Coca-Cola Philippines Partners with FooDee Global Concepts Across 100+ Branches

Coca-Cola Philippines Partners with FooDee Global Concepts Across 100+ Branches

Thursday, October 29, 2026

Coca-Cola Europacific Aboitiz Philippines (CCEAP) is expanding its presence in the Philippine foodservice industry through a partnership with FooDee Global Concepts that will bring its beverage portfolio to 14 restaurant brands across more than 100 branches nationwide.

The agreement connects Coca-Cola's beverage portfolio with a diverse restaurant network that includes international dining concepts such as Tim Ho Wan, Hawker Chan, and Mo-Mo Paradise, alongside homegrown brands POUND x Flatterie and Sunnies Cafe, as well as Foodlink outlets in food courts.

For both companies, the partnership creates another opportunity to connect their brands with consumers through restaurant dining, while extending Coca-Cola's reach across FooDee's multi-brand business.

Coca-Cola expands its restaurant partnerships

CCEAP, the local bottling partner and distributor of Coca-Cola products in the Philippines, has been building its foodservice network by working with businesses where beverages form part of the dining experience.

Its agreement with FooDee Global Concepts adds a portfolio of restaurant brands spanning different dining concepts and customer occasions. Rather than relying on a single restaurant chain, the partnership provides access to a network of more than 100 branches.

The arrangement also illustrates how food and beverage companies can work together across multiple consumer-facing brands to expand distribution and create more opportunities for product availability.

The announcement does not specify the individual Coca-Cola products to be offered at each restaurant, nor does it detail whether the beverage selection will be uniform across all participating branches.

FooDee brings a diverse restaurant portfolio to the partnership

FooDee Global Concepts operates a range of dining businesses, from internationally recognised restaurant concepts to locally developed brands.

Its portfolio includes Tim Ho Wan, Hawker Chan, and Mo-Mo Paradise, along with POUND x Flatterie, Sunnies Cafe, and Foodlink food-court outlets. The variety gives the partnership a presence across different restaurant formats rather than a single dining category.

For a multi-brand operator, partnerships with established consumer brands can complement its restaurant offerings and provide another point of consistency across participating locations. The specific commercial terms of the Coca-Cola and FooDee agreement, however, were not disclosed in the announcement.

Shared dining experiences drive the companies' approach

Chris Pesigan, president and CEO of CCEAP, said the partnership reflects the companies' shared focus on creating experiences around meals, whether for everyday dining, family gatherings, or celebrations.

Rikki Dee, president and CEO of FooDee Global Concepts, likewise highlighted the role of partnerships in enhancing restaurant experiences. He said Coca-Cola has long been associated with shared meals and celebrations and that the collaboration aims to make dining occasions across the group's restaurants more enjoyable.

The statements position the agreement around the role beverages play in restaurant dining, alongside its broader distribution reach.

What the partnership means for the foodservice sector

The agreement brings together a beverage distributor and a restaurant group with a broad portfolio of dining concepts. For CCEAP, the network offers additional points of contact with consumers across more than 100 branches. For FooDee, the partnership adds Coca-Cola beverages to the dining experience across its participating brands.

The companies have not disclosed financial terms, specific sales targets, or projected business gains from the arrangement. Its longer-term commercial impact will depend on implementation across the restaurant network and customer demand.

For now, the partnership represents a distribution and brand collaboration that links Coca-Cola's beverage portfolio with FooDee Global Concepts' expanding range of dining businesses in the Philippines.

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Manulife and iCare HMO Partner to Expand Employee Life Insurance Protection

Manulife and iCare HMO Partner to Expand Employee Life Insurance Protection

Manulife Philippines and iCare HMO have entered into a strategic partnership to help businesses combine healthcare coverage with life insurance protection, expanding the employee benefits options available to select corporate clients.

A key development in the collaboration is the planned integration of Manulife group life insurance into iCare HMO prepaid cards beginning November 2026. The companies are also exploring broader employee benefits offerings that bring together group medical coverage, life insurance, and other protection solutions.

The partnership reflects a broader approach to workplace benefits, in which employers can consider not only employees’ access to healthcare but also the financial consequences that serious illness or death may have on their families.

How the Manulife and iCare HMO partnership will work

Under the agreement, Manulife’s annually renewable group life insurance will be made available to select iCare HMO group customers, complementing their existing healthcare benefits.

For participating businesses, the arrangement offers another option for building employee benefits packages that address different aspects of protection. Healthcare benefits help employees access covered medical services, while life insurance can provide financial support to beneficiaries in the event of an insured employee’s death, subject to the policy’s terms and conditions.

The companies are also developing integrated offerings designed to make their respective products available through complementary distribution channels.

Beginning November 2026, they plan to embed group life insurance into iCare HMO prepaid cards. The companies have not specified in the supplied announcement which prepaid card products will qualify or the precise coverage terms that eligible customers will receive.

A two-way distribution framework will also allow Manulife and iCare to reach customers through each other’s authorised channels and corporate relationships.

Why integrated employee benefits matter to employers

For employers, the partnership provides another potential route to broaden employee protection without treating healthcare coverage as the only component of a benefits programme.

Medical benefits and life insurance serve different purposes. HMO coverage generally helps members pay for eligible healthcare services within their plan's terms, while group life insurance provides a separate financial benefit to designated beneficiaries when a covered event occurs.

Combining the two can help companies address a wider range of employee and family needs. However, the practical value of an integrated package will depend on its coverage limits, eligibility requirements, exclusions, cost, and the needs of the workforce.

For HR teams and business owners reviewing their benefits programmes, these details will be important when comparing the proposed offerings with existing arrangements.

Manulife survey points to interest in financial independence

The partnership also draws on findings from Manulife’s Asia Care Survey, which examined attitudes towards care, well-being, and financial security.

According to the survey cited by Manulife, 88% of Filipino respondents identified independence and financial freedom as the legacy they want to leave their loved ones.

The finding provides context for the companies’ focus on combining health-related benefits with financial protection. It does not, by itself, establish how many Filipino employers are planning to adopt integrated benefits or how employees will respond to the new offering.

Rahul Hora, president and chief executive officer of Manulife Philippines, said the partnership aims to complement iCare HMO’s healthcare solutions with life insurance protection for group clients while exploring ways to make relevant solutions more accessible.

Geronimo V. Francisco, president and chief executive officer of iCare, said the collaboration would expand the protection options available to group customers and support the development of solutions that respond to the changing needs of Filipino employees and families.

What comes next for the partnership?

Beyond the planned prepaid-card integration, Manulife and iCare intend to explore coordinated group life insurance, group medical coverage, and broader employee benefits propositions for Philippine businesses.

The companies have not provided further details in the supplied announcement on pricing, specific benefit limits, eligibility criteria, or the full rollout schedule for these future offerings.

For employers, the next step will be to assess the actual terms of the available products and determine how they fit existing benefits budgets, workforce needs, and protection priorities.

The partnership establishes a framework for combining healthcare and life insurance through complementary offerings. Its impact will ultimately depend on the products launched, the coverage made available to eligible employees, and the extent to which businesses adopt them.

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LG Expands Commercial Laundry Push in Europe With New Equipment and Connected Solutions

LG Expands Commercial Laundry Push in Europe With New Equipment and Connected Solutions

Tuesday, October 27, 2026

The company showcased its professional laundry lineup and wet-cleaning technology at EXPODETERGO INTERNATIONAL 2026 in Milan as it pursues new European distribution partnerships.

LG Electronics is expanding its commercial laundry business in Europe, showcasing professional laundry equipment and connected management solutions at EXPODETERGO INTERNATIONAL 2026 in Milan, Italy, from October 23 to 26.

The exhibition brings together equipment and technology providers serving the professional textile-care industry. For LG, the event provides a platform to present its broader commercial laundry portfolio to business customers, strengthen existing distributor relationships, and pursue new dealer partnerships across Europe.

The company’s display includes semi-commercial and professional laundry equipment, a wet-cleaning solution for the European market, and digital tools designed to help business operators monitor equipment and manage laundry operations.

The expansion reflects LG’s efforts to move beyond its established semi-commercial business and build a stronger position in the professional laundry sector.

Professional laundry lineup brings AI-assisted load management

Among the products showcased at the Milan exhibition are mass-produced models from LG’s Professional Laundry lineup, which incorporates technologies intended to manage loads and improve equipment stability.

Its AI Weight Detection technology identifies the size of a laundry load and adjusts water use accordingly. The Dynamic Ball-Core System uses a built-in gyroscope sensor to detect drum imbalances in real time, while a ball balancer helps stabilize the load and reduce vibration.

These features are designed to address operating considerations for commercial laundry businesses, where equipment may handle repeated loads throughout the day.

The professional lineup forms part of LG’s wider portfolio for businesses with different laundry requirements, including operators seeking equipment for commercial premises and professional textile-care services.

Wet-cleaning solution targets delicate garments

LG is also presenting its Wet Cleaning solution to the European market, offering an alternative to conventional dry-cleaning methods.

The technology uses water and specially formulated detergents intended to clean delicate garments while helping manage risks such as shrinkage, color transfer, and changes in fabric texture.

The solution incorporates MotionCare technology, combining gentle washing with low-temperature drying. Carefully controlled drum movements are designed to reduce the risk of fabric damage during cleaning.

For professional textile-care operators, wet cleaning can provide another option for handling garments that require more careful treatment. Actual results depend on fabric type, garment-care instructions, detergent selection, and operating conditions.

Connected tools support laundry business operations

Beyond equipment, LG is promoting digital management solutions aimed at helping business customers oversee their laundry operations.

The LG LaundryCrew app allows owners and users to remotely monitor and manage connected laundry equipment. The company’s Open API, meanwhile, enables business-to-business customers to integrate supported equipment data with existing business systems through a separate system development process.

These tools can help operators incorporate equipment monitoring into their wider workflows and develop management platforms suited to their business requirements.

For commercial laundry providers, connected systems can be relevant to equipment oversight, operational planning, and performance tracking. The extent of those capabilities depends on the equipment, integrations, and systems deployed by each customer.

Distributor partnerships underpin European expansion

LG’s commercial laundry expansion builds on distributor relationships in the United Kingdom, France, Italy, and Hungary.

In August 2026, the company secured a business-to-business order from SCHILLING Wäschereitechnik GmbH, a Germany-based distributor specializing in professional laundry and ironing equipment. Deliveries of LG’s semi-commercial and Professional Laundry products to Schilling were already underway, according to the company.

LG plans to strengthen its existing partnerships while developing new dealer relationships across Europe. Its participation in EXPODETERGO INTERNATIONAL is intended to support those efforts by bringing its products and connected solutions to prospective business partners.

The company is also pursuing commercial laundry opportunities outside Europe. According to LG, it has increased supplies to North American operators CSC ServiceWorks and WASH while strengthening distribution partnerships in Thailand, the Philippines, and Vietnam.

Baek Seung-tae, president of LG’s Home Appliance Solution Company, said the Milan exhibition provides an opportunity to introduce the company’s commercial laundry portfolio and connected management solutions to European business partners.

He added that LG intends to build on its regional presence by strengthening partnerships and supporting customers’ operational efficiency.

What LG’s strategy means for the commercial laundry market

LG’s approach combines three elements: a wider range of commercial laundry equipment, technology designed to support garment care and machine stability, and connected tools for equipment management.

The strategy also relies on distribution. Partnerships with local dealers can help equipment manufacturers reach business customers and support market development in regions where they are expanding their professional offerings.

As LG pursues further growth in Europe and other markets, its ability to build distribution relationships and address the operational requirements of professional laundry businesses will be central to the expansion.

More information about LG’s business and products is available on the LG Electronics official website.

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Manulife UITFs Rank Among Top Performers in First Nine Months of 2026

Manulife UITFs Rank Among Top Performers in First Nine Months of 2026

The investment firm's semiconductor, technology, clean energy, Asia equity, and short-duration bond funds placed first in several Philippine peso-denominated UITF categories.

Several unit investment trust funds (UITFs) managed by Manulife Investments Philippines ranked among the country's top performers for the first nine months of 2026, with funds covering technology, clean energy, Asian equities, and fixed income securing leading positions in their respective categories.

Based on performance figures for January 1 to September 30, 2026, published through the Unit Investment Trust Fund (UITF) Performance and Returns portal, Manulife Investment Management and Trust Corporation placed three funds in the top positions of the Feeder Fund - Equity category. It also secured the top spot in the separate Equity category and the Feeder Fund - Fixed Income category.

The results span investment strategies with different market exposures, from semiconductor and technology stocks to Asian bonds, illustrating the range of investment products available to Filipino investors.

Semiconductor fund posts 100.74% return

The Manulife Global Semiconductor Opportunities Equity Feeder Fund ranked first in the Feeder Fund - Equity category, posting a reported return of 100.74% for the period.

The fund provides exposure to companies in the global semiconductor industry, whose products support artificial intelligence (AI), data centers, smartphones, vehicles, and other digital technologies.

Two other Manulife funds followed in the same category. The Manulife Global Technology Equity Feeder Fund ranked second, with a 38.43% return, while the Manulife Global Clean Energy Equity Feeder Fund placed third, returning 29.57%.

The technology fund invests across technology subsectors, while the clean energy fund focuses on companies involved in renewable power, electric vehicles, and the technologies and infrastructure supporting the energy transition.

The results highlight three distinct investment themes: semiconductor manufacturing and related technologies, the broader technology sector, and the shift toward cleaner energy.

Asia-focused equity fund leads its category

In the Equity category, the Manulife Asia Best Select Equity Fund (PHP Unhedged Class A) ranked first among retail share classes, posting a reported return of 38.01%.

The fund invests in a diversified portfolio of companies listed across Asian markets, excluding Japan. Its regional focus gives investors exposure to businesses operating in different Asian economies and industries.

While the three leading feeder funds focus on specific global investment themes, the Asia Best Select Equity Fund offers a different approach through exposure to companies across multiple markets in the region.

Short-duration bond fund tops fixed-income feeder category

Manulife also secured the leading position in the Feeder Fund - Fixed Income category through the Manulife Asia Short Duration Bond Feeder Fund (PHP Unhedged Class A), which posted a reported return of 6.36%.

The fund focuses on high-quality Asian bonds with maturities of less than three years. Its strategy differs from the equity funds, which are exposed to stock-market movements and specific sectors or regions.

Fixed-income funds and equity funds have different risk and return characteristics. Investors need to assess those differences in relation to their financial goals, investment horizon, and ability to withstand potential losses.

Digital access expands investment options

The funds form part of Manulife Investments Philippines' wider UITF offering, which provides access to local and international investment strategies.

Investors can explore the firm's available funds through Manulife Investments Philippines and open a UITF account online through Manulife iFUNDS, its digital investment platform.

Aira Gaspar, president and chief executive officer of Manulife Investments Philippines, said the company's range of UITFs is intended to serve Filipinos with different financial goals, needs, and risk appetites.

She added that the firm's investment strategies draw on global expertise to provide options for investors working toward long-term financial objectives.

What investors should consider

Strong historical returns can help investors understand how a fund performed over a specific period, but they do not guarantee similar results in the future.

A UITF is an investment product, not a bank deposit. It is not insured by the Philippine Deposit Insurance Corporation (PDIC), and its value can rise or fall with the market. Investors may receive less than the amount they initially invested.

The reported returns for the first nine months of 2026 should therefore be viewed in the context of each fund's investment strategy, risk classification, fees, and market exposure. Before investing, individuals should review the fund's disclosure documents and determine whether its objectives and risks match their financial circumstances.

More information about UITFs, their performance, and the risks involved is available through the UITF Performance and Returns portal and the Bangko Sentral ng Pilipinas' regulatory guidance.

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MediCard and The Medical City Partner on Healthcare Access

MediCard and The Medical City Partner on Healthcare Access

Sunday, October 25, 2026

The collaboration highlights the role of healthcare partnerships, digital access and preventive wellness in improving the patient experience in the Philippines.

Healthcare access involves more than finding a doctor or hospital. For patients and HMO members, the experience also depends on how easily they can navigate services, access relevant information and receive support for their health needs.

MediCard, an AIA company and health maintenance organization (HMO), has partnered with The Medical City in a collaboration aimed at making healthcare more accessible and responsive to Filipinos.

Announced in October 2026, the partnership brings together MediCard's healthcare solutions and The Medical City's network of hospitals and clinics. The companies describe the collaboration as part of their shared commitment to improving healthcare experiences for members and patients across the country.

While the announcement does not detail specific changes to coverage or service delivery, the collaboration highlights a broader priority for the healthcare sector: strengthening the connections between healthcare financing, medical providers, digital services and preventive care.

Why connected healthcare matters

For patients, healthcare can involve several separate steps, from understanding available benefits and arranging consultations to accessing diagnostic services and following medical advice.

When these steps are difficult to navigate, patients may face additional administrative burdens. Partnerships between HMOs and healthcare providers can help address coordination challenges, although the results depend on how services are integrated and implemented.

MediCard's collaboration with The Medical City brings together two parts of the healthcare system: an HMO that provides healthcare plans and related services, and a healthcare institution that delivers medical care through its facilities and professionals.

The potential value of such arrangements lies in making the patient journey easier to navigate. To assess the practical impact of this partnership, members would need clear information about participating facilities, eligibility, covered services, referral procedures and any changes to existing arrangements.

Those details will help determine how the collaboration translates into everyday access for patients and members.

Digital tools add another dimension to healthcare access

Alongside its partnerships, MediCard is developing digital and wellness initiatives intended to help members engage more actively with their health.

One is MedGo, MediCard's app for accessing healthcare services. Digital platforms can provide a convenient point of access to relevant information and services, particularly for members who want to manage healthcare-related tasks through their mobile devices.

MediCard has also integrated Mental Health Wellbeing Support into MedGo. The platform is intended to empower members to monitor and manage their health proactively, with a focus on mental health and well-being.

For healthcare organizations, digital tools can complement in-person services by making certain interactions more convenient. Their effectiveness, however, depends on usability, access to reliable information, data privacy safeguards and the availability of appropriate professional support when needed.

Digital services should therefore be viewed as one part of a broader healthcare strategy, rather than a replacement for clinical assessment or treatment.

Preventive care remains part of the equation

MediCard's Livewell program is another component of its approach to member wellness. The program promotes healthier lifestyles through health education, screening initiatives and preventive care interventions.

Preventive care is important because healthcare needs are not limited to treating illnesses after symptoms appear. Appropriate screening, health education and timely consultations can help people make informed decisions about their health and identify concerns that may require professional attention.

For employers and healthcare organizations, wellness programs can also create opportunities to encourage healthier routines and greater awareness of available healthcare resources.

The value of these programs depends on participation, appropriate clinical guidance and whether members can access follow-up care when screening or consultations identify potential health concerns.

Together, MedGo, Mental Health Wellbeing Support and Livewell reflect MediCard's stated focus on combining service access with wellness and preventive care.

What the partnership could mean for the healthcare sector

The collaboration between MediCard and The Medical City comes amid a continuing need to make healthcare services easier for Filipinos to access and navigate.

For HMOs, relationships with healthcare providers are central to delivering the services members expect from their plans. For hospitals and clinics, partnerships can connect them with members seeking care through organized healthcare arrangements.

However, the existence of a partnership does not automatically mean that all services are covered at every facility or that all members will experience the same benefits. Patients should continue to confirm their eligibility, coverage limits, participating providers and any authorization requirements directly with their HMO.

The announcement does not specify whether the collaboration introduces new benefits, changes existing coverage, adds facilities to MediCard's network or establishes new patient referral arrangements. These operational details will be important in determining the partnership's direct effect on access and continuity of care.

Building a more responsive healthcare experience

MediCard and The Medical City say their collaboration reflects a shared commitment to more accessible healthcare for Filipinos. MediCard's digital access and wellness initiatives provide additional context for how the HMO is approaching member engagement beyond traditional healthcare plan administration.

The next measure of progress will be how effectively these efforts translate into practical improvements for patients and members, including clearer access to services, a smoother care journey and stronger connections between preventive health activities and clinical care.

As healthcare needs evolve, collaboration across providers, HMOs and digital services can play a role in shaping a more connected system. Ultimately, its value will be determined not simply by the number of partnerships established, but by the quality, accessibility and usefulness of the care people can actually receive.

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Klook Partner Awards 2026 Recognizes Businesses Driving Philippine Tourism

Klook Partner Awards 2026 Recognizes Businesses Driving Philippine Tourism

From attractions and hotels to transport providers, Klook’s annual awards highlight the businesses supporting domestic travel across the Philippines.

Tourism depends on more than destinations. Behind every attraction visit, hotel booking, and trip between cities is a network of businesses that helps travelers plan and experience their journeys.

That network took center stage at the Klook Partner Awards 2026, held on October 6, where Klook Philippines recognized partners across attractions and activities, accommodations, and transportation services.

Announced on October 19, the awards recognized businesses under three categories: Play, Stay, and Move. The recognition covered partners with strong guest reviews, businesses with the highest year-on-year growth, and operators identified as top sales contributors within their respective travel categories.

For the Philippine tourism sector, the awards offer a look at the range of businesses that help deliver domestic travel experiences, from established attractions and hotel groups to tour operators and transport providers.

Three categories reflect different roles in the travel industry

Klook organized the awards around three areas of the traveler journey, each representing a different segment of its partner network.

The User’s Choice Award recognized partners with consistently high guest reviews. The Rising Star Award went to operators with the highest year-on-year growth, while the Best of the Philippines category recognized top sales contributors in each travel pillar.

These distinctions reflect different measures of business performance. Guest feedback can offer insight into customer experience, growth can indicate a change in business activity, and sales contributions show commercial performance within the platform's framework. They are not interchangeable measures, but together they illustrate the different ways travel businesses can build their presence.

Play: Attractions, tours and local experiences

The Play category covers attractions, activities, tours, and experiences that help visitors explore destinations.

Awardees included:

• User’s Choice: SM Prime Holdings
• Rising Star: Island Trek Tours; Star Parks Corporation
• Best of the Philippines: Viaje Philippines; Las Islas Travel and Tours; Manila Ocean Park; Enchanted Kingdom

For this segment, digital platforms can help travelers discover activities, compare options, and arrange bookings before reaching a destination. For operators, participation can create an additional route to reach customers who are planning trips online.

The mix of awardees also illustrates the breadth of the experiences market, which can include large attractions as well as tour providers that connect visitors with local destinations.

Stay: Accommodation providers across different markets

The Stay category recognizes hospitality businesses providing accommodation for travelers.

Its awardees were:

• User’s Choice: Mandarin Nest Boracay
• Rising Star: Bayfront Hotel Cebu; The Golden Phoenix Hotel Manila
• Best of the Philippines: Bai Hotel Cebu; Canyon Hotels and Resorts; Hotel 101 Group; Hennan Group of Resorts

Accommodation remains an important part of the domestic travel ecosystem because it connects destinations with spending on lodging and related services. Hotels and resorts also operate within a competitive market where visibility, guest experience, pricing, and location can influence booking decisions.

For participating properties, online distribution channels provide another way to present their offerings to travelers researching places to stay.

Move: Connecting travelers to destinations

The Move category covers transportation and mobility services, including airport transfers, car rentals, ferry travel, and other ground and sea transport options.

Awardees included:

• User’s Choice: ATR Travel and Rent a Car Corporation
• Rising Star: Biyaheroes; 2GO Travel
• Best of the Philippines: Hertz; Islandstar Express; Southwest Tours

Transportation is a practical part of travel planning, particularly for destinations that require connections between airports, ports, hotels, attractions, and regional communities. Reliable mobility options can make itineraries easier to organize and help travelers reach experiences beyond major urban centers.

The inclusion of mobility providers underscores that the travel experience extends beyond the destination itself. Getting there, moving around, and coordinating connections are also part of the tourism value chain.

Why partner networks matter to tourism businesses

Klook Philippines General Manager Michelle Ho said the awards were intended to recognize partners helping deliver travel experiences across Luzon, Visayas, and Mindanao. She also cited the platform's growth over the preceding 12 months despite industry challenges, attributing that performance in part to its partners.

The announcement did not provide figures for the platform's growth, total bookings, or the individual commercial performance of the awardees. Still, the recognition highlights the importance of relationships between travel platforms and the businesses that supply the experiences, accommodation, and transportation customers book.

For local operators, digital distribution may offer access to travelers who might otherwise be difficult to reach. For platforms, a broad selection of partners helps provide more options across destinations and stages of a trip.

The value of these arrangements depends on the details of each partnership, including commission structures, booking terms, customer service responsibilities, and the extent to which businesses can convert online visibility into sustainable revenue.

Awards based on reviews, growth, and sales can recognize different achievements, but they do not by themselves establish profitability or long-term business resilience.

What the awards mean for domestic travel

The Klook Partner Awards place attention on the businesses that help turn travel plans into actual experiences. Attractions draw visitors, accommodation providers give them places to stay, and transportation companies connect them with destinations.

For tourism businesses, the wider opportunity is to make these services easier to discover and book while delivering the quality and reliability travelers expect. For destinations, a connected network of operators can help create more complete travel experiences and support activity across different parts of the visitor economy.

Klook said it remains committed to investing in the Philippines and working with partners nationwide. Travelers can browse the awardees' available offers through the Klook app, subject to each partner's listings and booking terms.

As domestic travel continues to bring together hospitality, attractions, and mobility services, the performance of these businesses will remain an important part of how destinations serve visitors and participate in the wider tourism economy.

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Manulife Launches Global Diversified Real Asset Feeder Fund in the Philippines

Manulife Launches Global Diversified Real Asset Feeder Fund in the Philippines

Friday, October 16, 2026

Manulife Investments Philippines has expanded its investment offerings with the launch of the Manulife Global Diversified Real Asset Feeder Fund, an income-paying unit investment trust fund (UITF) that gives Filipino investors access to a range of global real asset investments.

The fund, previously known as the Manulife Global REIT Feeder Fund, has been converted from a real estate-focused strategy into a multi-asset portfolio. Its investments include global real estate investment trusts (REITs), listed infrastructure, natural resources equities, and U.S. Treasury Inflation-Protected Securities (TIPS).

The change reflects a broader investment approach that aims to combine income opportunities, long-term growth potential, and exposure to assets that may respond differently to inflation and changing market conditions.

What the Manulife Global Diversified Real Asset Feeder Fund Offers

Real assets include investments connected to physical property, infrastructure, and natural resources. These can include commercial real estate, transportation networks, energy systems, and other assets that support economic activity.

Through the new fund structure, investors can access several categories of global real assets through a single professionally managed UITF, rather than building a portfolio of these investments individually.

The fund invests across four main areas:

Global REITs: Listed companies and trusts with exposure to income-generating real estate.

Listed infrastructure: Investments in publicly traded infrastructure businesses and assets that support essential services and economic activity.

Natural resources equities: Shares in companies involved in natural resources and related industries.

U.S. Treasury Inflation-Protected Securities (TIPS): U.S. government securities whose principal adjusts with changes in the Consumer Price Index, helping provide protection against U.S. inflation.

The combination is intended to diversify the portfolio's sources of income and potential returns. However, diversification does not eliminate investment risk, and the fund's value may fluctuate with market conditions.

Why Real Assets Are Drawing Investor Attention

Global economic changes are creating demand for the physical infrastructure that supports technology, energy, and commerce.

The expansion of artificial intelligence and digital services, for example, requires data centers, reliable electricity, and supporting infrastructure. Modernizing transportation and supply chains also calls for investment in physical networks, while the transition to new energy systems is reshaping demand for resources and power infrastructure.

These developments provide a longer-term context for real asset investing. Companies and securities linked to these sectors may benefit from structural changes in the economy, although their performance depends on valuations, operating results, interest rates, regulation, and broader market conditions.

For investors concerned about inflation, certain real assets may offer potential diversification benefits. Yet their returns are not guaranteed to keep pace with inflation, and different asset classes can respond differently to economic shifts.

Income and Long-Term Growth Are Key Fund Objectives

According to Manulife Investments Philippines, the fund seeks to deliver income and long-term inflation-adjusted returns through its diversified global allocation.

Its income-paying structure may appeal to investors who want exposure to multiple real asset categories within one investment product. The fund also aims to provide access to long-term economic trends through professional portfolio management.

Aira Gaspar, president and chief executive officer of Manulife Investments Philippines, said the fund brings together global real asset opportunities in a single solution, giving investors convenient access to asset classes that may otherwise be more difficult to build and manage independently.

The fund is managed by Manulife Investment Management's Multi-Asset Solutions Team, which oversees the company's global multi-asset investment strategies.

Investors should note that the fund's objectives are targets, not guarantees. Its returns may be affected by global equity market movements, interest rates, currency fluctuations, and the performance of the underlying investments.

Minimum Investment and How to Access the Fund

The Manulife Global Diversified Real Asset Feeder Fund is available with a minimum investment of US$1,000 or ₱1,000, according to the company announcement.

Investors can open a UITF account online through Manulife iFUNDS. They may also contact a Manulife Wealth Specialist for additional information about the fund.

Before investing, prospective clients should review the fund's prospectus or other official product documents for details on fees, risks, income distributions, redemption conditions, and eligibility requirements. They should also consider whether the fund's investment strategy matches their financial goals, time horizon, and ability to tolerate losses.

More information is available through the official Manulife Philippines investment funds page.

A Broader Route to Global Real Asset Exposure

The conversion of the former Manulife Global REIT Feeder Fund into a diversified real asset fund gives investors access to a wider set of global investment categories through one UITF.

By combining real estate, infrastructure, natural resources, and inflation-linked U.S. government securities, the fund aims to offer multiple sources of income and potential long-term returns. Its suitability, however, will depend on each investor's needs, risk tolerance, and broader portfolio strategy.

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Jollibee CEO Shares Filipino Business Growth Story at ASEAN Youth Entrepreneurship Summit

Jollibee CEO Shares Filipino Business Growth Story at ASEAN Youth Entrepreneurship Summit

Thursday, October 15, 2026

Jollibee Group Global President and CEO Ernesto Tanmantiong shared how a Filipino-founded business expanded into an international restaurant group at the inaugural ASEAN Youth Entrepreneurship Summit 2026, which gathered more than 10,000 participants at the SM Mall of Asia Arena.

The story of Jollibee’s growth offered a business lesson for aspiring entrepreneurs across Southeast Asia: building an international brand takes more than a successful product. It also requires strong teams, customer trust, committed partners, and the ability to connect with different markets.

Speaking at the inaugural ASEAN Youth Entrepreneurship Summit (AYES) 2026 on October 15, Jollibee Group Global President and CEO Ernesto Tanmantiong traced the company’s journey from a Filipino-founded business to a multinational restaurant group.

His address highlighted the role of people and partnerships in business growth, alongside the importance of understanding customers across cultural boundaries.

How Jollibee Expanded Beyond the Philippines

Jollibee Group’s international operations illustrate how a homegrown food brand can establish a presence in markets with different consumer preferences.

According to the company, Jollibee is the leading quick-service restaurant brand in Vietnam, with more than 250 stores serving Vietnamese customers. It is also the number one chain in Brunei.

In the United States, Jollibee was voted No. 1 Best Fast-Food Fried Chicken in USA TODAY’s 10Best Readers’ Choice Awards for the third consecutive year, the company said.

For Tanmantiong, international expansion has reinforced the ability of food to connect people across cultures.

“As Jollibee expanded abroad, we learned that food can carry memory and also create connections across cultures,” he said, adding that delicious taste has no borders.

The experience reflects a broader consideration for businesses looking to enter overseas markets: international growth involves more than exporting a product. Brands must also build relationships with local customers and establish relevance in each market.

Why People and Partnerships Matter to Business Growth

Tanmantiong also cautioned against viewing corporate success as the achievement of a single leader.

He credited the company's milestones to the collective efforts of employees, business partners, customers, and communities that support its growth.

His message placed collaboration at the center of entrepreneurship, emphasizing that businesses depend on people who share a vision and contribute to its execution.

For young founders, the lesson is relevant beyond the food industry. A business may begin with an individual's idea, but sustaining growth requires capable teams, customer loyalty, and relationships that can support the company over time.

Jollibee Group said sharing its experience was intended to encourage young people to pursue their own entrepreneurial ambitions and demonstrate that Filipino-founded businesses can compete internationally.

ASEAN Youth Entrepreneurship Summit Draws More Than 10,000 Participants

The October 15 summit was organized by SM Cares, Global Peace Foundation Philippines, and the ASEAN Business Advisory Council Philippines.

Described by the organizers as the council's largest youth entrepreneurship initiative, AYES 2026 brought together more than 10,000 young entrepreneurs, students, innovators, startup founders, business leaders, and policymakers from across Southeast Asia.

The event built on the Global Youth Summit, extending the initiative's regional reach in connection with the Philippines' role as ASEAN host in 2026.

Its program included international and regional speakers, conversations with business founders, youth entrepreneurship showcases, and the launch of the ASEAN Youth Entrepreneurship Action Agenda. The youth-driven framework aims to advance entrepreneurship across Southeast Asia.

The gathering provided a platform for young people to exchange ideas, learn from established business leaders, and explore opportunities for building ventures with regional potential.

A Message for ASEAN's Next Generation of Business Leaders

Tanmantiong closed his address by encouraging young entrepreneurs to pursue ambitious goals while bringing other people along in the process.

He urged participants to build boldly and extend the positive impact of their businesses beyond national borders.

For Jollibee Group, sharing its growth story was an opportunity to connect its international business experience with the ambitions of the next generation.

For the young leaders attending AYES 2026, the challenge is to turn ideas into businesses that can create value for customers, communities, and the wider Southeast Asian region.

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Manulife Philippines Expands Branch Network in Bacolod and San Fernando

Manulife Philippines Expands Branch Network in Bacolod and San Fernando

Thursday, October 1, 2026

Manulife Philippines has opened new branches in Bacolod City and San Fernando, Pampanga, bringing its nationwide branch network to 46 locations as the insurer expands access to life, health and financial solutions outside Metro Manila.

The new offices extend Manulife Philippines' physical presence in two regional markets: Negros Occidental in the Visayas and Pampanga in Central Luzon. The expansion also gives the company's agency force additional locations for serving customers and developing their businesses.

For a financial services company, the move reflects a broader distribution question: how can insurers make professional financial advice accessible to customers as demand for protection, health planning and long-term financial preparation grows beyond major urban centers?

Why is Manulife Philippines expanding its branch network?

The Bacolod and San Fernando openings are part of Manulife Philippines' wider branch expansion strategy.

The company said additional branches in Southern Luzon and Mindanao are expected to open later in 2026.

That would further extend its physical distribution network beyond the country's major business centers and give its financial advisors more locations from which to serve customers.

The strategy is notable because financial services are increasingly delivered through digital channels, yet insurance and long-term financial planning often involve decisions that benefit from direct conversations with an advisor.

A physical branch can provide a local base for those interactions while also serving as a workplace and collaboration hub for an insurer's agency force.

Where are the new Manulife branches located?

The two new Manulife Philippines branches are located at:

• Bacolod City Unit 1, 4th Floor, Upper East Building, Upper Eastwood Avenue, Villamonte
• San Fernando, Pampanga A.E.S. Building, Dolores, MacArthur Highway

The Bacolod location expands Manulife's presence in the Negros market, while the San Fernando branch strengthens its footprint in Central Luzon.

The company now has 46 branches nationwide following the two openings.

What does the expansion mean for Manulife's agency business?

The new branches are not only customer-facing locations. They also provide infrastructure for Manulife's agency organization.

Financial advisors typically need spaces for client consultations, team meetings, training and day-to-day operations. Expanding the physical network can therefore support both customer access and the recruitment, development and retention of agency professionals.

Manulife Philippines President and Chief Executive Rahul Hora described the new offices as spaces designed to help the agency force grow while bringing the company closer to local customers and communities.

The openings were attended by Hora, Deputy Chief Executive Officer Manish Sangal, Chief Agency Officer Sailesh Nalinakshan and National Agency Sales and Expansion Head Ian Mar Dayot.

Why does physical access still matter in financial services?

Insurance and financial planning are increasingly supported by digital tools, but the products themselves can involve complicated decisions.

Life insurance, health protection and wealth planning can require customers to assess factors such as coverage, beneficiaries, premiums, investment objectives, financial responsibilities and long-term needs.

That makes the role of financial advice different from simply buying a consumer product online.

A local branch can give customers another point of access when they want to discuss these decisions face-to-face. It can also complement digital services rather than compete with them.

For insurers, the challenge is therefore not necessarily choosing between physical and digital distribution. It is building an ecosystem in which customers can use the channel that fits the stage of their financial journey.

What is next for Manulife Philippines?

Manulife Philippines said its expansion will continue, with additional branches planned for Southern Luzon and Mindanao later in the year.

The move forms part of the company's broader effort to increase access to life, health and wealth solutions across the country.

For the Philippine insurance industry, continued regional expansion also points to the importance of reaching customers beyond Metro Manila. As insurers build their distribution networks, local presence can become part of how they develop relationships with communities and financial advisors.

The next phase of Manulife Philippines' expansion will show how that strategy translates into additional markets as the company continues to add locations to its nationwide network.

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Realizing a Net Zero Future: Unilever Philippines Connects Decarbonization, Partnerships, and Value Chain Action

Realizing a Net Zero Future: Unilever Philippines Connects Decarbonization, Partnerships, and Value Chain Action

Monday, September 28, 2026

Recent energy shocks and catastrophic natural disasters in early 2026 have intensified the urgency of climate action. For the Philippines, one of Southeast Asia’s most climate-exposed economies, the priority is to turn low-carbon ambition into faster, measurable, and collective action.

For Unilever, climate action is embedded in how the business operates – from managing risk, increasing operational efficiencies and building a more resilient supply chain.

Scaling Decarbonization: From Operations to the Supply Chain

At the operational level, Unilever has set a science-based target to reduce absolute Scope 1 and 2 greenhouse gas (GHG) emissions by 100% by 2030 from a 2015 baseline. By the end of 2025, Unilever Philippines had reduced its Scope 1 and 2 emissions by 77% against that baseline.

This progress has been supported by the company’s early investments in renewable energy, which has produced cost efficiencies and helped protect against energy market volatility. In 2019, Unilever Philippines transitioned to 100% renewable grid electricity using geothermal energy and has since expanded to installing solar rooftop panels across its facilities. Through this, it has electrified some of its thermal processes using technologies such as heat pumps and boilers in its factories. The company has also committed to transitioning its owned fleet to 100% hybrid electric vehicles by 2030.

Recognizing that the bulk of its climate footprint lies across the value chain, Unilever Philippines is also working with suppliers to accelerate Scope 3 emissions reduction. Through the global Supplier Climate Programme, the company engages priority suppliers by providing tools and resources to help them measure, report and eventually reduce their GHG emissions.

Reinforcing this in September 2025, Unilever Philippines renewed and expanded its partnership with First Gen to bring renewable energy supply to its priority sites and suppliers across Metro Manila, Cavite, Laguna, and Batangas, extending the benefit of cost efficiencies while starting its supply chain decarbonization journey.

A Shared Principle on Collective Action

These initiatives reflect a broader principle: a low-carbon transition and net-zero future require partnerships that enable action across diverse sectors.

This is why Unilever Philippines is among the inaugural members of the Net Zero Carbon Alliance (NZCA), which brings together cross-sector organizations to advance decarbonization in the Philippines.

At the recent NZCA Philippine Net Zero Conference 2026, business leaders, policymakers, financiers, and sustainability practitioners convened to map out the country’s low-carbon economic transformation. Discussions focused on strengthening corporate leadership and governance, financing the transition, building capabilities, advancing policy, and translating net-zero commitments into measurable outcomes.

Unilever Philippines Sustainability Manager Regina Unson-Silerio emphasized that sustainability must be embedded across the entire business rather than treating it as an organizational silo.

“Sustainability has to be embedded across the business, with clear ownership and accountability from the functions that can turn strategy into action. Whether it is about renewable energy, lower-carbon materials and ingredients, logistics improvements, supplier decisions, capital investments, or product specifications, these decisions shape how we operate, innovate, and grow the business.”

Continuing the Journey Toward Net Zero

For Unilever Philippines, the path to net zero is both an operational imperative and a collective endeavor. Alongside its 2039 targets and value-chain initiatives, the company collaborates with peers, government bodies, and trade associations to build an enabling environment for corporate climate action.

In 2027, Unilever Philippines will celebrate 100 years of creating a positive impact in communities across the country, made possible through well-loved household brands such as Dove, Knorr, Surf, Rexona, and many more that help make everyday life better. As it marks this milestone, the company remains committed to influencing positive change for society and the environment through innovation, sustainability, and purpose-led growth.

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DTI Coconut Trade Fair Generates P309.57 Million in Sales

DTI Coconut Trade Fair Generates P309.57 Million in Sales

Friday, September 25, 2026

The 2026 COCONUTPhilippines Trade Fair generated P309.57 million in sales, more than tripling the P96.9 million recorded at the previous year's event, according to the Department of Trade and Industry (DTI).

Held from August 26 to 30 at the SMX Convention Center Manila, the trade fair brought together 300 micro, small and medium enterprises (MSMEs) from across the Philippines. The results point to growing commercial opportunities for businesses turning coconut into higher-value consumer and industrial products.

The 2026 sales figure represents a substantial increase from the previous edition, which generated P96.9 million from 213 participating businesses.

For the Philippine coconut industry, the significance goes beyond a five-day retail event. Trade fairs can give smaller enterprises access to buyers, distribution contacts, product feedback, and commercial relationships that are difficult to establish through ordinary retail channels.

What drove the growth of the COCONUTPhilippines Trade Fair?

The 2026 fair featured coconut-based products across several categories, including food and beverages, health and wellness, personal care, home and lifestyle products, crafts, and sustainable non-food materials.

That range illustrates how the country's coconut economy extends well beyond traditional products such as copra, coconut oil, and fresh coconut.

Coconut can be processed into ingredients, personal-care products, food products, household items, and materials used in other applications. Developing these downstream products can create additional opportunities for businesses to capture value from the crop.

The DTI's COCONUTPhilippines program is specifically positioned around promoting coconut-based products and connecting participating MSMEs with markets. DTI's trade-promotion arm lists coconut enterprises among the businesses it supports through national trade fairs, Buyers Day activities, and other market-development platforms.

Why does value-added processing matter to the coconut industry?

A value-added product is a good that has undergone additional processing, branding, packaging, or development before reaching the customer.

For coconut businesses, this can mean turning a raw agricultural product into a finished food, beauty product, household item, ingredient, or other specialized product.

The business rationale is straightforward: processing can create additional commercial value while opening access to different customer segments.

The Philippine Coconut Authority (PCA) has identified integrated processing, downstream products, market development, research, innovation, and enterprise development as parts of the broader strategy for strengthening the coconut industry.

This makes trade fairs relevant not only as selling venues but also as platforms where small businesses can test products and establish relationships with potential buyers.

How did the Buyers Lounge support participating MSMEs?

One of the business-focused components of the 2026 event was its Buyers Lounge, where participating coconut enterprises could meet corporate and institutional buyers.

The setup shifts the role of a trade fair from simple consumer exposure toward business-to-business (B2B) market development.

For an MSME, securing a corporate buyer can potentially open a different scale of opportunity from individual retail sales. A successful B2B relationship may lead to repeat orders, institutional supply arrangements, private-label opportunities, or new distribution channels, depending on the buyer and product.

DTI has also described Buyers Day as a continuing initiative intended to strengthen B2B engagement across its national trade fairs.

The P309.57-million sales figure therefore provides one measure of the event's commercial activity, while buyer linkages offer another way to assess whether participation can translate into longer-term business opportunities.

How does the trade fair fit into the government's coconut industry plan?

The COCONUTPhilippines Trade Fair forms part of a larger government effort to develop the coconut sector.

The Coconut Farmers and Industry Development Plan (CFIDP) was created under the Coconut Farmers and Industry Trust Fund framework established by Republic Act No. 11524. The plan covers areas including farmer support, enterprise development, processing, market development, research and innovation.

The framework has since been revised. In May 2025, the government approved the CFIDP 2024–2028, with the PCA identifying seven program components that include social protection, farmer and family training, cooperative empowerment, coconut hybridization, community-based farm enterprise development, integrated processing and downstream products, and support services.

That broader approach matters because increasing the number of coconut-derived products is only one part of strengthening the industry.

Farm productivity, access to finance, farmer organizations, processing facilities, technology, market access, and business skills also influence whether farmers and enterprises can capture more value from the coconut supply chain.

What does the P309.57-million result mean for coconut MSMEs?

The trade-fair result provides evidence of strong commercial activity among participating coconut enterprises, but it should not automatically be interpreted as a measure of the entire Philippine coconut industry's performance.

The P309.57 million represents sales generated by participating businesses during the event. It does not, by itself, establish industry-wide revenue growth, farmer income growth, or export performance.

What it does demonstrate is the commercial potential of a growing group of MSMEs developing products from coconut and presenting them directly to consumers and buyers.

That distinction is important for evaluating the long-term impact of trade promotion.

The bigger test will be whether trade-fair exposure develops into repeat orders, new distribution agreements, stronger brands, expanded production, and higher or more stable incomes across the value chain.

For coconut farmers and enterprises, those longer-term outcomes are ultimately more significant than a single event's sales tally.

From coconut commodity to wider business ecosystem

The Philippine coconut industry has long been important to agriculture and rural livelihoods. But the development strategy reflected in programs such as the CFIDP increasingly looks at the industry as a wider value chain rather than simply a source of raw agricultural output.

The PCA's current strategic framework includes goals around productivity, farmer empowerment, trade and market development, research and innovation, and organizational development.

The 2026 COCONUTPhilippines Trade Fair fits into that picture by giving MSMEs a venue to commercialize products, meet buyers, and present more sophisticated uses of coconut to the market.

For businesses, the opportunity lies in converting an abundant agricultural resource into differentiated products with identifiable markets.

For government agencies, the challenge is ensuring that market-development activities connect with the other parts of the value chain, from farmers and cooperatives to processors, technology providers, distributors, and institutional buyers.

The P309.57 million in sales is therefore an encouraging trade-fair result, but its longer-term business significance will depend on what happens after the exhibition closes.

The strongest measure of success may ultimately be whether today's trade-fair transactions become tomorrow's sustained businesses.

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