The company was recognized for its human-centric approach to predictive AI, helping organizations anticipate employee attrition while improving workplace experiences and workforce management.

This year, the GTI Competition is once again looking for the next generation of technology innovators whose ideas and solutions have the potential to transform industries and create meaningful impact.

The GTI Competition in the Philippines will culminate at the 2nd �����Թ� x KPMG Technology Summit on June 30, 2026 at Shangri-La The Fort, where the winning teams will be recognized before an audience of business executives, policy-makers, technology leaders, and industry professionals. With the theme “AI at Scale: Driving Value with Governance and Security,” the Summit will explore how artificial intelligence (AI) continues to transform industries, governance, and the broader business landscape through discussions on AI adoption in the Philippines, AI governance and public policy, enterprise and sector applications including the BPO industry, and data governance and cybersecurity.

As AI becomes more deeply embedded across both public and private sector systems, it is reshaping how organizations design policies, manage risk, and deploy technology at scale. This shift underscores the growing need to align innovation with governance frameworks that ensure responsible use, protect data integrity, strengthen cybersecurity resilience, and support sustainable enterprise transformation across industries. At the same time, as organizations increasingly integrate AI into decision-making processes, trust, transparency, and accountability are becoming essential pillars alongside technological advancement.

The Philippines also continues to benefit from a young, digitally connected, and highly adaptable workforce that is contributing to the country’s growing innovation landscape. As more organizations invest in digital capabilities and emerging technologies, there is significant opportunity for Filipino innovators to help shape solutions that are both locally relevant and globally competitive.

With the 2026 GTI Competition in the Philippines, we look forward to seeing the next wave of Filipino companies bring forward innovations that can help shape industries, accelerate digital transformation, and contribute to the country’s growing technology landscape.

As innovation continues to drive the future of business and society, we remain committed to supporting technology entrepreneurs whose ideas and solutions have the potential to create meaningful impact and contribute to a more innovative and resilient future for the Philippines and beyond.

(The author is former Vice President of the Management Association of the Philippines (�����Թ�). He is the Vice Chair, COO and Head of Global Services Center of R. G. Manabat & Co. (KPMG in the Philippines). Feedback at <map@map.org.ph> and <ebonoan@kpmg.com>).

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Innovation continues to shape the future of industries, economies, and societies. Across the world, technology entrepreneurs are developing solutions that are transforming how businesses operate, how communities connect, and how challenges are addressed. As digital transformation accelerates, platforms that support and recognize innovation have become increasingly important in helping emerging companies grow, scale, and create meaningful impact.

Over the past years, the KPMG Private Enterprise Global Tech Innovator (GTI) Competition has recognized hundreds of technology entrepreneurs from around the world, providing a platform that highlights innovative tech solutions capable of transforming industries and improving lives. More than a competition, the GTI program serves as a global platform where entrepreneurs, investors, business leaders, and advisers can connect, exchange ideas, and explore opportunities for collaboration and growth. It also helps surface emerging technologies that may otherwise remain within local markets, giving founders greater visibility and access to global networks that are critical to scaling innovation.

At the same time, innovation ecosystems are becoming increasingly inter-connected, where ideas, capital, and capabilities move more fluidly across borders. For emerging markets like the Philippines, this creates new opportunities for local start-ups to engage with global networks, adopt best practices faster, and position themselves more competitively in international markets.

Over the years, the GTI Competition in the Philippines has featured a growing range of local innovations addressing challenges across industries. In 2023, Peddlr, a local start-up providing digital solutions for micro, small, and medium-sized enterprises (MSMEs), was recognized for helping small businesses transition from manual sales tracking, inventory monitoring, and credit management into more efficient digital processes. The company’s solution highlighted how technology can help empower smaller enterprises, which remain an important driver of the Philippine economy.

In 2024, Rezbin, a cleantech start-up, won the competition with its smart recycling solutions focused on modernizing plastic waste recovery and sustainability initiatives. Its innovation demonstrated how technology can contribute to addressing environmental challenges while promoting more sustainable business practices and community engagement.�� The 2025 GTI Competition once again highlighted the growing strength of Filipino innovation and entrepreneurship through a diverse range���� of technology-driven solutions. Among the participating start-ups, Betterteem, a human resources (HR) technology company specializing in predictive AI solutions, emerged as the local winner and represented the country at the GTI Global Finals during the Web Summit in Lisbon in November 2025.

(The author is former Vice President of the Management Association of the Philippines (�����Թ�). He is the Vice Chair, COO and Head of Global Services Center of R. G. Manabat & Co. (KPMG in the Philippines). Feedback at <map@map.org.ph> and <ebonoan@kpmg.com>).

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The 2026 Landscape: A Q2 and Year-End Reality Check

The declaration of a State of National Energy Emergency has created a landscape defined by scarcity and soaring costs. We saw diesel prices reached staggering heights of ₱107 to ₱134 per liter, while gasoline fluctuates around ₱112 per liter before going down the past few weeks. Approximately 400 to 425 gas stations have shuttered temporarily across the nation because they simply cannot get products to sell. By the end of 2026, inflation might likely exceed the current 4.1%, directly hitting the purchasing power of every Filipino family. With real income for vulnerable households dropping, the cost of doing business has fundamentally shifted. Internal labor stability and external customer demand are both under extreme pressure.

Financial Management and Crisis Impact Report

Consistent with its enterprise risk mandate, the AudComm should require Management to move beyond retrospective review and provide a forward-looking “Crisis Impact Report”. The Report should critically address areas like:

Revenue and Expense Modeling: The company must assess the impact on revenues and identify which expenses are skyrocketing. With logistics and raw material costs expected to rise, the company must evaluate whether to pass these to customers or absorb them. This isn’t just a financial choice; it is a strategic one that considers the absorption capability of customers who are also feeling the pinch.

Liquidity and “Cash is King”: Survival depends on liquidity. The AudComm must oversee actions being taken by the company to not only pursue the timely collection of receivables but also to ensure the availability of credit lines. In a credit crunch, the AudComm must confirm that committed facilities are in place to sustain operations.

Inventory Risk Management: The focus shifts from “just-in-time” to “just-in-case”. The company must look at inventory not just as a cost, but as supply security. It must evaluate the risk of supply unavailability and the company’s ability to use local substitutes to minimize the high premium of “war imports”. Conversely, for products where demand is expected to drop or disappear, the company should recognize inventory obsolescence provisions. AudComm has to check actions by Management on this regard.

Energy Transition to Renewables: Crisis is a catalyst for structural change. It is an opportune time to reengineer processes and transition to crisis – resilient operations. For example, the company should study the replacement of oil-sensitive fixed assets with renewables. This might require a collaborative look at “lease vs. buy” financing that protects the company’s long-term future while recognizing immediate impairment on obsolete equipment. AudComm can help crystallize actions on this matter.

Covenant Monitoring and Contract Review: High energy costs directly impact EBITDA and interest coverage ratios. The AudComm should demand monthly stress tests on debt covenants to anticipate potential breaches before they occur. Moreover, many long-term agreements might have become “onerous” as the cost of delivery or fulfillment significantly exceeds agreed contract prices. The AudComm should oversee legal assessments to determine if the crisis constitutes a “Force Majeure” event, allowing for the renegotiation of terms with suppliers or customers.

Cybersecurity: Crisis heightens the risk of cyberattacks and fraud on financial infrastructure. The AudComm must ensure the IT disaster recovery plan is stress-tested for worst case scenarios.

The Working Environment: Protecting the Human Capital

Labor often bears the brunt of the crisis through eroded wages. The company’s HR management response defines the true values of an organization. HR actions may include regular, honest updates on how the crisis is impacting the company. Transparency builds the trust necessary for employees to accept difficult changes, like compressed workweeks. Treating employees with dignity and strategic care during a national emergency isn’t just a moral choice; it’s a business continuity requirement. Support should be practical and empathetic, ranging from allowances or company provided transportation for essential staff when public utility vehicles stop operating.

Summary

Ultimately, the 2026 energy emergency transcends technical compliance; it is a foundational test of our institutional character. The AudComm’s mandate must now encompass a dual necessity: serving as the unyielding anchor for fiscal survival while acting as the strategic catalyst for resilience and renewal. Yet, its most enduring legacy will not be found in the balance sheets, but in how effectively it protected the human core of the organization amidst the chaos. It is through this synthesis of rigorous discipline and deep empathy that AudComm honors its highest fiduciary duty—to the stockholders, to the employees, and to the public.

[The author is member of the Ease of Doing Business Committee of the Management Association of the Philippines (�����Թ�).�� He is an ICD Fellow, a Board member and Corporate Treasurer of Color Philippines, Marking Services Philippines and Eagan Services Philippines. He was Chair of the Quality Assurance Review Council of the Board of Accountancy and the Philippine Institute of CPAs. He was a Partner and Head of the Assurance Division of P&A and former President of P&A Grant Thornton Outsourcing Inc. Feedback at <map@map.org.ph> and <jccarpio627@gmail.com>].��

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The fourth lesson is about the importance of central banking. In the 1970s, weakly independent central banks, heavy wage indexation, and strong political pressure to accommodate inflation led European countries to experience stagflation—high inflation with low growth. Only in the late 1980s and 1990s, with stronger central bank independence and clear inflation-targeting regimes, did Europe manage to anchor expectations and control inflation; ASEAN reforms in these areas came much later.

Indeed, in 2026, ASEAN central banks are, in several respects, ahead of where Europe once stood decades ago: most have explicit or implicit inflation targets, operational independence, and experience in managing capital flows and commodity shocks. This is a significant advantage.

However, monetary policy alone cannot resolve the problems caused by oil shocks. Energy price spikes are supply-side shocks: while raising interest rates can suppress demand and prevent secondary effects, it cannot generate new supplies of oil, gas, or electricity. Relying solely on central banks to “solve” such crises risks unnecessary economic sacrifices and social tension.

Why ASEAN Needs a Broader Policy Mix

To manage extended oil-shock conditions in the modern era, monetary policy must be supplemented by at least three additional pillars: fiscal policy, structural competitiveness, and human capital.

Fiscal policy : Avoid blanket subsidies; use targeted fiscal support.

1. Protect the vulnerable through targeted cash transfers or lifeline tariffs, instead of across-the-board fuel subsidies that distort prices and strain public budgets.
2. Invest in efficiency and alternatives, such as public transport, building retrofits, and industrial energy-efficiency programs, so that every unit of GDP requires less imported fuel.
3. Use fiscal tools to crowd in private investment in renewables, storage, and grids, rather than locking the region into continued fossil-fuel dependency.

Structural competitiveness: Reform to keep energy markets efficient and prices transparent.

1. Avoid monopolistic practices, inefficient state-owned enterprises, and closed markets since oil shocks expose and worsen rigidities.
2. Make firms more resilient to price spikes through competition policy, transparent regulation, and regional market integration that can lower structural energy costs.
3. Deepen energy integration (AEMI), harmonize standards to create a larger and more flexible energy market for businesses.

Human capital: Build the skills/ knowledge plus values/ attitudes for a resilient energy system—from engineers, regulators, financiers, entrepreneurs, to politicians and diplomats.

1. A resilient energy system ultimately depends on such people, especially those with the values/ attitudes required for transparent 21st C. public and private governance systems for higher realized standards of ethical public service; for the latter, domestic work vs. overseas employment to be more attractive for family conditions to be socially tenable.
2. Investing in STEM education, vocational training, and energy-sector skills will enable ASEAN to adopt new technologies—such as smart grids, hydrogen, and advanced storage—rather than just importing them.
3. Joint ASEAN–EU R&D and training programs can accelerate progress, echoing Europe’s own history of collaborative technology development after the 1970s.

Central banks can stabilize expectations better through a whole-of-government and whole-of-economy strategy to transform an oil shock from a crisis into a catalyst for positive change.

A 2026 Opportunity

The 2026 Philippines leadership of ASEAN comes at a time when energy security, climate transition, and geopolitical fragmentation are intersecting. Europe’s history from the 1970s to the 1990s demonstrates the right policy combinations for ASEAN to survive the next oil shock—but only if matched with smart fiscal choices, competitive markets, and strong human capital in ASEAN.

To avoid geopolitical and geoeconomic traps, it is time for regional leaders and diplomats to creatively strategize ASEAN’s vision as a Zone of Peace, Freedom, and Neutrality.

(This article reflects the personal opinion of the author and does not reflect the official stand of the Management Association of the Philippines or �����Թ�. The author is Philippines’ Undersecretary /Acting Secretary of Foreign Affairs in the 1990s, chaired the preparatory Senior Officials Meetings for the 1996 APEC Economic Leaders’ Meeting in Manila/Subic, and is now active with the �����Թ�. Feedback at <map@map.org.ph> and <fmmacaranas@gmail.com>).

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Interestingly, on top of Europe’s later preparation for oil-shocks, China, also an ASEAN Dialogue Partner, added energy transition solutions dependent on rare earth metals (EVs and renewables), domestic production (to meet 30% of its demand). and the import of discounted oil (by “teapot” refineries from sanctioned countries, like Russia and Iran).

1. Diversify Supply Before Crisis, Not After

Europe’s initial problem in the 1970s was a heavy reliance on a single supplier for oil, the Middle East. Only after enduring two major energy crises did it take decisive steps to diversify through North Sea production, nuclear power, coal, and later, gas pipelines from multiple sources. It also broadened its technologies and suppliers.

ASEAN now finds itself in a similar position of vulnerability, with most member states being net importers of oil and gas and significantly dependent on Gulf producers. However, it can expand its current ASEAN energy security cooperation beyond its members’ strengths in gas & LNG (Malaysia, Indonesia, Brunei), coal (Indonesia), hydro & power trade (Lao PDR, Malaysia, Thailand), refined products & trading (Singapore, Malaysia).

For governments and business leaders, the essential lessons are clear:

• Lock in diversified LNG and oil supply contracts across the US, Australia, Africa, and the Gulf (even LPG from Russia).
• Accelerate renewables and regional power trade so that electricity, rather than imported fuel, becomes the primary energy carrier.
• Treat diversification as insurance, not as a climate luxury.

2. Build Strategic Reserves and Shared Buffers

Europe’s second major insight was that fragmented national stockpiles were insufficient. After the 1970s, strategic oil stocks and emergency-sharing rules were developed to enable coordinated releases during later disruptions. These helped in smoothing price spikes and allowed time for diplomatic and market adjustments (via the Paris-based International Energy Agency (IEA) and the European Community mechanisms).

ASEAN has begun to move in this direction, but progress has been uneven. A modern adaptation of Europe’s approach would entail:

• An ASEAN Strategic Petroleum and LNG Reserve Network, with agreed rules for when and how stocks are released.
• Co-investment in storage hubs in Malaysia, Singapore, Indonesia, and potentially the Philippines, with established protocols for emergency access.
• Use of Islamic finance and sukuk to fund these facilities, leveraging Malaysia, Indonesia, and Brunei as financial bridges to Gulf capital.

Strategic reserves should be seen not as a replacement for markets, but as a stabilizer when markets come under stress.

3. Coordinate Policy Across Borders, Not Just Within Them

Europe’s experience demonstrated that uncoordinated national responses—such as export bans, unilateral subsidies, or ad hoc price controls—worsened regional shocks. Over time, the creation of an internal regional energy market, cross-border connectors, and solidarity mechanisms turned energy into a shared infrastructure project rather than a zero-sum game.

For ASEAN, equivalent initiatives are already in progress: the ASEAN Power Grid (APG), the Trans ASEAN Gas Pipeline (TAGP), and efforts toward deeper ASEAN Energy Market Integration (AEMI). The Philippine chairship in 2026 presents an opportunity to advance these efforts by:

• Setting time-bound targets for key APG and TAGP links, with transparent project pipelines.
• Harmonizing cross-border trading rules to enable energy to flow where and when it is most needed.
• Establishing a standing Energy Crisis Task Force under ASEAN, charged with running annual stress-tests and proposing joint responses.

Europe’s experience makes clear that regional coordination is not simply an agenda item — it is a vital tool for crisis management.

(This article reflects the personal opinion of the author and does not reflect the official stand of the Management Association of the Philippines or �����Թ�. The author is Philippines’ Undersecretary /Acting Secretary of Foreign Affairs in the 1990s, chaired the preparatory Senior Officials Meetings for the 1996 APEC Economic Leaders’ Meeting in Manila/Subic, and is now active with the �����Թ�. Feedback at <map@map.org.ph> and <fmmacaranas@gmail.com>).

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As we bring this Summit to a close, we are left with a defining question:

What kind of growth truly deserves a nation’s trust?

Because growth alone is not enough.

For prosperity to be worthy of our people, it must widen opportunity, rest on strong institutions, reinforce confidence in the rules, and leave our country more just, more resilient, and more inclusive than we found it.

Sa madaling salita, hindi sapat na lumago tayo—kailangan maramdaman ng mas marami ang pag-asenso.

That vision took concrete form on November 5, 2020, at a time of profound disruption caused by the Covid pandemic, when the Philippine business community came together and signed the Covenant for Shared Prosperity.

That Covenant was more than a statement of intent.

It was a conscious act of leadership—a recognition that business cannot remain indifferent to inequality, and must help build an economy where value is not only created, but deliberately shared.

It affirmed a simple but powerful idea: that business success and national progress must move together—and that growth earns legitimacy only when it is anchored in fairness, inclusion, and responsibility.

Today, at the SEC, we carry that Covenant forward—not as aspiration, but as action—through reforms that shape how markets function, how capital flows, and how opportunity is created.

Allow me to briefly reflect on how these commitments are being translated into practice.

First, developing people and expanding opportunity.

The Covenant calls on business to develop people to be the best they can be—regardless of gender, background, or circumstance.

At the SEC, we have aligned policy with that principle. Board diversity is highly encouraged because leadership must reflect the full breadth of our nation’s talent.

And the market is responding. Social and gender bonds are channeling capital to women-led enterprises and underserved communities—demonstrating that inclusion is not only a social good, but an economic advantage.

Second, delivering quality service and reducing barriers.

The Covenant commits business to deliver value. For regulators, that means public service that is efficient, predictable, and accessible.

We reduced SEC fees, especially for MSMEs, saving the public almost ₱275 million as of February 2026.

We imposed firm timelines—and beyond those, applications are deemed approved, subject to audit.

And through digitalization, processes that once took weeks and even months can now be completed in hours.

Hindi lang ito tungkol sa efficiency.

Ito ay tungkol sa pagbubukas ng pinto—para mas marami ang makapasok, makapagsimula, at makapagtagumpay.

Third, fairness, ethics, and governance.

The Covenant calls for fairness across the value chain. In markets, that begins—and ends—with governance.

We are filing cases against those that destroy public trust in our market no matter who they are, strengthening board independence, and advancing beneficial ownership transparency—because trust is the invisible currency of our markets—the foundation of more inclusive prosperity.

These reforms may not always be easy, and as you may have read in the news or on social media, they are encountering headwinds. But we at the SEC will remain steadfast, because for us, discipline today is what sustains credibility tomorrow.

Fourth, directing capital to communities and priority sectors.

The Covenant calls on business to be present where needs are greatest.

Through targeted frameworks—SEC FARMS, HOPES, POWERS, and RENT—we are enabling capital to flow more efficiently to agriculture, healthcare, energy, and housing.

Dito nagiging totoo ang shared prosperity—kapag ang kapital ay umaabot sa magsasaka, sa pasyente, sa marginalized areas.

Fifth, stewardship of the environment.

The Covenant recognizes that prosperity must endure across generations.

We adopted ISSB-aligned sustainability disclosures and launched capacity-building programs. Through Philippine Green Equity, we are recognizing companies genuinely aligned with sustainability.

Because stewardship must move beyond intention—it must be embedded in how decisions are made and value is created.

Sixth, fair returns and stronger markets.

The Covenant calls for fair treatment and just returns for all investors.

We are strengthening the investment ecosystem—lowering the cost of raising capital; streamlining approvals; liberalizing our rules like the rules governing REITs, PERA law, shelf registration, exempt transactions, qualified buyers; and introducing the concept of umbrella funds—while preserving investor protection and accountability.

Because when markets are fair, predictable, and proportionate, capital stays—and growth and shared prosperity become more meaningful and sustainable.

And yet, even the strongest framework is not enough.

The Covenant for Shared Prosperity, signed in November 2020, was never meant to remain a document.

It was meant to become a discipline—a way of doing business.

The SEC can set the rules.

But it is business that gives those rules life.

The real challenge is not compliance—it is conviction:

To raise capital responsibly.

To govern with integrity.

To create value in ways that people can genuinely feel.

Because shared prosperity is not something we distribute after value is created.

It must be built into the very way value is created.

The �����Թ� has long championed that vision.

The Covenant gave it voice.

The task now is to give it meaning and continuity.

The Philippines does not lack talent, enterprise, or ambition.

What we must continue to build are institutions worthy of that strength—institutions that convert growth into trust, and enterprise into legitimacy.

At the SEC, we will continue to do our part.

Because when opportunity widens, when governance becomes real, when markets are fair—prosperity does more than grow.

It earns trust.

It gains legitimacy.

It endures.

And only then can prosperity be truly shared.

Maraming salamat, at magandang hapon.

(The author is Past President of �����Թ� and now the Chairperson of the Securities and Exchange Commission [SEC].�� Feedback at <map@map.org.ph>).

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This is not a speech. It is a call. A call from one ordinary Filipino, one among more than 110 million, who still hopes, and still believes, despite my advanced age, that our country can rise again.

Because if we are honest, we must admit that we are hurting, and hurting badly. We see the corruption. We feel the injustice. We hear the anger of our people. And perhaps, deep inside, we ask ourselves: is there still hope for our country?

My answer is simple and straightforward: yes, there is hope. But that hope will not come from somewhere else. It will not suddenly come from the top. It must begin, from us. From where we are. From what we do. From how we live our lives each day.

Because the truth is this: the crisis we face today is not only a crisis of systems. It is a crisis of governance. And ultimately, it is a crisis of values. That is why the solution must also go deeper. The most effective antidote to corruption is good governance, not slogans, not anger alone, but good governance through core values, lived, practiced, and sustained.

And this is the important part: good governance is not only for government. It is for all of us. It is for every institution, in business, in government, in civil society. Because it is in our institutions where decisions are made every day. It is in our workplaces where integrity is tested. It is in our ordinary duties where character is formed. And that is why this call is directed to institutions.

Because institutions matter. They shape people. They influence behavior. They define what is right, and what is tolerated. And if institutions change, the nation can change.

But let us be clear. We can no longer wait. For too long, we have looked upward waiting for leaders, waiting for reforms, waiting for change to come from the top. But today, we must face a difficult truth: we cannot depend on that alone.

So now, the responsibility shifts, to us, to institutions, to ordinary Filipinos who are willing to do something, not tomorrow, but today.

And so we begin.

The first step is simple, but powerful. Every institution must choose and live its core values. Not many, just a few. Clear enough to remember. Strong enough to guide decisions. And these values must align with who we are supposed to be as a people: maka-Diyos, maka-Tao, maka-Kalikasan, maka-Bansa.

These are not just words we recite. They must become the way we live, the way we are—in meetings, in decisions, in how we treat one another. Because when values are lived, not just spoken, everything begins to change.

The second step is purpose. Every institution must ask: why do we exist? Not just to earn, not just to grow, but to serve, to serve people, to serve society, to serve the Filipino nation. Because an institution without purpose becomes self-serving, but an institution with purpose becomes a force for good.

The third step is our institutional contribution to the common good of all our people. Each institution must find its role in nation-building. It may not be big at the start. It may not be perfect. But it must be real, concrete, and sincere. Because the nation is not built by grand plans alone. It is built by many institutions doing their part—faithfully, consistently, quietly.

And from here, transformation becomes real.

To make it truly real, we begin with people. We form them. We guide them. We help them become not just skilled, but good. Because behind every system is a person, and behind every decision is a conscience. And when people are formed well, institutions become strong.

We then improve our processes. We remove waste. We clean up systems. We make things work—efficiently, honestly, and transparently. No shortcuts. No under-the-table deals. No excuses. Because a clean system is a powerful weapon against corruption.

And then, being more corrupt-free, we grow much faster, not just for ourselves, but so we can create jobs, lift others, reduce poverty, and give dignity to more Filipino families. That is what it means to be truly maka-Bansa.

But we cannot do this alone. We need each other. Institutions must work together, learn from each other, and support each other. Because transformation is not a solo effort. It is a shared journey. We move forward in solidarity with each other.

And we must do so now, through the �����Թ�. Not next year. Not in the next election. Now.

Between today and 2030, we have a window—a chance, a responsibility to begin something real, to show that change is possible, not from the top alone, but from the ground up.

And so, I ask you: if not us, who? If not now, when?

Because at the end of the day, the future of our country will not be decided only in halls of power, not only in Malacañang, or the halls of Congress, or in the courts of justice. It will be decided in offices, in hospitals, in schools, in businesses, in communities, where ordinary Filipinos choose to do what is right, every single day.

And if enough of us choose this path, if enough institutions rise to this call, if �����Թ� takes up the cudgels for national transformation, then corruption will begin to lose its hold, trust will begin to return, and hope will begin to rise again.

And one day, we will look back and say: this was the moment we chose to act; this was the moment we stopped waiting, this was the moment we began to rebuild, together, in solidarity.

And so let us begin.

For our country.

For our people.

For the Philippines we all love.

(The author is the “�����Թ� Management Person of the Year 2009”, Chair of Center for Excellence in Governance, Founder and Chair Emeritus of Institute of Corporate Directors (ICD) and Institute for Solidarity in Asia (ISA).�� Feedback at <map@map.org.ph> and <jestanislao@icd.ph>).

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“Don’t Waste A Crisis” was a pivotal article this author wrote on May 10, 2020 where he urged that the temporary reduction in traffic during the COVID-19 pandemic was just the condition needed to implement the much-needed bus traffic reforms he advocated five years earlier. And true enough, the EDSA Busway was soon implemented amidst the pandemic crisis with great success.��Now, traffic congestion in the country has once again reached crisis proportion in private car lanes, except on the EDSA Busway, such that it continues to impose severe economic loses, reduce productivity, degrade quality of life, and undermine national competitiveness.

A 2012-2014 study by JICA estimated that traffic congestion in MM cost the Philippine economy��PhP2.4 Billion (B)��in daily economic losses This figure has risen significantly over the years, with subsequent estimates indicating losses of��PhP3.5B to PhP4.9B��per day in 2018 – 2023. This JICA ranking is consistent with TomTom’s dire online traffic survey of the country for 2022 and 2024.

Why does traffic congestion persist in our country? There are three major congestion management failures that fuel this problem. The first is the lack of an efficient mass transport system followed by a car-centric riding public, and the ineffective travel demand management where urgent and non-optional travel compete for the limited road space.

A commuter-centric policy��was recently declared by PBBM This was in line with the National Transport Policy of NEDA in 2017. Car-centric policy was shunned aside, yet private cars still dominate in our roads and crowd out our finite road space for mass transit. The policy should be to move people, not vehicle, per road lane. Mass transport should be attractive enough to induce motorists to shift to it. Our road policy should not fall prey to induced demand where providing more urban road space for cars will be for naught as cars just fill up the new road as has often happened.

A well-managed mass transit network is the second imperative. Mass transit works well when commuters can conveniently walk into it from malls and offices. Last-mile destinations should be covered at easy transfer stations located nearby. Long feeder lines, such as those bisecting EDSA like Quezon Avenue, Roosevelt, D. Tuazon, Ortigas, Shaw, Ayala and SLEX are prime examples where trunk and feeder lines connections are needed.

Transport demand management is a strategy to reduce reliance on single-occupancy vehicle travel leading to reduced road congestion. Commuters with optional travel times can switch their travel to off-peak hours or to avail of other modes of transport, such as biking and walking.�� Other common methods can be employed, such as flexible work hours and congestion pricing, where vehicles are charged a fee, or commuters pay higher fares for travel allowance into congested zones during peak hours. Examples of cities using congestion charges are Singapore, London and Manhattan (NY).

A complete transport infrastructure system is required in metropolis, such as MM and other highly urbanized cities. This �����Թ� author focused on the traffic problem after the great “8-hour carmageddon” that paralyzed MM 10 years ago in 2015. At that time, bus traffic on EDSA was very chaotic and not reliable. This �����Թ� author advocated the EDSA Busway during the �����Թ� general membership meeting on August 26, 2015. This was implemented 5 years later in June 2020 by then DOTr Secretary Arthur Tugade.

Bus traffic from the two outermost lanes were transferred to the innermost lane alongside the MRT3 tracks. This gave authorities better control over the participating bus operators. Loading and unloading of commuters are done only in designated dedicated bus stations resulting in faster bus runs and quicker turn-arounds resulting in commuters arriving at their destinations at more predictable hours. The EDSA Busway restored order and discipline on previously chaotic bus traffic.

Total busway ridership from the EDSA Busway’s initiation in June 2020 to December 31, 2025 reached��341,307,843��passengers. One-day peak ridership of��454,649��passengers was achieved on December 27, 2023. All this was accomplished with less than PhP1B in budgetary allocation, then equivalent to just less than a day of economic losses.

“The Busway scheme is the most practical solution ever proposed in a long time to trying to put order in the EDSA traffic”, observed former DPWH and DOTC Secretary Ping de Jesus. Such astonishing results demonstrated the efficacy of structural changes in traffic conditions. Yet, despite its great success, the EDSA Busway continues to suffer from severe budgetary constraints. Many of its dedicated passenger stations have not been completed. Large distances between stations and wrong-sided bus doors have compromised passenger safety, convenience and efficiency of bus operation.

The EDSA Busway is a good transport model that should be quickly replicated in other national roads, such as Commonwealth, Quezon Avenue and C5. Dedicated busway lanes on the median lane can be constructed, while existing overhead bridges can be retrofitted with stairs to the median busway stations.

On March 2, 2026, the �����Թ� wrote PBBM to inform him of the dire traffic conditions gripping the country. Among the measures the �����Թ� offered was the creation of the MM Transport Authority with an Administrator in charge. This would clearly place clear accountability implementing immediate and structural solutions to ensure a move-commuters, not move-vehicles, policy.

Traffic improvement can be sustained with the implementation of the following measures: ��seamless inter-connection of the EDSA Busway and other such busway with MRT, LRT, implementation of the long-promised and much-awaited Pasig River Ferry System; improvement of the Mabuhay Lanes and other alternate routes; revamping traffic regulations, such as at the EDSA corner Ortigas intersection to allow more continuous flow of the very long Ortigas traffic; high occupancy vehicle (HOV) practices where 4 or more passengers shall have priority use of a dedicated lane along the busway; ��no parking, loading and unloading areas, particularly in school zones; wider sidewalks along major national roads, such as those being laudably constructed by DPWH Secretary Vince Dizon for walking and biking lanes; resiliency against floods during the typhoon season of national roads; and the construction of parking buildings, particularly at transport hubs.

The completion of big-ticket projects of the government will greatly help sustain the traffic improvement. They are the Grand Common Train Station, Clark to Manila and Calamba commuter railway; Pasig River Ferry System and a Ro-Ro Ferry ship system at the mouth of Manila Bay to serve as a bypass to the problematic traffic along C5, pending completion of the proposed Cavite-Bataan bridge.

Indeed, the �����Թ� believes that, with strong political will, traffic congestion in MM can be solved.

(The author is Chair of the Management Association of the Philippines (�����Թ�) Transportation and Infrastructure Committee. He is the Honorary Chairman of Clairmont Group. Feedback at <map@map.org.ph> and <edyap2@gmail.com>).

The post ADDRESSING THE TRAFFIC CRISIS … decisively and sustainably appeared first on Management Association of the Philippines.

This crisis is driving oil price volatility, constraining production, and forcing organizations and governments to operate under sustained uncertainty. The implication is clear: this is no longer a risk to monitor, but a disruption that must be actively managed.

The Conflict Exposes Critical Global Supply Chain Vulnerabilities

Escalating tensions are disrupting supply chains already under pressure from inflation, climate risks, and demand volatility. At the center is the Strait of Hormuz—one of the world’s most critical energy chokepoints.

Asia remains highly exposed due to its dependence on imported energy, while industries, such as manufacturing, logistics, and semiconductors, face increasing risk. Hidden dependencies on materials, like helium, bromine, and sulfur, continue to drive cascading disruptions.

From Pandemic Lessons to Present Crisis

During the COVID-19 pandemic, I witnessed firsthand how fragile global and national supply chains truly are—and how critical procurement, logistics, and coordinated response systems are in ensuring continuity during times of crisis.

As early as November 2020, I have consistently advocated for a national supply chain strategy directed towards:

• Energy
• Food Resilience
• Health Security
• Defense Readiness

Increasing Challenges: Supply Chains Under Pressure

Global supply chains are now facing a multi-layered disruption:

• Energy & Trade Disruption
• Supply-Demand Imbalance
• Cascading Cost Pressures
• Asia’s Supply Vulnerability
• Systemic Supply Chain Risks
• Business Disruption and Employment Impact

Supply Chain Response Framework

As supply chain risks escalate, actions should be aligned with the level of disruption, with corresponding responses implemented across Stage 1 (Pre-emptive & Monitoring), Stage 2 (Active Management — current status), and Stage 3 (Emergency Resilience) to ensure timely and appropriate action as conditions evolve.

Industries Already Affected

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• Agriculture
• Logistics & Transportation
• Manufacturing & Semiconductors
• Retail (Non-Essential / Luxury Segments)

The Bullwhip Effect

The Bullwhip Effect occurs when small demand fluctuations at the consumer level become amplified upstream in the supply chain.

In this crisis, disruptions are triggering:

• Inventory imbalances
• Inefficient production
• Rising operational costs

What the Private Sector Can Do

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• Bring Key Stakeholders Together – Define a strategy and action.
• Map Supply Chain Vulnerabilities – Identify high-risk products and services, stock-keeping units, components, and suppliers across all tiers to pinpoint bottlenecks, exposure, and financial impact.
• Strengthen Sales & Operations Planning (S&OP) / Integrated Business Planning (IBP) – Align demand and supply planning through scenario simulations, directly linked to financial outcomes, while actively optimizing inventory positioning.
• Assess Supply Base Risk – Evaluate supplier capacity, continuity, and risk exposure for critical materials, including factors affecting both upstream supply and downstream demand.
• Validate Cost & Pricing – Stress-test COGS and pricing to ensure viability during disruptions, prioritizing high-margin and essential items while phasing out low-performing SKUs.
• Drive Strategic Sourcing, Group Procurement, and AI Use – Diversify supply sources, optimize total cost, and leverage aggregated volumes to secure supply continuity. Utilize AI to extract data and develop sourcing models.
• Simulate Demand & Optimize Costs – Model multiple demand scenarios and implement cost optimization across operations and workforce where needed, using a three-level planning approach:
• Operational
• Tactical
• Management
• Augmentation & Out-tasking – Augment supply chain, procurement, and logistics through external partners with expertise, scale, and technology-enabled capabilities
• Maintain Resilience & Leadership Focus – Prioritize critical actions, remain agile in execution, and sustain leadership alignment during prolonged disruptions.

What the Public Sector Can Do

• Establish a National Supply Chain Organization – Create an inter-agency, action-oriented council responsible for data-driven decision-making, scenario planning, and coordinated execution across different crisis stages, with focus on:

o������������������ Energy

o������������������ Food Security

o������������������ Healthcare

o������������������ National defense and security

• Establish a National Supply Chain Control Tower – Enable real-time visibility, centralized monitoring, and coordinated nationwide response.
• Map Critical Commodities – Secure fuel, food, healthcare, and defense supply chains through end-to-end mapping; prioritize critical sectors and deprioritize non-essential demand during crises.
• Implement Demand Sensing & Planning – Deploy real-time monitoring systems to anticipate shortages and demand shifts for essential goods.
• Establish a National Supply Management Plan – Define supply sources, lead times, capacity, and stockpiling strategies; enable emergency production for critical goods
• Mobilize Whole-of-Government Coordination – Align national agencies, LGUs, and industry stakeholders to stabilize priority sectors during disruptions by implementing multi-level supply chain planning:

o������������������ Operational level

o������������������ Tactical level

o������������������ Strategic level

• Collaborate Across Asia to Share Resources, Synergies, and Stopgaps – ASEAN Countries should support one another
• Institutionalize Public-Private Supply Chain Partnerships – Develop structured collaboration frameworks with supply chain organizations and solution providers to enable joint undertakings.

From Crisis to Control

The current crisis marks a turning point—where supply chain disruption is no longer temporary, but structural to global trade, economic stability, and national security.

Use this crisis as an opportunity to learn supply chains are lifelines, requiring a shift from efficiency to resilience and from reactive to strategic management.

Even if this conflict does not escalate further, the imperative remains: to be prepared, to strengthen our supply chains, and to build resilience against future shocks. Preparedness is no longer optional—it is essential.

In this new reality, the ability to sustain supply is the ability to sustain survival.

(The author is a member of the Management Association of the Philippines (�����Թ�) Trade, Investments and Tourism Committee, and �����Թ� International Relations Committee. He is Chair of the Procurement and Supply Institute of Asia (PASIA) and PASIA Shared Services. He currently serves as a Senior Supply Chain Advisor under the U.S. Department of State LEAP Program. Feedback at <map@map.org.ph> and < charlie.villasenor@transprocure.com>).

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