FWD Reports 23.5% Growth in New Life Insurance Business in Q2 2026

FWD Reports 23.5% Growth in New Life Insurance Business in Q2 2026

Wednesday, September 16, 2026

Life insurance remains a competitive market in the Philippines, with insurers looking for ways to make protection and financial planning more accessible to consumers.

Against that backdrop, FWD Life Insurance Philippines reported ₱5.26 billion in new business annual premium equivalent (NBAPE) for the second quarter of 2026, a 23.5% increase from the same period last year.

According to the company's announcement, the figure gave FWD a 12.2% share of the market in NBAPE for the quarter and placed it at the top of the Insurance Commission's ranking for the measure.

The company also reported that it ranked first in single premiums and third in total premiums during the period.

What does NBAPE mean for life insurance?

New business annual premium equivalent, or NBAPE, is a measure used by life insurers to assess new business written during a period. It combines first-year premiums from regular-payment policies with a portion of single premiums, allowing different types of new policies to be expressed on a more comparable annualized basis.

This makes NBAPE different from total premium income. A company's position can therefore vary depending on which measure is being examined.

That distinction is important when looking at FWD's latest figures. Its reported number-one position for the second quarter specifically refers to NBAPE, rather than all measures of life insurance business.

FWD's latest numbers in context

FWD's Q2 performance follows several years of expansion in the Philippine market.

Its 2025 annual report, citing Insurance Commission data, showed FWD ranked third in full-year NBAPE with ₱9.03 billion and third in audited total premium income with ₱50.36 billion. It also ranked first in single premium income at ₱38.25 billion for the full year.

The latest quarterly figures therefore represent a change in the company's position for the specific NBAPE measure.

FWD reported that its Q2 NBAPE increased by 23.5% year on year, reaching ₱5.26 billion. Its reported 12.2% market share means that roughly one out of every eight pesos represented in the industry's NBAPE during the period was attributed to FWD, based on the company's reported figures.

Where is FWD getting its business?

FWD Philippines operates through several distribution channels, including its agency network, its exclusive bancassurance partnership with Security Bank, and digital platforms.

The company's 2025 annual report identified agency and bancassurance growth, increased manpower and productivity, and digital initiatives among factors contributing to its business expansion.

Bancassurance is particularly relevant in the Philippine insurance market because it allows banks and insurers to offer insurance products through banking relationships and channels.

For consumers, this can make insurance available in places where they already manage other aspects of their finances.

Why does this matter to Filipino consumers?

An increase in new insurance business does not automatically mean that every Filipino is becoming better protected financially. It does, however, provide one indicator of how much new business insurers are generating and where companies are gaining market share.

For consumers, the more important question is whether an insurance product actually matches their financial situation.

Premium affordability, coverage, exclusions, policy duration, benefits, payment terms and the financial strength of the insurer are among the details that should be considered before purchasing a policy.

A higher industry ranking does not by itself determine whether a particular insurance product is appropriate for an individual.

FWD's focus on financial confidence

FWD entered the Philippine market in 2014 and has positioned customer experience and simplified insurance solutions as part of its business strategy.

Its latest announcement connects the company's growth with its broader goal of helping Filipinos build financial confidence.

FWD Philippines President and CEO Soon Liang Lau said the company's continued market position reflects the trust customers place in it and pointed to its focus on making insurance simpler and more accessible.

The company also continues to operate its agency business alongside its Security Bank bancassurance partnership and digital capabilities.

What the Q2 results show

FWD's second-quarter results provide a snapshot of its current position in the Philippine life insurance market.

The headline figure is ₱5.26 billion in NBAPE, up 23.5% year on year, with a reported 12.2% market share.

But the numbers also highlight why insurance rankings need to be read according to the measure being used. FWD's Q2 position in NBAPE, its reported leadership in single premiums and its third-place position in total premiums describe different parts of the company's business.

For consumers, those distinctions are more useful than a single "number one" label when considering what the latest industry figures actually mean.

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How Coconut Oil Is Building Livelihoods in Raja Ampat

How Coconut Oil Is Building Livelihoods in Raja Ampat

For communities that grow coconuts but have limited access to markets, the difference between selling a raw fruit and processing it into a finished product can be significant. In Solol Village in Raja Ampat, Indonesia, residents are learning how to turn locally grown coconuts into virgin coconut oil (VCO), creating an additional livelihood option from a resource already present in the community.

The initiative combines skills training, small-scale processing and market development. It also illustrates a broader challenge in coconut-producing communities: how to move beyond selling raw agricultural products and retain more economic value locally.

Why does turning coconuts into oil matter?

Value addition means processing a raw agricultural product into something that can command a higher market value. For coconut-growing communities, this can include turning coconuts into oil, coconut milk, sugar, flour, fiber or other products instead of selling the fruit in its least-processed form.

The approach is not new. The Food and Agriculture Organization has documented the importance of value-added coconut products in improving opportunities for smallholders, particularly in regions where farmers have traditionally depended on raw coconut or copra markets.

The Philippine Coconut Authority has similarly identified value-added products such as virgin coconut oil, coconut sugar and coconut-based non-food products as part of efforts to expand the economic opportunities available to coconut farmers.

Solol offers a smaller, community-level example of the same principle.

From household resource to community enterprise

Solol Village is located in West Salawati District, Raja Ampat Regency. Coconuts are already part of the landscape and household economy, with families managing relatively small areas containing scattered coconut trees.

For years, however, the crop was largely used for household needs or sold as fresh coconuts. According to the community account provided by Bentara Papua, coconuts harvested in the village could be sold to buyers in Sorong for relatively modest prices, with the amount affected by season, weather and transportation conditions.

That left the community exposed to a familiar problem in rural value chains: the producer has the raw material but captures only a portion of the value created further along the chain.

A 2019 study of the coconut value chain in North Misool, also in Raja Ampat, found that coconut production was connected to processing and copra trading, with products eventually moving to inter-island markets. The research illustrates how transportation and market access can shape the economics of coconut production in island communities.

In Solol, the response has been to develop processing skills within the village.

How are Solol residents making virgin coconut oil?

The initiative developed through Sekolah Kampung Merdesa (SEKAM), a village learning program established by Bentara Papua. Following an assessment of local potential, the organization established a station in Solol where residents, particularly young people, could learn about natural-resource management and community-based enterprises.

Philipus Charles Fiataly, a 39-year-old village official and chairman of the Church Youth Fellowship, became involved in learning how to produce VCO.

The group experimented with processing methods and developed standard operating procedures for production. The resulting process uses medium-mature coconuts, which are grated, squeezed, fermented and filtered.

According to the community, a production cycle can use around 10 to 30 coconuts and take approximately 12 hours.

The emphasis on process consistency is important. For a small community enterprise, producing a product is only the first step. Maintaining consistent quality, packaging, supply and delivery is necessary if the product is to move from occasional sales to a repeatable business.

What is virgin coconut oil?

Virgin coconut oil is coconut oil produced from fresh coconut meat using processes that do not involve the chemical refining typically associated with refined coconut oil. Small-scale production can involve methods such as fermentation, depending on the processing system used.

The quality of VCO depends on factors including the raw material, processing method, sanitation and storage. Research published by the Philippine Coconut Authority has also examined how coconut varieties and agronomic factors influence 

VCO characteristics and production performance.

That makes training and standardized production practices particularly relevant for community-based producers.

Can small-scale coconut processing create more income?

Solol's experience suggests that processing can create a different economic proposition from selling coconuts as raw material.

The community reports selling its VCO at around Rp40,000 per 100 milliliters and Rp100,000 per 250 milliliters. Production averages about 20 bottles a month, using roughly 40 coconuts.

Those figures should not be interpreted as net income. They do not, on their own, account for labor, packaging, equipment, transportation, unsold inventory or other operating costs.

What they do demonstrate is the basic value-addition principle: the community is selling a processed product rather than simply transferring raw coconuts to another buyer.

The distinction matters across the coconut industry. The FAO has noted that coconut-producing regions can remain vulnerable when they depend heavily on low-value raw materials, while processing and diversification can create additional opportunities along the value chain.

Where is Solol's coconut oil being sold?

The community markets its products through Koperasi Bekal, a cooperative connected to Bentara Papua's production stations, as well as through exhibitions, donor visits and resorts in Raja Ampat.

The community has also reported sales to international visitors from countries including the United States, Norway, Brazil, Germany and Japan.

Resort buyers could potentially provide an important market for a village producer because tourism businesses already operate within the local economy. However, the experience also highlights a practical limitation for island-based enterprises: getting products to customers consistently can be as difficult as producing them.

Weather and sea transportation can disrupt deliveries, particularly during periods of heavy rain.

For that reason, expanding production is not necessarily the immediate solution. Building a reliable supply chain may be just as important.

What happens to the rest of the coconut?

One of the more interesting aspects of the Solol initiative is its attempt to use more of the coconut rather than treating the fruit as a single-product resource.

The community is exploring or producing several uses:

• Coconut oil: processed into regular cooking oil and VCO
• Coconut shells: turned into decorative lamps and orchid vases
• Coconut husks: used for smoking fish
• VCO residue: being explored for animal feed and briquettes

This approach reflects a broader circular-economy principle: finding additional uses for materials that would otherwise become waste.

It also creates the possibility of developing several small income streams rather than depending entirely on one finished product.

Why youth participation could matter to the business

The Solol initiative is also a skills-development story.

Coconut trees can remain productive across generations, but the knowledge and economic systems surrounding them do not automatically continue. Teaching younger residents how to process, package and market coconut products gives them a role in the local value chain beyond harvesting.

That distinction is important for rural economies where younger people may otherwise look outside the community for employment.

The model also begins with an existing resource. Rather than introducing an entirely new crop or requiring residents to acquire large areas of land, it builds an enterprise around coconuts that families already grow and understand.

Bentara Papua has described the Solol station as part of its broader effort to develop economically valuable local commodities while reducing pressure from activities such as illegal logging. Its documented work in Solol includes VCO, coconut cooking oil, banana flour and other community products.

What Solol's experience says about rural value chains

The larger lesson is not necessarily about coconut oil itself.

It is about who captures value.

A farmer or community that sells a raw commodity is positioned at the beginning of a value chain. Processing, packaging, branding, distribution and retail happen later, and each stage can add economic value.

Moving some of those activities closer to the producer can create new opportunities. But doing so requires more than a product recipe.

Community enterprises need:

• Reliable raw materials to maintain production.
• Quality standards so customers receive a consistent product.
• Skills and equipment appropriate to the scale of the enterprise.
• Market access beyond occasional visitors or exhibitions.
• Reliable logistics for moving products from remote areas.
• Basic business systems for costing, inventory, pricing and cash flow.
• Succession and youth participation so the enterprise can continue beyond its founders.

The experience of coconut-producing communities elsewhere reinforces this point. Research on value addition in the Philippines has found that farmers often remain concentrated at the raw-material stage, while processing, packaging and distribution create additional layers of value.

For Solol, the challenge now is to turn a promising community activity into a sustainable enterprise without outgrowing the village's ability to supply and manage it.

The coconuts were already there. The more consequential change is that residents are learning how to create more value from them locally.

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Manulife Philippines Names Erica Santos COO

Manulife Philippines Names Erica Santos COO

Manulife Philippines has appointed Erica Jurilla Santos as Chief Operations Officer, placing operations, customer experience, and business transformation under a new leadership structure as the insurer continues to strengthen its service capabilities.

Santos assumed the role on September 15, 2026 and joins the Manulife Philippines Executive Committee. She will oversee the company’s operations strategy, including service delivery, operational performance, digital adoption, and customer-focused innovation.

The appointment highlights the growing role of operations in insurance, where customer and advisor experiences increasingly depend on how efficiently organizations manage processes, technology, people, and service channels.

Santos brings more than 20 years of operations experience

Santos has more than two decades of leadership experience spanning insurance, contact center, and back-office operations.

Her areas of expertise include service delivery, workforce strategy, financial governance, vendor management, customer experience, and operational transformation.

She joined Manulife Business Processing Services in 2022. Before taking on her new position, she led a 600-full-time-equivalent organization supporting Manulife’s U.S. insurance business across new business, policy administration, and life and health claims.

That experience gives her responsibility for operations at both the process and customer-experience levels, particularly as insurers continue to balance efficiency with increasingly digital customer and distribution journeys.

Why operations matters to the insurance customer experience

For insurance companies, operations often sits behind many of the interactions customers and financial advisors experience directly.

Policy applications, administration, claims, customer inquiries, and other service processes depend on systems and teams working together consistently.

This makes operational transformation more than an internal efficiency exercise. Changes in workflows, technology adoption, workforce planning, and service processes can affect how quickly and easily customers and distribution partners complete everyday transactions.

For Manulife Philippines, Santos' mandate includes strengthening these capabilities while supporting the company's broader business transformation efforts.

Manulife focuses on service delivery and digital adoption

According to Manulife Philippines President and Chief Executive Officer Rahul Hora, Santos' experience in transformation, operational resilience, process efficiency, and talent development will support the company's efforts to improve service for customers and distribution partners.

The company also points to digital adoption and operational performance as priorities under Santos' leadership.

Her role therefore extends beyond maintaining day-to-day operations. It includes developing ways of working that can support a more responsive service organization as customer expectations and distribution models evolve.

Santos: Building simpler and more responsive operations

Santos said operations plays an important role in shaping both customer and advisor experiences.

In her new role, she plans to work with Manulife Philippines teams to develop simpler and more responsive ways of working while supporting the company's growth.

The focus on agility and customer-centered operations reflects a broader shift in financial services toward reducing friction in customer journeys and making internal processes better aligned with digital channels.

For Manulife Philippines, the appointment puts an experienced operations leader at the center of efforts to connect service delivery, technology adoption, people development, and business transformation.

As insurance becomes increasingly digital, the effectiveness of these operational systems can influence not only how companies work internally but also how customers and distribution partners experience the business.

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Jobstreet, TESDA Bring Verified Skills to Hiring

Jobstreet, TESDA Bring Verified Skills to Hiring

For Filipino workers with technical-vocational training, having the right certification is only part of the challenge. The next step is making sure employers can easily see and verify those qualifications during the hiring process.

That is the gap that Jobstreet by SEEK and the Technical Education and Skills Development Authority (TESDA) are seeking to address through a new integration between the TESDA Skills Passport and SEEK Pass, Jobstreet’s digital credential verification platform.

Under the partnership, eligible TESDA certifications can be verified through SEEK Pass and displayed on a candidate’s Jobstreet profile with a verification badge. The initiative effectively connects a government-issued skills record with a major online recruitment platform, giving candidates another way to present their qualifications and employers a simpler way to assess technical credentials.

The partnership was formalized through a ceremonial signing at the TESDA Central Office in Taguig City.

What is the TESDA Skills Passport?

The TESDA Skills Passport is a digital platform designed to bring training, certification, employment and other TESDA services into one system.

TESDA launched the platform in February 2026 as a mobile-first digital solution for Filipino learners and workers. It serves as a digital portfolio where users can store and present verified TESDA credentials, including National Certificates and completed training.

The platform also connects users to job opportunities, scholarships, learning programs and TESDA-accredited institutions.

In July, TESDA added electronic Know-Your-Customer, or eKYC, capabilities to strengthen identity verification. The agency said the system had recorded more than 243,000 downloads and over 179,000 registered users at the time of the announcement.

The integration with SEEK Pass adds another layer to that digital credential system by bringing verified TESDA qualifications into the jobseeker's profile on Jobstreet.

Why verified credentials matter in online hiring

Traditional job applications often depend on resumes and supporting documents to communicate a candidate's qualifications.

Digital credentials change that process by allowing qualifications to be presented in a structured and verifiable format.

For a technical-vocational graduate, this can be particularly useful. A TESDA certification can demonstrate that a worker has completed the required training and assessment for a specific qualification. TESDA's certification process includes competency assessment before an eligible National Certificate or Certificate of Competency is issued.

Displaying that credential directly on a Jobstreet profile can therefore reduce some of the uncertainty around whether a qualification listed by a candidate can be verified.

For employers, the value is in having more reliable information available earlier in the recruitment process.

How the Jobstreet-TESDA integration works

The partnership connects two parts of the employment journey.

TESDA Skills Passport provides the digital record of a worker's eligible TESDA credentials.

SEEK Pass provides the credential verification layer that allows those qualifications to be shared with prospective employers.

Once an eligible credential has been verified, it can appear on the candidate's Jobstreet profile with a verification badge.

This means the certification becomes part of the candidate's digital professional profile rather than remaining solely as information contained in a resume or physical document.

The approach also reflects a broader shift toward skills-based hiring, where employers increasingly need ways to identify what candidates are trained and qualified to do, rather than relying exclusively on traditional educational backgrounds.

TESDA is building a digital link from training to employment

The Jobstreet partnership is part of a wider effort by TESDA to strengthen the connection between skills development and employment.

When the Skills Passport was launched, TESDA positioned it as a platform that could link training, certification and employment services. The system includes a job hub, a feature that allows TESDA graduates to create worker profiles, and tools that can connect users with employment opportunities based on factors such as location, industry and salary preferences.

TESDA has also been expanding the platform's digital capabilities. Its 2026 digital initiatives include improvements to the Skills Passport, AI-related training programs and upgrades to online learning services.

That makes credential verification an important part of the larger digital workforce ecosystem.

Training produces the skill. Assessment validates the competency. A digital credential makes the qualification easier to present. A recruitment platform then provides a channel for employers to discover it.

What does this mean for tech-voc graduates?

For TESDA graduates and alumni, the immediate benefit is greater visibility.

A certification that might previously have appeared as one line in a resume can now become a verified element of a Jobstreet profile, provided it is among the eligible credentials covered by the integration.

This could be useful for workers applying across industries where technical qualifications, certifications and demonstrated competencies are important hiring considerations.

It also gives jobseekers another way to maintain a professional digital identity as they move between employers, roles and career opportunities.

For employers, the benefit is more straightforward: verified information can help recruiters identify candidates with relevant technical and vocational qualifications without relying solely on manually submitted documents.

Jobstreet and TESDA have been working together on workforce readiness

The new credential integration builds on previous collaboration between the two organizations.

According to the companies, Jobstreet by SEEK conducted training sessions for TESDA graduates in 2024. In 2025, it provided Career Readiness Training during TESDA's WorldSkills ASEAN 2025 activities at the World Trade Center.

The latest partnership takes that relationship a step further by addressing what happens after training and career preparation: how workers present their qualifications when they actually enter the hiring market.

That distinction matters because having access to skills training does not automatically guarantee that employers will discover or understand those skills.

The bigger shift: from paper credentials to portable digital skills

The partnership illustrates a broader change in how qualifications are being documented and communicated.

As recruitment moves increasingly online, resumes are becoming only one component of a candidate's professional identity. Digital portfolios, verified credentials and skills profiles can provide additional information that recruiters can evaluate during the hiring process.

For government agencies such as TESDA, this creates an opportunity to make public-sector certifications more portable across digital employment platforms.

For recruitment companies, integrations such as this can provide employers with more structured information about candidates.

And for workers, the objective is relatively simple: make the skills they have earned easier to see, understand and verify.

TESDA's own digital strategy points toward an ecosystem connecting training, assessment, certification, scholarships and employment.

The Jobstreet-SEEK Pass integration adds another piece to that chain, bringing verified technical credentials closer to where hiring decisions increasingly take place.

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Globe’s 917 GDay Puts Employee Volunteerism at the Center of Community Work

Globe’s 917 GDay Puts Employee Volunteerism at the Center of Community Work

More than 800 Globe employees volunteered their time and skills in communities across the Philippines as part of 917 GDay 2026, turning the company's annual celebration into a month-long series of community activities.

Through 917 Globe of Good, employees participated in programs covering digital inclusion, education, hunger alleviation, nutrition, disaster relief, and online safety. Employees also pledged more than ₱2 million to support the initiative.

The activities illustrate how employee volunteer programs can extend a company's social impact beyond financial contributions. Instead of limiting participation to donations, Globe employees were involved directly in activities such as teaching seniors how to use digital services, preparing food packs, supporting children's learning, and screening scholarship applicants.

What did Globe employees do for 917 GDay 2026?

One of the largest activities was Senior Digizen, which reached more than 600 senior citizens in Makati, with the program also extended to seniors in Taguig.

Globe volunteers helped participants navigate technology for everyday tasks, use digital services, identify potential scams, and practice safer online habits.

Digital inclusion refers to efforts that help people access and use digital technologies effectively. For older adults, that can involve more than providing internet access. It can also mean developing the confidence and skills needed to use smartphones, online services, digital payments, communication platforms, and other tools safely.

Globe has been running Senior Digizen initiatives for several years as part of its broader digital-inclusion work. Previous programs have focused on helping senior citizens become more comfortable with everyday technology and online services.

Community work went beyond digital literacy

Other Globe employee activities focused on more immediate community needs.

In partnership with the Department of Social Welfare and Development (DSWD), volunteers helped repack family food packs. Employees also prepared and served meals through SOS Rescue Kitchen.

Through its work with Ayala Foundation, Globe employees supported feeding and reading activities for schoolchildren and spent time with children and young people in partner institutions.

Employees also helped screen applicants for U-Go scholarships online, allowing volunteers to contribute professional and administrative skills rather than only participating in physical community activities.

That range of activities is notable because it allows employees with different skills, schedules, and interests to participate in community programs.

Why employee volunteerism matters to corporate social impact

Corporate social responsibility programs have increasingly moved beyond one-time donations toward longer-term community engagement.

Employee volunteerism is one way companies can involve their workforce directly. Employees contribute not only money but also time, professional skills, technical knowledge, and personal effort.

For a technology and telecommunications company, digital inclusion is particularly relevant. Access to connectivity does not automatically mean that every user has the same ability to benefit from it. Seniors, students, low-income households, and people with limited digital experience may require additional guidance to use online services effectively and safely.

Globe's recent community activities reflect that broader approach.

The company's 917 GDay program has historically combined employee and customer participation with community initiatives. In 2025, Globe marked the 10th year of 917 GDay and highlighted employee volunteer time as part of its broader Globe of Good efforts.

This year's activities continue that model while placing particular attention on digital skills, community welfare, and employee participation.

What happens after the main GDay activities?

The volunteering does not end with the two major activity days on September 15 and 16.

Globe said employees around the country will continue supporting communities within their respective territories throughout September. Employees can also contribute their own acts of care as the company works toward 917 acts of good by the end of the month.

That month-long approach also fits the company's broader direction for GDay 2026. Globe has positioned this year's celebration as more than a single September event, with customer rewards and experiences continuing beyond the traditional GDay period.

For the company's workforce, however, the community component provides a different dimension to the annual celebration. It creates opportunities for employees to participate directly in activities that address specific needs in the communities where Globe operates.

From connectivity to digital confidence

The Senior Digizen activities are particularly relevant as more everyday services move online.

Booking appointments, accessing government services, communicating with family, managing accounts, making payments, and identifying fraudulent messages can all involve digital tools. For people who did not grow up using smartphones and online platforms, these tasks can present a steeper learning curve.

Online safety is also increasingly important. Globe's Senior Digizen sessions specifically include guidance on recognizing possible scams and staying safer online.

This makes digital literacy a practical community issue rather than simply a technology topic.

The business case for employee engagement

For companies, programs like Globe of Good also connect employee engagement with corporate purpose.

Employees are given opportunities to see how their skills can be applied outside their usual roles, while the company can mobilize its workforce around community priorities.

The effectiveness of such programs ultimately depends on consistency, meaningful community partnerships, and whether activities respond to needs identified by the communities themselves. A single volunteering day cannot address structural problems such as food insecurity, unequal access to technology, or educational gaps.

But sustained programs can complement the work of government agencies, nonprofit organizations, schools, and community groups.

Globe's 917 GDay 2026 activities demonstrate that approach through partnerships with organizations including DSWD and Ayala Foundation, alongside programs that draw on employees' own skills and time.

For Globe, the goal is to carry the spirit of GDay beyond the September celebration. For the communities involved, the more important measure will be whether these efforts provide useful, sustained support long after the event ends.

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Philippine Coffee Industry Gets Dedicated Government Office

Philippine Coffee Industry Gets Dedicated Government Office

The Philippine coffee industry now has a dedicated government office, as the Department of Agriculture (DA) establishes the Coffee Industry Development Office (CIDO) to coordinate programs, policies, funding, and partnerships for the sector.

Created through Department Order No. 06 issued in February 2026, CIDO is intended to bring greater focus to an industry that has struggled with low domestic production while demand for coffee continues to grow. The office operates under the DA’s Office of the Undersecretary for Special Concerns and Official Development Assistance, headed by Undersecretary Jerome Oliveros.

Nestlé Philippines, a major buyer and manufacturer of coffee products in the country, has welcomed the new structure. The company has also been discussing potential areas of cooperation with CIDO, including initiatives under its NESCAFÉ Plan that involve farmer training, productivity, regenerative agriculture, and local sourcing.

Why does the Philippines need a stronger coffee industry?

The creation of CIDO comes against a long-running supply problem: the Philippines produces only a fraction of the coffee consumed locally.

The DA's previous coffee industry programs have identified low productivity, aging coffee trees, limited farm infrastructure, access to planting materials, and farmer capability as some of the challenges facing the sector. The government's 2021–2025 Coffee Industry Roadmap was designed to address these issues while improving farmer incomes and reducing reliance on imported coffee.

The issue is not simply about producing more beans. A stronger domestic coffee sector requires improvements across the supply chain, from planting and farm management to post-harvest handling, processing, market access, and pricing.

That makes the creation of a dedicated office significant from a policy and industry-coordination perspective. Rather than having coffee initiatives dispersed across different programs, CIDO gives the commodity a specific institutional home within the DA.

What is the Coffee Industry Development Office?

The Coffee Industry Development Office (CIDO) is a dedicated unit of the Department of Agriculture created to coordinate the government's efforts to develop the Philippine coffee sector.

Its mandate includes bringing together coffee-related programs, policies, funding, and stakeholder engagement. The office is also expected to work with private companies, farmer groups, government agencies, researchers, and other organizations involved in the coffee value chain.

For farmers, the practical importance of CIDO will ultimately depend on how effectively these policies translate into assistance on the ground. That includes access to better planting materials, technical training, farm infrastructure, financing opportunities, market connections, and support for sustainable production.

What role can Nestlé play?

Nestlé's involvement gives the government's coffee agenda an important private-sector dimension.

The company says it sources coffee locally through the NESCAFÉ Plan, which includes farmer training, productivity initiatives, regenerative agriculture practices, and sustainable sourcing. It has previously worked with the DA on efforts tied to the government's coffee roadmap, including programs intended to improve farmers' technical capabilities and yields.

The company's interest in local sourcing also reflects a broader business reality. Food manufacturers need reliable agricultural supply chains, while farmers need dependable markets for their crops. Stronger connections between the two can potentially benefit both sides when supported by appropriate standards, pricing mechanisms, training, and long-term procurement arrangements.

The current discussions between Nestlé and CIDO therefore extend beyond a single corporate partnership. They illustrate how government policy and private-sector demand can intersect in an agricultural value chain.

Why reducing coffee imports is difficult

Reducing imports is not simply a matter of encouraging farmers to plant more coffee.

Coffee trees take time to establish and produce commercially useful harvests. Farmers also face weather risks, changing input costs, limited infrastructure, and the need to maintain consistent bean quality. Even when production increases, farmers need buyers and processing systems capable of handling the additional supply.

The DA's earlier programs show how broad the challenge is. In 2022, the department allocated P84.15 million through its High Value Crops Development Program for coffee-related activities, including rehabilitation of old trees, planting materials, research, training, storage facilities, roasting centers, and equipment.

The government has also continued to identify infrastructure as a constraint. In May 2026, the DA said it had earmarked P2.5 billion for a farm-to-market road network in Sultan Kudarat intended to improve access to agricultural areas and support expanded domestic coffee production.

These investments point to an important distinction: coffee industry development is an agricultural infrastructure and supply-chain issue as much as it is a farming issue.

What could stronger local production mean for Filipino coffee?

For consumers, a stronger domestic coffee industry could eventually mean greater availability of locally grown beans and more opportunities to identify Philippine coffee by origin and variety.

For farmers, the larger question is whether increased demand translates into sustainable income. Higher production alone does not guarantee better livelihoods if farmers continue to face weak market access, inconsistent prices, or high production costs.

For businesses, a more reliable local supply could reduce exposure to international coffee markets and import requirements. The Philippines has been a net coffee importer for decades, according to the DA's coffee industry roadmap.

The opportunity is particularly relevant as coffee has developed into a wider consumer and business ecosystem in the Philippines, encompassing traditional coffee-growing communities, processors, manufacturers, cafés, specialty roasters, retailers, and food-service businesses.

A dedicated office is only the beginning

The establishment of CIDO gives the Philippine coffee industry a more centralized government structure, but its long-term impact will depend on implementation.

The DA has already continued strategic planning and assessment activities for CIDO in 2026, including a national planning exercise held in Davao City. The department's recent initiatives also continue to identify coffee as a priority commodity for investment and production expansion.

For the private sector, including major coffee buyers such as Nestlé, sustained engagement can help connect government programs with actual market requirements. For farmers, the measure of progress will be more tangible: higher productivity, better access to support, stronger market links, and more sustainable farm incomes.

The Philippine coffee industry's next phase will therefore depend less on a single program or company and more on whether government, farmers, businesses, researchers, and local communities can coordinate across the entire coffee value chain.

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PLDT Home Expands Fiber Internet to Camotes Island

PLDT Home Expands Fiber Internet to Camotes Island

Sunday, September 13, 2026

Reliable internet access is becoming increasingly important to how communities learn, work, do business, access government services, and participate in the wider economy. On Camotes Island in Cebu, PLDT Home has expanded its fiber network to the municipalities of San Francisco, Poro, and Tudela, bringing fixed broadband service to more households.

The expansion makes the PLDT Home Fiber Unli All 1499 plan available to eligible households in the three municipalities. The plan provides fiber internet with speeds of up to 200 Mbps, along with entertainment and mobile connectivity benefits.

For an island community, however, the significance of better broadband goes beyond the ability to stream movies or browse social media. Reliable connectivity can become part of the infrastructure that supports education, remote work, digital commerce, tourism, and access to services.

Why does fiber connectivity matter to Camotes Island?

Fiber broadband uses optical fiber to transmit data, allowing high-speed internet connections with the capacity to support multiple connected devices and demanding online activities.

For households, that can mean more dependable access to online classes, video calls, cloud-based work tools, digital banking, e-commerce platforms, telehealth services, and government websites.

For businesses, connectivity can influence how easily they communicate with customers, process transactions, manage digital operations, and promote their products or services online.

The impact can be particularly relevant in communities outside major urban centers, where physical distance can make digital access an important link to opportunities elsewhere.

Camotes Island is a tourism destination known for its beaches, caves, and other natural attractions. Better connectivity can also help local tourism operators maintain digital channels for communicating with visitors, promoting accommodations and experiences, and managing inquiries and bookings.

What is the PLDT Home Fiber Unli All 1499 plan?

PLDT Home Fiber Unli All 1499 is a residential broadband plan that offers unlimited fiber internet with speeds of up to 200 Mbps. It also bundles home entertainment, landline calling, and Smart mobile data into one subscription.

According to PLDT Home, the package includes:

• Unlimited fiber internet with speeds of up to 200 Mbps
• 63 Cignal channels
• HBO Max Standard
• Unlimited landline-to-landline calls
• Landline-to-mobile calls to five nominated Smart or TNT numbers
• 9GB of Smart mobile data each month
• The ability to share the 9GB allocation with up to three nominated Smart or TNT numbers

The mobile-data component extends the plan beyond the home. Family members can use their allocated data while away from the house, making the broadband subscription part of a wider household connectivity setup.

How could better internet access affect local businesses?

The business case for connectivity is particularly relevant as more small businesses use digital channels to reach customers.

A local entrepreneur can use internet access to maintain social media pages, respond to customer inquiries, accept digital payments, source supplies, manage online listings, or promote products beyond the immediate community.

Tourism businesses have another reason to maintain a strong digital presence. Accommodation providers, restaurants, tour operators, transport services, and local attractions increasingly depend on online discovery and communication before visitors arrive.

For Camotes Island, improved connectivity therefore has potential relevance beyond individual households. It can support the digital infrastructure surrounding an economy that includes tourism, retail, services, and small enterprises.

That does not mean connectivity alone will solve the challenges faced by island businesses. Digital skills, affordability, reliable electricity, devices, logistics, and access to markets remain important factors. But broadband can provide one of the basic connections needed to participate in digital commerce.

How is PLDT extending the rollout into local communities?

PLDT Home worked with local government units and community partners in San Francisco, Poro, and Tudela as part of the rollout.

The company is conducting community visits and setting up information booths at locations including the Agora Public Market in San Francisco, the RBC Business Center near Poro Port, and an area beside Tudela Municipal Hall.

PLDT Home is also engaging local agents and partners to assist households interested in applying for fiber service.

This community-based approach is significant because network availability and actual household adoption are two different parts of digital inclusion. Residents still need clear information about service availability, plans, installation, and the practical requirements of getting connected.

What does the Camotes rollout mean for the wider digital divide?

The expansion reflects a broader challenge for the Philippines: extending digital infrastructure beyond the country's largest cities.

The digital divide is not simply a question of whether an area has internet access. It also involves affordability, network quality, device ownership, digital skills, and people's ability to use technology productively.

For businesses and communities, broadband becomes more valuable when it connects people to actual opportunities.

A student needs more than a connection to attend an online class. A small business needs more than internet access to compete online. A tourism operator needs more than a social media account to attract visitors.

The infrastructure is a starting point.

PLDT's Camotes expansion places fiber connectivity within reach of more households in three municipalities, potentially giving residents more options for how they work, study, communicate, transact, and engage with markets beyond the island.

Residents in San Francisco, Poro, and Tudela can visit PLDT Home booths and authorized local representatives to inquire about Fiber Unli All 1499 and confirm whether their specific residential address is within the serviceable area.

What is the bigger business story?

The more important story behind the Camotes rollout is the continuing shift of connectivity from a consumer convenience to a piece of economic infrastructure.

As more transactions, services, education, work arrangements, and customer interactions move online, broadband access increasingly affects how individuals and businesses participate in the economy.

For island communities such as Camotes, expanding fiber networks can help narrow the physical distance between local residents and the digital markets, services, and opportunities available elsewhere in the Philippines.

The value of that connection will ultimately depend on how households, entrepreneurs, schools, government institutions, and other community stakeholders are able to use it.

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Cebu Advances Digital Governance With PLDT Enterprise Solutions

Cebu Advances Digital Governance With PLDT Enterprise Solutions

Thursday, September 10, 2026

The Province of Cebu is strengthening its digital governance efforts through a partnership with PLDT Enterprise, bringing connectivity and collaboration technologies into government operations as the province works to make public services more efficient and responsive.

The partnership combines digital infrastructure with the province's broader push to modernize government systems. Among the solutions adopted are iGate connectivity, Smart Corporate Lines, and Microsoft 365, with Microsoft 365 deployed and enabled by ePLDT, the information and communications technology subsidiary of the PLDT Group.

For a local government serving a large and economically active province, the move highlights the growing role of reliable digital infrastructure in day-to-day governance, from internal coordination and workforce productivity to the delivery of services to constituents.

Cebu Builds a Framework for Digital Government

Cebu's technology push is supported by policy initiatives intended to create a more coordinated approach to digital government.

A key development was the enactment of the Cebu Province Digital Services Act of 2025, which established a province-wide framework for digital services. The initiative aims to streamline government transactions, strengthen data protection, and improve the quality and accessibility of public services.

The province has also established the Provincial Information and Communications Technology Council (PICTC) as its policy-making and coordinating body for information and communications technology development.

These initiatives provide a governance framework for Cebu's digital transformation, while technology partnerships can provide the infrastructure and tools needed to put that framework into practice.

What Role Does Digital Infrastructure Play in Government?

Digital transformation in government is not limited to moving transactions online. It also requires the underlying connectivity and collaboration systems that allow government employees and agencies to work effectively.

For Cebu, PLDT Enterprise's solutions are intended to provide that foundation.

iGate connectivity supports high-speed access and continuity for digital services, while Smart Corporate Lines provide connectivity and mobility capabilities for government users.

Microsoft 365 adds workplace applications designed for communication, document collaboration, productivity and workflow management.

Together, these technologies can help government teams coordinate more efficiently and maintain access to the digital tools required for modern public administration.

“This collaboration underscores Cebu’s continued effort to modernize government systems and adopt digital tools that support better service delivery across the province,” said Cebu Governor Pamela S. Baricuatro.

She added that the partnership reflects a shared vision of using technology to make government operations more connected, productive and responsive to the needs of the public.

Why Public-Private Partnerships Matter to Digital Transformation

Local governments face a different set of technology requirements from private companies. Digital systems need to support not only internal productivity but also public-facing services, data protection, continuity and coordination across government offices.

This makes collaboration between government and technology providers an important part of digitalization efforts.

“For a province as dynamic as Cebu, reliable digital infrastructure is essential to keeping public service moving,” said Javier Lagdameo, PLDT Vice President and Head of Domestic Enterprise Business, Regional & Commercial.

According to Lagdameo, the partnership is intended to provide connectivity and collaboration tools that allow government teams to work more seamlessly and serve constituents more efficiently.

For PLDT Enterprise, the Cebu partnership is also part of its broader effort to support local governments as they build digital capabilities.

Ma. Hazel Amoyan, CRM Head of PLDT Enterprise, said the company aims to help local governments establish stronger digital foundations through connectivity, collaboration and mobility solutions.

From Digital Tools to Better Public Service

The significance of Cebu's digitalization effort ultimately goes beyond the technology itself.

Reliable connectivity and workplace collaboration platforms can help government employees coordinate information, communicate across teams and maintain continuity in their work. At the public-service level, these improvements can contribute to more efficient processes and more responsive interactions with constituents.

The combination of the Cebu Province Digital Services Act, the PICTC and technology investments also points to a broader approach to digital governance: establishing policies and organizational structures while strengthening the infrastructure required to support them.

For Cebu, the objective is to build a digital environment that can support government operations today while providing a foundation for future services.

Cebu's Digital Transformation Continues

Cebu's partnership with PLDT Enterprise demonstrates how digital governance increasingly depends on both policy and infrastructure.

The province's digital services framework establishes a direction for modernization, while connectivity and collaboration technologies provide tools that government teams can use in their daily operations.

As local governments across the Philippines continue exploring digital approaches to public administration, Cebu's experience illustrates an important consideration: successful digital transformation is not simply about adopting new technology. It also requires reliable infrastructure, coordinated governance and systems that ultimately serve a practical public purpose.

For Cebu, strengthening those foundations is part of its continuing effort to make government more connected, efficient and responsive.

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How Maya Business Helps Filipino Entrepreneurs Grow

How Maya Business Helps Filipino Entrepreneurs Grow

For many small business owners, growth does not necessarily begin with a large investment. It can start with enough working capital to replenish inventory, keep essential services running or respond to what customers are already asking for.

That has been the experience of Ma. Christine Vito, Mohammad Hadji Mahmod, and Von Bindolo, three Filipino entrepreneurs whose businesses have grown alongside their use of Maya Business.

Each started with a relatively small Maya Advance loan: ₱10,000 for Christine, ₱1,000 for Mohammad, and ₱20,000 for Von. They used the funds for practical business needs, including inventory, mobile load and day-to-day operations.

As they continued transacting through Maya Business and managing their loans, they became eligible for additional working capital. Over time, their cumulative Maya Advance loan utilization reached more than ₱3 million for Christine, ₱2.2 million for Mohammad, and ₱2.6 million for Von.

Their stories illustrate a familiar reality for micro and small enterprises: sometimes, the ability to access working capital when it is needed can make a difference in keeping a business moving and creating room for the next stage of growth.

Christine Vito: Building a Bigger Business From a Sari-Sari Store

Christine Vito did not initially set out to become an entrepreneur.

After an internship at a shipping company gave her experience in selling dry goods, she became interested in running a business. Christine and her family first opened a small store in Boracay Island before relocating to Sebaste, Antique, when the property where their store stood was sold.

They started again with a sari-sari store.

During the pandemic, the business remained open to serve the local community. Demand for services such as mobile load, bills payment, and cash-in and cash-out eventually became an important part of the store's operations.

As customer demand increased, Christine also needed more inventory.

Her first Maya Advance offer was ₱10,000. Although she was initially hesitant about taking out a loan, she decided to use the funds to purchase additional products for the store.

“Noong una, natakot akong kumuha ng loan, pero dahil sa Maya Business, nagkaroon kami ng puhunan para tuloy-tuloy na mapalago ang negosyo namin.”

Since that initial loan, Christine has utilized more than ₱3 million in Maya Advance loans over time.

Her sari-sari store has since expanded into a mini grocery, supported by a kitchen and mini warehouse. The family has also invested in a vehicle for the business.

For Christine, growth came through a series of practical investments rather than one major expansion.

Mohammad Hadji Mahmod: Starting With Just ₱1,000

Mohammad Hadji Mahmod's first Maya Advance loan was considerably smaller.

After working as an overseas Filipino worker, Mohammad returned to the Philippines to help with his family's business in Boracay Island. He became a Maya Business user in 2023, offering customers mobile load, bills payment, and cash-in and cash-out services.

When his first Maya Advance offer came, it was for ₱1,000.

Rather than waiting for access to a larger amount, Mohammad used the available capital for his load business. The additional funds helped him maintain operations while gradually building his working capital.

As he continued using Maya Business and managing his loans, he gained access to additional capital. He has since utilized more than ₱2.2 million in Maya Advance loans over time.

The additional working capital has supported daily operations, expanded product offerings and allowed Mohammad to explore other business opportunities.

“Hangga't may Maya Business, mas kampante akong patuloy na palaguin ang negosyo ng pamilya namin.”

His experience reflects a simple principle for many small businesses: capital does not have to start large to be useful. What matters is how it is deployed and whether it supports a clear business need.

Von Bindolo: From Side Income to Growing the Family Business

For Von Bindolo, Maya Business became part of her entrepreneurial journey even before she took over her family's sari-sari store.

While working in Manila, she discovered Maya Business through Facebook and began selling mobile load to earn additional income through commissions.

When she eventually returned to Boracay to take over the family store from her mother, Maya Business became another way for her to serve customers.

The pandemic presented a particularly difficult period for the business as tourism in Boracay came to a standstill. Von continued providing mobile load, bills payment, and cash-in and cash-out services to people in the community.

Her first Maya Advance loan was ₱20,000, which she used as additional working capital for the business.

“Malaking bagay kahit maliit lang ang puhunan, lalo na kapag ginagamit mo para madagdagan ang paninda at mapagsilbihan nang mas maayos ang mga suki. Unti-unti, nakita ko rin na kaya palang lumago ang negosyo namin.”

Since then, Von has utilized more than ₱2.6 million in Maya Advance loans over time.

The additional capital has supported business growth, including the purchase of an e-bike for daily operations. Her business has also helped support her child's education.

What began as a family sari-sari store continues to serve as both a source of livelihood and a business that provides services to its surrounding community.

What These Stories Say About Small Business Financing

Christine, Mohammad and Von operate different businesses and started with different amounts of capital. Their experiences, however, share a common thread: working capital was directed toward immediate, identifiable business needs.

For a small enterprise, that can mean buying additional inventory before stocks run out, maintaining a service that customers rely on, or investing in equipment that makes daily operations easier.

Digital platforms can also bring several business functions together. Through Maya Business, entrepreneurs can accept QR Ph payments and offer services such as mobile load, bills payment, and cash-in and cash-out.

Eligible users can also access working capital through Maya Advance.

The broader lesson is relevant to the country's micro and small business sector. Access to capital is only one part of business growth, but having funds available for productive, timely use can help entrepreneurs respond to customer demand and reinvest in their operations.

Growth Does Not Always Start With a Big Loan

The stories of Christine, Mohammad and Von show that entrepreneurship can develop incrementally.

One entrepreneur started with ₱10,000. Another began with ₱1,000. A third started with ₱20,000. Over time, each used additional capital as their business needs evolved.

Their journeys also highlight an important distinction between starting capital and growth capital. A small amount can help address an immediate need, while continued access to financing may become relevant as a business takes on more customers, inventory, services or operating requirements.

For Filipino entrepreneurs, the next step in growing a negosyo may not always require starting over with a major investment.

Sometimes, it starts with understanding what the business needs today, putting available capital to productive use, and building from there.

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