LOZADA 9NILO NIMIS 20

MINDANAOMA. LUISA SIAN 19

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