MAP MEMO Volume 3 Issue No. 01 – 3 January 2017 2



V3 01

1. “MAPping the Future” Column in the INQUIRER

1.1 “Three Decades Later, Why Cory and EDSA have been Forgotten”
by M.A.P. Member RAFAEL “Paey” LL. REYES on 26 December 2016

1.2 “Sizing up economic powers: China, EU, Russia and US”
by M.A.P. Agribusiness and Countryside Development Committee Vice Chair
ROLANDO “Rolly” T. DY on 2 January 2017

2. “M.A.P. Insights” in BUSINESSWORLD

2.1 “To Be Credible is To Be Self-Reliant”
by M.A.P. Member JAIME “Jimmy” S. DE LOS SANTOS on 27 December 2016

by M.A.P. Management Development Committee Chair MARIO ANTONIO “Mayo” G. LOPEZ on 3 January 2017

3. Business groups call for the full implementation of the Sin Tax Law

4. M.A.P. Theme for 2017

5. M.A.P. Officers for 2017

6. Forthcoming Event 
January 18 (Wed) M.A.P. CEO Academy Forum on “The Leadership Imperative in Complex Times” with Mr. BOB ANDERSON, Founder, Chair and Chief Development Officer, The Leadership Circle and Full Circle Group; and author of the Book “Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results”
11:30 AM to 2:00 PM, The Conservatory, The Peninsula Manila

7. Articles/Papers being Shared with M.A.P. Members

7.1 “Rizal for the New Year: Rebellious, amid revelry”
from M.A.P. Tax Committee Chair and M.A.P. EMERGE Committee Vice Chair ALEXANDER “Alex” B. CABRERA’s “As easy as ABC” Column in THE PHILIPPINE STAR on 1 January 2017

7.2 “Time for Reflection”
from M.A.P. Governor PETER WALLACE’s “Like it is” Column in the

7.3 “Integrity Initiatives for 2017”
from M.A.P. Past President and Integrity Initiative Chair GREG NAVARRO’s
“Deloitte on the dot” Column in THE MANILA TIMES on 3 January 2017

8. Birthday Celebrants

1. “MAPping the Future” Column in the INQUIRER

1.1 “Three Decades Later, Why Cory and EDSA have been Forgotten”
by M.A.P. Member RAFAEL “Paey” LL. REYES on 26 December 2016

ll.Reyes“Weather-weather lang ‘yan”, we’re fond of saying in our uniquely Filipino sense of English-Tagalog word-play humor. Who’s in power, and who’s not; what cause is in fashion, and what cause is not; what actions are acceptable, and what are not . . . it’s all a matter of a random turn of fortune’s wheel. I suspect that in our chuckles, we’re really acceding to a progeny of the prevailing zeitgeist of moral relativism: political relativism. That is, in the realm of politics — as in the case of personal morality — there really is no right and wrong, that everything is in fact a matter of personal opinion and perspective, and that moreover, these are malleable over time and without any limitations. Moreover, I surmise all this ironically started with the contemporary political figure I love the most, President Corazon Aquino–who stood for a diametrically opposite sense of politics.

On my foyer wall hangs her first painting on wood (according to my mother who gifted me the piece). It is of a flower arrangement, painted with all the skill and innocence of a 3rd-grader. It hangs there not because of its artistic excellence, nor the historical prominence of the artist, but because the woman in yellow holds a place in my heart. When her coffin passed along Ayala Avenue, I in my office wear climbed the center-aisle railing, propped myself against a palm tree, and for the last time on Manila’s streets, flashed the sign for, and shouted “Laban!” I wept so hard, a friend who happened to be nearby asked if I was OK. When Pres. Aquino was interred, I posted on my Facebook page, “I don’t know whether Cory Aquino was a good president, and I know not whether the gates of Heaven are truly made of gold, but if they are not, today, they are surely painted a bright yellow.” It was a time of mourning, so I was being kind. Because sure as Heaven, she was a terrible president.

She was certainly not a bad leader in the way most Philippine presidents are bad—murderous, rapacious, or both. Rather, she couldn’t—sometimes literally for the life of her during the multiple attempted putsches during her term in office—enforce justice, a most crucial element of any government and societal compact. Pres. Aquino’s slogan of “reconciliation” indicated she would bank hard towards justice’s equally important counterpart, mercy. In this, she was very Filipino indeed. We have been an oppressed people for most of our history, and are largely Catholic and Christian after all, and so are very partial to forgiveness and mercy.

No rebelling soldiers were executed. No Marcos cronies were imprisoned, at least not for long. No truly sizeable sequestration of assets were completed. Not even her husband’s murderers were brought to justice. (The underlings were imprisoned, but later pardoned by President Arroyo. How this can be for men in uniform who assassinate a national hero beggars belief. The masterminds were never caught at all.) Crucially, though there are no credible stories of her immediate family enriching themselves while she was in power, the same cannot be said for her broader circle of family and friends. (Whether this was for lack of resolve as fans like I surmise, or some more serious deficiency as her detractors claim, matters little. Filipinos got the result they got, and have reacted accordingly.)

Even those who have great affection for President Cory Aquino acknowledge most of this, but point out that she at least restored democracy in the Philippines. I disagree. Democracy involves more than installing a voting system and holding an election. Indeed, to recall, it was President Marcos who did this first. (One need only look at any of several failed African states that started life with an election after independence, complete with English-style headdress.) Democracy involves instilling in the national culture a deep respect for the democratic processes of the republic, and an active intolerance for any corruption of it. Even the first presidential election after President Aquino’s term was widely believed to be tainted with cheating. Thereafter, cheating simply became part of the election landscape, from vote-buying, “zeroing” out opponents in a district, altering late-coming counts in Mindanao, to the infamous “Hello Garci” incident. If you have household help, do they ask you who to vote for? Mine do. I bet most Filipinos ask whomever they feel can most benefit them materially, or simply, feel most loyal to. Thankfully, election-watch organizations and indelible ink are still in place, holding a very thin line for democracy, something that the wider culture I suspect would not do on its own volition.

President Aquino’s successors certainly seemed to be progressively worse on the justice and corruption fronts, with the sole exception of the second President Aquino. From anomalous reclamation and telecommunications projects, to cronies being issued official concessions for monopoly businesses and unofficial ones for smuggling and tax-evasion, and worst of all, to passes issued to powerful people for committing individual and mass murders, the list seemed endless over the years. So, some people understandably started asking, “Was Marcos really worse (than whomever was then president)?” So also, most significantly for our political culture, the “Laban” people of the 1980s could not give subsequent generations a good narrative about what had been some of the most dramatic and heroic political actions in Philippine history—the fruitful denouement was abjectly missing.

We thus come to the day when an exhausted, disappointed, and confused people are faced with the stealth burial of President Marcos in a place called Libingan ng mga Bayani. There were millions who stood in the streets for the woman in yellow, from the snap election campaign to the EDSA I Revolution in 1986, and prior to that, before the coffin of her slain husband in 1983. The evening after President Marcos’s much-delayed burial, the pro-Aquino ABS-CBN network reported that a crowd of 500 gathered at the EDSA Shrine to protest, but that at daybreak, the crowd had dispersed possibly due to the light rain that had fallen. Weather-weather lang ‘yan.

(This article reflects the personal opinion of the author and does not reflect the official stand of the Management Association of the Philippines. The author is the CEO of FIGS, Inc. Feedback at <> and <>. For previous articles, please visit )

1.2 “Sizing up economic powers: China, EU, Russia and US”
by M.A.P. Agribusiness and Countryside Development Committee Vice Chair
ROLANDO “Rolly” T. DY on 2 January 2017

T. DYPresident Duterte wants to shift foreign policy towards China and Russia, and away from the European Union (EU) and the United States, especially the latter.

What will each country offer in terms of trade and consumer markets? This brief assesses each area using imports, population and growth, and per capita income.

Philippine official statistics show that in 2015, Japan, the US and China were the largest export markets at US$12.4 billion (B), $8.8B, and $6.4B, respectively. Russia was No. 50 with a measly $45 million (M). With respect to imports: the Philippines imported $6.8B from Japan, $7.6B from the US, $11.5B from China and $323M from Russia.

Country-partners’ profiles tell a somewhat different story, even if adjusted for transport differentials and timing.

Country Economic Indicators, 2015

Item Phil Japan China Russia EU US
Export to Phil, $B, fob 9.5 26.7 0.32 6.8 7.9
Import from Phil, $ B, cif 8.9 19.0 0.27 7.6 10.6
Surplus, $ B  – 0.6 7.7 0.05 (0.8) (2.7)
Gross National Income, $ B 357 4,656 10,724 1,669 17,986 17,664
Population, M 101 127 1,371 144 477 321
Income per capita, $ 3,500  36,700 7,800 11,600 37,700  55,000

Source: UN Trademap, World Bank Atlas. EU includes United Kingdom

China imported $19.0B worth of goods from the Philippines in 2015. The bulk were electrical machinery and machinery parts and nickel ores. Since both the Philippines and China form part of the global value chains for electronic products and machinery, the fortunes of both in these industries are interlinked.

China also imports mineral fuels and bananas. In 2015, China exported $26.7B to the Philippines giving China a trade surplus. China is also a major source of smuggled goods.

China, the third largest economy in the world, is a huge market with a large and rapidly growing middle class. China’s new upper middle class will swell to more than half of the country’s urban households by 2020, up from just 14 percent in 2012 (Mckinsey Quarterly 2013). The Philippines can export more agri-food products, but it must compete with its ASEAN peers, which have a more productive agriculture and aquaculture.

Here are some market shares of ASEAN players in China imports:

• Fish and shrimps ($6.3B): Indonesia 4.4 percent, Thailand 2.6 percent, and Vietnam 1.3 percent.
• Cassava chips ($1.2B): Thailand 80 percent and Vietnam 18 percent.
• Fruits and nuts ($6.0B): Thailand 19 percent, Vietnam 16 percent, and the Philippines 10 percent.
• Cocoa and preparations ($872M): Malaysia 20 percent, and Indonesia 12 percent.
• Starches ($1B): Thailand 65 percent and Vietnam 19 percent.
• Vegetable oils ($7.9B): Indonesia 39 percent, and Malaysia 23 percent.
• Miscellaneous food preparations ($1.8B): Thailand seven percent, Malaysia six percent.
• Rubber products ($14.2B): Thailand 28 percent, Malaysia 10 percent, Vietnam five percent, and Indonesia four percent.

The Philippines is an insignificant player with minimal market shares in the above products, except for fruits where the country had a share of 10 percent.

Russia: Russia-Philippine trade is insignificant. In 2015, Russia only imported less than $300M and exported slightly above that. The main import is electrical machinery while the main export is mineral fuel.

Russia is the 11th largest economy in the world, and the 9th largest in terms of population. But two-thirds of its exports are mineral fuels. Its population is aging and declining. It imports lots of bananas (1.2 million tons from Ecuador) and meat products.

European Union (EU): The EU is the largest collective economy in the world with 28 member countries. In 2015, the EU imported about $7.6B worth of goods from the Philippines and exported $6.8B. The biggest exporters are Germany, France, the United Kingdom and Italy. It has a 500 million consumer market with high income. But its growth prospect is not rosy given its aging population.

For ease of data, taking only Germany as example, here are the market shares:

• Fish and crustaceans ($4.1B): Vietnam 3.1 percent, Indonesia and Thailand less than one percent each.
• Fish and meat preparations ($2.6B): Thailand 4.7 percent, Vietnam three percent and the Philippines 1.9 percent.
• Vegetable oil ($4.1B): Indonesia 12 percent, Malaysia five percent, and the Philippines two percent.
• Rubber products ($14.6B): Malaysia 3.2 percent, Thailand 2.3 percent, and Indonesia 2.1 percent.

United States (US): The US is a huge economy with a very high income per capita. It imported $10.6B worth of goods from the Philippines and exported $7.9B, giving the Philippines a trade surplus. Its 320 million market is growing with a relatively young population given in-migration.

For relevant products, here are the Philippines and ASEAN shares:

• Fish and crustaceans ($15.5B): Indonesia eight percent, Vietnam six percent, Thailand three percent and the Philippines less than one percent.
• Fruits and nuts (($15.4B): Vietnam five percent, the Philippines one percent, and Thailand less than one percent.
• Meat and fish preparation ($5B): Thailand 20 percent, Indonesia 11 percent, Vietnam nine percent, and the Philippines three percent.
• Vegetable oils ($6.0B): Indonesia 12 percent, Malaysia 11 percent and the Philippines nine percent.
• Natural rubber products ($28.0B): Thailand eight percent, Indonesia seven percent, Malaysia six percent, Vietnam one percent and the Philippines less than one percent.

Where to? Economic diplomacy is “multiplication.” The more diverse the market, the better the chances for exporters for growth and balancing risks. China is a huge market and room for growth is high. Russia is really a smaller economy compared to the EU and the US. Better to have more partners rather than two.

Competing in the global markets has a major pre-requisite: competitive value chains. That applies to all industries. For instance, with an unproductive and less diversified agriculture, high power costs and poor infrastructure, the Philippines has a higher mountain to climb than its ASEAN peers. The current ASEAN global market shares show this.

(The article reflects the personal opinion of the author and does not reflect the official stand of the Management Association of the Philippines or MAP. The author is the Vice Chair of the MAP AgriBusiness and Countryside Development Committee, and the Executive Director of the Center for Food and AgriBusiness of the University of Asia & the Pacific. Feedback at <> and <>. For previous articles, please visit )

2. “M.A.P. Insights” in BUSINESSWORLD

2.1 “To Be Credible is To Be Self-Reliant”
by M.A.P. Member JAIME “Jimmy” S. DE LOS SANTOS on 27 December 2016

deloss santosBy his words and actuations, the Commander-in-Chief (CIC) has articulated succinctly the crafting of an independent foreign policy. Concomitant with this strategic shift, he has also intimated the possibility of procuring military arms and equipment from China and Russia.

To put this game-changing pronouncements in context, let us take a good look at the character and strength of the Philippine military.

First, it is shaped by its structure, the framework that holds the various elements compromising a military organization. This defines command, command and staff functions, chain of command and the relationships among the different levels in the hierarchy. It is prescribed in a table of organization and equipment that specifies the essential and necessary armaments, transport and ordnance facilities, communication systems, and other service-support essentials.

Second, another essential of military operations is the arsenal, which covers the whole range of land, naval, and air warfare assets. The procurement of these assets are based on budget allocations.
At the moment, the bulk of our military assets are US-sourced, procured through the foreign military sales mechanism or as foreign aid. A few were sourced from European Union countries.

To depend on budget allocations to strengthen military capability is wishful thinking, a hard lesson that we have had to learn time and again. As is always the case, a developing economy like ours will favor social services, education, and public works project over defense spending.

The level of sophistication and technology of our military hardware is negligible, given that most of what are still usable are rejects from US arsenal. Whether or not it is intentional on the part of the US to make us hostage to a culture of dependence is due also to own our doing. By our inadequacy to manage our internal threats, the continued proliferation of graft and corruption in the defense establishment, and the lack of appreciation and involvement to build up the psyche and mindset of youth involvement in defense build–up, we have not earned the respect of allies even as our own strategic vantage point is harnessed for their own ends.

Third, doctrines which are the established procedures prescribed for military operations serve as the foundation for warfare. By its very nature, a military prepares for war. That is the very reason for its existence. In peacetime, it performs the national security operations other than war and assists and supports the civil government in developmental roles.

Its employment in both cases are based on doctrines developed through experience, transfer of technology from the military of other countries, training, defense alliances, and national policies. From the time a soldier joins the military until his retirement, he goes through a process of indoctrinations, develops a military culture, and learns the skills and techniques of soldiery, based on US and western concepts and doctrines. From this process springs military traditions and practices that strengthen the bond among soldiers, impacting on morale and esprit de corps.

Fourth, a military is dependent on human resources. The training and expertise of our soldiers are western-biased. From the basic soldiery to officer training up to defense management and strategy, curriculum and doctrines are US-oriented. They take pride in being US-trained.

This, in turn, dictates their core competence. Competence which encompasses the psychological level. They feel that they possess a competitive advantage because of their western training. It is obvious that they want to be identified with a strong and powerful country like the US. Countries with affinity and alliance with the US somehow, if modestly, project residual power.

Our long association with the US in terms of a military alliance has developed a culture dependence that has shaped the military mindset. This reality has influenced the military thinking that dictates that only the US is good. It has deprived the military of the ability to develop a critical and creative mindset that could have enabled the exploration of other essential alternatives. This mindset was further reinforced with a US military bias developed through military training and education. This mindset has permeated into the leadership structure of the organization.

Seldom are US doctrines challenged, it is always accepted as gospel truth. It has built a confidence level and comfort zone.

The political leadership from whom the military derives its strategic directions rarely veers away from US interest. It has also deprived our political leaders to be innovative and responsive to change.

Political strength is always predicated on US interference and intervention, hence, there was little seriousness of purpose in the legislative agenda.

Let me cite two developments that could have at least restored our military strength relative to our ASEAN neighbors. These are the AFP Modernization Law and the BCDA law. In both cases, these laws provided a mechanism to allocate funds in trust for a multi-year allocation for AFP enhancement and acquisition. These laws were more of form than substance. Since the US continues to provide foreign military aid, the law lay dormant, unimplemented. Our culture of dependence made us hostage to our own negligence and lackluster attitude.

The introduction of military equipment, facilities and equipments that will be sourced from China and Russia will definitely undo many established protocols, affect efficiency and organizational capabilities. With these existing military assets in our use and inventory sourced from the US and EU, are we assured of professional training and availability of spare parts replacements? With the reduction or termination of US military aid, how extensive are the adjustments that must be made to include the cost implications?

Off hand, such changes would mean having to revise doctrines, rewrite military manuals, retrain personnel, test new doctrines and conduct language courses.
In the ASEAN region, save for Cambodia and Laos, military establishments are either US, British, or EU-oriented. Though ASEAN is a non-military alliance, it forms commonality in its military assets, in its campaign against terrorism, law enforcement and peacekeeping operations.

The pronouncement of the CIC is timely and expedient. There is a need to unlock and unfreeze a long-standing national psychological orientation that has blocked our initiative to innovate and adjust to the radical changes happening in the global environment. We cannot forever contain our priorities to very limited options that will perpetuate the culture of the dependence.

A credible AFP starts with a mindset and character that are synonymous to strategic thinking, and that are translated in terms of an independent and credible mental attitude, leadership and decision-making techniques, from which springs the vision based on objectivity, creativity and independence.

A credible AFP must develop a defense program that is self-reliant, involving the natural resources and entrepreneurial attitude of its people. It goes without saying that every Filipino has a stake in providing inputs for a self-reliant defense program. It is not too late to start the establishment of a military-industrial complex.

The AFP has pursued a self-reliant defense program before, which was shelved in the dustbin of time due to political reasons. Let it be one of the programs under the public private partnership. Let us respond to the call of the CIC.

In conclusion, a credible armed force is not dependent on which country it aligns itself with, but the degree and magnitude of its being self-reliant.

(The article reflects the personal opinion of the author and does not reflect the official stand of the Management Association of the Philippines.)
—————————————————————————————————-JAIME S. DE LOS SANTOS is a member of the M.A.P. National Issues Committee,
the 42nd Commanding General of the Philippine Army, the 1ST Force Commander
of the UN Peacekeeping Force in East Timor, presently part-time Professorial
Lecturer at UP Diliman. and Director, Graduate Studies at the Manuel L.
Quezon University (MLQU).;

Main Home

by M.A.P. Management Development Committee Chair MARIO ANTONIO “Mayo” G. LOPEZ on 3 January 2017

BadaraccoJoseph L. Badaracco, Jr.’s work, “Defining Moments: When Managers Must Choose between Right and Right,” caught my eye when reviewing materials for a revival of a business leadership and responsibilities course I offered for many years before I withdrew the elective from the Masters in Business Management (MBM) Program’s list of electives due to a re-aligning of faculty assignments and elective topics. I was so taken by the title and an academic review I read that I went to and found this short “blurb”:

“Defining moments occur when managers face business problems that trigger difficult, deeply personal questions. In deciding how to act, managers reveal their inner values, test their commitment to those values, and ultimately shape their characters. Badaracco builds a framework for approaching these dilemmas around three cases of increasing complexity, reflecting the escalating responsibilities managers face as they advance in their careers. The first story presents a young man whose choice will affect him only as an individual; the second, a department head, whose decision will influence his organization; the third, a corporate executive, whose actions will have much larger, societal ramifications. To guide the decision-making process, Badaracco draws on the insights of four philosophers–Aristotle, Machiavelli, Nietzsche, and James–because they offer practical rather than theoretical advice. He thus bridges the gap between classroom philosophy and corporate pragmatism. The result is a flexible framework that managers can draw on to resolve issues of conflicting responsibility in practical ways.”

Unlike most business ethics texts, the book does not focus on the more patently “right versus wrong” issues. Instead, it looks at situations when managers have to decide which of two obviously right responses she or he ought to take, calling into question all of her or his stated and unstated values.

One of the three cases Badaracco cites is the case of a manager who is approached by a subordinate with whom he has been a friend to inform him that the subordinate is about to take out a huge loan to purchase a new home for his family. There have been rumours of an impending downsizing of the company. He knows of the plans and that this subordinate is in the list of those who will be let go. The manager thinks the information on the impending loan is being given in the hope of deriving information pertinent to the subordinate about the rumoured downsizing. He is aware that there is need for confidentiality about the downsizing and who might be involved. Any reaction to the proposed loan becomes information on the downsizing. What ought he to do. Not easy.

Badaracco quotes from Jean Paul Sartre’s play, DIRTY HANDS, in chapter one: “How you cling to your purity, young man? How afraid are you to soil your hands! All, right, stay pure! What good will it does? Why did you join us? Purity is an idea for a yogi or a monk….To do nothing, to remain motionless, arms at your side, wearing kid gloves. Well, I have dirty hands. Right up to the elbows. I’ve plunged them in filth and blood, but what do you hope? Do you think you can govern innocently?”

The quote serves as a warning that if one is to be a good manager and a good leader, getting dirty hands is an inevitable consequence.

I was so excited to read the book – which unfortunately was out on loan at the time – I went to Google for more summaries and reviews, and TED Talks and YouTube to see what videos (videos and interviews) of Dr. Badaracco were readily available (there were a lot!).

I then summarized what I read and watched into a personal understanding of what I thought Badaracco wrote and said, and himself drew sketchily on a while board in one of the lectures.


I use the phrase *”Reality filters” to encapsulate several critical considerations including, first and foremost, the primary value of Anglo-American business corporations that Badaracco identified in one of the lectures. He said the principal obligation of any manager who agrees to work in a corporation operating within Anglo-American principles is to work for the economic interests of the owners of the business.

These reality filters may also include, in the case of transnational corporations operating in many overseas locations, local cultural values that the corporation has chosen to incorporate into localized operating rules, as well as temporary coping mechanisms so accepted because of transient political, economic and social realities – e.g., a new political party in power that has chosen to work under a new set of rules very different from what has been in place for a long time.

In our organizational lives, we face issues that require for us to make a choice among many feasible choices. These will include deciding between “right versus right” decisions – not as easy to decide when deciding which of several candidate new businesses ventures we should get into; whether or not to launch a promising product with great benefits but with still unknown side effects; where to locate a new plant or grow needed crops; which of several potentially good choices from a short list of candidates will we wish to appoint to a new position; whether or not to take a stand on a controversial government decision the effect on our business we are not sure of but can be potentially negative and how having made a decision on where we stand, how to word that stand with care for publication. These are just some of the kinds of decisions we need to make and they present us with varying degrees of existential difficulties, some of the deeply ethical and moral difficulties.

Badaracco presents us with three cases of middle managers who must respond to problematic situations requiring “important personal, professional and social decisions.” These challenges the manager in each case must face and make crucial decisions on constitute what Badaracco calls “defining moments” (the title of the book). The process each must undergo “reveals, tests and shapes.”

The demand to make decisions mindfully, carefully and appropriately is most highlighted in making a choice between right decisions. How clear the manager is about her or his own values, and how strongly or weakly they stand in her or his hierarchy of values, is paramount. She or he must become keenly aware of and sensitive to the values of others, especially those of the power structure, the power holders and wielders in the organizations, given the realpolitik of her or his organization. And she or he must analyze the “futurity” and ramifications in great detail of her or his decision, the long term and possible effects of her or his choices and how her or his decision will shape all future decisions in the company.

All managers face “defining moments.” He points out that life’s train is moving so fact most of us may not realize we just went through a defining moment; and that even when we do realize we are, we do not take time to examine and learn what has been “revealed, tested and shaped” by the situation to us and to the organization.

The work of the book is to present us with a more appropriate conceptual and practical framework to use in dealing with defining moments. He also observes that current practices have not made adequate provisions to allow managers to think upon, learn and apply such frameworks before they present us with problems at speeds that may make introspection and learning possible. This preparation has always been very important and has now become crucial.

The final filter Badaracco presents is what I call “Your Final Choice” filter, which I subtitled, “The choice you can live with”. These represent alternatives a manager will find thoroughly acceptable to her or him and can chose from even by, I am being facetious, drawing lots from a bowl of spinning a bottle and selecting where the opening points.

I am convinced that more and more our selection of teaching materials in AIM, or any school of management, whether these are business or public management schools, must put all their students through. It is a strong recommendation to make management and leadership ethics no longer an elective but a compulsory course, taught by well seasoned professors with actual work experience at all levels of organizations. This is not just a tool course. It is a humanities and philosophy course as well. It is a strong recommendation to organizations to influence in their human assets and capital development education and training courses a “must take” program on ethics if they are to prepare well-rounded managers at all levels of the organization. There is no other choice.
—————————————————————————————————MARIO ANTONIO “Mayo” G. LOPEZ is the Chair of the Management
Development Committee of the Management Association of the Philippines
(M.A.P.), and a Professor at the Asian Institute of Management (AIM).

3. Business groups call for the full implementation of the Sin Tax Law

The Philippine Business Group and Joint Foreign Chambers, a coalition of local and foreign business groups, support the Department of Finance’s position to fully implement the “Sin Tax Reform Act” or R.A. 10351 passed in 2012. This includes Section 11 of the said Act, which mandates the Congressional Oversight Committee to review the impact of the tax rates beginning the third quarter of calendar year 2016.

The original objectives set forth by the law were meant to enhance the government’s health goals and strengthen its tax administration efforts. Since the adjustment of excise tax rates for “sin” products in 2013, together with other reforms incorporated within R.A. 10351, we have noted the reduction of smoking prevalence and the significant increase in government revenues, which have supported various health projects and farmers’ livelihood programs. The scheduled unification of excise tax rates in 2017, on the other hand, would help simplify tax administration, optimize revenue collection, and reduce the system’s vulnerability to tax evasion and corruption.

However, there is an aggressive push in Congress to amend Section 145 (C) of the National Internal Revenue Code of 1997, as amended by R.A. 10351, for the purposes of preventing the scheduled shift to a unitary tax for cigarettes packed by machine in January 2017. This is embodied in House Bill 4144 which proposes to retain the two-tiered system and to increase the excise tax rates for both the lower and higher brackets to P32.00/pack and P36.00/pack, respectively. The proponents of this legislative measure claim that their intent is to protect the welfare of the local tobacco farmers. However, the lack of proper consultation with stakeholders, including the local tobacco farmers themselves, and the absence of an impact assessment study validating the need for such amendments leave much room for concern and doubt.

We, therefore, call on our lawmakers to allow the Sin Tax Law to run its course. We believe that R.A. 10351 was carefully and properly designed to meet the desired national targets and has undergone proper consultations and thorough deliberations with key stakeholders. It is a good and sufficient law that would lead the government to attain its health and revenue goals.

American Chamber of Commerce of the Philippines (AmCham)
Australian-New Zealand Chamber of Commerce
Canadian Chamber of Commerce
Employers Confederation of The Philippines
European Chamber of Commerce of the Philippines (ECCP)
Federation of Filipino Chinese Chambers of Commerce & Industry, Inc.
Federation of Philippine Industries (FPI)
Financial Executives Institute of the Philippines (FINEX)
Foundation for Economic Freedom (FEF)
Japanese Chamber of Commerce and Industry of the Philippines, Inc.
Korean Chamber of Commerce of the Philippines
Makati Business Club (MBC)
Management Association of the Philippines (M.A.P.)
Philippine Chamber of Commerce and Industry (PCCI)

4. M.A.P. Theme for 2017

“Transcending Adversity for Inclusive Prosperity”

In an age of rapid change and disruption, there is an urgent call for the ‘noble vocation’ of businesses to help create a more inclusive and humane economy. Inspired by pleas for more and better jobs, broader prosperity and lasting ways to help the less fortunate, the M.A.P. encourages transformative actions and an economic system that promotes growth and spreads its benefits more broadly. In pursuing its mission of promoting management excellence for nation-building, the M.A.P. pushes for reforms and policies that are geared towards eliminating poverty, capitalizing on disruptive technologies, fostering an enabling business environment, and creating a more sustainable world for all.

If you have comments on the theme or if you have a suggestion on what the M.A.P. should pursue in 2017, kindly let the M.A.P. Secretariat know.

5. M.A.P. Officers for 2017

President : Ms. MARIFE B. ZAMORA
Vice President : Mr. EDUARDO “Ed” V. FRANCISCO
Treasurer : Mr. RAMONCITO “Mon” S. FERNANDEZ
Asst. Treasurer : Atty. EMMANUEL “Noel” P. BONOAN
Governor : Mr. ROMEO “Romy” L. BERNARDO
Governor : Mr. ALFREDO “Fred” E. PASCUAL
Governor : Mr. PETER WALLACE
Governor : Mr. EDUARDO “Eddie” H. YAP

6. Forthcoming Event

January 18 (Wed) M.A.P. CEO Academy Forum on “The Leadership Imperative in Complex Times” with Mr. BOB ANDERSON, Founder, Chair and Chief Development Officer, The Leadership Circle and Full Circle Group; and author of the Book “Mastering Leadership: An Integrated Framework for Breakthrough Performance and Extraordinary Business Results”
11:30 AM to 2:00 PM, The Conservatory, The Peninsula Manila

leadership Imperative

7. Articles/Papers being Shared with M.A.P. Members

7.1 “Rizal for the New Year: Rebellious, amid revelry”
from M.A.P. Tax Committee Chair and M.A.P. EMERGE Committee Vice Chair ALEXANDER “Alex” B. CABRERA’s “As easy as ABC” Column in THE PHILIPPINE STAR on 1 January 2017

A hardened criminal or even the callously corrupt may not fear incarceration, but they fear death. Real heroes are exactly the reverse. They do not fear losing their own lives. For them, the loss of freedom is death for the living.

Rizal’s acceptance of his death, however, did not come without controversy. His preference to die in jail instead of dying as a rebel forced Bonifacio to call him a “coward.” In what would be one of the most enigmatic twists after he wrote his Noli Me Tangere and El Filibusterismo, Rizal, while imprisoned and days before his execution, wrote a manifesto decrying the rebellion that he was instrumental to giving birth to as “utterly absurd.” Amid the patriotic revelry of the awakened, he rebelled against the rebellion as it would bring “great suffering”.

His preferred and declared tact was to fight with education and through peaceful transformation, even if that meant just asking that the Philippines and the Filipinos be granted equal civil and political rights—under Spain—for a start. If Rizal’s purpose with his Noli and El Fili was to awaken minds, then what he underestimated if at all was that the aroused would be impatient—very impatient, and very rebellious.

If we fast forward that political lesson today, Filipinos need not wait for novels. In the recent past, we witnessed civilians, the military and the clergy alike rise up against the tyranny of martial rule. We witnessed the horrors and how absolute power corrupts absolutely. Impose Martial Law again and the people with minds still awake will be immediately impatient and immediately rebellious.

Almost on cue today, Rizal also touched on religion and how he views his obligations as a Christian. Rizal’s mother sought to tame Rizal from his cause through a letter while he was pursuing higher education in Spain. She intimated what she really wanted for Rizal: “not to fail in your duties as a real Christian, for this is sweeter to me than your acquiring great knowledge; sometimes knowledge is what leads us to ruin.”

Rizal responded with a guideline useful today to lay or clergy, to those who ride along or voice out a protest: “I can bow my head before a fact even though it be inexplicable to me, so long as it is a fact, but never before an absurdity. For me religion is the holiest of things, the purest (but) I would be recreant to my duty as a rational being if I were to prostitute my reason and admit what is absurd. I do not believe that God would punish me if I were to try to approach Him using reason and understanding.”

Despite Rizal’s rebellious nature, he is a polished gem when it comes speaking before an international audience. Present-day leaders will do well to learn from Rizal’s diplomatic language even when he was speaking in the country of the “enemy” with its own citizens and Filipinos abroad in the crowd.

During a dinner to celebrate the success of two Filipino painters, Juan Luna (Spoliarium) and Félix Resurrección Hidalgo (Christian Virgins Exposed to the Mob), he grabbed the opportunity to ease in a strong message that would not spoil a pleasant dinner. He said of the prolonged Spanish occupation of the Philippines: “Spaniards and Filipinos were two peoples that sea and space separate in vain, two peoples in which the seeds of disunion, blindly sown by men and their tyranny, did not take root.”

He recognized Spain’s nobility and its errors while he encouraged Spain to change course with this wise statement: “Spain is wherever she makes her influence felt by doing good; even if her banner were to go, her memory would remain, eternal, imperishable. What can a red and yellow rag do, or guns and cannon, where love and affection do not spring, where there is no meeting of the minds, no agreement on principles, no harmony of opinion?”

You will notice that while Spain was truly deserving then of reproach, he did not do a shortcut by saying: “Go home, you idiots!”

Rizal was among the most popular reminders that parents could not expect their children to bear their autobiographies. It’s almost like a lesson on not to expect millennials to do as their Gen X parents did. He claimed his privilege and had funding to study abroad. For him, it was joyous as it was purposeful. But for all that he learned and all that was extraordinary about him, he did not feel entitled and was humble on the day of his execution in his final words to his father: “My beloved father, pardon me for the pain with which I repay you for the sorrows and sacrifices for my education. I did not want nor did I prefer it.” A lesson indeed to our youth that parents sacrifice much for their children’s education and whatever is hurtful to the children, regardless of their age, brings the parents sorrow.

Rizal’s tormentors could not even wait for the Christmas and New Year festivities to pass by before killing him by firing squad. In his most tragic moment in what was supposed to be the happiest season of the year, Rizal uplifted his family’s spirits by telling them that we would all die, but unlike many, he was fortunate to be able to choose the date and manner of his death. To the end, his thoughts were unyielding as they were celebratory.

I did not write on some of Rizal’s lessons on this first day of the New Year for anyone to feel downtrodden. We all deserve a bit of fun and revelry. Even more so, we owe it to ourselves to be a bit rebellious: to fight for genuine change, be independent-minded, and be able to use our God-given talents for the selfless good. We will never be even close to the caliber of Rizal or of our other forefather heroes. But if we can just have a fraction of their courage, uprightness, and love for their people, our country will be a much better place. Happy New Year, everyone!

* * *

Alexander B. Cabrera is the chairman and senior partner of Isla Lipana & Co./PwC Philippines. Email your comments and questions to This content is for general information purposes only, and should not be used as a substitute for consultation with professional advisors.

7.2 “Time for Reflection”
from M.A.P. Governor PETER WALLACE’s “Like it is” Column in the

I published this a couple of years ago. But it’s such a thought-provoking story that I think it’s worth reflecting on again. It’s time to listen.

The online version may also be viewed on

The story goes:

“A young and successful executive was traveling down a neighborhood street, going a bit too fast in his new Jaguar. He was watching for kids darting out from between parked cars and slowed down when he thought he saw something.

“As his car passed, no children appeared. Instead, a brick smashed into the Jag’s side door! He slammed on the brakes and backed the Jag back to the spot where the brick had been thrown.

“The angry driver then jumped out of the car, grabbed the nearest kid and pushed him up against a parked car, shouting, ’What was that all about and who are you? Just what the heck are you doing? That’s a new car and that brick you threw is going to cost a lot of money. Why did you do it?’

“The young boy was apologetic. ‘Please, mister … Please, I’m sorry but I didn’t know what else to do,’ he pleaded. ‘I threw the brick because no one else would stop…’ With tears dripping down his face and off his chin, the youth pointed to a spot just around a parked car. ’It’s my brother,’ he said. ‘He rolled off the curb and fell out of his wheelchair and I can’t lift him up.’

“Now sobbing, the boy asked the stunned executive, ’Would you please help me get him back into his wheelchair? He’s hurt and he’s too heavy for me.’

“Moved beyond words, the driver tried to swallow the rapidly swelling lump in his throat. He hurriedly lifted the handicapped boy back into the wheelchair, then took out a linen handkerchief and dabbed at the fresh scrapes and cuts. A quick look told him everything was going to be okay. ‘Thank you and may God bless you,’ the grateful child told the stranger. Too shook up for words, the man simply watched the boy push his wheelchair-bound brother down the sidewalk toward their home.

“It was a long, slow walk back to the Jaguar. The damage was very noticeable, but the driver never bothered to repair the dented side door. He kept the dent there to remind him of this message: ’Don’t go through life so fast that someone has to throw a brick at you to get your attention!’ God whispers in our souls and speaks to our hearts. Sometimes when we don’t have time to listen, He has to throw a brick at us. It’s our choice to listen or not.”

Let a brick hit you in 2017.

The column was written in December 2014. I also said there: “If I were the President, I’d be asking for emergency powers. Not to address the power problem, although in a modified form these powers can be useful there, but to bypass all the absurd bureaucratic and legal hurdles to just get anything done. More than 20,000 poor souls in Zamboanga are still living in temporary shelters 12 months after the siege. That there are many, many thousands still without a home in Leyte a year after ‘Yolanda’ is just not acceptable. Yes, there has to be some control so that money is not stolen, but I’d rather risk losing a little than keeping hundreds of thousands of poor folk out of a halfway decent home. Let the Sandiganbayan, the Commission on Audit, the Office of the Ombudsman and other concerned agencies go after the thieves later. And maybe the priests can preach a bit more strongly on the sin of stealing (commandment No. 8) and the subsequent journey to hell.”

Well, two years on and more than 200,000 families still don’t have their own house. Emergency powers weren’t given, action didn’t happen. Today we are strangled by traffic that is devastating our lives, ruining family relationships, costing business enormously. Yet the House of Representatives appears unconcerned. Sen. Grace Poe, bless her, pushed for the measure’s plenary approval before recess, but the House version got nowhere. It’s time the President used his muscle, cracked a few heads and got us emergency powers to accelerate at least some solutions to the disaster we (try to) live in today.

Read my previous columns:

Read more:
Follow us: @inquirerdotnet on Twitter | inquirerdotnet on Facebook

7.3 “Integrity Initiatives for 2017”
from M.A.P. Past President and Integrity Initiative Chair GREG NAVARRO’s
“Deloitte on the dot” Column in THE MANILA TIMES on 3 January 2017

Much has been said about the year that was 2016, but one thing is for sure: it is now well and truly over. Now, we can focus on 2017 and on doing what we can to make this year better than the one before.

For me, 2017 brings in a new challenge to make a difference. I was recently elected chair of the Integrity Initiative, Inc., the private sector-led organization that promotes good governance, transparent business transactions, and strict integrity standards in the Philippines.

Since it was launched in 2010, the Integrity Initiative has accomplished a lot both in highlighting the importance of integrity in the private and public sectors and in getting organizations to go beyond mere lip service when advocating good governance. But in a country where corruption has consistently ranked as one of the biggest obstacles to doing business (as per the World Economic Forum’s Global Competitiveness Report), all of us on the Integrity Initiative Board recognize that there is more work to be done.

For starters, we need broader support from the private and public sectors.

So far, more than 3,500 organizations and institutions have signed the Integrity Pledge, the organization’s formal expression of commitment to abide by ethical business practices and support a national campaign against corruption. That is, however, a small proportion of committed partners if you consider the big picture. From the public sector alone, for example, only 45 government agencies have signed the pledge – a number that is dwarfed even by just the total number of local government units across the country.

During the first Dream Philippines Fair, an event organized in October last year by another good governance crusader – Institute for Solidarity in Asia – as a venue to share best practices in good governance, my fellow Integrity Initiative board member Henry Schumacher emphasized the need for continuous dialogue between the private and public sectors to create an environment of transparency and accountability.

Nepal found a creative and engaging way to do just that. Non-government organization Accountability Lab Nepal developed a TV show called “Integrity Idol,” a competition much like “American Idol” wherein ordinary citizens vote for their favorite contestant through SMS or online. But instead of opening the competition to amateur singers, “Integrity Idol” features civil servants who are judged by their fellow Nepalese based not on their talent, but on the integrity they display at work.

The campaign was so successful – tens of thousands of votes were cast on its first year and the finale was broadcast to millions of people – that the TV show was replicated in Liberia in 2015, and in Mali and Pakistan in 2016. Nepal is set to crown its third Integrity Idol at a national ceremony in three days.

Considering Filipinos’ enthusiasm for reality show competitions and their belief in the power of each person’s vote, it would be interesting to see how “Integrity Idol” would play out here in the Philippines. Certainly this positive approach to building integrity in the public sector would be a refreshing contrast to our oftentimes toxic political climate.

Another effort we’d like to focus on is developing a sound framework that the government can consider in its anti-bribery/corruption drive. This country has no lack of laws designed to fight corruption, but implementation can be inconsistent and cumbersome.

Global anti-corruption organization Transparency International notes that freedom of information (FOI) Acts have helped some governments curb corruption. We have that now, albeit in a limited form, with the FOI Executive Order; hopefully this effort at transparency will become more comprehensive in time and will encourage citizens to participate in ensuring government accountability.

Still, other countries have established agencies with the sole purpose of fighting corruption. Hong Kong’s Independent Commission Against Corruption (ICAC) is one success story that we would do well to consider.

Established in 1974 when bribes and grease money were common features of business and government transactions in Hong Kong, ICAC was given the power and the independence necessary to investigate cases of corruption and prosecute involved parties both from the public and private sectors. Its three-pronged approach to its mandate – effective law enforcement, prevention and education – has helped ensure fairness and justice in society. Many credit the commission for turning Hong Kong into the efficient international financial hub it is today.

Interestingly, the ICAC made its name in its early days cleaning up Hong Kong’s then notorious police force.

Like I said, we, at the Integrity Initiative, have a lot of work to do this 2017, and we are looking forward to working more closely with various sectors of society in institutionalizing integrity and good governance.

The Duterte administration has promised to focus on fighting corruption, in addition to stamping out illegal drugs and criminality, and has indicated interest in the Integrity Initiative’s working framework, starting with the integrity pledge and the certification process undertaken by private entities who join the Intergrity Initiative. We hope you will join us in this journey as we get a fresh start to make this a better Philippines.

For those who are interested in the Integrity Initiative’s various projects, you may visit our website at for more information.

* * *

The author is the managing partner and CEO of Navarro Amper & Co., the local member firm of Deloitte Southeast Asia Ltd. – a member firm of Deloitte Touche Tohmatsu Limited – comprising Deloitte practices operating in Brunei, Cambodia, Guam, Indonesia, Lao PDR, Malaysia, Myanmar, Philippines, Singapore, Thailand and Vietnam.

8. Happy Birthday
to the following M.A.P. Members who are celebrating their birthdays from 1 to 31 January 2017

January 1
8.1 Mr. MANUEL “Manny” L. WONG, General Manager, Acer Philippines, Inc.

January 3
8.2 Mr. LAURENT P. LAMASUTA, President and CEO, Ayala Properties Management Corporation (APMC)

January 4
8.3 Mr. ALLEN L. LEE, President and General Manager, MESCO, Inc.
8.4 Mr. NELSON C. PAR, Chair, PR Gaz Inc.
8.5 Ms. TITA D. PUANGCO, CEO, Ancilla Enterprise Development Consulting, Inc.

January 5
8.6 Mr. RAYMUND “Ray” T. AZURIN, Chief Executive, Zuellig Pharma Corporation
8.7 Mr. FRANCISCO “Paquito” A. DIZON, Chair and President, Pacific Northstar, Inc.
8.8 Mr. FERNANDO “Fern” O. PEÑA, President, MOF Company (Subic), Inc.
8.9 Mr. TONY TAN CAKTIONG, Chair, Jollibee Foods Corporation

January 6
8.10 Mr. JOSE JEROME “Jeng” R. PASCUAL III, CFO, VP for Finance and Treasurer, Pilipinas Shell Petroleum Corporation

January 7
8.11 Mr. MABINI “Mabs” L. JUAN, President and CEO, Manila Bankers Life Insurance Corporation (MB Life)
8.12 Mr. ARMANDO “Armand” S. NG, General Manager, Asia Cargo Container Line Inc.
8.13 Mr. BENJAMIN “Ben” R. PUNONGBAYAN, Founder, P&A Grant Thornton

January 8
8.14 Dr. JAIME “Jimmy” C. LAYA, Chair, Philtrust Bank
8.15 Mr. BERNIDO “Bernie” H. LIU, President and CEO, Golden ABC, Incorporated
8.16 Atty. RICARDO “Dick” J. ROMULO, Senior Partner, Romulo Mabanta Buenaventura Sayoc & de los Angeles

January 9
8.17 Cong. J. ROILO “Roy” S. GOLEZ, Recognized Manager, Forever Living
8.18 Mr. KRISHNA SURAJ “Suraj” MORAJE, Managing Partner, McKinsey & Company
8.19 Mr. KING SOLOMON “King” N. A. MUYOT, Director, Integrated Airline Group, Inc.
8.20 Mr. CELSO P. VIVAS, Independent Director, Philippine subsidiaries of Keppel Limited Singapore

January 10
8.21 Ms. MARIA NOEMI “Noemi” G. AZURA, President and CEO, Philhealthcare, Inc.
8.22 Dr. ROBERTO “Bobby” F. DE OCAMPO OBE, Chair and CEO, Philippine Veterans Bank
8.23 Mr. SEBASTIAN “Baste” C. QUINIONES JR., Former Managing Director, Shell Philippines Exploration BV

January 11
8.24 Mr. VICTOR “Vic” C. MACALINCAG, Independent Director, Semirara Mining Corporation

January 12
8.25 Mr. HARRY C. ANGPING, President, AP Genco North Services Inc.
8.26 Mr. DANILO “Danny” VALENTO FAUSTO, President, DVF Dairy Farm, Inc.
8.27 Mr. WILSON “Wilson” P. TAN, Partner, SyCip Gorres Velayo & Company (SGV & Co.)

January 13
8.28 Mr. MANUEL “Manny” U. AGUSTINES, Chair, Ramcar, Inc.

January 15
8.29 Mr. FRANCISCO “Frankie” C. EIZMENDI JR., President, Institute for Solidarity in Asia (ISA)

January 16
8.31 Mr. KASIGOD “Kas” V. JAMIAS, President and CEO, The Zuellig Corporation
8.32 Dr. EDWARD “Moi” M. MOISES, Dean – School of Management and IT, De La Salle – College of St. Benilde

January 17
8.33 Mr. RICARDO “Ric” G. LIBREA, Member of the Board of Trustees, Insular Life Assurance Co., Ltd.
8.34 Mr. ANTONIO “Tony” A. TURALBA, Chair, President and CEO, Active Group, Inc.

January 18
8.35 Mr. VICTOR “Vic” Y. LIM JR., President, Tune Abe Investment Corporation
8.36 Mr. ROBERTO “Bert” G. MANABAT, Chair and CEO, KPMG R.G. Manabat & Co.
8.37 Ms. MA. CECILIA “Cindy” F. ORTIZ, Partner, Audit and Assurance, Navarro Amper & Co. / Deloitte Philippines
8.38 Mr. RICARDO “Ricky” R. PALAD, President and CEO, Global Sapphire Filipinas, Inc.

January 19
8.39 Mr. BURTON “Burton” CRAPPS , Country Director and Partner, Fair Isaac (ASPAC) Pte Ltd – Philippines Branch

January 20
8.40 Dean RODOLFO “Rudy” P. ANG, Dean, Ateneo de Manila University Graduate School of Business
8.41 Mr. SANTIAGO “Santi” F. DUMLAO JR., Secretary-General, Association of Credit Rating Agencies in Asia (ACRAA)
8.42 Ms. MA. CRISTINA “Tenny” M. MENORCA, Management Consultant

January 21
8.43 Mr. ANTONIO “Tony” S. ABACAN JR., Chair – Advisory Board; Group Vice Chair, Metropolitan Bank and Trust Company
8.44 Consul MA. AGNES T. HUIBONHOA, Honorary Consul, Consulate of the Republic of the Gambia

January 22
8.45 Dean PASCUAL “Al” SAYO GUERZON, President, Melior Realty Services

January 23
8.46 Mr. RABBONI FRANCIS “Bong” B. ARJONILLO, President, First Metro Investment Corporation
8.47 Mr. VICENTE “Ting” R. AYLLON, Chair and CEO, The Insular Life Assurance Company, Ltd.

January 24
8.48 Mr. YU MING “Yu Ming” CHIN , Executive Director, Viventis Search Asia
8.49 Atty. ROBERTO “Bobby” P. LAUREL, President, Lyceum of the Philippines University (Manila, Makati, Cavite)
8.50 Mr. ALFREDO “Fred” B. PARUNGAO, President, Ligaya Management Corporation

January 25
8.51 Mr. NESTOR E. CONSTANCIA, Marketing and Sales Manager, Gardenia Bakeries (Phils.), Inc.

January 26
8.52 Mr. ROMEO “Romy” G. DAVID, Chair and President, BNL Management Corporation
8.53 Gen. JOSE “Joemag” P. MAGNO, Chair, Citra Metro Manila Tollways Corporation
8.54 Mr. ALFREDO “Fred” C. RAMOS, Chair, The Philodrill Corporation
8.55 Mr. RODOLFO “Jun” B. STA. MARIA JR., Treasurer and VP – Finance, STRADCOM Corporation

January 28
8.56 Mr. RAMON “Chito” M. BORROMEO, Senior Executive Vice President, South Luzon Tollway Corporation
8.57 Dr. FRANCISCO “Sonny” L. VIRAY, President and CEO, PHINMA Energy Corporation

January 29
8.58 Amb. FRANCISCO “Toting” V. DEL ROSARIO, Chair and President, Francisco V. del Rosario Holdings, Inc.
8.59 Mr. CARLOS MARIA RUFINO “Caloy” GONZALEZ MENDOZA, Executive Director and Head of Investment Banking – Philippines, JP Morgan Chase Bank, N.A.
8.60 Mr. HILARIO “Larry” C. MURILLO JR., President, Grandcatch, Inc.

January 30
8.61 Atty. SERAFIN “Jun” U. SALVADOR JR., Managing Partner, Salvador Llanillo & Bernardo
8.62 Ms. EVELYN R. SINGSON, President and Vice Chair, Philippine Hoteliers, Inc./Dusit Thani Manila
8.63 Mr. JESUS “Jess” G. TIRONA

January 31
8.64 Mr. EMMANUEL “Noel” D. BAUTISTA, Executive Director, Head of ASEAN, LF Logistics (Philippines), Inc.
8.65 Mr. MANUEL “Karim” GONZALEZ GARCIA, VP for Business Development, Metro Pacific Investments Corporation (MPIC)

Comments are closed.

Powered by