Foundation University Dal-Uy Festival Lights Up Dumaguete

Friday, September 25, 2026

Water lanterns carrying students' hopes and dreams during Foundation University’s Dal-Uy Festival at Rizal Boulevard in Dumaguete City

Thousands of lanterns floated along Dumaguete City's Rizal Boulevard on September 11 as Foundation University held its annual Dal-Uy Festival, a tradition that gives students a symbolic way to express their hopes for the future.

More than 7,000 people attended this year's celebration, bringing together students, faculty, university staff, alumni, and members of the wider community. For Foundation University, the event is more than a welcome to a new academic year. It has become an exercise in reflection, aspiration, and community.

The university describes Dal-Uy as its “Festival of Hope,” a tradition that has evolved considerably since it began as a small gathering on campus.

What is Foundation University’s Dal-Uy Festival?

Dal-Uy is an annual Foundation University tradition in Dumaguete City where members of the university community write their hopes and dreams on lanterns before floating them on the sea.

The name is associated with the Filipino word daloy, meaning “to flow.” Foundation University's account of the tradition traces its inspiration to lantern-floating practices in Japan and its early years as a small university gathering.

The tradition started in 2000 with university administrators floating lanterns in the Social Garden pond. By 2010, it had developed into a university-wide event at Rizal Boulevard.

That evolution mirrors the changing role of the festival itself. What began as a personal ritual has become a shared annual experience involving a much larger part of the university and local community.

How have students’ hopes changed over the years?

Foundation University President Victor Vicente “Dean” Sinco

Foundation University President Victor Vicente “Dean” Sinco said students' wishes have expanded beyond traditional academic aspirations.

Earlier generations, he recalled, often wrote about passing their subjects, graduating, or finding a good job. Today, he said, students increasingly express hopes that extend to their families and the challenges they face.

That shift gives the festival a useful lens into how young people view education. Academic achievement remains important, but students are also thinking about employment, family responsibilities, personal challenges, and the kind of future they want to build.

The university's own stories about previous Dal-Uy celebrations illustrate that evolution. In its 2025 coverage, alumni described returning to the festival with aspirations that had changed since their student years, including career opportunities, further studies, professional goals, and hopes for the people they now serve.

For an educational institution, that distinction is significant. A student's idea of success does not necessarily end with a diploma.

Why has Dal-Uy become more than a school tradition?

The festival has gradually developed into a form of community-building.

Students participate alongside teachers, university administrators, alumni, families, and other members of the Dumaguete community. Alumni have also returned to the celebration to revisit a tradition that was part of their student experience.

That continuity gives Dal-Uy an institutional role beyond a once-a-year event.

University traditions can provide students with a shared experience that exists outside classrooms, examinations, and academic requirements. In Dal-Uy's case, the lantern becomes a simple physical representation of something personal, while the act of releasing it becomes a collective experience.

The result is a tradition that connects different generations of the university community.

How does Foundation University address the festival’s environmental impact?


The lantern release also creates an environmental responsibility because the activity takes place along the city's coastline.

Foundation University says Dal-Uy is conducted in accordance with Dumaguete City's ecological protection ordinances. Its 2026 account says the lanterns and floating platforms are designed using biodegradable and reusable materials, while local fishermen help retrieve the lanterns from the water after the event.

The university's earlier descriptions provide additional detail on its approach. Materials used for the lanterns and platforms are collected after the event for possible reuse, while materials that can no longer be reused may be sold, with proceeds supporting student scholars.

That approach matters because public celebrations involving large numbers of people can create environmental pressures of their own. In Dal-Uy's case, cleanup and retrieval are treated as part of the event rather than an afterthought.

The university's current account says organizers use nets and buoys to retrieve lanterns, with local fishermen helping monitor the water.

What does Dal-Uy say about the role of education?

At its core, Dal-Uy reflects an idea that education involves more than academic credentials.

Foundation University's stated mission is to develop individuals who become productive, creative, and responsible members of society.

The festival provides a public expression of that philosophy. Students are encouraged to consider not only what they want to achieve personally but also how their aspirations connect to their families and communities.

That emphasis is particularly relevant at a time when young Filipinos are navigating questions around employment, economic security, migration, technology, and social responsibility.

The university's own recent programs similarly emphasize preparing young people for life beyond the classroom. In 2025, for example, Foundation University launched a YUNUS Social Business Center intended to help young people develop social-business ventures addressing real-world problems.

Dal-Uy operates in a very different space, but the underlying theme is similar: giving young people room to imagine the future while encouraging them to connect those aspirations with the wider community.

From individual wishes to shared aspirations

The sight of thousands of lanterns moving across the water is visually striking, but the more enduring part of Dal-Uy may be what happens before the lanterns are released.

Each participant begins with a personal hope.

Once the lanterns enter the water together, those individual aspirations become part of a shared community experience.

That transformation explains why the tradition has continued for more than two decades. The wishes change from one generation to the next, but the need to pause, reflect, and imagine a better future remains.

For Foundation University, Dal-Uy has become a way to welcome a new academic year while reminding its community that education is ultimately connected to the lives students hope to build after they leave the classroom.
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DTI Coconut Trade Fair Generates P309.57 Million in Sales


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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EastWest Launches Check Pick-Up Service for Businesses

EastWest Motorized Check Pick-Up Service for business banking clients

For businesses that still receive customer payments by check, getting those payments into the bank can create an operational burden of its own. EastWest Bank is addressing that gap with its Motorized Check Pick-Up Service, which allows eligible business clients to have collected checks picked up from their premises by an accredited messenger and brought to the bank for deposit processing.

The service is designed for businesses that regularly handle checks and want to reduce the time employees spend preparing deposits and making bank trips. EastWest says the service is part of its broader Cash Management Solutions portfolio for business clients.

The launch comes as Philippine businesses increasingly move toward electronic payments. The Bangko Sentral ng Pilipinas (BSP) has been promoting digital payment systems such as PESONet and InstaPay, while checks remain part of the country's payment infrastructure. The result is a business environment where companies may need to manage both digital and paper-based payment channels.

How does EastWest's Motorized Check Pick-Up Service work?

EastWest's Motorized Check Pick-Up Service is a collection and deposit service for eligible EastWest Business Banking clients. An accredited messenger picks up collected checks from the enrolled business address according to an agreed schedule, after which the checks are processed for deposit into the client's EastWest account.

Businesses can arrange pickups on a daily, weekly, or selected weekday schedule. Pickups are generally conducted from Monday to Friday between 9 a.m. and 5 p.m., subject to the agreed schedule and service-area assessment.

The service is particularly relevant to companies that receive checks regularly from customers and need a predictable way to move those payments from collection to deposit without assigning staff to make repeated bank trips.

What is a motorized check pick-up service?

A motorized check pick-up service is a banking arrangement in which an accredited courier or messenger collects checks from an enrolled business location and delivers them to the bank for deposit processing. Instead of sending an employee to the branch, the business follows a scheduled collection process managed through the bank's service arrangement.

For EastWest clients, checks are verified at the service provider's processing hub on the day of pickup. Deposit to the bank takes place on the next banking day, subject to standard clearing timelines.

Why does check collection still matter as payments become digital?

The Philippine payments landscape is becoming increasingly digital, but payment modernization does not mean every business transaction has immediately moved away from paper.

The BSP's 2024 Report on E-Payments Measurement showed strong growth in digital transactions, including business-to-business and supplier payments. B2B digital transactions increased from 160 million in 2023 to 205 million in 2024, a 28.1% increase.

At the same time, the BSP continues to recognize checks as part of the country's retail payment infrastructure. Its PhilPaSSplus system settles clearing results for checks alongside ATM transactions and digital payments such as InstaPay and PESONet.

This creates a practical challenge for companies operating across different payment preferences. A business may accept digital transfers from some customers while continuing to receive checks from others.

For those businesses, improving the process around checks can be just as relevant as adopting another digital payment option.

What does the service mean for business operations?

The most immediate benefit is the removal of one routine administrative task: sending employees to the bank to deposit collected checks.

That can matter more for businesses with frequent collections or lean administrative teams. Instead of assigning staff to transport deposits, companies can establish a recurring pickup schedule and keep employees focused on accounting, customer service, sales, operations, or other core responsibilities.

EastWest also provides a reporting mechanism through its service provider once the checks have been deposited, giving businesses documentation of the completed collection and deposit process.

From a cash-management perspective, the service is therefore less about introducing a new payment method and more about improving the workflow surrounding an existing one.

What businesses should know before enrolling

EastWest's service is available to eligible Business Banking clients and requires a valid EastWest corporate deposit account. Businesses must complete an enrollment form and provide the required documents for assessment. The bank also evaluates whether the business location falls within its serviceable coverage area.

There are also specific rules governing which checks can be collected.

Eligible checks generally need to be current, payable to the account holder, denominated in Philippine currency, properly completed, signed by the drawer, and not previously presented for clearing. Post-dated, stale-dated, blank, and checks payable to cash are among those listed as ineligible.

Businesses should also note that the service uses one enrolled pickup address, while pickup schedules are fixed rather than available on an ad hoc, one-time basis.

EastWest says service fees are structured into the account's required maintaining balance or average daily balance, with no additional transaction or service fee charged for the pickup service.

A small operational change with a broader cash-management role

EastWest CEO Jerry G. Ngo positioned the service within a wider discussion about business productivity, particularly for small and medium-sized enterprises.

That positioning is relevant because cash management is not limited to moving money from one account to another. It also involves how efficiently a company collects receivables, deposits funds, manages liquidity, and allocates employee time.

The BSP's payment modernization initiatives point in the same direction. The National Retail Payment System framework promotes payment systems that are safe, efficient, reliable, interoperable, and inclusive, while platforms such as PESONet provide electronic alternatives for business-to-business payments.

EastWest's check pickup service operates alongside that digital transition rather than replacing it. For businesses whose customers still use checks, the practical objective is to make the paper-based part of the collection cycle less labor-intensive.

That distinction matters. Digital payments may reduce the need for physical deposits, but businesses still need efficient processes for the payment methods their customers actually use.

For businesses interested in the service, EastWest advises clients to contact their Cash Management Sales Officer or visit an EastWest branch to discuss eligibility and enrollment.
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Anas Sarwar Visits Jollibee as UK-Philippines Trade Ties Grow

UK Trade Minister Anas Sarwar visits Jollibee BGC with Philippine and British officials

A visit to Jollibee gave UK Trade Minister Anas Sarwar a taste of one of the Philippines' best-known homegrown brands as the United Kingdom and the Philippines continue to deepen their economic relationship.

Sarwar visited Jollibee's BGC Triangle Drive store in Taguig City during his September 2026 ministerial visit to the Philippines. He was accompanied by British Ambassador to the Philippines Sarah Hulton, OBE, and welcomed by Jollibee Group Chairman and Founder Dr. Tony Tan Caktiong and Global Chief Business Support Officer William Tan Untiong.

The visit was also notable from a diplomatic perspective. According to Jollibee Group, Sarwar's stop marked the first visit by a UK Trade Minister to the Philippines in nine years.

A trade minister's stop at a Filipino global brand

During the visit, Sarwar and Hulton toured the BGC store, met members of the Jollibee team, and explored some of the chain's signature menu items, including Chickenjoy, Jolly Spaghetti, Champ Burger, Chicken Nuggets, and Peach Mango Pie.

The visit took on a more informal tone as Sarwar interacted with customers and crew members and took selfies inside the restaurant. He was also presented with a Jollibee Funko Pop figure dressed in a Barong Tagalog.

Beyond the lighthearted moments, the stop offered a snapshot of the role established Filipino companies can play in conversations that extend beyond the domestic market.

Jollibee Group has built a portfolio of food brands with operations in multiple international markets. Its Philippine origins and international expansion provide an example of how a local company can develop a brand with relevance to consumers outside its home market.

The bigger business relationship behind the visit

Sarwar's Philippine trip came as the UK and Philippines were working to expand their economic and trade cooperation.

On September 22, the two countries held the second UK-Philippines Joint Economic and Trade Committee (JETCO) ministerial meeting in Metro Manila. The discussions covered areas including agriculture, energy, infrastructure, economic development, trade digitalisation, and space.

The UK government reported that total trade in goods and services between the UK and Philippines reached £3.1 billion in the four quarters to the end of the first quarter of 2026, consisting of £1.3 billion in UK exports and £1.8 billion in UK imports.

The two countries also finalised a government-to-government partnership on infrastructure during Sarwar's visit. The agreement creates a route for eligible Philippine infrastructure projects to be considered for support from UK Export Finance, which has up to £5 billion in capacity available for eligible projects in the Philippines.

Potential areas of cooperation include transport, clean energy, healthcare, water, digital infrastructure, and advanced technology.

Why business leaders should watch the relationship

For companies, stronger bilateral trade relationships can create opportunities beyond traditional imports and exports.

The UK-Philippines discussions are increasingly covering infrastructure, digitalisation, energy, technology, and other areas where private-sector expertise and investment can intersect with government priorities.

The UK and Philippines have also been strengthening their wider economic relationship through ASEAN. During the sixth ASEAN Economic Ministers-UK consultation in Manila, officials noted that UK-ASEAN trade in goods and services reached £62 billion in 2025, up 17.4% from 2024.

Against that backdrop, Sarwar's Jollibee visit is a smaller but visible part of a much larger business conversation.

It also puts a familiar Filipino brand into the picture of international economic engagement. While a restaurant visit is not itself a trade agreement, it illustrates how business, culture, consumer brands, and government-to-government relationships can intersect during an official international visit.

For Philippine companies with ambitions beyond the domestic market, the broader UK-Philippines engagement is worth watching as both governments identify areas for deeper commercial cooperation.

And for Sarwar, his stop at Jollibee offered a distinctly Filipino welcome during a visit focused on strengthening economic ties between two countries.
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Jobstreet by SEEK Introduces seekAi for Smarter Hiring


Artificial intelligence is becoming a bigger part of how companies find and manage talent, but for employers, the business question is no longer simply whether to use AI. It is how to use it in ways that improve hiring decisions without removing the human judgment behind them.

That was the focus of Jobstreet by SEEK’s Jobstreet Connect, a recent gathering of more than 200 business leaders, HR practitioners, and industry decision-makers held under the theme “Turning AI into Organizational Advantage.”

At the event, Jobstreet by SEEK introduced seekAi, its proprietary artificial intelligence engine designed specifically for employment and integrated into the hiring workflow.

The platform is intended to address some of the persistent challenges faced by recruitment teams, including large volumes of applications, difficulty finding qualified candidates, administrative workload, time constraints, and hiring costs.

Why AI is becoming part of recruitment strategy

AI adoption in recruitment is gaining ground across Southeast Asia. According to Jobstreet by SEEK’s Hiring, Compensation & Benefits Report 2025, 27% of employers surveyed across the region had adopted AI tools in their recruitment processes. In the Philippines, the figure was 39%, according to the report.

For businesses, the appeal goes beyond simply automating repetitive work.

Recruitment teams can spend significant time screening applications, coordinating interviews, checking references, and managing candidate information. When these processes are supported by technology, recruiters can potentially devote more time to activities that require human interaction and judgment.

Jobstreet by SEEK positions seekAi within this shift, using employment-specific data and AI capabilities to support employers throughout the hiring process.

The company says the engine draws on more than 25 years of market intelligence and 750 million daily candidate and employer signals across the Asia-Pacific region.

Moving beyond keyword matching


One of the challenges in digital recruitment is that a candidate's suitability cannot always be captured by matching keywords in a résumé with words in a job advertisement.

Job requirements can differ from one organization to another, even for similar positions. Companies may also have different preferences based on their previous hiring experiences and the types of candidates who have performed well in particular roles.

seekAi's Personalised Targeting feature is designed to account for these differences.

Rather than relying solely on broad matching, the system learns from a business's role requirements, preferences, and historical hiring activity. It also incorporates real-time intent data to identify candidates that may be a closer fit for a particular employer.

According to Jobstreet by SEEK, candidates identified through this approach can be up to five times more likely to apply.

For recruiters, the potential business impact is straightforward: spending less time sorting through unsuitable applications can free up resources for evaluating candidates and engaging with people who are more relevant to the role.

From automation to an AI hiring partner


Another component of seekAi is Assist, which Jobstreet by SEEK describes as an agentic AI capability.

The distinction is important for businesses evaluating AI tools. Traditional automation typically handles predefined, individual tasks. Agentic AI is designed to work across multiple steps by using context to determine what needs to happen next.

Within recruitment, Assist can support activities including AI pre-screening voice interviews, applicant ranking, next-best-action guidance, and automated reference checks.

The objective is not to have AI make the final hiring decision. Instead, the technology is positioned as an additional layer of support that can handle administrative work and guide recruiters through parts of the recruitment process.

Jobstreet by SEEK Managing Director Dannah Majarocon emphasized this human-AI relationship during the launch.

“We believe that AI should make hiring better, not busier.”

For organizations considering AI adoption, that distinction matters. Technology can process information and automate workflows, but hiring decisions also involve organizational culture, interpersonal dynamics, leadership judgment, and an understanding of what a business needs from its people.

What AI means for the future of HR

The discussion at Jobstreet Connect extended beyond recruitment technology itself.

Liza Manalo-Mapagu, CEO of ASEAMETRICS and Chair of the AI and Innovation Committee of the People Management Association of the Philippines, delivered a keynote focused on leading people through human-AI collaboration.

The event also featured insights from Jobstreet by SEEK Head of Country Marketing Joey Yusingco on the company's Salary Pulse 2026 Insights, covering issues including salary expectations, workplace flexibility, and career development.

These topics highlight an important reality for employers: finding talent is only one part of workforce strategy. Organizations also have to understand what employees expect from their workplaces and what influences their decision to stay.

Other speakers included Holy Ampaguey, CHRO of DITO Telecommunity; Ralph Vincent Regalado, Chief AI Officer of Kollab; and Kin Enriquez, Risk & Compliance Manager, GRC of Emerson ROHQ. Discussions covered applications of AI in talent development, organizational culture, risk and compliance, and business growth.

The business case for smarter hiring

For companies, the emerging role of AI in recruitment is ultimately tied to a broader question of productivity.

A hiring process that takes too much time can delay team expansion. Poor candidate matching can increase the resources required to fill a position. Administrative work can also take recruiters away from activities where their expertise is most valuable.

Tools such as seekAi are being developed to address these operational pressures by combining data, automation, and contextual AI within existing recruitment workflows.

But technology does not eliminate the need for people. In hiring, the more practical role for AI may be to reduce the administrative burden surrounding decisions while allowing recruiters and business leaders to retain responsibility for the decisions themselves.

As AI becomes more embedded in HR, that balance between automation and human judgment will remain central to how organizations determine whether the technology is creating genuine business value.

seekAi is now part of Jobstreet by SEEK's employment technology offering for businesses.
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Lampara Books Expands Literacy Efforts Through Storytelling

Young Filipino storytellers compete in Lampara Books’ Batang Lampara, Batang Kuwentista 2026

Lampara Books is expanding its literacy advocacy through Batang Lampara, Batang Kuwentista 2026, a nationwide storytelling competition that brought together 416 young participants from 139 schools.

The initiative, whose Grand Finals were held on September 12 at the SMX Convention Center Manila, is designed to encourage children to engage with books and literature through storytelling. Lampara Books positions the program as part of its broader literacy efforts and as a complement to the Department of Education’s ARAL Program, which provides structured learning interventions for students who need additional support in foundational academic competencies, including reading.

The development highlights a role that publishers can play beyond producing books: creating programs and experiences that encourage children to see reading as an activity worth pursuing.

How can publishers contribute to reading literacy?

Reading intervention is not limited to classroom instruction. Publishers, educators, schools and other organizations can contribute to literacy by creating opportunities for children to encounter books in engaging ways.


Lampara Books has developed several initiatives around this idea, including Magbasa Tayo!, which uses the Marungko Approach, and Let’s Read!, which uses systematic phonics.

Batang Lampara, Batang Kuwentista takes a different approach. Rather than focusing primarily on reading instruction, it uses storytelling as an avenue for children to interpret and present literature.

That distinction is important.

A storytelling competition does not replace structured reading instruction. Instead, it can provide children with another reason to read, understand a story and communicate what they have learned from it.

For businesses operating in education and publishing, such programs also demonstrate how corporate initiatives can intersect with broader social priorities without being limited to product promotion.

What is the DepEd ARAL Program?

The ARAL Program, or Academic Recovery and Accessible Learning Program, is a Department of Education intervention designed to provide additional learning support to students who need help developing key competencies.

Reading is among the areas addressed by the program. The broader objective is to help learners recover or strengthen foundational skills through structured interventions.

Lampara Books' storytelling initiative operates in a different space. Its emphasis is on cultivating children's interest in reading and literature, rather than serving as a formal substitute for the intervention framework implemented by schools and the Department of Education.

The distinction illustrates how public and private-sector efforts can address different parts of the same education challenge.

What happened at Batang Lampara, Batang Kuwentista 2026?

The 2026 competition was divided into two categories based on grade level.

Category A: Grades 1–3

1st Place: Catriona Xia C. Gacutan
2nd Place: Zander Skye H. Saplagio
3rd Place: Ameera Estelle E. Incognito

Category B: Grades 4–6

1st Place: Czarina Sophia L. Hinanay
2nd Place: Ma. Daniela C. Mejos
3rd Place: Alamela G. Cacho

The winners were announced during an event at the Manila International Book Fair.

The finalists were evaluated by a multidisciplinary panel that included artist and children's rights advocate Pepot Atienza; storyteller and puppeteer Melanie Ramirez; UP Diliman creative writing and literature professor Eugene Evasco; UP Diliman reading education professor and children's author Portia Padilla; and Philippine Educational Theater Association senior member Csairus John Habla.

One notable aspect of this year's competition was its geographic reach.

The organizers received 416 entries from 139 schools, with 45 percent of participants coming from cities and provinces outside the National Capital Region.

Online submissions allowed children from different parts of the country to participate without having to travel to Metro Manila during the initial stages of the competition.

For an education-focused program, accessibility matters. Digital submission removes one logistical barrier that can prevent students outside major urban centers from joining national programs.

However, access to a competition is only one part of the larger literacy equation. Sustained reading development still depends on factors such as access to books, quality instruction, teacher support, learning environments and family engagement.

Can storytelling encourage children to read?


Storytelling can give children an active role in engaging with literature.

Instead of simply consuming a story, participants have to interpret characters, understand the narrative and communicate it to an audience. For young learners, these activities can make reading feel more social and expressive.

Segundo Matias Jr., co-founder and president of Lampara Publishing House, Inc., said this year's participants demonstrated creativity and spontaneity in their performances.

That observation also points to an important consideration for literacy programs: children's engagement should not be measured only by how much they read, but also by whether they develop a meaningful relationship with stories and books.

Reading in an increasingly digital and AI-driven environment

The literacy conversation is also changing as children grow up surrounded by digital platforms and artificial intelligence.

AI tools can make information easier to access, but access to information is not the same as developing strong reading comprehension. Children still need the ability to understand narratives, distinguish information, interpret meaning and communicate ideas.

For publishers such as Lampara Books, this creates an evolving role.

The challenge is not necessarily to position books against technology. Instead, literacy initiatives can explore ways to keep reading relevant while children navigate an increasingly digital environment.

Batang Lampara, Batang Kuwentista approaches that challenge through an activity familiar to children: telling stories.

A broader role for the publishing industry

The initiative also reflects how publishers can participate in education beyond traditional book sales.

Programs involving schools, teachers and young readers can help publishers build longer-term relationships with the communities they serve. For Lampara Books, literacy advocacy provides an opportunity to connect its publishing work with children's development and reading engagement.

For the education sector, these efforts are most useful when they complement—not replace—the work of schools, teachers and government programs.

That distinction becomes increasingly important as the Philippines continues to address foundational learning needs while children adapt to a rapidly changing digital environment.


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DOJ Highlights Schools’ Role in Preventing Bullying

Tuesday, September 22, 2026

DOJ anti-bullying awareness workshop with learners, parents and teachers at Bagong Tanyag Integrated School

Schools remain at the center of efforts to prevent and address bullying, with teachers, parents, school personnel and students sharing responsibility for creating a safe learning environment.

That was the message of a recent anti-bullying awareness workshop at Bagong Tanyag Integrated School (BTIS) in Taguig City, where Department of Justice (DOJ) Undersecretary Atty. Ian Norman E. Dato spoke to learners, parents and teachers about recognizing bullying, understanding student rights and knowing where to seek help.

The discussion also clarified an important point about handling bullying cases: schools have a primary responsibility to respond to incidents involving their learners, while government agencies can provide assistance when cases require intervention beyond the school.

The approach places prevention, reporting and early intervention at the school level while providing a formal pathway for complaints that may require legal or prosecutorial assistance.

Why do schools have a key role in addressing bullying?

Schools are often the first setting where bullying is observed, reported or experienced. This makes school personnel and established child-protection mechanisms important in identifying incidents and responding before they escalate.

During the BTIS workshop, Dato emphasized that responding to bullying should not fall solely on the learner experiencing it.

Teachers, parents, school personnel and other members of the school community all have a role in listening to concerns, responding appropriately and helping maintain a safe environment.

The message is particularly relevant because students who experience or witness bullying may not always know whether an incident should be reported or where to seek assistance.

Awareness therefore needs to be accompanied by accessible reporting and response mechanisms.

What should students do when they experience or witness bullying?

Students who experience or witness bullying should know that they can report their concerns to trusted adults and appropriate school personnel.

Schools can help by making reporting channels clear and ensuring that learners understand who they can approach for assistance.

Parents and teachers also have an important role in listening without dismissing a learner's concerns and in referring incidents to the appropriate school-based personnel.

At the school level, Child Protection Committees (CPCs) are part of the mechanism for addressing concerns involving learner protection.

The Department of Education's child-protection framework provides for Child Protection Committees in schools, which are tasked with helping ensure that policies and procedures protecting children are implemented at the school level.

How does the Anti-Bullying Act apply to schools?

The Philippines' Anti-Bullying Act of 2013 (Republic Act No. 10627) requires elementary and secondary schools to adopt policies addressing bullying and to establish procedures for responding to incidents.

The law covers bullying committed by one student against another within the school, as well as certain incidents involving students that occur in school-related contexts.

The law and its implementing rules also recognize that schools have responsibilities when bullying occurs outside school premises but involves school-related activities or relationships covered by the rules.

The workshop highlighted a specific point concerning incidents occurring within a two-kilometer perimeter of the school. Cases falling within the law's coverage should be handled through the appropriate school-based mechanisms, rather than immediately treating every incident as a matter for prosecution.

This distinction matters because not every bullying incident automatically becomes a criminal case.

The first response may involve school investigation, intervention, protection of the learner and appropriate administrative or disciplinary measures, depending on the circumstances and applicable rules.

What role does the DOJ play in bullying complaints?

The DOJ's role becomes more relevant when a case requires assistance beyond the school's existing mechanisms.

According to the workshop, Department Circular No. 026, Series of 2026, issued on July 30, 2026, establishes an Accessibility and Referral Mechanism on Complaints of Bullying.

The mechanism allows DOJ Action Centers and National Prosecution Service offices nationwide to receive and process bullying-related complaints or referrals that may require legal or prosecutorial intervention.

This creates an additional pathway for cases that cannot be adequately addressed through school-based mechanisms alone.

The distinction between the school and justice-system roles is important. A referral mechanism does not remove the school's responsibility to respond to bullying. Instead, it provides another avenue when circumstances call for government legal assistance.

Why does early intervention matter?

Bullying can affect a learner's ability to participate fully in school and can create wider problems within the school community if concerns are ignored.

Early reporting gives schools an opportunity to assess what happened, protect affected learners and determine the appropriate response.

It also allows schools to address behavior before conflicts become more serious.

At BTIS, Principal Donnabel F. Balantac said creating a safe environment begins within the school.

She highlighted the importance of the workshop for learners moving from elementary school into junior high school, a transition that can involve new classmates, relationships and social environments.

The school's approach also encourages older learners to become positive examples for younger students.

Students are part of the solution

The workshop did not frame bullying prevention solely as an adult responsibility.

Guidance Advocate Jonathan L. Carlos emphasized the involvement of students and parents in creating a safe school environment, while Master Teacher I Josephine Jane A. Daileg encouraged participants to apply the lessons in their classrooms and communities.

That approach recognizes students as participants in school culture rather than simply recipients of protection.

Students can contribute by refusing to participate in bullying, supporting classmates who seek help and reporting incidents through appropriate channels.

For schools, the challenge is to create an environment where those actions are supported by adults and reinforced by clear procedures.

What can schools do to strengthen anti-bullying efforts?

A school-based anti-bullying program involves more than conducting a single awareness seminar.

Practical measures include:

  • Explain what constitutes bullying and distinguish it from ordinary disagreements or conflicts.
  • Make reporting channels visible so students know whom to approach.
  • Strengthen Child Protection Committees and ensure their responsibilities are understood.
  • Train teachers and school personnel to respond appropriately to reported incidents.
  • Engage parents in prevention and intervention efforts.
  • Protect students who report concerns from further harm or retaliation.
  • Refer appropriate cases to government agencies when legal intervention is necessary.
  • Build a respectful school culture where students feel safe asking for help.

These measures work together. A reporting system is less effective if students do not trust it, while awareness campaigns have limited value if there is no clear response after a student comes forward.

Building safer schools requires more than awareness

The DOJ workshop at BTIS underscores a broader principle in child protection: preventing bullying requires systems that work before, during and after an incident.

Students need to understand their rights and know where to seek help. Parents and teachers need to recognize concerns and respond appropriately. Schools need functioning child-protection mechanisms. And when a situation requires intervention beyond the school, government agencies need accessible referral pathways.

The DOJ's new referral mechanism adds another layer to that system, while the Anti-Bullying Act continues to place schools at the center of prevention and response.

Ultimately, creating a safer school environment depends not only on rules but also on whether students feel heard when they speak up.

For learners navigating new classrooms, friendships and social environments, knowing that there are adults and systems prepared to listen can be an important part of feeling safe enough to learn and grow.
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