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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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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How Maya Business Helps Filipino Entrepreneurs Grow

How Maya Business Helps Filipino Entrepreneurs Grow

Thursday, September 10, 2026

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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EastWest Expands Investment Access and Wealth Guidance

EastWest Expands Investment Access and Wealth Guidance

EastWest is strengthening two parts of its wealth and investment business by making selected investment opportunities more accessible while expanding the advisory services available to affluent clients.

The Bank recently received two recognitions from International Finance Magazine (IFM): Most Innovative Securities Broker – Philippines and Best Priority Banking Experience – Philippines. The latter marks EastWest Priority's fourth consecutive win in the category.

The awards recognize initiatives across EastWest's Financial Markets Distribution Group and EastWest Priority, reflecting two related aspects of the Bank's wealth management strategy: widening access to investment products and providing more personalized guidance around clients' broader financial needs.

Making selected investments more accessible

One of EastWest's initiatives focuses on US dollar-denominated government securities, an investment category that can carry relatively high minimum requirements for individual investors.

The Bank introduced US dollar Treasury Bills and Bonds with a minimum investment of USD10,000, compared with market thresholds that can range from USD50,000 to USD200,000.

The initiative was developed in collaboration with Philippine Dealing Services Corp. and is designed to combine a lower entry point with transparent pricing and a more streamlined transaction and settlement process.

EastWest also enrolled 21 US dollar Treasury Bills in the central securities depository. This means the securities are available not only to the Bank's own clients but also to investors elsewhere in the Philippine market.

That distinction is significant from a market-access perspective. Rather than limiting the initiative to EastWest's customer base, placing the securities in the central depository allows the instruments to participate in the broader Philippine investment ecosystem.

What is Bond Pooling?

EastWest also introduced Bond Pooling, a mechanism that allows multiple investors to combine their funds to meet the minimum investment requirement for certain securities.

For investors who cannot independently meet a higher minimum investment, pooling can provide another route to participating in opportunities that might otherwise be inaccessible.

According to EastWest, the combined initiatives contributed to a 390% year-on-year increase in volume.

EastWest Priority takes a broader approach to wealth management

The Bank's second area of recognition is EastWest Priority, which received the Best Priority Banking Experience – Philippines award for the fourth consecutive year.

The Priority proposition extends beyond preferential banking services. It brings together investment solutions, advisory support, market intelligence and lifestyle privileges as part of a broader wealth management experience.

Its approach is built around four areas:

1. Hyper-personalized portfolio solutions
2. Expert relationship management
3. Market intelligence
4. Curated lifestyle privileges

These services are intended to support clients across different stages of financial decision-making, including financial planning, investment management, protection and legacy planning.

Clients can access a range of financial products and services through the Priority platform, including deposits, insurance, bonds, Unit Investment Trust Funds, equities, foreign exchange solutions, portfolio management services and selected alternative investments.

Rather than applying the same investment approach to every client, recommendations are tailored around individual objectives, risk profiles and changing financial priorities.

Relationship management becomes part of the investment proposition

A key component of EastWest Priority's model is the role of dedicated Priority Relationship Managers, who serve as a central point of contact for clients' banking and wealth management requirements.

EastWest currently operates 13 dedicated Priority Banking centers nationwide, supported by digital banking and advisory services.

The Bank reported that EastWest Priority's assets under management increased 40% year on year by the end of 2025.

For wealth management businesses, this type of relationship-based model reflects a broader shift from product-focused banking toward more integrated financial guidance. Clients increasingly need help not only selecting individual financial products, but also considering how investments fit into longer-term goals, risk tolerance, protection and eventual wealth transfer.

What the two IFM awards say about EastWest's strategy

Taken together, the two recognitions highlight two different but complementary parts of EastWest's approach.

The securities brokerage award recognizes efforts to reduce barriers to selected investment opportunities, particularly through lower minimum investment requirements and mechanisms such as Bond Pooling.

The fourth consecutive Priority Banking recognition, meanwhile, underscores the Bank's emphasis on relationship management and a broader suite of wealth services.

For investors, the practical value lies less in the awards themselves and more in what the initiatives represent: greater access to certain investment instruments and a more integrated approach to financial guidance.

Mr. Rafael S. Algarra Jr., SEVP and Head of Financial Markets and Wealth Management of EastWest, said the Bank aims to help more clients participate in investment opportunities that may previously have appeared out of reach while providing advice suited to different stages of their financial journey.

As investment needs become increasingly diverse, EastWest's latest initiatives show how financial institutions are competing not only through the products they offer, but also through the accessibility, guidance and overall experience surrounding those products.

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Anker Philippines Unveils ONE ANKER and MindBase

Anker Philippines Unveils ONE ANKER and MindBase

Friday, September 4, 2026

Anker is putting its growing collection of consumer technology products under one name. In the Philippines, the company is preparing to introduce ONE ANKER, bringing charging, audio, smart home devices, robotics, energy and creative technology into a more unified ecosystem.

The shift goes beyond a logo change. Anker is also introducing new products built around artificial intelligence, local computing and connected devices, including Anker MindBase, a home hub designed to process AI tasks and store household data locally.

Anker Philippines will officially bring the ONE ANKER concept to the local market on September 22, 2026.

Why is Anker bringing its brands together?

For years, Anker Innovations used separate brands for different categories. Anker focused on charging, soundcore handled audio, eufy covered smart home products, SOLIX focused on energy, and eufyMake developed creative tools.

That structure made sense when these products largely operated independently.

Today, however, the lines between consumer electronics are becoming less obvious. A smartphone connects to headphones, chargers and computers. Security cameras can communicate with sensors. Robot vacuums can map homes. AI can analyze information collected by several devices.

Anker says its five brands will gradually transition under the Anker name as the company moves toward a more connected product ecosystem. Existing products will not disappear overnight, and the company says warranty coverage, customer support and service will remain unchanged.

The new structure divides products into two broad groups:Anker For You: charging, audio, personal health and creative tools

Anker for Home: home security, robotics and home energy

Anker's official IFA materials now describe the company as a unified consumer brand with five product categories: Anker Charging, Anker SOLIX, Anker eufy, Anker soundcore and Anker eufyMake.

What is Anker MindBase?

Anker MindBase is a local AI hub designed to connect smart-home devices, process AI tasks locally and keep household data stored within the home.

That local-processing approach is important because much of today's connected technology depends on sending information to cloud servers. Local AI, sometimes called edge AI, allows certain computing tasks to happen on the device itself rather than relying entirely on a remote server.

MindBase is built around three functions: connection, local intelligence and memory.

Its EasyOmni Link is designed to connect Anker devices with Matter-compatible products from other manufacturers. Matter is an industry standard intended to make smart-home devices from different brands work more easily together.

MindBase also uses TrueSmart Agent, which provides AI agents for different home functions, and EverSafe Memory, which offers up to 48TB of expandable local storage.

That combination makes MindBase more than a conventional smart-home hub. It is designed to act as a central system where connected devices, AI processing and household data come together.

Why does local AI matter at home?

Local AI can offer practical advantages for connected-home devices.

When processing happens locally, information does not necessarily have to leave the home for every task. That can be useful for privacy-sensitive applications such as security footage, household recordings and personal data.

It can also allow connected devices to respond without depending entirely on an internet connection or remote processing service.

Anker's approach reflects a broader shift in consumer technology toward devices that can interpret information and make decisions closer to where the data is generated.

Anker is also pushing AI into personal audio

The company's AI strategy extends beyond the home.

Anker is expanding its audio lineup with products powered by its proprietary THUS AI chip, which performs AI processing on the device. The company first introduced the chip earlier in 2026 and is now extending it across several audio products.

Among the new products is the AeroClip 2 Pro, an open-ear clip-style device with AI Voice Recording. It can capture conversations and then transcribe and summarize them.

That could make the technology useful beyond listening to music. Meetings, interviews, voice notes and everyday conversations are increasingly becoming potential sources of searchable information.

The new Space 2 Pro over-ear headphones and Liberty Buds 2 earbuds also use the THUS chip for audio and call-related processing. Independent coverage of the IFA announcement confirms that the new audio range places particular emphasis on AI-assisted call clarity and on-device processing.

Sleep technology is becoming part of the audio ecosystem

Anker is also expanding into devices designed specifically for sleep.

The new Sleep 4 and Sleep 4 Pro earbuds build on the company's existing sleep-focused audio products. The Pro model adds sensors that monitor physiological information and uses that data to adjust audio.

More notable is the company's move beyond earbuds.

The SleepLab and SleepLab Pro are bedside speakers designed to provide sleep sounds, music and alarms. The Pro model uses 60GHz radar to monitor sleep-related information without requiring the user to wear earbuds, a ring or another wearable device.

That points to a broader consumer technology trend: devices that are designed to fit quietly into everyday routines rather than demanding constant attention.

Charging gets smarter, too

Charging remains at the center of Anker's business, but the new products focus on managing power as much as delivering it.

The Anker MagGo Power Bank Pro 2 combines magnetic wireless charging with active cooling. According to Anker, it uses a built-in fan, dual air ducts and graphene heat spreading to manage temperature during charging.

The MagStand Charging Station is designed to combine several charging functions into one bedside device. It includes a magnetic charging pad, retractable cable and USB-C connectivity, while its Care Mode is intended to manage overnight charging.

For people working with multiple devices, the Anker Desktop USB-C Hub adds another practical feature: a built-in display that provides information about power, temperature and port status. The hub supports dual displays and refresh rates of up to 240Hz, according to Anker.

Meanwhile, the Anker Nano Universal Charger is aimed at frequent travelers, with built-in international plugs and the ability to charge four devices simultaneously.

What does ONE ANKER mean for Filipino consumers?

For consumers, the biggest change may simply be how Anker's products are presented.

Someone shopping for wireless earbuds may increasingly encounter the same Anker branding as someone looking for a robot vacuum, security camera or home battery system.

The longer-term goal appears to be interoperability: devices that can communicate with one another and share information rather than operating as isolated products.

That is particularly relevant as AI becomes embedded in more everyday electronics. The next generation of smart devices is not simply about adding an AI feature to an existing product. It is increasingly about allowing multiple devices to work together.

Anker's MindBase is a clear example. A security camera can generate information, a local AI system can interpret it, storage can retain relevant footage, and connected devices can potentially respond.

That is a very different proposition from simply having a collection of smart gadgets around the house.

More products are joining the Anker ecosystem

The company's home lineup is expanding alongside MindBase.

The upcoming MindBase Security Kit will work with new security products including the TrackLight Cam S1 and Video Doorbell S4. Anker has also announced additional security devices, including the Window Camera E10 and Fall Detection Sensor.

In robotics, the Anker eufy Robot Vacuum Omni E35 features the company's HydroJet 2.0 self-cleaning roller mop and 35,000Pa suction, according to the company.

The broader lineup demonstrates where Anker is heading: fewer isolated categories and more products designed to form part of a connected system.

What happens to eufy and soundcore?

The familiar names are not simply disappearing overnight.

Anker says the transition will happen gradually, with new products leading the move to the unified Anker brand while existing products transition over time. Warranty, customer support and service are expected to remain unchanged.

Anker's current global brand structure still identifies categories such as Anker soundcore and Anker eufy, but positions them within the broader Anker brand.

For Filipino consumers who already own products from these brands, that means the rebranding should be viewed primarily as a change in how the portfolio is organized rather than an immediate replacement of existing devices.

The bigger picture

The interesting part of ONE ANKER is not the name itself. It is what the consolidation says about where consumer technology is heading.

Phones, headphones, home security, appliances, energy systems and robots are increasingly connected through software and AI. As those devices become more capable of understanding their surroundings and communicating with one another, the traditional boundaries between product categories become less meaningful.

Anker is betting that consumers will eventually want fewer disconnected gadgets and more technology that works together.

For Filipino consumers, September 22 will mark the local introduction of that vision. The more important question will be whether Anker can turn its large collection of products into an ecosystem that is genuinely easier and more useful to live with.

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Eastern Communications Takes Filipino Service Global at BATIC 2026

Eastern Communications Takes Filipino Service Global at BATIC 2026

Thursday, September 3, 2026

Technology can connect businesses across countries in seconds, but building relationships across those connections still requires something distinctly human.

That idea was at the center of Eastern Communications' participation in the Bali Annual Telkom International Conference (BATIC) 2026, held from August 25 to 28 at the Bali International Convention Center in Nusa Dua, Bali, Indonesia.

The Philippine telecommunications company joined global telecom players, digital technology companies and enterprises at the industry gathering, where discussions focused on the future of connectivity and the technologies shaping an increasingly digital economy.

For Eastern, however, the event was also an opportunity to bring something beyond technology to the international conversation: its Filipino approach to customer service.

Why does human-centered service still matter in telecommunications?

As connectivity becomes increasingly embedded in business operations, technology providers are no longer competing solely on infrastructure.

Enterprises expect connectivity to be reliable, but they also need providers that understand their business requirements, respond to problems and build relationships over time.

This makes customer experience an increasingly important part of the enterprise technology equation.

Eastern Communications frames this approach through its Heart of Service, built around Filipino values such as hospitality, malasakit, or genuine care, and a willingness to go beyond basic service requirements.

Its participation at BATIC 2026 placed that philosophy alongside conversations about digital infrastructure and emerging technologies.

Eastern Communications brings its “Heart of Service” beyond the Philippines

Eastern's presence at BATIC reflects its ambition to participate in a broader regional and global business conversation.

The company has operated in the Philippines for nearly 150 years, giving it a long history in the country's communications industry. As Philippine businesses become more connected to international markets, telecommunications providers also have a role in helping organizations operate across borders.

Eastern says its approach is to combine connectivity expertise with a more personal understanding of the organizations it serves.

“Technology may connect the world, but it is people who make those connections meaningful,” said Atty. Aileen Regio, Co-Coordinator of Eastern Communications.

That distinction is increasingly relevant as businesses adopt more technologies.

Digital transformation can introduce sophisticated platforms, cloud services and automated processes, but successful adoption still depends on people being able to use those technologies effectively and organizations having the support they need.

What can Filipino businesses bring to the global technology conversation?

Eastern's BATIC participation also raises a broader question about how Philippine companies position themselves internationally.

Global competitiveness is often discussed in terms of technology, cost, infrastructure and scale. Service culture can be another differentiator, particularly in industries where businesses maintain long-term relationships with customers and partners.

For Philippine companies, this creates an opportunity to turn a familiar local value into a business strength.

The Filipino concept of malasakit is difficult to quantify, but its practical expression can be seen in how companies communicate with customers, solve problems and maintain partnerships.

The challenge is ensuring that these values are reflected consistently in actual customer experiences rather than remaining part of corporate messaging.

Where technology meets the human touch

At BATIC 2026, Eastern showcased its enterprise capabilities while exploring opportunities to collaborate with organizations and industry players from across the region.

The timing is significant.

Companies are navigating an environment in which connectivity is no longer simply a supporting function. Internet access, data networks, cloud platforms and digital systems increasingly underpin everyday business operations.

As organizations become more dependent on technology, the relationship between service providers and customers can become more important, not less.

Eastern describes this balance through its “High Tech, High Touch” philosophy.

“At BATIC, we hope to bring together the best of both worlds. The strength of our technological expertise and the warmth of human-centered service,” said Jaeson Evangelista, Co-Coordinator of Eastern Communications.

The approach recognizes that technology and customer experience do not have to be competing priorities.

The business value of Filipino hospitality

For companies expanding into regional or global markets, cultural identity can sometimes be treated as something separate from business strategy.

Eastern's approach suggests another possibility.

A company can compete through technology while allowing its service culture to remain part of its identity.

That can be particularly valuable in telecommunications and other business-to-business industries, where relationships often extend beyond individual transactions.

Enterprise customers may work with a provider for years. During that period, responsiveness, trust and an understanding of business needs can influence whether a relationship continues.

In this context, Filipino hospitality is not simply about being friendly. Its business value lies in translating care into consistent customer support, communication and partnership.

What Eastern's BATIC participation says about Philippine businesses

Eastern's appearance at an international telecommunications conference represents more than a Philippine company attending an overseas industry event.

It reflects a broader opportunity for local businesses to participate in global conversations while retaining characteristics that distinguish them at home.

For Philippine companies, competing internationally does not necessarily require abandoning local identity.

The stronger proposition may be to combine global standards with local strengths.

In Eastern's case, that means pairing enterprise connectivity and digital solutions with a service philosophy rooted in Filipino values.

Connectivity is becoming a relationship business

The telecommunications industry will continue to change as businesses adopt new digital technologies and become more dependent on connected systems.

But the fundamental business requirement remains familiar: organizations need partners they can rely on.

That is where Eastern Communications' message at BATIC 2026 becomes relevant beyond the event itself.

Technology may determine how quickly and efficiently businesses connect, but service determines much of what happens after that connection is established.

As Eastern brings its enterprise capabilities to a broader international audience, its Filipino approach to service becomes part of its story of differentiation.

The technology will continue to evolve.

The human side of business, however, remains much harder to replace.

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