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Voices of Leaders
We are more than an editorial company. We are a socially-aware company formed by mindful individuals that are actively taking action for the good of the planet. We dedicate our efforts to empower everyone to not only be conscious, but also become proactive in what’s happening in everyday life. As a B2B publisher, we inform and connect the voices of prominent leaders in innovation, sustainability, circular economy and impact investing through our exclusive digital magazine and a new B2B connecting feature.
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Journalism: Daiva Sen & Natalia Díaz
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Image Credits: Shutterstock (Rich Carey, Imagine Earth Photography, Sarawut Kundej, Edgy Labs, Riccardo Mayer, Rachelle Hacmac, Hattie Watson, KieferPix-web, Antonio V. Oquias, Hit1912, nivedith Gajapathy, Igor Plotnikov, Tirachard Kumtanom, jennagenio, Khoroshunova Olga, View Apart) SWEEP, BIOagradables, Seabin Project, Wello, Ocean Hugger Foods, Wild Type, IRHA, Square Ventures, Surfers Against Sewage, Source: ceeivalencia, Source: Waterlust.com.







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Blue Valentine - Ocean edition February 2020
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Audios
Until the Tide Turns
Midas Impact
Spotlight on the Philippines
Environmental
Vibrations from Cornwall’s
Beach Clearup Boys
Surfers Against Sewage
VoL Editorial
Once on This Island
Interview with Dr. Zita Sebesvari
Our Ones to Watch…
Riding the Wave of Innovation
I Can’t Believe it’s not Seafood…
Sometimes You have to go Backwards to go Forwards
Contributing
their “Little Grain of
Sand from Valencia”
Lust for Marine Life
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There’s Something
in the Water
BIOagradables
Square Ventures
Wild Type
Ocean
Hugger
Foods
IRHA
Waterlust
Wello Oy
Seabin Project
UN University
SWEEP Philippines





In the small Pacific island of Palau, the ocean has been an inseparable part of people’s lives for thousands of years, ever since its first inhabitants arrived on its shores. For Palauans, the ocean is life itself: it sustains their livelihoods and provides a bountiful source of food and nourishment. Its underwater galaxies are the playground home of Palauans, many of whom learn to swim before they can walk. Even the Palau flag, which depicts a full moon against a blue ocean, symbolizes nature’s balance and harmony as the tides rise and fall. Yet today, when the full moon rises, the people of Palau are starting to fear the unthinkable — the water itself.
“At full moon, my backyard is flooded,” said one longtime Palauan resident. “When I was a child, my backyard did not flood — and we did not have tropical storm after tropical storm pass through our Pacific islands.” This Palauan, in fact, is the President of Palau, Tommy Remengesau, who shared his own experience addressing the UN General Assembly.
“The full moon and the ocean are no longer metaphors for balance and harmony. Today they represent imbalance — from our past excesses and a lack of harmony”, he said.
Palau may be a small island country, but it puts forward a monumental warning for us all if we continue to ignore the thunderous messages of the forces of nature.
That sinking feeling
For inhabitants of a planet covered three-quarters in water, we don’t seem to care about our waters very much. We’ve dumped an estimated 8 million tonnes of plastic on our oceans — think of a full garbage truck dumped into the sea every minute — according to UN Environment. We’ve collectively created the Great Pacific garbage patch, a vortex of marine debris floating along the north central Pacific Ocean. Such plastic pollution wreaks havoc on marine wildlife, fisheries and tourism, as well as our own health as microplastics have now found their way into the human food chain.


Underwater blue ocean background in sea | Photo by Rich Carey
We’ve heavily exhausted fish stocks across the Atlantic, Pacific and Indian Ocean — the UN Food and Agriculture Organization (FAO) reports that 90% of the world’s marine fish stocks are now fully exploited, overexploited or depleted. And we continue to heat up the world’s oceans because of unrestrained greenhouse gas emissions. According to the latest 2019 Intergovernmental Panel on Climate Change (IPCC) Special Report, the world’s oceans are warmer, more acidic and less productive, and the rate of sea level rise has accelerated further due to the rapidly melting glaciers and ice sheets in Greenland and Antarctica.
It’s the perfect storm — quite literally — leading to more extreme and severe natural events which we are seeing as each year passes, with hurricanes and typhoons more powerful and devastating than ever before. Climate Central’s 2019 research projects that by 2100, areas currently home to 200 million people could sink permanently below the high tide line, with the most vulnerable populations residing in coastal Asia.
Sea level rise: a mitigation and adaptation issue
In an interview with Dr. Zita Sebesvari, Senior Scientist at the UN University- Institute for Environment and Human Security and Lead Author of the latest IPCC Special Report on Ocean and the Cryosphere in a Changing Climate (SROCCC), the harmful impacts of greenhouse gas emissions (GHGs) on our atmosphere could not be overemphasised.
“The issue is that we are emitting more and more CO₂, which obviously has to go somewhere. In the past, around 20-30% of that CO₂ has actually been taken up by the ocean. In terms of heat it was more, around 90% so the ocean served as a huge buffer for the Earth’s system”, explained Dr. Sebesvari. “Until now it saved us from even harder impacts. But whenever the ocean takes up CO₂, that contributes to the acidification of the ocean. It’s a very slow process. We are talking about 0.02 - 0.03 pH units per decade, which sounds quite low, but you can observe on a global level that the change is happening.”
Dr. Sebesvari highlighted that the inevitability of sea level rise makes it a combined mitigation and adaptation issue. Adopting ecosystem-based solutions — for example, restoring mangrove forests along coastlines to lessen the impact of waves and wind and sequester CO₂ — can help build more resilience among coastline communities vulnerable to the impacts of sea level rise. Yet Dr. Sebesvari stressed that these are not enough.
“If we don’t do anything and we just continue to emit as we did in the past decades, we are still getting to 1.10m of sea level rise by the end of the century”, she said. “Ecosystem-based solutions at the coast are mainly considered for adaptation purposes, but if you do not cut emissions, and we are getting sea level rise as projected, then ecosystem-based solutions will not save us. It has to be seen in combination with emissions reduction and making our coastlines more resilient and adaptive to the uncertain future”.









Faced with a tsunami of facts, is there anything at all we can do? “We talk about commitment to sea level rise because at a certain point we just can’t stop it. The message is, we have to reduce our emissions drastically otherwise we get a sea level which is hardly manageable at the low-lying coasts.”
Drop by drop
Commitment is a word that alleviates paralysis.
It’s easy to feel helpless amidst such insurmountable challenges, especially as many governments around the world seem to be paralysed with inaction — none more apparent than in the recently-concluded COP25 UN Climate Change Conference that ended in a deadlock in drawing up national plans to slash greenhouse gas emissions and concretizing a global carbon market. And yet we’ve found reasons to be hopeful and optimistic as we’ve identified definitive, committed action, not from governments, but in grassroots movements across the globe.
From the shores of the Atlantic to archipelagos in the Pacific, they ranged from surfers to chefs, scientists to recent-graduates — many of whom started as pioneering individuals taking their cause to the coasts, eventually swelling to much bigger movements. Some of them even became important voices pressuring corporations and influencing legislation at national level.
UK-based Surfers Against Sewage (SAS) is one such initiative that in 30 years has grown from a small group of concerned Cornwall surfers to become a significant force in the British Parliament. SAS CEO Hugo Tagholm, who describes himself as “an environmentalist, a surfer and a dad” shares, “We’re one of the biggest voices in the plastic pollution debate. We’ve not only activated the biggest community of ocean activists
and campaigners around the UK with 100,000 people joining us annually, but we also take that very powerful authentic voice to corridors of Parliament, to big business, to call for the changes that we want to see. We’re all about a community of people, and we’re always about empowering people to take action with us.
Across the oceans, in the Philippines, SWEEP (Sea Waste Education to Eradicate Plastic) started as a small but passionate group of scuba divers cleaning up the beaches and running eco camps, and expanded to become not only a movement but a mindset of being “zero waste”. SWEEP has partnered with local governments, given talks in schools, and even met with corporations to discuss solutions to reduce their plastic footprint.
CEO and Co-Founder Patrick Rynne of Waterlust, an American advocacy apparel company started by marine scientists, offers: “I’ve come to realize that while an individual person may not make a noticeable difference to a global problem, an individual person can make a huge difference to their local problems. So if you live in a town or in a city and you want it to do something better...if you want to go and make things different, you absolutely can”.
Indeed, positive social impacts seem inextricable from trailblazing environmental initiatives, as has been the experience of Spain-based Square Ventures’ CEO Álvaro Cuadrado, whose award-winning Bluemont machines that convert water vapor into potable water not only provides a sustainable solution addressing the water crisis, but also empowers women in Kenya and Namibia by saving them the burden of travelling long distances to fetch water. “In these territories, water doesn’t only mark a difference between living and dying, but how to live”, said Alvaro.



It’s a similar story for the Swiss-based International Rainwater Harvesting Alliance (IRHA), whose rainwater harvesting initiatives, albeit an ancient technique that stretches back for thousands of years, have literally taken the problem off the shoulders of young girls in Nepal who need to get up at
industries”. Following a similar sentiment on the seafood substitute industry, Ocean Hugger Foods´CEO David Benzequen said, “The fact that this community is so driven by mission really puts traditional business models on its head. Everybody’s working to the same goal, but it’s really a
Perhaps the monumental climate challenges that are facing humanity have become an unequivocal cause for unity such that we are seeing a new market dynamic, wherein businesses within the same industry see each other not as competitors, but allies
6AM to collect and carry water uphill with pots that weigh up to 15kg. Marc Sylvestre, IRHA Executive Director adds, “When the communities realised that they could save rainwater over a rainy season, they could save money, they don’t have to go back and forth to fetch the water, they save time, and they can be with the family.”
Camaraderie, not competition
Perhaps the monumental climate challenges that are facing humanity have become an unequivocal cause for
unity such that we are seeing a new market dynamic, wherein businesses within the same industry see each other not as competitors, but allies.
In the U.S., Ocean Hugger Foods and Wild Type are two companies helping alleviate overfishing by producing plant-based and stem cell-based seafood alternatives (that actually taste like seafood!). Wild Type Co-Founder Justin Kolbeck shared his vision: “The dream is that in ten or fifteen years you can go to any sushi restaurant or any grocery store and have an alternative to every type of fish that you might like to to eat, that is truly sustainable and healthy and free of contaminants. It’s that vision that connects all of us and that is collective and creates a very different
working to the same goal, but it’s really a transformation of the way business works, and that’s what consumers are looking for, they’re looking for transparency, they’re looking for authenticity, they’re looking for a mission and they’re looking for businesses to care about more than just their bottom-line”.
In Finland, CEO Heikki Paakkinen of Wello Oy, a pioneering technology company harnessing clean energy from ocean waves, said, “I don’t like to talk that much about competition. In the future, all renewable energy
sources are needed. All these different sources of energy support each other – they’re not competing but adding to each other.”
Be water, my friend
In creating this issue, we at VoL have moved from a position of dread and helplessness to one of hope and optimism in the power of the individual, in spite of such overwhelming challenges.
These top 10 stories have come to remind us of the very nature of water itself: it may be one of the softest elements on Earth but it is also the strongest — powerful enough to swell, cut through, and flow. Water can and always finds a way.


















This year marks Surfers Against Sewage’s 30th birthday. During that time they have seen their organisation diversify from specialising in water contamination to including other key themes such as plastic pollution. Influencing policy, educating and empowering youth on critical environmental issues as well as getting their hands dirty, Surfers Against Sewage are a charity focused on making human interaction with the planet healthy.
The charity may be from Cornwall, in the southern coast of England, but a Londoner is currently the man running the operation. Hugo Tagholm, describes himself as “an an environmentalist, a surfer, and a dad”. He is also CEO of one of our top blue organisations, one which continues to lead the line in the fight for the protection of our oceans.
Voices of Leaders: What achievements are you most proud of since Surfers Against Sewage (SAS) was established?


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Hugo Tagholm: This year is actually an auspicious year, this is our 30th anniversary, SAS has gone through really interesting phases over the past 30 years. As the names suggest, the first ten years or so were very much focused on water quality and sewage pollution, there were some big successes around that, pushing European legislation — there were some big bits of European legislation that really led the way on cleaning up, not just the UK’s sewage pollution but lots of parts of Europe.
There was the Urban Waste Water Treatment Directive, lots of different bits of legislation, the most powerful tools that we have to protect and improve our environment. In the 2000s, SAS started to strongly reinvent itself, a lot of the work on water quality was very mature. There were some big successes, the water companies were investing in new infrastructure, water quality was improving massively, so we were part of a journey that took our bathing water quality from what would be just 27% of our beaches meeting the minimum standards, to now almost 100%,



Click to hear the interview,
voiced by Natalia Díaz and Hugo Tagholm













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Sometimes we can be fooled into thinking in the west that we’re dealing with the problem, but all too often, we’re offshoring our plastic problem to other countries that haven’t got the systems, the resources or the infrastructure to cope with the amount of plastics we’re offshoring. Then we have the audacity to point the finger of blame at those countries and say ʻlook at how polluted they are with plastics’.
Hugo Tagholm
CEO of Surfers Against Sewage








We’re in a phase with plastic pollution where we need the right legislation to create a level playing field for all manufacturers to operate with the same standards, same obligations, same financial impacts, so they can come together to create not just the material revolution where they start to look at the different material mix — how much plastic, glass, aluminum we use — what products we can eliminate, whether we need so much bottled water, and also look at the systems that contain and control plastic. It’s not one or the other, we won’t just get rid of plastics, it’s about minimising and reducing the amount we’re using first and foremost, but then also looking at the residual plastics — how do we create a circular economy that doesn’t put our problem out in Thailand, China or Bangladesh, or other countries. That’s crucial, sometimes we can be fooled into thinking in the west that we’re dealing with the problem, but all too often, we’re offshoring our plastic problem to other countries that haven’t got the systems, the resources or the infrastructure to cope with the amount of plastics we’re offshoring. Then we have the audacity to point the finger
Every piece of plastic we pick up from the beaches is a victory for the environment. But every piece of plastic we stop from being produced in the first place is an even bigger victory for our environment. It saves resources and it stops the damage being done.
Hugo Tagholm
CEO of Surfers Against Sewage




of blame at those countries and say ʻlook at how polluted they are with plastics’. We need a fair, equitable society across the world, a global society that really protects the environment and the health of people right around the world in the same way.
VoL: It’s great that your work does not only involve cleaning up the beaches but also trying to stop plastic from the source. Could you tell us more about your work with youth, particularly Ocean SAS’ School and Plastic Free School?
HT: To cover your first point, I think it’s quite clear that despite the fact that we’re very proud of all of our beach clean volunteers picking up plastic on the beaches, it’s not a solution in its own right and risks playing into the hands of the big multinational companies who want to see that as the solution. Every piece of plastic we pick up from the beaches is a victory for the environment. But every piece of plastic we stop from being produced in the first place is an even bigger victory for our environment. It saves resources and it stops the damage being done.
The really important factor from beach cleans is that it brings the community together, it unites people to protect the spaces they love. It enables them to collect the evidence to have a conversation with government and say, look, this isn’t good enough! Unless you bring in the right systems and change the way you’re doing business on this planet, this problem is going to get worse and worse.
We have to reduce the manufacture not just of plastics but lots of products we’ve got in our world. We’re consuming things too quickly and often in a very superfluous way, which doesn’t really add any value to our lives. Indeed, scientific evidence is now showing that people are very much unhappy with consuming the whole time.
The schools are really interesting, we’ve seen this incredible movement over the last year on climate change, with the school strikes, Greta Thunberg, Extinction Rebellion and people really rising up to what is truly a dramatic time for people on this planet for our environment
Volunteers | Photo by Surfers Against Sewage









and how it’s really going to survive and change the way we’re living. The youth have been very powerful in that, speaking truth to power, challenging the status quo. That’s been great because us in our sector, all too often charities feel obliged or encouraged to deliver education programs often supported by big corporate entities which effectively say to those children, ‘look, we’ve caused a mess, and it will be up to you to lead the cleanup in the future, this is what you should do, you should be better, but we’re actually not going to do anything now’.
Our education program is different from that. We empower the youth, school children to become ocean activists and we want them to challenge power, to write to big business, write to MPs and have a conversation with them. Telling them not to leave the mess for us to clean up, they have to change their habits now. Otherwise it would be too late. We’re all for educating the kids but educating them to take action now and to really put pressure on the infrastructures that we have — the mega companies, the multinationals, and the world leaders who clearly are in a state of borderline paralysis as to how they’re going to deal with the reconfiguration of global economies to enable the growth and the comforts people expect, but also to enable us to stop consuming as fast as as we are, which is the paradox of their situation.
VoL: Has that had an impact on MPs and government leaders?
HT: We’ve taken lots of school kids to Parliament to talk to MPs, they’re writing letters, we’re getting MPs writing back to them to talk about legislation, about what’s happening and that’s really encouraging. We’ve got about 10% of schools engaged with the program, a good enough ambitious target to build up over the coming years to an even bigger number so we’re encouraging progress. We’re mindful of our scale and size, we’re still a small organization, we have a big impact.
We’re going to focus on some key deliverables, I want to do that this year with deposit return systems, making sure the bans work, making sure the extension of the plastic bag charges is successful, those could really have a tangible, demonstrable and measurable impact for our ocean.
VoL: What has your impact been on Cornwall?
HT: We’ve got an incredible community in Cornwall. People are very connected with their environment in the region because they live and breathe the environment. We’re all right next to the environment, we overlook the ocean. We’re very connected to our members
Surfing wave | Photo by Surfers Against Sewage






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of Parliament and worked with them to encourage them and to push them to making the right decisions on environmental issues, all the things we care about like protecting 30% of the ocean by 2030, net zero by 2030, eliminating single use plastic pollution on our beaches by 2030 and stopping sewage pollution in our bathing waters and surf spots by 2030. So those sort of things that are really important for the sustainability of our ocean, to create a thriving ocean but also to ensure that people are thriving on the coastline. Fundamentally we’re all dependent on a healthy environment around us, this is the generator for the life that we lead. It’s not Primark, it’s not Uniclo, Gap or Nike that make us thrive. It’s essentially jungles and oceans and trees. We’ve got it wrong, if people think that what makes them drive are big companies but the truth is, the truly fundamental building blocks are the healthy, happy person and a healthy and happy community — which is the opposite of what people often think.
VoL: You have gathered 100,000 people for your beach cleanups — could you tell us how you were able to mobilise so many people to be part of SAS?
HT: We make it fun, we put a lot of blood, sweat and tears into making sure we get our
projects out there, we make it very accessible, we’re very inclusive, we’re a kind and fun organisation that brings people along our journey. People like to do that. We’re also very accessible, I’m very lucky to lead the organisation but people would find me at a beach clean and also see me in a suit and tie in 10 Downing Street and having a conversation about the evidence we’ve collected together. We don’t want to sit in ivory towers casting our judgment on people, we’re part of the community, we are the community, we want to roll up our sleeves and get our hands dirty but equally we want to tell that story to the people who can change the situation we’re living in.
VoL: You’ve recently met David Attenborough, how was that?
HT: David was great, he’s still working hard leading the world’s consciousness on the plight of our environment and our oceans, that’s hugely inspiring. He’s a lifelong hero as well as for many people in the environmental sector and I was very fortunate to spend some time with him.
We talked about SAS and what we do as an organisation and how we do it, the successes we’ve had and we talked about our Plastic Free awards, he won a Lifetime Achievement Award with us and we were very honoured
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Fundamentally we’re all dependent on a healthy environment around us, this is the generator for the life that we lead. It’s not Primark, it’s not Uniclo, Gap or Nike that make us thrive. It’s essentially jungles and oceans and trees. We’ve got it wrong, if people think that what makes them drive are big companies.
Hugo Tagholm
CEO of Surfers Against Sewage









to spend some time with him and to talk about all of that and present him with that award. It was a great day and a great moment with somebody who is no doubt the biggest inspiration for people around the world to fight to save the planet.
VoL: Do you have any plans over the next few years to expand outside the UK?
HT: We get a lot of questions about working outside the UK, we’re looking at some of our models — Plastic Free Schools, our beach clean boxes, for example, to take to other parts of the world. That’s absolutely something that would happen. But you’ve got to be careful with that too, there’s a lot of cases where charity brands can be misappropriated by people who use them either for personal gain or for fairly malevolent things, and you’ve got to make sure you put the right checks and balances in; you’ve got to do them right and at the right pace.
We’ve got a lot of work to do in the UK first and foremost because the more you try to take on, the more you’ve got to do it in the right way. We make sure that with any of our projects we not only are ambitious but we have to deliver them very well. It’s very bad if you take on a project then you don’t deliver with a very high standard, for us it’s very important that we not only plan, but we also implement in the right way that makes people go away feeling that they’ve been part of something brilliant and want to come back and do more. You’ve got to put people on a journey — show them plastic on a beach, get them to send some bottles back to Coca Cola and ask why these are on their beaches, get them to have a conversation with a local MP and tell them what the situation is actually like in their favourite beach. Those sort of things are really inspirational, and when people see that coupled with lots of voices around them saying the same thing, that’s where you got the magic.
VoL: Looking ahead, where would you like to see SAS over the next 3-5 years?
HT: We’ve got 10 years left to save the ocean, and a new strategy to deliver more radical
ocean activism. I hope that in 2030, we look back and show where we were collectively part of changing legislation and the fabric of society around us for the better. So I hope that in ten years’ time we’ll see large waves of the ocean and our land protected, restoring itself. I hope we’ll see the end of the endless stream of plastic pollution that’s pumped into the ocean by big companies, I’d like to think that we’ll see an end to sewage pollution and agricultural run-off running unabated into our ocean and I’d like to think that climate change is really being addressed seriously. Our transport systems, our food systems, our cities, our personal heating in our houses — all of those things be transformed to a more sustainable model.
VoL: What would you say to the climate deniers who persist out there?
HT: I would say: they’re wrong. I’d say that despite the fact there’s a narrative and a rhetoric of rejection of science, the scientific consensus in this world says that this is our fault, basically. The carbon emissions driven by the industrial revolution and what we’re doing is causing the climate to change and change more rapidly at an unusual period in this cycle of the climate changing around the world over the whole of time. I would say that we need to change to stop things. Because we are going to see a changing world, we are going to see changing coastlines, we’re gonna see cities threatened by the rising sea levels, and it’s crucial that they come along this journey.
It’s unhelpful for people to reject science. These are things that are proven, we need those absolutes. And people need to understand that — these are rules. They are the facts.
VoL: As a final question, what would you like your legacy to be?
HT: I just hope what I do actually has an impact, so rather than it be a personal legacy, I would like to think the work we’re doing actually has an impact on the planet — that would be the best legacy.










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You’ve got to put people on a journey — show them plastic on a beach, get them to send some bottles back to Coca Cola and ask why these are on their beaches, get them to have a conversation with a local MP and tell them what the situation is actually like in their favourite beach.
Hugo Tagholm
CEO of Surfers Against Sewage


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Hugo Tagholm | Photo by Surfers Against Sewage















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When he returned from studying in Cádiz, Emilio Beladiez was shocked and saddened by the pollution and waste that littered the beaches where he spent his childhood with his family. Refusing to let the problem pass him by, Beladiez founded BIOagradables, and has been organising large volunteer groups to clean the beaches of Valencia ever since 2012. It started with a few friends choosing to make a little contribution and within a few months snowballed into something bigger than they had initially intentioned, with dozens of volunteers coming to the monthly clean-ups.
The impact of everyone doing their part, or making an effort to contribute could not be more clearly exemplified than in the work of BIOagradables. Whilst they are not currently looking to expand their operation across Spain, as they apply for EU funding, the hope is that bigger projects and possibilities are on the horizon. Focusing on their local community, BIOagradables have been able to dip their toe into different valuable projects, whilst not forgetting their core goal of maintaining beaches in Valencia.
The man behind the wheel of the organisation is Emilio Beladiez, who this year, has become the first contracted member of the BIOagradables team. He is simultaneously ambitious and humble, and more than anything, passionate about the value of BIOagradable’s cause — protecting the oceans.
On the problem of ocean and beach contamination...
“I think the problem is everywhere. We have seen the same in beaches in Barcelona, on social media people write to us saying “I wish BIOagradables would come here to clean a beach”. So we know that there is rubbish everywhere, you just have to look at the sea, the Pacific patch of plastic, all of the ocean currents, the problem is everywhere. Not just in Spain, I wish it was only in Spain! But no, it’s everywhere, and it’s all our fault, because have allowed it go on for a long time, businesses we have continued irresponsibly producing and managing the waste that we produce as a society and we are facing the consequences now”.
Volunteers team cleaning the beach | Source: ceeivalencia
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It’s everywhere, and it’s all our fault, because we have allowed it go on for a long time, businesses have continued irresponsibly producing and managing the waste that we produce as a society and we are facing the consequences now.
Emilio Beladiez
BIOagradables CEO








Really cleaning the beaches after using it is everyone’s work but governments and councils have a higher responsibility, and that is to invest so [the beaches don’t become so dirty]
Emilio Beladiez
Bioagradables CEO


Volunteers team cleaning the beach | Source: ceeivalencia








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Interview
The actions we can take as individuals are all linked to our emissions, so we need to recognize that each and every one of us needs to contribute to a solution.
Dr. Zita Sabesvari
Senior Scientist, UN University


Sea level rise is inevitable. The latest IPCC (Intergovernmental Panel on Climate Change) Special Report on the Ocean and Cryosphere in a Changing Climate (SROCCC) report found that global mean sea level rise is happening 2.5 times faster today than it was in the years between 1900 and 1990. By 2050, the report projects that sea level will rise 20 to 40cm.
Dr. Zita Sebesvari, Senior Scientist at United Nations University – Institute for Environment and Human Security and a Lead Author of the SROCCC report released in September 2019, explains why the changes in sea level rise happen later than the changes in climate.





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“Even if we collectively cut all greenhouse gas emissions today, we cannot stop sea level rise immediately. The oceans have a high heat capacity – they warm up slowly and keep that temperature for a long time. As a result, the changes in sea level lag behind the warming of the atmosphere,” she said.
Dr. Sebesavri is an ecologist with a PhD in Environmental Science and an additional Master’s Degree in History, and has focused her research on assessing social-ecological interactions. For the IPCC, she contributed her scientific expertise to assess the global research conducted on ecosystems and their benefits in the context of sea level rise.
VoL: Consider our readers your students. What were the findings of your chapter in the SROCC report? Could you tell us about the effects of global warming on our seas and the acidification of the seas it caused?
ZS: We are emitting more and more CO₂, and around 20-30% of the CO2 emitted has been absorbed by the ocean, so in a way the ocean has protected us from even higher rates of global warming. But whenever the ocean takes up CO₂, it contributes to the acidification of the water. While it is a very slow process (about 0.02 - 0.03 pH units per decade) we can already observe changes to the ecosystem at a global level. The first victims are calcifying organisms, such as mussels or barnacles and also corals. In more acidic environments, they struggle with building up their skeleton or their shell. This has widespread consequences for the respective ecosystems, which in turn affect us as humans. It is also important to consider not just the effects of CO₂ emissions, but also other stressors caused by humans. Stepping on corals for example will lead to parts being broken off. So sustainable and responsible tourism is another factor which we need to consider in a holistic picture.
VoL: Could you give us an idea of the impact of sea-level rise on vulnerable communities around the world?
ZS: Even if we were to stop all emissions today we would still experience a 30-40cm
increase in sea level rise. We refer to this as a “commitment” to sea level rise because at certain point we just can’t stop it anymore, if we do not change our behavior. The ocean and ice sheets are such big systems that the impacts of our actions will come with a delay. It is critical to understand that if we do not take action now, we need to prepare for a sea level rise of up to 1.10 m by the end of the century. There is also no reason to assume that it would stop there, because we would continue melting our ice sheets and this could lead to a scenario of up to four meters sea level rise by 2300.
The other important factor to consider are extreme events, such as storm and cyclones. If these hazards meet even a small increase of sea level, the potential for disaster is unfortunately higher. And when designing our protection for the coast we have to consider these extremes.
VoL: What would be the impacts on low-lying coasts or Small Island Developing States (SIDS)?
ZS: Low-lying coastal areas and SIDS are usually located in areas where the natural variability of sea level is very limited. Or in other words, a mere increase of 30-40 cm will have a big impact for a small islands state in the Pacific or a low-lying coast, as the water will flow more inland. In addition, SIDS will also have less access to resources to develop adaptation strategies.
VoL: Could you give us some examples of places that are already experiencing the impact of sea level rise? And what happens to these communities?
ZS: I will give you an example of a SID in the Pacific. My colleague Dr. Kees van der Geest conducted research on the Marshall Islands in the context of environmentally-induced migration. He researched how people deal with increasing sea levels and its challenges, such as restricted access to fresh water resources.
Dr. van der Geest found that migration decisions depend largely on the context of
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Clouds | Photo by Patryk_Sm



Oceans absorb about 30% of the CO2 released into the atmosphere, and as the levels of CO2 rise in the air, so do the ones in the oceans, where chemical reactions make seawater become more acidic.



Oceans cover 71% of the Earth's surface and over 97% of the Earth's total water.



The decreasing pH levels due to carbon absorption mean the oceans are more acidic. This is catastrophic for animals with structures made from calcium carbonate (like molluscs, corals or crustaceans) as it erodes their shells.



At the current rate of acidification, by 2100 Earth's oceans could find themselves with a pH level lower than they have experienced for over
20 million years.



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Among the thousands of paradise-like islands spread across the Philippine archipelago, one island that’s barely over a kilometer long stands out for its story of revival: Danjugan Island.
What was once a threatened and overfished isle has become a protected natural sanctuary, featuring dreamlike lagoons, limestone forests providing refuge for wildlife species, and clear emerald waters teeming with marine life. Thanks to the grassroots efforts of passionate islanders who grew up by its waters, Danjugan is now a model island of sustainability, named as one of the Philippines’ top eco destinations by the Philippine Department of Tourism.
Before opening up to tourism, Danjugan was a “blue classroom” that started hosting wildlife camps for the youth every summer since 1991. Today, the camps have continued and expanded to include public and private schools as well as adult and family camps. The island’s rehabilitation remains a source of pride for the grassroots-led members of the Philippine Reef and Rainforest Conservation Foundation, Inc (PRRCFI), an NGO which owns and manages Danjugan. “The camps have inspired so many people to reconnect with and protect nature through simple acts in their daily lives, such as reducing plastic dependency, conserving water and electricity,

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and consuming more mindfully”, said Sef Carandang, PRRCFI Trustee and Adviser for Community Development and Gender. “Some of our campers are now working in the fields of marine biology, fisheries, and environmental law. We also observe similar social impacts on visitors of our nature tourism program”, adding that most of their guests have shared their positive experience and pledged to support and promote sustainable tourism.
Danjugan Island is the jump-off point of an inspiring movement that is helping solve the plastic pollution problem and instill a zero-waste mentality. PRRCFI Board of Trustees Member Kaila Ledesma shared that the initial idea of finding a solution to the plastic problem first came about when she was talking to PRRCFI Executive Director, Dave Albao, on the way to Danjugan’s wildlife camp. “In each camp, we always have a coastal cleanup activity and we noticed that each year, it just keeps getting worse. So we realized it wasn’t enough to keep cleaning up, we had to get to the root cause of the problem”.
As fate would have it, USAID (U.S. Agency for International Development) had a call for proposals seeking solutions to reduce the flow of plastic to the oceans as a response to the 2018 Save Our Seas
Act of the US Government. That was how SWEEP (Sea Waste Education to Eradicate Plastic) was born in 2018. In just two years, the ambitious project has done so much — from coastal clean ups, waste audits, and a mobile museum to increase awareness about sustainability, to partnering with local governments to guide them with their municipal action plans. They have even met with corporations to discuss solutions to eliminate the plastic scourge. SWEEP is also guiding 8 local community stores on lessening plastic use by adopting “micro-refilling” models that make use of refillable bottles over plastic sachets, one of the biggest polluters of the Philippine waters.
One of SWEEP’s main triumphs is setting up a zero-waste store, café and social enterprise hub in Bacolod City called “Wala Usik” (“nothing wasted” in the local dialect). The wala usik philosophy has already started to catch on – they are already receiving countless requests to replicate the business model, as more and more people are becoming environmentally conscious and shifting to responsible consumption.
In an enlightening conversation with PRRCFI Board Member Kaila Ledesma, we talked about the milestones of SWEEP and the slow, but steady rise of the sustainability mindset in the Philippines.
On SWEEP’s milestones...
“The SWEEP movement was born in Danjugan Island. So I am most proud of how the island has become a place of inspiration to many and a birthplace of many ideas that have come to life. We have been observing SWEEP and wala usik practices and we remained true to it being a low-impact, low-volume, high-quality and high-value tourism island. Because of this, the island’s forest has flourished and the reefs have come back to life. Turtles have returned to nest on the beaches and sightings of sharks have become regular. Less than 10% of the island has development, leaving the rest undisturbed and home to biodiverse wildlife.
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Island | Photo by SWEEP




















Andrew had come up with the idea of the seabin years before, based on the simple line of thinking: “if we have rubbish bins on land, why not in the water?” The Seabin Project was eventually born in 2015 out of that concept, after a successful crowdfunding campaign. The partners did not need to venture far from Mallorca to test their prototypes, given the scale of the European marina industry — and the fact that Mallorca is unfortunately surrounded by floating plastic litter. The Seabin is designed to effectively capture debris from upstream locations, including macro plastics such as bottles and bags, microplastics, surface oils and micro fibres.
Yet simply putting trash cans in the sea was only the beginning — over time, the scope of the project evolved and branched out into conducting research, harnessing renewable energies and technologies, and spearheading educational initiatives across the world on keeping our oceans clean. Pete eventually moved back to Australia, setting up headquarters in Mullumbimby, close to Byron Bay, and in time scaled the Seabin initiative in the Asia-Pacific region.
In just five years, the Seabin Project has won multiple awards, including the Advance

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The Seabin Project traces its earliest history from the shores of the Australian Pacific to the Spanish Mediterranean. CEO and Founder Pete Ceglinski, an avid surfer and boat builder who pursued a career in industrial design eventually got fed up with designing plastic products that only ended up in the rubbish bin, so he moved halfway across the world to the Spanish island of Mallorca. It was on this Mediterranean isle where he immersed himself in the yacht racing industry, and where he eventually met his future business partner Andrew Turton.












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2018 Sustainability Award (Australia), the 2018 European Product Design Award, and the 2017 Best Initiative in Corporate Social Responsibility Tourism Award of the Balearic Islands, among others. Today, there are 860 Seabins across 52 countries working round the clock to remove 3.6 tonnes of rubbish from our oceans every day.
Speaking with VoL, Pete Ceglinski shared the triumphs and challenges of the project and his vision over the coming years to slowly clean our oceans and seas around the world, one marina at a time.
On collecting and upcycling marine rubbish...
“Our business looks at the pollution problem through clean up and prevention and awareness solutions. The Seabin is a clean-up solution collecting rubbish which is either accidentally or carelessly discarded. This rubbish is trapped by the filter within the Seabin, the filter is typically emptied daily and the oil pad every 4 weeks or so (depending on the location), this marine litter is then disposed of through the local waste and recycling services available at our marina client locations.
We are currently working on joint ventures with waste service providers and recyclers to find transparent solutions for upcycling the marine litter the Seabins collect. Our prevention and awareness initiatives are run through our non-profit Seabin Foundation, whose activities revolve around education, science, research and community engagement.
We collect, collate and analyse the rubbish we collect from the Seabin technology, creating meaningful scientific data from Seabins globally with the hope of educating people and supplying hard data of what is entering our oceans to help governments with their decision-making. We also do STEM (Science, Technology, Engineering and Mathematics) educational workshops at schools, corporations and community groups to raise awareness on global pollution and get people to think about what they can do to prevent further pollution. These initiatives aim to bring awareness to the escalating pollution problem and therefore change people’s behaviours. The change we seek to create through our reactive and preventative approach is pretty simple stuff, cleaner oceans. Our mission statement is ‘to not have a need for Seabins’”.

Seabin in the port | Photo by Seabin Project
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On utilising renewable energies to power SeaBin technology...
“We started by using lower voltage pumps but they had higher amps and we quickly realised that this was not efficient for multiple reasons and the main reason was that you needed 6 square meters of solar panel for each unit, which is a major logical issue in a marina. We then switched to 110V & 220V pumps that connect to regular power, and the good news is that we now have multiple Seabin locations around the world running on solar energy as some locations have panels on their office and car park roofs. Each Seabin needs between 3-6 sqm of solar panels to run it effectively for either 12 or 24 hours.
The Seabin is quite efficient! The Seabin pump is 500W and 2.5 amps and electrical
consumption is around AUD$4.48 per day. Although the Seabins run on electricity and not all are solar powered, to be using the $4.48 of electricity per day to remove rubbish from our oceans is not a bad use of energy in the bigger picture”.
On the biggest challenges of the project...
“The concept has had the most inspiring support yet our most significant challenge has been finance. We conceptualised Seabin Project with our life savings, trialled and built prototypes with crowdfunding money. The slow growth path has enabled us to be here today and operational in the 52 countries, but it has also been extremely frustrating to not have the luxury of substantial seed funding and working capital”.
We collect, collate and analyse the rubbish we collect from the Seabin technology, creating meaningful scientific data from Seabins globally with the hope of educating people and supplying hard data of what is entering our oceans to help governments with their decision-making.
Pete Ceglinski
CEO and Co-Founder of Seabin Project


Seabin in the port | Photo by Seabin Project





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On the role of partnerships in scaling up distribution worldwide...
“We partnered up with Poralu Marine, this was how we could scale exponentially into the 52 countries without reinventing the wheel — or ourselves — over and over again. Poralu were looking for a platform to open up areas of opportunity that were historically closed due to market competition of other marina builders. Seabin were looking to partner up and scale up. It’s a win win situation for all parties”.
On Seabin Project’s strategic goals for the next 3 to 5 years...
“We are currently taking Seabin Project public through a private equity raise, which is very exciting — giving people the
chance to consciously invest in the planet and potentially earn a financial reward. We will be using the funds to onshore our manufacturing to Australia and create our own distribution and services arm. We aim to be a fully integrated company from creation to manufacturing, sales and distribution and to services. This will diversify risk and optimise our operations”.
On what changes he would like to see most in the world...
“Cleaner oceans, science-based decision making, and a better value of life for everyone!”
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As Square Ventures advises businesses on how to make themselves more sustainable, CEO Álvaro Cuadrado also seems to have a Midas touch when it comes to impact. In Madrid, Square Ventures have just picked up the Impact Hub Award for Technology With Impact for Bluemont.

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Dry river | Photo by Piyaset
3 Bluemont machines | Photo by Square Ventures
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damaged families who had lost everything… And it was in those first days on the ground where I didn’t drink water, and I could see that the absence of water drove people crazy. And that was when I realised that you can’t go two days without drinking water, so I made a call to action on social media. And with a situation as complex as an earthquake, I was able to get volunteers, lorries, we gave out food and drink to 37,500 people”.
“No charities had arrived yet, there was only the Government of Indonesia, and us. And at night, in the medical-tent I would sleep in an uncomfortable little bed and there were still small after-tremors. I struggled to sleep and thought ‘how can I make water when there isn’t any?’ I remembered the air conditioning in my office dripped water because of the difference in temperature and condensation. I am not an engineer, but I am curious and I thought — ‘what if we filter the air, we condense it with a different temperature, we filter the water and add minerals, then we’d have drinkable water’”.
“When I got back to Europe, I decided to set-up Bluemont and I started to investigate the subject and talk to engineers and experienced professionals and we started to develop the
The Bluemont project consists of machines which convert water vapor to potable water. It was born out of a journey to aid Indonesia in the wake of the 2018 Earthquake. This kind of innovation is typical of the projects supported by Square Ventures. It is not only in clean-water production that their projects make an impact, with numerous initiatives which support education, gender equality and tree-planting also forming part of their vast and multi-faceted influence.
CEO Álvaro Cuadrado points out his muddied shoes, which he wears as a badge of pride, a mark of work in the field from a reforestation project. Working in the field is definitely at the forefront of Cuadrado’s process, and the main force which has shaped the perspectives which he shared with us.
On the origins of the award winning Bluemont Project...
“The origin was down to the earthquakes in Indonesia in August, 2018. The island of Lombok was where the first earthquake happened, I went to the epicentre. In fact, when we arrived, initially we didn’t know what we were going to do, whether we were going to remove copper from houses, help the













field, every business that wants to change and improve the world is a step forward”.
On social and environmental causes...
“It is important to specialise. We consider that everything is related. Bluemont is not only centred around environmental impact but also affects gender equality and when we talk about gender, we are influencing education. There is a lot of connection between the social and the environmental”.
On their model and attitude...
“For sure, in a lot of projects we make mistakes for not being specialised or for being too reckless. Going into Indonesia, to the epicentre of an earthquake is reckless but we put above everything else — the necessity that the population was dying because of a lack of food and water. For us it is important to be agile, and act more like a start-up than a ministry or even big charities that don’t make decisions as quickly as is really needed”.
On their beach cleanup projects in the Philippines...
“I was with my partner on a beach...and it was full of rubbish, I couldn’t leave without doing anything. So we dedicated our ten days of holiday, we sat down with the local administration to develop a protocol for






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cleaning up the beach, between the public sector, the public administration, the private sector and the tourists”.
On their beach cleanup work in Sri Lanka...
“We talked with diving schools and hotels so that they would say they wanted to lead a beach-cleanup. For me, this was the success of the project. Every two weeks they tend to send me a photo — “today we have got 4 bags of rubbish, today one…”, for me this is the key, that the tourist is the one who leads. If the administration doesn’t have the sensitivity to do it, then it is not going to do it. If the diving schools and hotels see the problem but can’t do it alone, empower the ones who are complaining (which is the tourists) for me, is really important. Transform complaint into action. You have to give action to the words and for me the beach cleanups, the success has been in empowering the people so they become a part of the solution”.
On their tree planting project…
“The project ‘Plantalo’ was born because my grandfather left us a farm in Sierra de Gredos and nobody wanted to take care of it. I acquired it with the objective of reinvesting the negative impact that the land had previously suffered due to the deforestation caused by the cultivation of beans. This connection when I planted my first tree is what I think when I have to do something for this experience, to make people feel what I am feeling. We started a project to involve more people, so more people could sponsor trees, or come with us to plant them, volunteer, well, it got out of our hands, and we’ve already planted 8 thousand trees”.
On leading from the front and working in the field…
“You see these dirty shoes I have on? That’s from the other day when I was in Torrelodenes looking for farms we want to reforest. I don’t know how to do activism from the office, or cyber-activism via Twitter. I like to go to the terrain, initiate the impact, analyse the impact, keep going there.”
On measuring impact...
“Sometimes it’s complex, we usually look at different KPIs. Some are very simple, for example in the case of Indonesia, how much food and water we got together, how many families we helped, how many people we impacted. They can be deeper measurements like — what the situation was when we arrived, and how it was when we left. It is important to measure, but don’t let it take away resources for impacting. As we finance a lot of the projects ourselves, we don’t have to give our accounts to anyone, we just want to invert everything into generating this impact”.
On future goals...
“I try to live as if a year were a lifetime. I am not short-sighted, but for me it is important not to know what I am going to do in six months, but what I am going to do this evening, what I am going to do tomorrow morning. So every time I think about what I am going to do within five years, so many things happen that each time I have felt my objectives were limiting me”.
“If I tell you where I will be within the next five years, I am sure we will have gone much further because up until now, each year of my life has surprised me, we have lived more experiences, generated more impact than we had planned, more things have happened than we had hoped”.
On leadership...
“There is a phrase I always repeat which is — ‘the attitude of a team is a reflection of their leadership’. When there’s a problem in a team, I try to see what I am doing badly. I think for me, this self-criticism, this empathy, this communication — are the keys”.
“... I am from a broken family and I have learned that family is not just blood, and that its surname is ‘love’”, that is what I try to transmit to my team… the happiest moments of my life are when we have a new incorporation... I truly try to create the concept of the business as a family, for me this is the leadership I apply with my team”.
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Some kids play with Lego sets or video games while others, well, experiment with wave energy. This is what Wello CEO and Founder Heikki Paakkinen was fascinated with in his youth, as he started building devices that utilised wave motion for propulsion. Originally studying to become an architect, Heikki also took up engineering and eventually established his own design company focused on special constructions and civil engineering.
For decades, Heikki continued his wave motion experiments, until he had a breakthrough in 2008, when he designed a device with an asymmetric hull which he believed was the perfect solution for wave energy extraction. “At that moment, I decided to fully concentrate on that and make it my career and established Wello”, shared Heikki. Over time, Heikki’s original prototype evolved, from small scale primitive devices that were slowly scaled up and refined with the help of marine and electrical engineers, naval architects and automation specialists to its advanced model today. Wello’s patented flagship product range, the Penguin, is the latest reincarnation of that first spark of innovation — a durable, efficient solution that harnesses the power of the sea and converts it into direct-to-grid electricity.


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Wello’s work comes at an auspicious moment as the world is searching for cleaner energy through sustainable sources to improve global energy matrices. VoL caught up with Wello CEO and Founder Heikki Paakkinen, who spoke to us about making waves in the industry with his state-of-the-art, elegant invention.
On the distinguishing advantages of wave energy as a renewable source...
“Compared to other renewables, the main point is that all renewable energy sources have a certain variation in energy production and typically the variation is different. For example, with solar, at daytime you’ll have good generation but at night you don’t generate anything. In a storm, you don’t produce anything and during the rainy season there’s no generation at all.
Wind on the other hand is strong, and you have good power generation for a short moment but after there can be days without any production. In a storm, you’re not able to generate power either. The typical characteristics of waves are predictability and slow variation. After strong winds, it takes









a really long time for the wave to go down because waves keep on rolling for several days, even weeks after the storm. That makes it more stable in production”.
On development challenges and opportunities...
“Wave energy has really been a much bigger challenge than we thought, it took a long time to develop the technology. We now think and believe that we are ready with the technology, we have tested it and proven the robustness and the survivability, and we’ve managed all that but it was not easy. There are several companies that have been trying the same but failed.
Once you’ve managed to do it, once the technology exists and is proven, of course it is a huge opportunity. From now on, it’s not that costly to continue from where we are. We have spent millions testing these devices, especially the mooring constructions which did not work in the beginning at all. But finally, we’ve managed to develop a really good working solution”.
On the Penguin’s design principles and technology...
“Our product is a floating device which has an asymmetric hull. The shape makes it move
in a specific way, so instead of just rocking back and forth, it gyrates. This is a kind of a rotational movement, the inclination of the hull rotates. The rotation of the inclination forces an excentric mass, the rotator, inside the hull into rotation. The rotator is an approximately 150 tonne mass inside the device. Once that mass rotates, it turns on the electric generator producing the power. That is the working principle in short. It’s a very simple and robust construction with just one moving, rotating element inside the device. What’s important is that we don’t have any moving elements outside the device. We don’t have any gadgets or any flaps or pumps or anything there, which makes the device very robust”.
On their design simplicity —
a competitive advantage...
“Our wave converter is very simplistic. A good comparison is a wind turbine. We are utilising wind turbine components, but compared to wind turbines, our device is much simpler. We don’t need huge propellers or turbine elements nor do we need adjusting blades and mechanisms for those. We only have one moving element inside the device. The simplicity makes the construction low cost and straightforward. It enables manufacturing in any shipyard around the world. You don’t need specific tools or machinery for constructing it, it is standard shipbuilding in small scale based
Project manager Johan Männikkö and project engineer Eero Korhonen from Wello | Photo by Wello





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on standard components from shipbuilding and wind industry”.
On Wello’s biggest achievements since being founded...
“Constructing the device and managing to make it run and extract energy in small scale in the early years of the company has been a big achievement. To really see for the first time the device working properly as planned has been one of the big moments when you believe in the idea and you can be sure that you can succeed. That probably has been one of the big moments in the beginning, then we did the same in bigger scale. One of the big moments has been launching the full scale device, getting it installed in the ocean. That has also been a big moment. Connecting the device to grid, generating power to grid, that’s a proof of success”.
On the joy of big storms...
“To see the potential customers’ interest is empowering. Recognising them see that this is reality, and you can do it in real life. Surviving the big storms were big moments.
In the early years, it was very exciting when there was a storm coming and we had the device deployed. It’s designed to withstand the storm and survive. Still, every time there were big storms it was really exciting to see — the biggest storm that we have faced had 18 meter waves and the device survived that. There were other big storms as well without any damages. We also managed a two year continuous deployment without any mechanical damages. These things convince you that you have managed what needs to be done to make it a product. These have been the important milestones”.
the biggest storm that we have faced had 18 meter waves and the device survived that.
Heikki Paakkinen
Founder and CEO
of Wello Oy


The Penguin takes flight. Launch of the Penguin | Photo by Wello
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Surviving the big storms were big moments. In the early years, it was very exciting when there was a storm coming and we had the device deployed.
Heikki Paakkinen
Founder and CEO
of Wello Oy






On the value of partnerships...
“During the last year or two, we’ve started to look for customers and establish customer projects. It’s extremely important to have committed partners who are working with you and who are looking looking forward to common projects and establishing production sites in different countries. There are several of such projects developing at the moment”.
On collaboration, not competition…
“I don’t like to talk that much about competition. In the future, all renewable energy sources are needed. All these different sources of energy support each other – they’re not competing but adding to each other. When some source of energy is down, the
other one is up. Once you have several sources it finally results in stable power generation and also lower need of additional energy like coal or fossil fuels. That is optimal for energy production”.
On Wello’s ongoing project in Indonesia...
“Our project in Indonesia is developing well. It takes a long time in finding good partners and funding for the project. We are pretty far with that project already. We have local partners; our partner company has joined forces with another company. They have funding and consent in place. We are now working with a budget and a plan and the schedule for the project, and on our share of the funding. The project is also really close

Mooring pad-eye | Photo by Wello
Penguin in its element, the sea | Photo by Wello
Penguin at shipyard key-side | Photo by Wello
Power conversion unit inside Penguin WEC | Photo by Wello





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to moving forward to manufacturing and deploying and generating power”.
On funding outside the Nordic region...
“We are open to funding from other countries and continents. This is a global business even though until now we’ve been mainly working in Europe. We’ve been supported by the European Union and our owners and investors are Finnish companies. Presently we are looking for a new investor worldwide”.
On Wello’s strategic goals for the next 3-5 years...
“We are moving forward with customer projects, there are a couple of projects that are active, and one of them is really big. It will be a big step to get these in the construction phase. In parallel with this, we are working on cost issues, increasing efficiency and optimising the design for serial production. We are developing towards factory and mass production to bring the costs down. That will be a really big step forward. We calculate that in two years we will go through this program
and achieve a fully competitive level to wind and solar everywhere on the earth. Our aim is to become the icon of wave energy, being the go-to device for wave energy.
Wave energy production as industry will become something similar to wind energy. When we’re talking about wave energy, people will immediately think and visualise our device and see how those are floating on the waves and generating clean, renewable energy”.
On changes he’d like to see in the world...
“Everybody is talking about how something must be done, and everybody seems to be ready for doing something, but finally, people are not doing very much. Real action is very little. I’d say that you really have to see new things happening, you have to be ready to invest and take some risk.
Wave energy is an immense opportunity and business, we’re talking about 10% of the energy of the world. It’s a opportunity but also something that requires action and commitment. I hope for readiness for some sacrifices and putting in effort. It requires looking forward to the longer term, not just making short-term profit. You need to put in some effort to reach the target and tackle the challenges. Eventually, this effort will turn into success”.
Everybody is talking about how something must be done, and everybody seems to be ready for doing something, but finally, people are not doing very much. Real action is very little. I’d say that you really have to see new things happening, you have to be ready to invest and take some risk.
Heikki Paakkinen
Founder and CEO
of Wello Oy


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Wave energy is an immense opportunity and business, we’re talking about 10% of the energy of the world. It’s a opportunity but also something that requires action and commitment.
Heikki Paakkinen
Founder and CEO
of Wello Oy







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Dr. Clare Prebble of the Marine Megafauna Foundation (MMF) records photos of a whale shark for her research while wearing Waterlust’s Whale Shark Warrior leggings. As part of their business, Waterlust donates 10% of profits from each product line to a high-impact research organization such as the MMF. Source: Waterlust.com












and our soul, and when we study a lot of other stories of businesses and we’ve gotten to work closely with some other businesses here in the States that have grown very rapidly.
It seems to be a common problem that if you grow too quickly, you can suddenly find yourself spending a disproportionate amount of time worrying about all of the stuff based around just growing a business. It almost doesn’t matter what you sell, you’re just focusing on logistics and finances and all these other things. So we really want to do it in a controlled manner where we’re growing and committed to increasing our impact and our relationships with our customers. We don’t want to grow in such a rate that sacrifice our ideals, our values, the very reasons why we started to do business — we’re scientists, we’re not business people, we didn’t get into business because we like business, we got into business because it’s a tool. So we just have to be really mindful of that process, and sometimes that means you have to grow at a rate that’s a little bit slower and a little more controlled than a lot of people in business have before.”
On making a difference...
“A lot of people, when they think about recycling, big environmental issues, big cultural issues, whatever they may be, you can get this sense of apathy. If I’m being really honest with myself, what I do doesn’t really matter. And in the global sense, that is true. But what I’ve come to realize is that while an individual person may not make a noticeable difference to a global problem, an individual person can make a huge difference to their local problems. So if you live in a town or in a city and you want it to do something better, especially here in the United States, if you want to go and make things different, you absolutely can. And people matter a lot to their immediate community, you can make your neighbors’ life a lot better, you can make the life of someone down the street much more meaningful, and I do think with social media there is this craving to be big and doing everything, but what I’d like people to realize more is that you have an opportunity
to make a huge impact on the people that you see everyday. In your municipality, in your town, maybe even your state. Maybe you’ll have an opportunity to extend that to the country or the world, but in reality you’re able every day to make a difference to the people you interact with each day. Once I realized that, it was really empowering and it got me much more focused on my family, my friends, people here in Miami, how can I make Miami better, how can I make Florida better, and that’s a really empowering and energizing thing.
On their project philosophy...
“If we accept that civilization is going to march on regardless of you, what are we doing on a day to day basis? What is your impact? I think a duty that we’re always trying to accomplish is to minimize unnecessary suffering.
A lot of the big trends are going to proceed with or without you, but what you can be doing is protecting those that can’t protect
Source: Waterlust.com







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themselves and helping make that a lot less burdensome than it needs to be. That’s our philosophy of the day with any project. We don’t walk around thinking that we’re going to solve the extinction of a species, in reality no individual organization is going to change that, it’s a very complicated thing and involves a lot of different communities. But we can make impacts in specific ways on specific communities and help prevent unnecessary suffering. And that’s the daily challenge”.
On taking a look back to move forward...
“...I think it’s important to keep that big picture in context and when we try to navigate these strange and difficult times. You’re going to have periods of ups and downs, you’re going to have noise in the curve. When you look at any long-term data set like temperature, the ocean´s salinity, there’s going to be noise, and a lot of times when you zoom into our lifetimes, you look at the data of this 5 year, 10 year data set, you can get really hyper-focused on what’s happening right now, like with
Trump and his lifting of restrictions and the Environmental Protection Agency (EPA), and it’s easy to think we’re going backwards.
But if you step back and look at the last hundred years, look at where the United States was a hundred years ago and where it is today, it is an undeniable trend that we’re making better decisions, we’re improving our policies, we’re going to have to deal with our ups and downs along the way but the long-term process is there because human beings are naturally rational and we don’t do things that don’t make sense. By thinking that, I kind of felt better. Once I made that realization, I’ve gotten a lot more positive. I think a lot of people thought, when Trump got elected, that things were going backwards, a lot of people would disengage, hide in a hole until all this is over. I think that is the exact opposite reaction we need when we’re in these kinds of times, people that care most about the subject need to be the most engaged. And that’s when the work is most important and you just have to approach it with passion and positivity and just keep things moving forward”.
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Source: Waterlust.com














Co-founders Aryé Elfenbein and Justin Kolbeck, and their new Head of Product Ben Friedman took different paths to arrive at the cause being supported by Wild Type — a sustainable alternative to salmon. Through a combination of his studies in Japan and the U.S. Elfenbein discovered new scientific advances in stem cell research, and seeing large areas of former rainforests, now pasture lands in Australia, he got to thinking about how these scientific advances could be applied to the world of food.

Interview


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Kolbeck meanwhile, cites the influence of his work as a diplomat in Patika — one of Afghanistan’s most insecure and impoverished provinces. Seeing that doubt of where the next meal is coming from reflected into the futures of so many around the world, Kolbeck began to think about how food could be provided for the world’s population in a sustainable way. He also, recently became a father which makes “the perspective that you have about the future becomes a lot more real and visceral”.
“Coming from Seattle, I grew up fly-fishing for salmon as a little kid so I am very passionate about these species, particularly from a conservation angle” says Friedman, when talking about the fish that Wild Type’s work will protect. Through creating salmon in a lab rather than taking them out of the sea — Wild Type is innovating the possibility of a sustainable alternative which can be applied not to seafood alone, but to the food industry as a whole. VoL spoke to the three members of the Wild Type team, as they stand on the precipice of launching what could be a revolutionary movement in the field of sustainable alternatives.
On choosing salmon...
Justin Kolbeck: “If you think about it, it’s a really interesting conundrum because we could have literally made anything on the planet. We could have made foie gras, we could have made chicken, we could have made beef, we could have made lamb, we could have giraffe but we made a very conscious decision to focus on that species in particular”.
“We decided to focus on salmon because it’s such a healthy, nutrient-rich type of protein. As a keystone species, it’s really critically important to other animals and plant species in the areas in which it exists, e.g., bears, eagles, and ancient pine trees…”
Aryé Elfenbein: “...we think that it is an incredibly versatile fish meat. It’s one of the few fish we can eat in so many different preparations — everything from a minced salmon roll to loach on a bagel to sushi/sashimi style preparations to a salmon fillet. It’s very important for us to get this product as great as it can be.”
On the science behind the process...
AE: “We work to grow Pacific salmon species. We start with cells that are derived from Pacific salmon and we grow them in a way that is very similar to beer breweries or fermentors, where we have them in these growth chambers or cultivators. We provide them with the same nutrients that they would need to grow within the animal, but we have that outside the animal. These are the same sugars, proteins, fats, and
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Salmon lox on a bagel | Photo by Wild Type






The dream of course, is that in ten or fifteen years you can go to any sushi restaurant or any grocery store and have an alternative to every type of fish that you might like to to eat, that is truly sustainable and healthy and free of contaminants. I think it’s that vision that connects all of us and that is collective and creates a very different market dynamic to that I’ve seen in other industries”.
Justin Kolbeck
Co-founder of Wild Type


Salmon sushi | Photo by Wild Type
Sliced salmon on a chip | Photo by Wild Type








Hugger Foods] Ahimi product that I’ve had the opportunity to try is great — they’re looking to introduce an alternative to tuna and other types of fish meat in a way that might come to market in a slightly different way with different customers and different preparations to what we’re doing and at least initially we’re working on different fish. So I think first and foremost it’s such an open field for innovation given that there are so many types of seafoods to work on. The texture, flavour, and the culinary application of something like crab are so different to something like salmon or Chilean seabass, and very different again from shrimp or eel, and so if you think about companies whose main job is to delight customers, to create products that are really delicious, there is so much opportunity for companies to create complimentary products. The dream of course, is that in ten or fifteen years you can go to any sushi restaurant or any grocery store and have an alternative to every type of fish that you might like to to eat, that is truly sustainable and healthy and free of contaminants. I think it’s that vision that connects all of us and that is collective and creates a very different market dynamic to that I’ve seen in other industries”.
AE: “We’re often seeking new partnerships, we’ve worked with other startups both in the same space — particularly as it comes to anticipating regulation, and we feel we’re absolutely on the same mission here, that’s about building consumer trust and transparency. We’ve also looked at partnerships with organisations that are involved with ocean conservation that similarly believe in the same mission”.
On the challenges ahead...
JK: “Cost and distribution are always challenges no matter what type of food you’re working on. In the short-term we’ve had R&D challenges that are common to just about any early stage company. But as we think about the long-term, in a lot of ways we are reinventing how fish is made and distributed. I was reading an article this morning about a very large percentage of salmon grown in the Pacific Northwest around Seattle being caught here then actually shipped to China to be deboned and prepared and then shipped back to be smoked in the United States. That’s the starting point — the entire distribution system built around us — this idea that we can now grow salmon locally in every community around the country, whether they’re next to a body of water or not, is really exciting. If you think about the distribution challenges and indeed opportunities that might come up from such a novel way of producing salmon, I think that is going to be a growing challenge given that we are producing salmon in such a new way”.
AE: “Scaling is certainly a challenge, only because nobody has done this before. Nobody has grown the amount of meat we intend to in this way, and the challenges of how to create the infrastructure for that are ones that we are now addressing for the first time. That’s the challenge of the unknown”.
BF: “We’d be remiss to not mention consumer acceptance. This is a twenty-first century means of production and it’s being sold to a twentieth century market in terms of customer behaviour and perception. I do think there’s going to have
Salmon bisque | Photo by Rachelle Hacmac


to be a really substantial storytelling initiative around socialising this product and technology and regulatory system demanding safety and trust in that system in these companies. In plant-based meat alternatives we’re starting to see some backlash in how consumers perceive the process. For us it’s just about emphasising how clean it is, how pure it is and the simplicity of ingredients and how nature-based the ingredients are. We are really looking at what the salmon eats in nature and we are replicating that in an indoor setting. I think that can probably extend to the whole indoor, agriculture industry whether it’s produce or meat.
As we begin to look at climate change-proof means of production for whatever type of food we’re growing, we’ll also reduce food miles because we’re growing that stuff more locally. I think that it’s about being transparent — just because it’s coming from inside a building doesn’t mean that people can’t see it or that it’s not safe. Educating customers on that is a big initiative, but I would call it a challenge too, I think that we really do need to do a great job with that to be successful. So how we communicate our technology and our product attributes are essential”.
On the change they’d like to see in the seafood industry...
AE: “For me, the change I’d like to see in the seafood industry is an increase in transparency. At least in the United States there have been so many examples of a real problem of traceability right now wherein often what we order on the menu isn’t what we get on the dish, and a greater understanding of where our food comes
from, of what sustainability actually means. I believe that our work at Wild Type is a large part of taking the curtain away from how our food is made”.
JK: “I just want to see more things on the menu. I am really delighted that there are companies like Ocean Hugger Foods, there’s a company called New Wave that is working on an algae-based shrimp and others that are creating alternatives to seafood today. Here in the US, if you go to a grocery store you can find ten different alternatives to a hamburger patty, and a handful of alternatives to chicken and sausage, but so few for seafood. Nowhere on the planet is it more urgent to reverse the trend of wildlife decline as it is in our oceans — which pull much more carbon out of the atmosphere than all the forests on Earth combined. So for me, by giving consumers a lot more options on the menu, delicious things that don’t involve compromise on taste and nutrition is to me how we reverse some of the declines in our ocean, and is something I am really excited about”.
...this idea that we can now grow salmon locally in every community around the country, whether they’re next to a body of water or not, is really exciting.
Justin Kolbeck
Co-founder of Wild Type


Salmon rolls | Photo by Hattie Watson














was happy to share with VoL the process behind the making of the indistinguishable substitute. The plant-based seafood substitute industry is small, but one that he hopes will expand in the coming years.
The benefits of plant-based seafood – especially the kind where you can’t taste the difference – are clear when you consider the reason Ocean Hugger Foods began. The full impact of overfishing is not one to be underestimated. This is not just a matter of having less fish in the oceans, as many species continue to be fished at a completely unsustainable rate. Entire ecosystems are destroyed by the relentless, insatiable appetite of mankind. Ocean Hugger Foods sets out to take the unbearable weight of overfishing off our oceans.
Currently based in the United States and Canada, the move to the European and Japanese markets are imminent, with the UK launch coming in a matter of weeks. Hopefully,

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Championed by Master Chef James Corwell, Ocean Hugger Foods’ products have food critics and seafood connoisseurs scratching their heads. How can it be that what looked, smelled and for all the world tasted like tuna, was in fact a tomato-based substitute? Or what was surely the same unagi as ever, was actually made principally from aubergine? CEO David Benzequen
Click to hear the interview,
voiced by Daiva Sen and David Benzaquen









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success will not only come to Ocean Hugger Foods, but similar projects in the food industry which relieve pressure on the planet. Since their foundation in 2014, the growth of Ocean Hugger Foods has proven that the global market has a taste for innovation.
Speaking to VoL, CEO David Benzaquen talks us through the magic behind the making of Ocean Huggers´products and their story so far.
Voices of Leaders: How and when did Ocean Hugger Foods get started and what have been your main achievements over the last few years?
David Benzequen: Ocean Hugger Foods was started in 2016 in stealth mode. The founding story of the company is that in 2014 my co-founder, Certified Master Chef James Corwell, was in Japan where he was teaching culinary school. There he visited the Tsukiji fish market, it’s the world’s largest fish market. And he saw something pretty extraordinary and
pretty devastating – he saw that every single weekday, for decades on end, the Tsukiji fish market hosts a tuna auction, where they auction off 4 million pounds (or 1.8MM kg) of tuna. And he knew that many of the species they were auctioning were endangered like the Pacific bluefin tuna and others like that. And he was so shocked by this that he decided he had to do something about it. So he dedicated his spare time and eventually his full time career to solving this crisis by offering healthy and sustainable delicious foods that mimicked and carried the incredible flavours, tastes, textures and culinary traditions that are popular with endangered species of fish but without harming our oceans or biodiversity. In 2015, I read an article about this chef and this product he was making in his restaurant and I reached out to him and asked him if I could connect with him.
My background had been in running and consulting for plant-based food companies to help them with their business operations and I was so excited that someone was

Sakimi | Photo by Ocean Hugger Foods
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doing something about the oceans. I met him and tasted his food and I was absolutely enamoured. We really hit it off and so we decided to go into business together to launch Ocean Hugger Foods. We started in 2016 and we launched in November 2017, since then we have expanded to sell two products across the US and Canada. Our two products thus far are a plant-based alternative to raw tuna made out of tomatoes (ahimi), that is used in things like sushi, ceviche, poke, tartar, carpaccio etc. And we just recently launched our second product (unami) which is an aubergine-based alternative to unagi eel and that is perfect for use in Japanese cuisines and even if you wanted to (though I don’t know why you would) you could use it in a jellied eel. We will also be launching a plant-based alternative to raw salmon, another one to smoked salmon and another one to lump-crab meat in the near future. We sell these products across the US and Canada at restaurants, sushi counters, at retail stores and in a lot of University and corporate offices.
VoL: How much has Ocean Hugger grown since your foundation?
DB: We started with 12 Whole Foods Stores and now we’re in hundreds of restaurants, retail stores and corporate and college offices across the US and Canada, in the Caribbean and we’ll be launching in the UK in the next 8 weeks. We can’t announce the launch date just yet, but we will be in country, our distributor has the product and we did participate in a trade show last year called Hyper Japan which is a Japanese cultural festival where we were featured in their food section. We were swarmed at our booth, we ran out of food every single day, we met with buyers from Tesco, Sainsbury’s, Waitrose, Yo Sushi, Itsu, Greencore and Kokoro, Ocado, Bid Food, and just about everybody in UK retail and food service was there, it was an incredible experience and we’re very excited that we’ll be entering the market very very soon.
VoL: In your experience, what is the reaction of people trying your product for the first time? Are they surprised by the similarity to real fish?
DB: Absolutely! The reaction is one of confusion at first because when we tell them our products are made from products like tomatoes and aubergines and carrots it just seems ridiculous to think that you could make something that could provide the experience of something so premium and incredible as raw tuna or eel or smoked salmon but the reality is the way we are able to do this is we have a patent pending mechanical technology that allows us to create the texture of that meaty, chewy bite in our vegetables whilst simultaneously eliminating all their flavour, so you end up with a very meaty fatty piece of flesh that has no taste and then we add flavour on top of it with things like algae oil and so our texturing process is so unique that people never expect a tomato, a carrot or an aubergine to taste how it does. So we’ve had unbelievable reactions. we have investors who are large Japanese seafood companies, we’ve been reviewed in The New York Times, The Los Angeles Times, Wall Street Journal, San Francisco Chronicle, Cranes, you-name-it – Cranes said it was a dead ringer for ahi tuna. The Fast Company reporter said that when they bit into it they thought they had been tricked, it’s been a really extraordinary response.
VoL: Are you optimistic about the amount of restaurants interested in sustainable alternatives or do you think there is still a very long way to go in terms changing people’s mindsets?
It just seems ridiculous to think that you could make something that could provide the experience of something so premium and incredible as raw tuna or eel or smoked salmon...
David Benzaquen
CEO of Ocean Hugger Foods







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DB: I’d say both. I think that we’re certainly at the very beginning of the plant-based seafood market or of awareness around the dangers our oceans are in, but it’s pretty serious. There are studies that have been reported in National Geographic and other places that have said that within 25 years there will be no more consumable species left in the oceans. That is to say all of the species we currently eat will be at levels where they can no longer be accessed for scaled consumption. So that’s a really big crisis and the reality is that nobody, even the Food and Agricultural Organization of the United Nations or other organisations, no-one is capturing the data we need to. We know that more species are endangered in oceans than on land, we know that mass-fishing results in loss of tonnes of species and damage to our coral reefs. More carbon is stored in the oceans than on land and nobody is measuring the release of this. When we destroy species and create algae blooms, we cause coral death and release god knows how many kilograms of carbon in the air. We just don’t know the dangers, but we know it’s bad. We’ve done a little study of our own and found when you compare the production of tuna and our tomatoes or of eel and our aubergines, we are not only responsible for significantly less carbon emissions but also for less water usage surprisingly, because the amount of water that in used in transporting, freezing
and washing the fish in their processing is significantly greater than the amount that is even used in growing the vegetables we use and transporting and freezing them. So the situation is dire, we have a long way to go because the plant-based seafood market or sustainable alternatives to seafood in general are in their nascence but we’re super excited about the future, the growth trajectory is incredible. When you see what’s happened with non-dairy beverages and with meat alternatives in just the last 2 years, people are waking up and I think when they see how serious the environmental crisis is in our oceans, we’re excited that that will result in huge transformation.
VoL: Do you have many collaborators in the plant-based seafood industry? Or the plant-based food industry as a whole?
DB: We are very close to others in the plant-based space, my background is in that space and I’ve worked with many many companies in that industry and been a part of them. But there are very few in the plant-based seafood space, we’re close friends with all of them, we see them as allies. Currently we are the first and only plant-based alternative to raw tuna and to eel that I know of, and that gives us a certain opportunity to grow quickly but even as new ones launch we see them as collaborators, we’re all in it for the same mission and we’re excited to see the market grow and see the difference to be made for the animals and the oceans.
VoL: Do you think that this ‘competitors to allies’ change will go hand in glove with the shift towards sustainability?
DB: Absolutely! The fact that this community is so driven by mission really puts traditional business models on its head. We are all so close because we are aiming to achieve the same thing so if you look at the plant-based seafood companies that are out there (there only a few) but we are really aiming to solve these problems in every aspect of a consumer’s interaction with fish. There are companies that are making albacore tuna for tuna salad or sandwiches, there are companies that are making shrimp,
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We’ve done a little study of our own and found when you compare the production of tuna and our tomatoes or of eel and our aubergines, we are not only responsible for significantly less carbon emissions but also for less water usage...
David Benzaquen
CEO of Ocean Hugger Foods









we’re making products that are really good to replace raw and smoked fish and more premium applications. Everybody’s working to the same goal, but it’s really a transformation of the way business works, and that’s what consumers are looking for, they’re looking for transparency, they’re looking for authenticity, they’re looking for a mission and they’re looking for businesses to care about more than just their bottom-line.
VoL: Have you been able to put into numbers exactly how much pressure you are relieving off the ocean?
DB: The data is very hard to quantify because there are so many middle men when you sell through distributors to restaurants. So, we’ve done small, mostly qualitative research where we’ve been able to ask people their reason for eating [our product] but we haven’t been able to do any kind of study which would be properly statistically significant to say what percentage of the people who are choosing our item, would otherwise have been choosing the same dish made with seafood. So without that it’s impossible to say exactly. And we’re very very small still. The seafood industry is very large and we’re a small player, but we’re also looking to collaborate with them and make that difference. One place where we see a huge opportunity is that we have customers who are not only serving our product as the centre of plate protein equivalent in a dish in lieu of fish, but we also have some customers who while they’re doing that, are also serving all of their fish dishes with a blend of fish and our product both to reduce their impact on the environment and to increase their profitability. Our products are significantly more profitable for our customers than the very volatile price and expensive seafood that they’re using. So we have customers who are blending 60% tuna with 40% Ahimi (which is our ahi tuna alternative) to make that difference and we see that as amazing because it means not only are the consumers who are choosing the plant-based option getting to eat our stuff and make a difference but even the ones who are eating the fish are making a difference by lessening their impact.
VoL: What are your hopes for Ocean Hugger Foods in the next few years?
DB: Our goal is to be a global company. We have our eyes set on Europe right now, we’ll launching in the UK within the next 2 months, and then expanding across Western Europe and into Israel. We already have collaborations planned and relationships established, even orders placed with some of the largest retailers and sushi chains in a dozen countries across Europe. Long-term we are setting our sights on going to Asia. Our first large strategic partnership was with a publicly traded Japanese food distribution company. They are an investor in our company and a global distributor with operations in forty countries - so we knew we had something when they bought into it. We were at a tradeshow before we had even launched to start developing relationships with customers and establishing sales and a Japanese gentleman came over to our booth and tasted the product and said “what kind of fish is this?”, and we just thought — “that’s it! We’ve made it!”
The following week representatives of the company flew out from Japan to meet with us in New York and we established a partnership and they’ve announced plans to distribute our products in all forty companies in which they operate. We recognise the greatest opportunity is to make even the most traditional seafood consumers appreciate that we can enjoy the same tastes and textures while lessening the impact on the oceans, so that will be a big goal for us. We will also be expanding across species into multiple areas. Our goal is to be the world’s leading plant-based seafood company with a major impact on the oceans, protecting endangered species and reducing the impact on climate.
VoL: What do you expect the challenges to be as you try to do the things you’ve mentioned?
DB: One thing that we’ve dealt with that has been both rewarding and challenging is that among plant-based centres of plate protein alternatives, our products are over 90% made up of the core vegetable we use, because we use a mechanical process there are no chemicals in our products, they’re extremely clear label. Just to put it into perspective, our tuna product is non-GMO (genetically






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modified), vegan, gluten-free and kosher. We use tomatoes, filtered water, gluten-free soy sauce, sesame oil, refined sugar – really simple ingredients. That’s important to us as a part of our value set that we are showing that even with the cleanest ingredients you can really celebrate incredible tastes and textures. One of the challenge is that we’re not using dry processed chemicals that can be stored for years and that are very cheap and consistent, we use fresh whole vegetables and process them and freeze them, so the supply chain is quite a challenge, every time we launch in a new market we need to find new farms and try to grow new varieties of vegetables that are suited to that climate and ensure consistent quantity and quality according to our specifications for sizing and colour, and that’s challenging but also wonderfully rewarding. We’ve fortunately been forming partnerships with some of the world’s largest produce companies to establish real expertise on how we do that.
VoL: What is the best dish you’ve tried made with Ocean Hugger Foods’ products?
DB: There is a wonderful Michelin-starred restaurant here in New York, in Manhattan called Saxon and Parole that uses our product and I tasted something absolutely extraordinary from the chef, who is now a
friend. It’s a tartar using Ahimi (our plant-based tuna) with pistachio oil, a tiny bit of micro-cilantro, mango, avocado, black sesame seeds and a vegan parmesan tweal. It was extraordinary! I would eat that every day if I could afford it…
VoL: What change would you like to see in the world?
DB: With the climate in the state that it is in and with the health crisis we face with the risk of foodborne illness spreading so quickly, and with human health from a food-related disease state and with the state of animal welfare with the billions of animals that are being used for food in the world, personally I think that every step that people take to reducing their consumption of animal proteins and towards embracing the myriad incredible fruits, beans, grains, legumes, nuts, vegetables, seeds that we have out there, especially when we can create such incredible foods with them is a real win across the board. Our company is not judgemental, we see our mission as making it easier for people to make healthy, sustainable choices by offering delicious food and if people make the decision to eat plant-based one day a week or one meal a day we just think that’s an extraordinary direction to go in and we’d like to support people in making that decision by offering them delicious products.
Ahimi and Unami | Photo by Ocean Hugger Foods
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Interview
IRHA was founded in 2002 largely to consolidate the main players in the field, and to advocate for rainwater harvesting to water supply issues. Indeed, there are countless areas where rainwater harvesting is a viable option to fight environmental problems including drought, water scarcity and contaminated water. IRHA’s current pilot projects in places such as Nepal and Senegal develop and diversify the applications of rainwater in the aforementioned contexts.
Switching to rainwater as a drinking source is pertinent solution for communities such as Flint, Michigan where lead poisoning and a contaminated water supply; thus decimating the city
The potential scope rainwater harvesting can have, and the challenges of implementing this type of water supply within communities was highlighted by IRHA Executive
Click to hear the interview,
voiced by Natalia Díaz and Marc Sylvestre











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Director Marc Sylvestre, who shared with us widely applicable practical ways to buffer local rainwater supply in the context of the increasingly extreme variations in precipitation, associated with climate change.
On the shift of western countries away from rainwater harvesting…
“Rainwater as a drinking water source was used for thousands of years, particularly in India and Pakistan where they were really taking care of collecting every drop. But when we switched to ground water extraction and this secondary water resource became many people’s main drinking water resource, the fact that rain is our primary supply of drinking water was very often forgotten.
So, when you talk now with a minister or secretary of water in developing countries, they will tell you that rainwater harvesting is a
technique to supply villagers with water, who cannot receive a mains water supply”.
On the myth of indefinite water…
“There is a need for a change of mindset. When you recognise that drinking water has to be collected and managed as a finite resource, challenge the idea that underground water supplies are infinite and you can keep extracting them, indefinitely.
In many places, groundwater supplies are not being replenished quickly enough to supply local demand”.
On those worst affected by their water supply options...
“… In Senegal, groundwater is being depleted, salt water is intruding and is often non potable as a drinking water supply;
Water storage | Photo by IRHA
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Smart and green
cruise terminal!




Environmentally
friendlier ferries



Automooring and shore
power for ships



Completely renewed
Terminal D



Attractive sea gate.
We’ll be creating the seaside city!




Attractive sea gate.
We’ll be creating the seaside city!
Smart and green
cruise terminal!
Having been named as ‘One To Watch’ in August 2019, as well as being shortlisted in the Business Innovation category at the European Business Awards, Port of Tallinn is a rising star of the maritime sector. A listed company, they are already being recognised abroad with investors including J.P Morgan (their second biggest investor after the state), European banks, and Swedish investment funds. Taking into account the distribution of investors, Kalm makes the point that “1% of Estonians own the Port of Tallinn”.
Passengers, cargo and cruises all have a part in the Port of Tallinn repertoire. How it looks to modernise these fields is what is drawing the attention, and will continue to draw the attention of the global market. CEO Valdo Kalm shared with us some the keys behind their success thus far, and their hopes for the future.
Voices of Leaders: Can you give our readers a brief overview of why the port has received such high recognition at the European Business Awards?
Valdo Kalm: The company has a clear vision; that is one of the reasons why we are trying to be innovative and flexible. We would like to be become the most innovative port in the Baltic Sea. Honestly, we are faced with quite significant competition; there are 30 big ports including Russian ports, German ports and Scandinavian ports and there are also a huge number of small ports. Innovation gives us an advantage in
this regard; we are really focusing on new business models, automation, digitalization. These are not just words; these are backed by actions. There is little doubt that technology is changing the maritime industry.
Voices of Leaders: What are some of the key innovations or technologies used by the port?
VK: Because we have such a heavy volume of ships and passengers, what we did was automate all the processes involving vehicles with smart port solutions. This means we measure the trucks and vehicles in terms of weight, designate them a number and immediately re-route them to the right line and to the right ship. This system is fully-automated through our smart port application and our customers are very happy because of its efficiency which, in turn, allows for quicker turnaround. In our port there is single window, 100% digitalized exchange of data which means all ships — both passenger and cargo — can input all data online; there is no paperwork or bureaucracy anymore. Everything is available online and as you probably heard when speaking to Mr. Kotka, we have this X-road concept which means that all the databases are interconnected. Our single window system also follows the X-road model which means that ships and cargo declare their data, which automatically goes to the relevant authorities.
We are also working on installing a new auto-mooring system which will mean
Click to read
bringing the big ships and vessels to the quay through a fully-automated process — there are no lines anymore. By Q2, 2020 we will have fully automated processes in three quays.
Voices of Leaders: The completion of the extension and reconstruction work of the port is scheduled for summer 2020. What opportunities will this new extension offer?
VK: That is true, there is a lot of development and innovation happening, and we are working on the terminals right now because we have continued passenger growth, so it is normal to invest in these areas because we have to serve our customers. We are also planning to build a cruising terminal which will be smart and green and work will begin on this in Q1. There will be a green building in terms of solar panels, and we will also be using sea water for heating.
The area here is huge — 55 hectares — and we are the landlords, we own the land. This means that there are no issues such as owing money to the municipality and we made a master plan for this area along with a company called Zaha Hadid, who previously completed projects in China, Abu Dhabi, Scandinavia. They helped us create the master plan which helped create a concept for this area. This detailed our core business but also looked at the city and real estate business. This means that in the future we will be more involved in the real estate business because a huge amount of offices and flats will be in this seaside area. This is the business area where we will see revenue coming from in the next three to four years.
Voices of Leaders: Are you intending to develop new connections with ports all over Europe?
VK: Of course, it’s more our operators’ duty to find new end users and customers, we’re working together with our operators to support their activities in Scandinavia and Asia. Everybody is working with the Asian market. Especially for Finns, it works very well, they bring Asians with planes to Helsinki, then they have visa-free days to visit Tallinn. That works for us, therefore we are a little bit part of this process. It’s more the operators, not the ports’ duty.
Voices of Leaders: What do you think have been some of the key factors pushing Estonia to be where it is at today in terms of innovation and technology?
VK: I guess one of the keys is education. Historically, even from Russian times, we’ve had very good universities, especially with technology and engineering. Secondly, we’ve had the momentum to build the basis of this eco-society from the very beginning and that was already in the 90s. We as private companies got very huge support from the government, and we established the infrastructure company for all these ID cards and mobile IDs in the very beginning, that’s the key. That means this unique ID is the key in this info society. That was established by the private companies, therefore, it started to move very rapidly. It’s not state-owned. In other countries, where they involved the state, it went through a very slow process. That was the second key; the private sector took the initiative, at that time we got very huge support from the Prime Minister, from the government, and this starting point was very important.
Third, we’re a small country. This means you can reengineer the process very quickly, from the banking to the telco, they took the initiatives very quickly — I was heavily involved. You really got the value in these e-services. Also, the government supported that, they launched this e-taxation, which means I can declare my taxes in two minutes. So that’s the third key, e-services getting the critical mass of users.
Voices of Leaders: Do you think that Estonia needs to be a little more outspoken and confident in order to become a globally recognized brand of digital innovation and excellence? Why do you think Estonia is challenged with branding itself?
VK: We are Nordic in that sense, we are quite calm, we don’t have enough skills for marketing, and for communication, that’s definitely a problem. But on the other hand, in Europe, we are known as an e-country. We’ve had almost 30 years of freedom, in Soviet times, you didn’t have any advertising at all, therefore we don’t have this history, we don’t even have enough skills today for marketing or for communication, that’s
Voices of Leaders: I would like you to imagine that you are on the main stage of Harvard Business School; you are on stage along with CEOs from each of the other Northern European nations for an exhibition about investing in the region. You have two or three sentences to tell the audience of investors why now is the time to come to Estonia. What do you say?
VK: I would focus again on technology. I’d call our country E-Estonia. That means you have a very efficient society and country to do business in, you can register a company online within a few minutes. It’s paperless, which means you have a good quality of life, because you don’t need to run around with papers to declare or transfer money or buy a car. It’s all digital. If you’ve met Taavi Kotka, he’s the godfather of E-Residence, which brings me to the next point, we are a very small nation, then we can be bigger due to E-Residence. We can have millions of e-residents, and with E-Estonia, we can be an even bigger nation. That’s the message. E-Estonia gives you the flexibility to do business in a very efficient way and also bring to the country more citizens, and a more efficient society. Because digitalization is efficiency.









Smart and green
cruise terminal!




Environmentally
friendlier ferries



Automooring and shore
power for ships



Completely renewed
Terminal D



Attractive sea gate.
We’ll be creating the seaside city!




Attractive sea gate.
We’ll be creating the seaside city!

Completely renewed
Terminal D

Automooring and shore
power for ships

Environmentally
friendlier ferries
Smart and green
cruise terminal!


















Having been named as ‘One To Watch’ in August 2019, as well as being shortlisted in the Business Innovation category at the European Business Awards, Port of Tallinn is a rising star of the maritime sector. A listed company, they are already being recognised abroad with investors including J.P Morgan (their second biggest investor after the state), European banks, and Swedish investment funds. Taking into account the distribution of investors, Kalm makes the point that “1% of Estonians own the Port of Tallinn”.
Passengers, cargo and cruises all have a part in the Port of Tallinn repertoire. How it looks to modernise these fields is what is drawing the attention, and will continue to draw the attention of the global market. CEO Valdo Kalm shared with us some the keys behind their success thus far, and their hopes for the future.
Voices of Leaders: Can you give our readers a brief overview of why the port has received such high recognition at the European Business Awards?
Valdo Kalm: The company has a clear vision; that is one of the reasons why we are trying to be innovative and flexible. We would like to be become the most innovative port in the Baltic Sea. Honestly, we are faced with quite significant competition; there are 30 big ports including Russian ports, German ports and Scandinavian ports and there are also a huge number of small ports. Innovation gives us an advantage in
this regard; we are really focusing on new business models, automation, digitalization. These are not just words; these are backed by actions. There is little doubt that technology is changing the maritime industry.
Voices of Leaders: What are some of the key innovations or technologies used by the port?
VK: Because we have such a heavy volume of ships and passengers, what we did was automate all the processes involving vehicles with smart port solutions. This means we measure the trucks and vehicles in terms of weight, designate them a number and immediately re-route them to the right line and to the right ship. This system is fully-automated through our smart port application and our customers are very happy because of its efficiency which, in turn, allows for quicker turnaround. In our port there is single window, 100% digitalized exchange of data which means all ships — both passenger and cargo — can input all data online; there is no paperwork or bureaucracy anymore. Everything is available online and as you probably heard when speaking to Mr. Kotka, we have this X-road concept which means that all the databases are interconnected. Our single window system also follows the X-road model which means that ships and cargo declare their data, which automatically goes to the relevant authorities.
We are also working on installing a new auto-mooring system which will mean
Click to read
bringing the big ships and vessels to the quay through a fully-automated process — there are no lines anymore. By Q2, 2020 we will have fully automated processes in three quays.
Voices of Leaders: The completion of the extension and reconstruction work of the port is scheduled for summer 2020. What opportunities will this new extension offer?
VK: That is true, there is a lot of development and innovation happening, and we are working on the terminals right now because we have continued passenger growth, so it is normal to invest in these areas because we have to serve our customers. We are also planning to build a cruising terminal which will be smart and green and work will begin on this in Q1. There will be a green building in terms of solar panels, and we will also be using sea water for heating.
The area here is huge — 55 hectares — and we are the landlords, we own the land. This means that there are no issues such as owing money to the municipality and we made a master plan for this area along with a company called Zaha Hadid, who previously completed projects in China, Abu Dhabi, Scandinavia. They helped us create the master plan which helped create a concept for this area. This detailed our core business but also looked at the city and real estate business. This means that in the future we will be more involved in the real estate business because a huge amount of offices and flats will be in this seaside area. This is the business area where we will see revenue coming from in the next three to four years.
Voices of Leaders: Are you intending to develop new connections with ports all over Europe?
VK: Of course, it’s more our operators’ duty to find new end users and customers, we’re working together with our operators to support their activities in Scandinavia and Asia. Everybody is working with the Asian market. Especially for Finns, it works very well, they bring Asians with planes to Helsinki, then they have visa-free days to visit Tallinn. That works for us, therefore we are a little bit part of this process. It’s more the operators, not the ports’ duty.
Voices of Leaders: What do you think have been some of the key factors pushing Estonia to be where it is at today in terms of innovation and technology?
VK: I guess one of the keys is education. Historically, even from Russian times, we’ve had very good universities, especially with technology and engineering. Secondly, we’ve had the momentum to build the basis of this eco-society from the very beginning and that was already in the 90s. We as private companies got very huge support from the government, and we established the infrastructure company for all these ID cards and mobile IDs in the very beginning, that’s the key. That means this unique ID is the key in this info society. That was established by the private companies, therefore, it started to move very rapidly. It’s not state-owned. In other countries, where they involved the state, it went through a very slow process. That was the second key; the private sector took the initiative, at that time we got very huge support from the Prime Minister, from the government, and this starting point was very important.
Third, we’re a small country. This means you can reengineer the process very quickly, from the banking to the telco, they took the initiatives very quickly — I was heavily involved. You really got the value in these e-services. Also, the government supported that, they launched this e-taxation, which means I can declare my taxes in two minutes. So that’s the third key, e-services getting the critical mass of users.
Voices of Leaders: Do you think that Estonia needs to be a little more outspoken and confident in order to become a globally recognized brand of digital innovation and excellence? Why do you think Estonia is challenged with branding itself?
VK: We are Nordic in that sense, we are quite calm, we don’t have enough skills for marketing, and for communication, that’s definitely a problem. But on the other hand, in Europe, we are known as an e-country. We’ve had almost 30 years of freedom, in Soviet times, you didn’t have any advertising at all, therefore we don’t have this history, we don’t even have enough skills today for marketing or for communication, that’s
Voices of Leaders: I would like you to imagine that you are on the main stage of Harvard Business School; you are on stage along with CEOs from each of the other Northern European nations for an exhibition about investing in the region. You have two or three sentences to tell the audience of investors why now is the time to come to Estonia. What do you say?
VK: I would focus again on technology. I’d call our country E-Estonia. That means you have a very efficient society and country to do business in, you can register a company online within a few minutes. It’s paperless, which means you have a good quality of life, because you don’t need to run around with papers to declare or transfer money or buy a car. It’s all digital. If you’ve met Taavi Kotka, he’s the godfather of E-Residence, which brings me to the next point, we are a very small nation, then we can be bigger due to E-Residence. We can have millions of e-residents, and with E-Estonia, we can be an even bigger nation. That’s the message. E-Estonia gives you the flexibility to do business in a very efficient way and also bring to the country more citizens, and a more efficient society. Because digitalization is efficiency.













this issue. Amidst these challenges, the Philippines’ ease of doing business has transformed over time, aided by recently approved reforms such as the Ease of Doing Business Act and the opening of the Philippine Economic Zone Authority (PEZA). In an interview with VoL, Rey Untal, President and CEO of the IT and Business Process Association of the Philippines (IBPAP), the PEZA has “done a wonderful job of providing a one-stop shop model that allows new investors to quickly get up to speed and have operations (in the Philippines), and introduces quite attractive fiscal incentives allowing businesses to take sight of the Philippines as a key destination.”
Human capital remains the country’s boon, with a growing middle class and an English-speaking labor force. OFWs — 2.3 million strong — are an economic lifeline. “We have a local economy supported from offshore by Filipinos, rather than foreigners,” said Jose Teodoro Limcaoco, CFO of Ayala Corporation in an interview with VoL. “The beauty of this overseas labor force is that they still have very close ties to the home country. Many of them continue to send money back, and many hope and believe they will come
Private consumption has been the main growth driver, while among the major economic sectors, services posted the fastest growth with 6.9%; industry grew by 5.6%; while agriculture delivered a surprise growth of 3.1%, according to Rappler Business Philippines. The country’s per capita GDP grew by 4.5% with the country’s projected population reaching 108.3 million by the third quarter of 2019.
A McKinsey Global Institute (MGI) 2018 study cites the Philippines as among the few emerging market economies that are well-prepared to achieve sustained growth over the next decade.
Investment incentives, robust talent base
Challenges in attracting foreign direct investment nevertheless persist, and the country is looking to ease restrictions and improve regulatory environments to address







vol.media
home someday, so they are building up not only their savings overseas, but their wealth onshore.” A rich human resource base will be a key factor in shaping a more technology-oriented future for the country, particularly given the advent of the new “O.F.W.” — “Online Filipino Worker” — millions of Filipinos doing virtual jobs. This adds yet another dimension to the young, tech-savvy, educated and English-speaking Philippine talent base.
‘Next Wave Cities’
Outside the capital, rising cosmopolitan cities such as Bacolod are making their mark. “Bacolod is one of what we call the ‘Next Wave Cities’ or ‘Digital Cities’,” Untal said, adding that over 30,000 people from Bacolod are now employed by the BPO sector. Bacolod is also the birthplace of a homegrown brand of rum rising in worldwide popularity, Don Papa Rum. AJ Garcia, Managing Director of Don Papa Rum, said, “We are recognised as a company changing perceptions about products from the Philippines, alongside a growing local movement to showcase quality Filipino goods”.
Across the country, a trove of natural resources is driving industries from food
production to tourism. “The full potential of the Philippines is yet to be explored, we have 7,107 islands and you haven’t seen them all,” said Rosalind Wee, Co-Founder of W Group of Companies and Marine Resources Development Corporation, which harvests and processes seaweed from the pristine waters of Jolo Island, south of the Philippines.
Embracing sustainability
Amid heightened global calls for more sustainable consumption and production, as mandated by the UN Sustainable Development Goals (SDGs). The Philippines is in a favorable position to embrace more innovative models of sustainability to advance towards socio-economic development. Already the country has made headway in sustainability, being singled out in 2018 as the world’s most progressive renewable energy nation for the third straight year by the World Energy Council’s (WEC) World Energy Trilemma Index.
The Philippines’ sharpened focus on sustainability is evident in its sweeping, successful efforts to rehabilitate its top tourist destination, Boracay Island, and Manila Bay through inter-agency government cooperation.
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Plans are underway to replicate such sustainability initiatives in other prominent tourist spots across the country. Speaking with VoL, Philippine Tourism Secretary Bernadette Romulo-Puyat said, “We’ve enlisted local communities to participate in our sustainable programs such as conserving bio-physical and cultural diversity,” adding that the coming years will focus on enforcing environmental laws to mitigate problems at top tourism sites. “The major success of the rehabilitation of Boracay is the growing awareness of both locals and the tourists on the value of sustainable tourism and protecting the environment.”
Considering all these factors in place, coupled with the right decisive steps amid an improved business environment and an ambitious infrastructure development campaign across the country, the Philippines is on firm footing to regain its momentum at the start of a new decade.
SECTORS SPOTLIGHT
TOURISM
Blessed with pristine coastlines, a diverse terrain, and vestiges of its colonial past in its 7,100 islands scattered across the Pacific Ocean and South China Sea, there is little wonder why the Philippines has become a shining tourism star in Southeast Asia.
The country’s memorable “More fun in the Philippines” viral tourism campaign in 2012 continues to reap rewards with an impressive increase in tourism numbers each year. According to the UN World Tourism Organization (UNWTO), in 2018, visitor arrivals to the Philippines hit a milestone as it breached the 7 million mark for the first time — an impressive 7.65% higher compared to the 6.6 million arrivals in 2017. Additionally, tourism receipts for 2018 amounted to $7.8 billion, which was 14.7% higher than the revenues earned in 2017.
Today, the Philippines is seeking to be a role model in sustainable tourism. In 2018, its main






vol.media
tourism draw, Boracay Island, was closed for six months to make way for massive cleanup and environmental rehabilitation projects. Since reopening, Boracay has imposed strict environmental regulations and limited the carrying capacity of the island, in strict compliance with sustainability guidelines. The Philippine Department of Tourism (DOT) has voiced plans to replicate its successful initiatives in Boracay in the country’s other world-class tourism attractions, such as El Nido, Palawan and Siargao Island.
DOT Secretary Romulo-Puyat stated, “We have launched a refreshed version of the ‘More Fun in the Philippines’ campaign where we repurposed ‘fun’ to promote our advocacy on sustainable tourism. We want to show that one can have more fun in the Philippines while preserving the wonders of our destinations.”
BUSINESS PROCESS OUTSOURCING (BPO)
The Business Process Outsourcing (BPO) industry remains an economic lifeline, as it is among the most lucrative and fastest growing sectors in the Philippines. The industry employs over 1.2 million directly employed people and remains one of the top two earners of foreign exchange, alongside “OFW” (Overseas Foreign
Worker) remittances. The rise of a new kind of OFW — Online Filipino Worker is also a critical factor bolstering this sector, with up to 5 million Filipinos doing virtual jobs. In addition, two small subsectors, animation and game development, are growing incrementally to support the industry’s continued expansion.
Thanks to an educated, English-speaking workforce and more affordable office rentals, the nation continues to attract top businesses — including Citibank, JPMorgan and Verizon — to set up shop for offshoring operations. Contact centers make up four-fifths of the Philippines’ total BPO industry, which accounts for 12.6% of the global BPO market, according to IT & Business Process Association of the Philippines (IBPAP). According to IBPAP President and CEO Rey Untal, the industry continues to have a significant impact on the Philippine economy: “The net multiplier effect is 3 to 4, meaning for every job that we create in our industry, we are indirectly creating or inducing jobs in other support sectors, like transportation, banking, retail. The impact that we have on household income and overall contribution to the economy GDP is substantial.”
Moreover, the Philippines’ share of the global outsourcing pie is estimated to reach
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Voices of Leaders: Could you tell our readers the story behind Don Papa, how it all got started?
AJ Garcia: Don Papa was originally the brainchild of our founder, Stephen Carroll, an old family friend and ex-spirits executive who had been in the business for a couple of decades. Stephen had been coming to the Philippines for several years, and we often talked about potential projects we could do together. On one particular trip, Stephen went to watch football in an island in the Visayas region, known for being the largest sugarcane producer in the Philippines. An active volcano, Mount Kanlaon, looms over this island, which has sugarcane as far as the eye can see. It is a beautiful place and when you visit you get this sense of being transported back in time; it reminded us a bit of Havana. With this idyllic setting and rustic atmosphere, the only thing that seemed to be missing was a nice cigar and a sweet rum. At the time, there were a few rum brands present in the Philippines, so a light bulb switched on and inspired the creation of a genuinely Philippine-made, premium rum brand. Two years later, we had Don Papa.
VoL: How is Don Papa changing the face of Philippine rum?
AJ: I think people are viewing us as a sort of catalyst for Philippine rum. This could be attributed to the fact that there is over 180 years of rum-making experience in the Philippines. Due to historical ties, the rum
making style here is Spanish, using the molasses by product as the base and aging the rum in oak casks. As sugarcane grows naturally in the Philippines, it just made sense to have rum as a natural byproduct of the industry. It’s a shame really because in other parts of the world, this history is not really well known or recognized.
In fact, that long history has always been here. Don Papa has always had the intention of putting the Philippines on the map as a rum-producing country, so through our work we are recognized as a company that is changing perceptions about the products from the Philippines, alongside a growing local movement to showcase quality Filipino goods.
VoL: What was the nature of the Philippine domestic market and its driving forces when Don Papa was founded?
AJ: At that time (2010), the premiumization of the spirits industry was well on its way, championed by categories such as whisky, tequila and gin. We intentionally looked at the premium side of things as a lot of our collective experience is in this segment. We felt there was was a gap in the local market which presented an opportunity for us; we were not in a position to compete with the really huge players that produce mass volume.
Two other market forces also played a big role: one was the revitalization of cocktail culture and the emergence of the bartender
Click to read
chef or DJ. Secondly, the rapid growth and success of craft spirits and smaller boutique brands gave us the confidence to push ahead.
VoL: What are the competitive advantages of Don Papa Rum?
AJ: One of the biggest attributes we aim to take care of is packaging our brand not just as an individual product but as a complete brand story, an attribute that potential customers in each market find compelling and keeps consumers interested in the product. We noticed that distribution partners in other markets with a strong reputation tend to work with brands that offer not just the product, but the tools and programmes required to sell — in other words, we aimed to make our brand ‘plug and play’. I think being able to prepare for that scenario helped us gain traction early on, aiding the initial sales efforts. When it comes to consumer marketing, we aim to be a bit different and disruptive, in a sense, to keep consumers interested. As we couldn’t compete with bigger brands in terms of resources, we had to get a lot more creative in our marketing. In addition, we focused on ensuring trial. Being a rum brand, we needed the liquid to match the promise. The rise of social media, the re-emergence of cocktail culture and the rise of the boutique brand essentially created the perfect storm for us to have a chance.
VoL: What makes Don Papa stand out among other rum brands?
AJ: Don Papa’s main product story is about the wood; we age in ex-bourbon oak barrels, and once you start aging, climate starts to play a big factor. In addition, the quality of sugarcane or molasses leads to an array of potential flavours and taste profiles. Each product has its own character.
Generally, what people like about Don Papa is that it is palate-friendly; it is designed in such a way that you can enjoy it neat or on the rocks, yet flexible enough to use in your favorite cocktail. We wanted an accessible product and for the most part, what consumers seem to enjoy most is Don Papa’s versatility, its rich sweetness — especially on the nose — and finally, its lasting, textured finish.
VoL: What are your plans for international expansion?
AJ: Our original plan for Don Papa was to initially develop its market in the Philippines, followed by the exploration of an export market. Thanks to our creative agency, Stranger & Stranger, we were able to develop a strong pack — this was key as it helped the brand to stand out. Coupled with Stephen’s existing network of contacts in the EU, we started to export sooner rather than later, starting with France. It was great timing for us and resulted in a series of circumstances that opened up a few more markets in due course. Also, since consumers were expanding their repertoires and becoming more curious about new brands and trying new things, there was momentum for products from other parts of the world.
As of now, Don Papa is available in 24 countries, our product and story have helped things move along nicely and we are grateful that we have arrived at where we are in terms of growth.
VoL: What is Don Papa’s vision for the next 3 to 5 years?
AJ: For the first 4 to 5 years of our business, we focused on our core markets in the EU and Asia, developing the brand and driving distribution. As those markets have begun to mature a little, we are now entering a different phase where we have new competition and are no longer the new brand to discover, so it’s a whole set of new challenges.
In the long term, we are focused on maintaining our share and growth, further developing our relationship with consumers, and driving product innovation. At present, we are introducing new products with a view to these maturing markets. In France, our most mature market, we have introduced four new products to keep the market interested. Innovation plays a big role in keeping consumers interested and engaged and this will be very important for us in the coming years.
VoL: Final message to our readers?
AJ: I would love for your readers, if they haven’t already, to visit the Philippines and have a bit of Don Papa! I am keen to emphasize our origin as a Filipino rum as we want to play our part in showcasing the Philippines. We have great products, great people and a great country.
The Philippines, as well as the island where the rum was made, have played a big role in propelling our brand and is a key part of our DNA. So if you want to have a little slice of the Philippines, even if you’re far away and it’s the middle of winter, a drop of Don Papa would be the ideal tonic.

Spotlight on the Philippines












Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio








WELCOME TO




donpaparum.com
About Don Papa
Learn more
• A premium aged, single-island rum from the Philippines, Don Papa Rum is created on the foothills of the active volcano Mt. Kanlaon, where the finest sugar cane is milled to produce sweet, rich molasses.
• After harvest, fermentation and distillation, Don Papa Rum is blended to perfection by our Master Blender before coming together in an alchemy of magic in our bottle.


SUGARLANDIA
DON PAPA IS THE SPIRIT OF NEGROS OCCIDENTAL, KNOWN COLLOQUIALLY AS SUGARLANDIA.
Voices of Leaders: Could you tell our readers the story behind Don Papa, how it all got started?
AJ Garcia: Don Papa was originally the brainchild of our founder, Stephen Carroll, an old family friend and ex-spirits executive who had been in the business for a couple of decades. Stephen had been coming to the Philippines for several years, and we often talked about potential projects we could do together. On one particular trip, Stephen went to watch football in an island in the Visayas region, known for being the largest sugarcane producer in the Philippines. An active volcano, Mount Kanlaon, looms over this island, which has sugarcane as far as the eye can see. It is a beautiful place and when you visit you get this sense of being transported back in time; it reminded us a bit of Havana. With this idyllic setting and rustic atmosphere, the only thing that seemed to be missing was a nice cigar and a sweet rum. At the time, there were a few rum brands present in the Philippines, so a light bulb switched on and inspired the creation of a genuinely Philippine-made, premium rum brand. Two years later, we had Don Papa.
VoL: How is Don Papa changing the face of Philippine rum?
AJ: I think people are viewing us as a sort of catalyst for Philippine rum. This could be attributed to the fact that there is over 180 years of rum-making experience in the Philippines. Due to historical ties, the rum
making style here is Spanish, using the molasses by product as the base and aging the rum in oak casks. As sugarcane grows naturally in the Philippines, it just made sense to have rum as a natural byproduct of the industry. It’s a shame really because in other parts of the world, this history is not really well known or recognized.
In fact, that long history has always been here. Don Papa has always had the intention of putting the Philippines on the map as a rum-producing country, so through our work we are recognized as a company that is changing perceptions about the products from the Philippines, alongside a growing local movement to showcase quality Filipino goods.
VoL: What was the nature of the Philippine domestic market and its driving forces when Don Papa was founded?
AJ: At that time (2010), the premiumization of the spirits industry was well on its way, championed by categories such as whisky, tequila and gin. We intentionally looked at the premium side of things as a lot of our collective experience is in this segment. We felt there was was a gap in the local market which presented an opportunity for us; we were not in a position to compete with the really huge players that produce mass volume.
Two other market forces also played a big role: one was the revitalization of cocktail culture and the emergence of the bartender
Click to read
chef or DJ. Secondly, the rapid growth and success of craft spirits and smaller boutique brands gave us the confidence to push ahead.
VoL: What are the competitive advantages of Don Papa Rum?
AJ: One of the biggest attributes we aim to take care of is packaging our brand not just as an individual product but as a complete brand story, an attribute that potential customers in each market find compelling and keeps consumers interested in the product. We noticed that distribution partners in other markets with a strong reputation tend to work with brands that offer not just the product, but the tools and programmes required to sell — in other words, we aimed to make our brand ‘plug and play’. I think being able to prepare for that scenario helped us gain traction early on, aiding the initial sales efforts. When it comes to consumer marketing, we aim to be a bit different and disruptive, in a sense, to keep consumers interested. As we couldn’t compete with bigger brands in terms of resources, we had to get a lot more creative in our marketing. In addition, we focused on ensuring trial. Being a rum brand, we needed the liquid to match the promise. The rise of social media, the re-emergence of cocktail culture and the rise of the boutique brand essentially created the perfect storm for us to have a chance.
VoL: What makes Don Papa stand out among other rum brands?
AJ: Don Papa’s main product story is about the wood; we age in ex-bourbon oak barrels, and once you start aging, climate starts to play a big factor. In addition, the quality of sugarcane or molasses leads to an array of potential flavours and taste profiles. Each product has its own character.
Generally, what people like about Don Papa is that it is palate-friendly; it is designed in such a way that you can enjoy it neat or on the rocks, yet flexible enough to use in your favorite cocktail. We wanted an accessible product and for the most part, what consumers seem to enjoy most is Don Papa’s versatility, its rich sweetness — especially on the nose — and finally, its lasting, textured finish.
VoL: What are your plans for international expansion?
AJ: Our original plan for Don Papa was to initially develop its market in the Philippines, followed by the exploration of an export market. Thanks to our creative agency, Stranger & Stranger, we were able to develop a strong pack — this was key as it helped the brand to stand out. Coupled with Stephen’s existing network of contacts in the EU, we started to export sooner rather than later, starting with France. It was great timing for us and resulted in a series of circumstances that opened up a few more markets in due course. Also, since consumers were expanding their repertoires and becoming more curious about new brands and trying new things, there was momentum for products from other parts of the world.
As of now, Don Papa is available in 24 countries, our product and story have helped things move along nicely and we are grateful that we have arrived at where we are in terms of growth.
VoL: What is Don Papa’s vision for the next 3 to 5 years?
AJ: For the first 4 to 5 years of our business, we focused on our core markets in the EU and Asia, developing the brand and driving distribution. As those markets have begun to mature a little, we are now entering a different phase where we have new competition and are no longer the new brand to discover, so it’s a whole set of new challenges.
In the long term, we are focused on maintaining our share and growth, further developing our relationship with consumers, and driving product innovation. At present, we are introducing new products with a view to these maturing markets. In France, our most mature market, we have introduced four new products to keep the market interested. Innovation plays a big role in keeping consumers interested and engaged and this will be very important for us in the coming years.
VoL: Final message to our readers?
AJ: I would love for your readers, if they haven’t already, to visit the Philippines and have a bit of Don Papa! I am keen to emphasize our origin as a Filipino rum as we want to play our part in showcasing the Philippines. We have great products, great people and a great country.
The Philippines, as well as the island where the rum was made, have played a big role in propelling our brand and is a key part of our DNA. So if you want to have a little slice of the Philippines, even if you’re far away and it’s the middle of winter, a drop of Don Papa would be the ideal tonic.












Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio
Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio




Voices of Leaders: Could you give us a background about your professional career? It’s been a remarkable evolution since your childhood in your hometown in Jolo in Sulu, to a successful Philippine-born company with global clientele.
Rosalind Wee: I started teaching when I was 19. Because Jolo is a small island, when people leave, they usually don’t want to go back. But my dad had asked me to come home and teach after finishing college. So I went home to teach high school for three years. When I came back to Manila, I also taught Chinese language part time in Xavier.
We also had a home industry doing handicrafts, T-shirt printing, and movie booking. My husband was also selling fish in Divisoria market in the morning, while teaching in Mapua. When I’d come home from school, I’d check whether the handicrafts were done correctly. That was a lot of hard work, or “sikap” in Tagalog. And that’s the first thing you should do; money will not come to you if you’re sitting down. You have to work for it, and we did.
VoL: How did you first get into the seaweed business?
RW: Around that time (specify what year), a lot of tourists visited and would buy Philippine handicrafts made with puka shells, black coral and mother of pearl. I checked their quality every day — I went to school, came home, and checked the
handicraft work.
My husband and I started sending typewritten letters to importers. We finally started to export mother of pearl to Japan and Korea, where they made them into jewelry boxes; that was our first export. We also exported dried abalones to Japan and dried cucumber for restaurants. One day, a professor from the University of Hawaii looking for a kind of seaweed came to the Philippines and asked us about it, because we were in the marine product export industry.
I knew that kind of seaweed — called eucheuma cottonii — grows only in Jolo because of the clear water, with no pollution. You can culture this seaweed by planting it like rice and it grows in just 45 days, using the new trend of the waves of the sea.
We became the processor of this seaweed. We processed it into powder to be used in processing ice cream, ham, sausages, chocolate milk, and soft gel capsules. The finished product of the processed seaweed is called carageenan, it’s powdered seaweed that’s a binding stabilizer. I call myself a “food formulator”. We do formulations for food companies.
VoL: How did you develop carageenan over the years?
RW: It was a long process! That was a fifty year process. I did a lot of research, I
Click to read
attended seminars in Chicago on food ingredients formulation. It was a lot of study.
The only people who taught us were the Japanese. A Japanese man who was already 70 years old at that time agreed to teach me for minimal pay as long as I accompanied him to play golf. Nobody else wanted to teach this, especially in countries where we are competitors, like France, England, New Zealand and Australia. Now we export to these countries all over the world.
VoL: Could you tell us about your key global partnerships as the company expanded?
RW: We went into a partnership with an American company called Marine Colloids, a branch of the Federal Marine Corporation (FMC) in America — we would collect seaweed and then send it to them for them to process. We also got into a partnership with the French company Sanofi to put up modern facilities for processing seaweed in Canlubang, here in the Philippines.
We also supply a lot to Pedigree pet food in London. Because of the bulk of our production, they have to put a laboratory here in the Philippines to align with the laboratory in London. We already do the quality control. We have all the processes that they need us to do before we send the product. We also get a Kosher certification, as well as for the halal, for the Muslim countries, the British Regulatory Board, and ISO. To assure our customers that we are very particular when it comes to quality, because we are being checked. The ISO can check us at anytime, they don’t tell you. But if you pass their quality control grades, then they come just once or twice a year. Having a partner from abroad who has higher technology than you lends prestige. That was already an assurance to our buyers.
VoL: What would you tell a global audience about what makes the Philippines special?
RW: First of all, the people speak English and they’re very hospitable. Also, the Philippines is not yet being fully explored. We have over 7,107 islands,
and you haven’t seen all of them.
VoL: You have been given many awards for your humanitarian work, could you tell us about this?
RW: Gratitude is giving back. I joined the Red Cross, I joined the Pearl S. Buck Foundation that gives education to poor children in the Philippines. All of these are pro bono, they don’t pay me, I join them because I believe in gratitude. With the Red Cross — we have something called The Blood Samaritans. I donate to the Blood Samaritans for people who cannot pay. If they don’t have money to pay, I tell them to get it from my Samaritan Fund.
The Pearl S. Buck Foundation helps biracial children, it was put up by Pearl Buck herself and is now in Vietnam, Thailand, South Korea, China, Taiwan and the Philippines, anywhere where they have American soldiers. Now I’m the Chairperson. I did a lot of improvement for this organization; I was able to help the Foundation save a lot of money. Even with a lot of difficulties, I stayed on with the Foundation, eventually the Board found out that I was doing a lot for them, so that’s why the Board of Directors decided to name me “Woman of the Year”.
VoL: Speaking of women, you, as a woman wearing many hats, have been through quite an evolution. What would you say to the younger female generation about hard work and life values in order to motivate them?
RW: Different people come from different family situations. I came from a family that wasn’t well-to-do. That was why I wanted to strive to be somebody. My role model was my mother. Even at a young age, I helped my mom as her and accountant. That was already my training as a future businesswoman.
When I had my GoNegosyo mentoring last week, I gave a speech saying that what you’re doing today is not for you, it’s for your children. We’re encouraging people to go into business more than working for somebody, if you can. We’re teaching people to teach
VoL: What message would you like to tell our global audience about leadership?
RW: There’s a saying that “God helps those who help themselves.” You really have to work — and work hard. I always tell people that gratitude is a value we should never forget, because on your way to success, you’ll meet a lot of people who will help you. It’s giving back — because gratitude is not gratitude if you don’t give back.
Bio

Spotlight on the Philippines




esta sí

The W Group is the holding company of one of the leading business groups in the Philippines’ seaweed and carrageenan, investment and real estate industries.
Other affiliates include W Land Holdings, Inc., First Marcel Properties, Inc., Marine Resources Development Corp. (MRDC), Philippine Bio Industries, Inc., PBI Realty Corporation (joint venture with Cargill, USA) and the China- Fortune Flour & Food Co.
Telephone: +632 856-3838
Address: 26/F W Fifth Ave. 32nd St. cor 5th Ave. Bonifacio Global City, Metro Manila Philippines
www.wgroup.com.ph
Voices of Leaders: Could you give us a background about your professional career? It’s been a remarkable evolution since your childhood in your hometown in Jolo in Sulu, to a successful Philippine-born company with global clientele.
Rosalind Wee: I started teaching when I was 19. Because Jolo is a small island, when people leave, they usually don’t want to go back. But my dad had asked me to come home and teach after finishing college. So I went home to teach high school for three years. When I came back to Manila, I also taught Chinese language part time in Xavier.
We also had a home industry doing handicrafts, T-shirt printing, and movie booking. My husband was also selling fish in Divisoria market in the morning, while teaching in Mapua. When I’d come home from school, I’d check whether the handicrafts were done correctly. That was a lot of hard work, or “sikap” in Tagalog. And that’s the first thing you should do; money will not come to you if you’re sitting down. You have to work for it, and we did.
VoL: How did you first get into the seaweed business?
RW: Around that time (specify what year), a lot of tourists visited and would buy Philippine handicrafts made with puka shells, black coral and mother of pearl. I checked their quality every day — I went to school, came home, and checked the
handicraft work.
My husband and I started sending typewritten letters to importers. We finally started to export mother of pearl to Japan and Korea, where they made them into jewelry boxes; that was our first export. We also exported dried abalones to Japan and dried cucumber for restaurants. One day, a professor from the University of Hawaii looking for a kind of seaweed came to the Philippines and asked us about it, because we were in the marine product export industry.
I knew that kind of seaweed — called eucheuma cottonii — grows only in Jolo because of the clear water, with no pollution. You can culture this seaweed by planting it like rice and it grows in just 45 days, using the new trend of the waves of the sea.
We became the processor of this seaweed. We processed it into powder to be used in processing ice cream, ham, sausages, chocolate milk, and soft gel capsules. The finished product of the processed seaweed is called carageenan, it’s powdered seaweed that’s a binding stabilizer. I call myself a “food formulator”. We do formulations for food companies.
VoL: How did you develop carageenan over the years?
RW: It was a long process! That was a fifty year process. I did a lot of research, I
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attended seminars in Chicago on food ingredients formulation. It was a lot of study.
The only people who taught us were the Japanese. A Japanese man who was already 70 years old at that time agreed to teach me for minimal pay as long as I accompanied him to play golf. Nobody else wanted to teach this, especially in countries where we are competitors, like France, England, New Zealand and Australia. Now we export to these countries all over the world.
VoL: Could you tell us about your key global partnerships as the company expanded?
RW: We went into a partnership with an American company called Marine Colloids, a branch of the Federal Marine Corporation (FMC) in America — we would collect seaweed and then send it to them for them to process. We also got into a partnership with the French company Sanofi to put up modern facilities for processing seaweed in Canlubang, here in the Philippines.
We also supply a lot to Pedigree pet food in London. Because of the bulk of our production, they have to put a laboratory here in the Philippines to align with the laboratory in London. We already do the quality control. We have all the processes that they need us to do before we send the product. We also get a Kosher certification, as well as for the halal, for the Muslim countries, the British Regulatory Board, and ISO. To assure our customers that we are very particular when it comes to quality, because we are being checked. The ISO can check us at anytime, they don’t tell you. But if you pass their quality control grades, then they come just once or twice a year. Having a partner from abroad who has higher technology than you lends prestige. That was already an assurance to our buyers.
VoL: What would you tell a global audience about what makes the Philippines special?
RW: First of all, the people speak English and they’re very hospitable. Also, the Philippines is not yet being fully explored. We have over 7,107 islands,
and you haven’t seen all of them.
VoL: You have been given many awards for your humanitarian work, could you tell us about this?
RW: Gratitude is giving back. I joined the Red Cross, I joined the Pearl S. Buck Foundation that gives education to poor children in the Philippines. All of these are pro bono, they don’t pay me, I join them because I believe in gratitude. With the Red Cross — we have something called The Blood Samaritans. I donate to the Blood Samaritans for people who cannot pay. If they don’t have money to pay, I tell them to get it from my Samaritan Fund.
The Pearl S. Buck Foundation helps biracial children, it was put up by Pearl Buck herself and is now in Vietnam, Thailand, South Korea, China, Taiwan and the Philippines, anywhere where they have American soldiers. Now I’m the Chairperson. I did a lot of improvement for this organization; I was able to help the Foundation save a lot of money. Even with a lot of difficulties, I stayed on with the Foundation, eventually the Board found out that I was doing a lot for them, so that’s why the Board of Directors decided to name me “Woman of the Year”.
VoL: Speaking of women, you, as a woman wearing many hats, have been through quite an evolution. What would you say to the younger female generation about hard work and life values in order to motivate them?
RW: Different people come from different family situations. I came from a family that wasn’t well-to-do. That was why I wanted to strive to be somebody. My role model was my mother. Even at a young age, I helped my mom as her and accountant. That was already my training as a future businesswoman.
When I had my GoNegosyo mentoring last week, I gave a speech saying that what you’re doing today is not for you, it’s for your children. We’re encouraging people to go into business more than working for somebody, if you can. We’re teaching people to teach
VoL: What message would you like to tell our global audience about leadership?
RW: There’s a saying that “God helps those who help themselves.” You really have to work — and work hard. I always tell people that gratitude is a value we should never forget, because on your way to success, you’ll meet a lot of people who will help you. It’s giving back — because gratitude is not gratitude if you don’t give back.
Bio




















Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio
Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio
Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio
Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio





Voices of Leaders: You are a fervent advocate for the advancement of Philippine agriculture, and for giving recognition to the country’s heroes – the farmers. Can you provide our readers with more detail about yourself and why you are so passionate about these areas?
Dr. Milagros O. How: Given the nature of my business, the area of fertilizer products, I have been acquainted with many farmers in the Philippines and have developed an interest in getting to know them better. For the last eight years I have worked closely with many farmers and have carried out a number of projects with them. This is something I quickly became passionate about – helping the farmers.
We have expanded into other product areas in order to provide farmers with a complete range of agricultural products; we are also working in the area of pesticides with the aim of becoming a one-stop shop. As part of our plans to become this one-stop shop, we have already met with prospective partners from overseas. Partners will be essential in order to support our projects.
VoL: You have spearheaded various projects that have truly improved the lives of 8 million Filipino farmers. Can you tell us more about this?
MO: When I first came into the fertilizer business, I started as an
importer and then moved on to become a distributor. The farmers here are very self-conscious and you have to educate them, so I have assisted in bringing farmers abroad, helped them learn and introduced agronimists to them.
During the study tours abroad, part of the itinerary involves going to fertilizer plants where the farmers can learn from the resource person arranged by the host company. Moreover, there are opportunities for dialogue between the farmers from the host country and the farmers from the Philippines, which gives them the chance to learn first-hand from these agriculturally advanced counterparts, to become motivated and inspired by them. This has allowed them to learn about how fertilizers are manufactured, as well as highlighting new applications and better practices.
They have been farmers all their lives but we still need to train and educate them on best practices. This is essential for the future growth of the sector.
VoL: Do you think Agriculture is important for the Philippines?
MO: It is very important because basically, we are an agricultural country; a big part of the country is arable land, so we need to improve our agriculture just like other countries in the region in order to be more competitive. I have helped introduce American agronimists, and I have brought other agronimists from suppliers in other
Click to read
more from university professors in the field of agriculture. This was really beneficial because I was able to increase and update my knowledge, allowing me to gain a greater understanding of the farmers’ language, which enables me to assist them. This is important because, when compared to other countries, our agriculture industry is still behind.
VoL: Where do you think foreign investment is needed in agriculture?
MO: I believe that more investment is needed in processes; better technology will produce greater yields and more competitive prices. Also, we need to introduce irrigation and good drilling systems so we can extract water from the ground. We have had a very harsh drought this year, and this is something we are monitoring closely because it affects the whole sector – we have had five months of extreme heat and very little rain.
VoL: You have accomplished many amazing things in a sector considered by many as a “man’s world”. Can you tell us about some of the accomplishments of which you are most proud?
MO: I have been involved in many important projects in recent years – these are projects I feel very passionate about. I have been involved with TOFARM, which searches for and recognizes the “Outstanding Farmers of the Philippines”. This body gives recognition to farmers according to twelve different categories. When I was in the Mountain Province, we realized the need to recognize female farmers because they, too, work extremely hard. We also have the Young Farmer of the Year award which highlights farmers below the age of 40, as well as many other categories.
I have also ventured into film production for farmers, focusing on farming and any other areas related to agriculture. We have since produced 19 independent movies, which are not commercial. We have attended international film festivals and we have won a lot of awards because these films are very meaningful and talk about the farmers’ lives. Last year, I undertook a project to help restore the Banaue Rice Terraces as it was depicted as a World
Heritage site in 2012 – this is something I felt very strongly about.
VoL: Do you have a final message for our readers about agriculture and its future?
MO: I believe that there has to be a commitment from the private and public sector in the form of PPPs, where the government works hand in hand with private companies for the overall good of the sector.
Bio

Spotlight on the Philippines









www.universalharvester.com
Universal Harvester Incorporated engages in direct manufacturing, local distribution and exportation of quality fertilizers such as, Muriate of Potash (MOP), Sulphate of Potash (SOP), Hydrochloric Acid (HCl) and Sodium Hypochlorite (NaOCl). Using state-of-the-art technology, UHI has already proven its strength and continues to grow with a promising future since it was stablished in 2003.
Voices of Leaders: You are a fervent advocate for the advancement of Philippine agriculture, and for giving recognition to the country’s heroes – the farmers. Can you provide our readers with more detail about yourself and why you are so passionate about these areas?
Dr. Milagros O. How: Given the nature of my business, the area of fertilizer products, I have been acquainted with many farmers in the Philippines and have developed an interest in getting to know them better. For the last eight years I have worked closely with many farmers and have carried out a number of projects with them. This is something I quickly became passionate about – helping the farmers.
We have expanded into other product areas in order to provide farmers with a complete range of agricultural products; we are also working in the area of pesticides with the aim of becoming a one-stop shop. As part of our plans to become this one-stop shop, we have already met with prospective partners from overseas. Partners will be essential in order to support our projects.
VoL: You have spearheaded various projects that have truly improved the lives of 8 million Filipino farmers. Can you tell us more about this?
MO: When I first came into the fertilizer business, I started as an
importer and then moved on to become a distributor. The farmers here are very self-conscious and you have to educate them, so I have assisted in bringing farmers abroad, helped them learn and introduced agronimists to them.
During the study tours abroad, part of the itinerary involves going to fertilizer plants where the farmers can learn from the resource person arranged by the host company. Moreover, there are opportunities for dialogue between the farmers from the host country and the farmers from the Philippines, which gives them the chance to learn first-hand from these agriculturally advanced counterparts, to become motivated and inspired by them. This has allowed them to learn about how fertilizers are manufactured, as well as highlighting new applications and better practices.
They have been farmers all their lives but we still need to train and educate them on best practices. This is essential for the future growth of the sector.
VoL: Do you think Agriculture is important for the Philippines?
MO: It is very important because basically, we are an agricultural country; a big part of the country is arable land, so we need to improve our agriculture just like other countries in the region in order to be more competitive. I have helped introduce American agronimists, and I have brought other agronimists from suppliers in other
Click to read
more from university professors in the field of agriculture. This was really beneficial because I was able to increase and update my knowledge, allowing me to gain a greater understanding of the farmers’ language, which enables me to assist them. This is important because, when compared to other countries, our agriculture industry is still behind.
VoL: Where do you think foreign investment is needed in agriculture?
MO: I believe that more investment is needed in processes; better technology will produce greater yields and more competitive prices. Also, we need to introduce irrigation and good drilling systems so we can extract water from the ground. We have had a very harsh drought this year, and this is something we are monitoring closely because it affects the whole sector – we have had five months of extreme heat and very little rain.
VoL: You have accomplished many amazing things in a sector considered by many as a “man’s world”. Can you tell us about some of the accomplishments of which you are most proud?
MO: I have been involved in many important projects in recent years – these are projects I feel very passionate about. I have been involved with TOFARM, which searches for and recognizes the “Outstanding Farmers of the Philippines”. This body gives recognition to farmers according to twelve different categories. When I was in the Mountain Province, we realized the need to recognize female farmers because they, too, work extremely hard. We also have the Young Farmer of the Year award which highlights farmers below the age of 40, as well as many other categories.
I have also ventured into film production for farmers, focusing on farming and any other areas related to agriculture. We have since produced 19 independent movies, which are not commercial. We have attended international film festivals and we have won a lot of awards because these films are very meaningful and talk about the farmers’ lives. Last year, I undertook a project to help restore the Banaue Rice Terraces as it was depicted as a World
Heritage site in 2012 – this is something I felt very strongly about.
VoL: Do you have a final message for our readers about agriculture and its future?
MO: I believe that there has to be a commitment from the private and public sector in the form of PPPs, where the government works hand in hand with private companies for the overall good of the sector.
Bio








Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio

Voices of Leaders: The Philippine tourism sector has been growing impressively over recent years. What factors have led to this rise, and what are the Department of Tourism’s strategic plans to propel further growth over the coming years?
Bernadette Romulo-Puyat: In 2018, visitor arrivals hit a milestone as we breached the 7 million mark for the first time — this was 7.65% higher compared to the 6.6 million arrivals in 2017. Additionally, tourism receipts for 2018 amounted to $7.8 billion, which was 14.7% higher than the revenues earned in 2017.
The Philippines’ tourism offerings include beaches, mountains, springs, and a tropical climate. Since we already have our natural resources as capital, the only thing left to do is to protect them, and make sure they are well-preserved so that the future generations may be able to benefit from them, and carry the practice of sustainability with them as well.
The National Tourism Development Plan is one of the key elements ensuring sustainable development in Philippine tourism. In addition to its thrust towards sustainability, our tourism policy involves social development and economic growth. The convergence of these elements, including partnerships with government agencies, will ensure its continuity for many decades to come.
VoL: The viral “More Fun in the Philippines” campaign has been a massive success, could you tell us about its creation and its reincarnated new version?
BRP: The Department of Tourism (DOT) used the “More Fun in the Philippines” campaign to showcase to the world how much more fun it is to do the same things in the Philippines than in another country. What makes things more “fun” are the Filipinos who are generally warm, loving people, who all know how to smile.
We have recently launched a refreshed version of the campaign where we repurposed “fun” to promote our advocacy on sustainable tourism. We want to show that one can have more fun in the Philippines while preserving the wonders of our destinations.
The refreshed campaign is heavy on crowdsourcing; it reduces the carbon footprint that results from shooting actual materials and using existing materials shared by happy tourists to make for a genuinely authentic testimony of our “more fun” promise. But crowdsourcing is more than just social media, it’s a strategy that imbues our Filipino value of collectively working towards a common goal or “Bayanihan”. Since then, a lot of companies from the private sector have offered to promote the Philippines globally with us for free.
Click to read
VoL: The UN 2030 Agenda for Sustainable Development highlights sustainable tourism as one of the vehicles for socioeconomic growth and job creation. What have been the DOT’s key sustainable tourism milestones?
BRP: Pursuant to the Tourism Act of 2009, the Department of Tourism has been implementing responsible tourism as a “strategy for environmentally sound and community participatory programs”. Since its enactment, we have been enlisting the participation of local communities in our sustainable programs such as conserving bio-physical and cultural diversity.
We are happy to note that 2018 has been a banner year for sustainable tourism, with the DOT’s all-out push towards this advocacy. Last year, we presented our 7-point agenda which includes reinforcing our thrust on the Tourism Act, reviewing the National Tourism Development Plan, enhancing our destinations’ accessibility, route development, networking and partnerships, among others.
Also in 2018, we saw the success of the first phase of the Boracay rehabilitation. This year, we will be focusing on enforcing environmental laws to mitigate possible problems in our top tourist sites such as El Nido in Palawan, Panglao in Bohol, and Siargao in Surigao del Norte. In relation to this, the DOT supports local and international certification systems to further capacitate owners and operators of tourism establishments to adopt sustainable tourism practices.
VoL: Speaking of the Boracay Island rehabilitation project, could you elaborate on this initiative and the partnerships that were formed to oversee it? What have been its major successes and challenges?
BRP: The Boracay Interagency Task Force (BIATF) composed of the Department of Interior Local Government (DILG), Department of Environment and Natural Resources (DENR) and the DOT was tasked to issue and implement multiple regulations to rehabilitate Boracay Island.
The catalyzing major policy is the implementation of “No Compliance, No Operations” regulation
for all accommodation establishments. Other vital regulations implemented by the BIATF are limiting the carrying capacity of the island to only 19,215 tourists at any given time and the 25 meter plus 5 meter easement of beaches, including prohibitions on littering, smoking, drinking of alcohol by the beach, excessive loud music and illegal drugs. We have so far managed an average daily arrival of close to 6,000 tourists with almost the same average number departing the island.
VoL: How has the Boracay initiative influenced the public’s view of sustainable tourism?
BRP: The Boracay Interagency Task Force (BIATF) composed of the Department of Interior Local Government (DILG), Department of Environment and Natural Resources (DENR) and the DOT was tasked to issue and implement multiple regulations to rehabilitate Boracay Island.
The major success of the ongoing rehabilitation of the island, more than its reopening, is the growing awareness of both the locals and the tourists on the value of sustainable tourism and protecting the environment. The Boracay cleanup is inspiring efforts in more tourist spots.
The hardest part of the rehabilitation as said by Environment Secretary Roy Cimatu is the rehabilitation of the people’s attitude. Instilling a culture of sustainable tourism would entail a paradigm shift among all of us in the public and private sectors alike — to change how we think about tourism; to care more about our environment, our natural resources, and our tourist destinations.
VoL: With Boracay as the prototype for sustainable tourism, will other popular tourism destinations undergo a similar rehabilitation?
BRP: The rehabilitation of Boracay has set forth the direction for sustainable tourism. Other popular tourism destinations such as El Nido, Palawan, Panglao, Bohol, and soon Siargao will be up for rehabilitation. It will not be the same strict six-month
Other local government units have taken the call to take proactive measures to preserve the environment. In Sagada, Mountain Province, for example, a new regulation is being implemented designating “walk only” zones prohibiting any motorized vehicle to reduce traffic congestion especially during holidays and long weekends. And early on, Batanes local government had decided to regulate air seats to limit arrivals.
VoL: Could you tell our international audience something about the Philippines that not many people know about, to invite them to visit and travel around the country?
BRP: I strongly recommend our tourists to visit our regional destinations and get to know the origins and influences of what they eat. The Philippines has a deep history of food influences and culture; some we have inherited from our ancestors, while some we have adapted from colonizers and those we traded with. Our dishes are a manifestation of our unique history and our ways of living, being a country separated by bodies of water and united by mountain ranges and valleys.
Apart from food, not many people know that our country is divided into 16 different regions, each with its own offerings, culture, and adventures.
The Philippines also has a rich and diverse history, with extensive historical ties with Spain because of three centuries of Spanish rule, as well as economic and cultural linkages with the old Chinese and Hindu empires in Southeast Asia. The American occupation also played a vital role in shaping the Philippines. All these experiences create a unique present-day Filipino culture that exists alongside our indigenous communities spread across mountain ranges and coastal areas.
Bio

Spotlight on the Philippines






www.philippines.travel
Voices of Leaders: The Philippine tourism sector has been growing impressively over recent years. What factors have led to this rise, and what are the Department of Tourism’s strategic plans to propel further growth over the coming years?
Bernadette Romulo-Puyat: In 2018, visitor arrivals hit a milestone as we breached the 7 million mark for the first time — this was 7.65% higher compared to the 6.6 million arrivals in 2017. Additionally, tourism receipts for 2018 amounted to $7.8 billion, which was 14.7% higher than the revenues earned in 2017.
The Philippines’ tourism offerings include beaches, mountains, springs, and a tropical climate. Since we already have our natural resources as capital, the only thing left to do is to protect them, and make sure they are well-preserved so that the future generations may be able to benefit from them, and carry the practice of sustainability with them as well.
The National Tourism Development Plan is one of the key elements ensuring sustainable development in Philippine tourism. In addition to its thrust towards sustainability, our tourism policy involves social development and economic growth. The convergence of these elements, including partnerships with government agencies, will ensure its continuity for many decades to come.
VoL: The viral “More Fun in the Philippines” campaign has been a massive success, could you tell us about its creation and its reincarnated new version?
BRP: The Department of Tourism (DOT) used the “More Fun in the Philippines” campaign to showcase to the world how much more fun it is to do the same things in the Philippines than in another country. What makes things more “fun” are the Filipinos who are generally warm, loving people, who all know how to smile.
We have recently launched a refreshed version of the campaign where we repurposed “fun” to promote our advocacy on sustainable tourism. We want to show that one can have more fun in the Philippines while preserving the wonders of our destinations.
The refreshed campaign is heavy on crowdsourcing; it reduces the carbon footprint that results from shooting actual materials and using existing materials shared by happy tourists to make for a genuinely authentic testimony of our “more fun” promise. But crowdsourcing is more than just social media, it’s a strategy that imbues our Filipino value of collectively working towards a common goal or “Bayanihan”. Since then, a lot of companies from the private sector have offered to promote the Philippines globally with us for free.
Click to read
VoL: The UN 2030 Agenda for Sustainable Development highlights sustainable tourism as one of the vehicles for socioeconomic growth and job creation. What have been the DOT’s key sustainable tourism milestones?
BRP: Pursuant to the Tourism Act of 2009, the Department of Tourism has been implementing responsible tourism as a “strategy for environmentally sound and community participatory programs”. Since its enactment, we have been enlisting the participation of local communities in our sustainable programs such as conserving bio-physical and cultural diversity.
We are happy to note that 2018 has been a banner year for sustainable tourism, with the DOT’s all-out push towards this advocacy. Last year, we presented our 7-point agenda which includes reinforcing our thrust on the Tourism Act, reviewing the National Tourism Development Plan, enhancing our destinations’ accessibility, route development, networking and partnerships, among others.
Also in 2018, we saw the success of the first phase of the Boracay rehabilitation. This year, we will be focusing on enforcing environmental laws to mitigate possible problems in our top tourist sites such as El Nido in Palawan, Panglao in Bohol, and Siargao in Surigao del Norte. In relation to this, the DOT supports local and international certification systems to further capacitate owners and operators of tourism establishments to adopt sustainable tourism practices.
VoL: Speaking of the Boracay Island rehabilitation project, could you elaborate on this initiative and the partnerships that were formed to oversee it? What have been its major successes and challenges?
BRP: The Boracay Interagency Task Force (BIATF) composed of the Department of Interior Local Government (DILG), Department of Environment and Natural Resources (DENR) and the DOT was tasked to issue and implement multiple regulations to rehabilitate Boracay Island.
The catalyzing major policy is the implementation of “No Compliance, No Operations” regulation
for all accommodation establishments. Other vital regulations implemented by the BIATF are limiting the carrying capacity of the island to only 19,215 tourists at any given time and the 25 meter plus 5 meter easement of beaches, including prohibitions on littering, smoking, drinking of alcohol by the beach, excessive loud music and illegal drugs. We have so far managed an average daily arrival of close to 6,000 tourists with almost the same average number departing the island.
VoL: How has the Boracay initiative influenced the public’s view of sustainable tourism?
BRP: The Boracay Interagency Task Force (BIATF) composed of the Department of Interior Local Government (DILG), Department of Environment and Natural Resources (DENR) and the DOT was tasked to issue and implement multiple regulations to rehabilitate Boracay Island.
The major success of the ongoing rehabilitation of the island, more than its reopening, is the growing awareness of both the locals and the tourists on the value of sustainable tourism and protecting the environment. The Boracay cleanup is inspiring efforts in more tourist spots.
The hardest part of the rehabilitation as said by Environment Secretary Roy Cimatu is the rehabilitation of the people’s attitude. Instilling a culture of sustainable tourism would entail a paradigm shift among all of us in the public and private sectors alike — to change how we think about tourism; to care more about our environment, our natural resources, and our tourist destinations.
VoL: With Boracay as the prototype for sustainable tourism, will other popular tourism destinations undergo a similar rehabilitation?
BRP: The rehabilitation of Boracay has set forth the direction for sustainable tourism. Other popular tourism destinations such as El Nido, Palawan, Panglao, Bohol, and soon Siargao will be up for rehabilitation. It will not be the same strict six-month
Other local government units have taken the call to take proactive measures to preserve the environment. In Sagada, Mountain Province, for example, a new regulation is being implemented designating “walk only” zones prohibiting any motorized vehicle to reduce traffic congestion especially during holidays and long weekends. And early on, Batanes local government had decided to regulate air seats to limit arrivals.
VoL: Could you tell our international audience something about the Philippines that not many people know about, to invite them to visit and travel around the country?
BRP: I strongly recommend our tourists to visit our regional destinations and get to know the origins and influences of what they eat. The Philippines has a deep history of food influences and culture; some we have inherited from our ancestors, while some we have adapted from colonizers and those we traded with. Our dishes are a manifestation of our unique history and our ways of living, being a country separated by bodies of water and united by mountain ranges and valleys.
Apart from food, not many people know that our country is divided into 16 different regions, each with its own offerings, culture, and adventures.
The Philippines also has a rich and diverse history, with extensive historical ties with Spain because of three centuries of Spanish rule, as well as economic and cultural linkages with the old Chinese and Hindu empires in Southeast Asia. The American occupation also played a vital role in shaping the Philippines. All these experiences create a unique present-day Filipino culture that exists alongside our indigenous communities spread across mountain ranges and coastal areas.
Bio
















Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio
Voices of Leaders: Looking at the Telecom Sector in Egypt as a whole, how have things like innovation, digitalisation and connectivity impacted the sector over the last five years?
Adel Hamed: IoT is the coming future. Operators all over the world are trying to embrace these technologies that capitalise on their potential and prioritise the customer and their needs. In the ICT sector, we try to be technology-neutral as I believe that terminologies like 3G, 4G, 5G are more to do with fashion than the customer needs. We are adamant about providing the best experience to our customer irrelevant of the underlying technology.
In the coming two or three years, you will see the incumbent become very important in the field of ICT because of the importance of its infrastructure reach and investment. In Egypt, we have been focused on building the our ICT presence by looking at a number of key areas.
The core area of focus is our telco business, we aim to continue increasing our mobile and fixed broadband penetration to provide our customer a revolutionised data experience, moving beyond the traditional telco services into the entertainment business and financial solutions. We are in the process of launching our smart IPTV platform to service our customers’ needs in a one-stop shop. The future of media will be based
on content and we are looking to be the ideal partner to global and local media players capitalising on our infrastructure investments and customer reach. The same applies to financial services where Telecom Egypt will be launching its WE Wallet building on its regional reach inside Egypt and targeting the unbanked population.
We also wanted to build capacity, in line with the government’s direction towards digital transformation. We are revolutionising our infrastructure and spreading it towards every corner of Egypt with the aim of increasing the internet speed for consumers. Additionally, we are working with several government authorities to expand infrastructure to new urban development, strategic roads, and new cities. We were recently awarded a contract to build the infrastructure of the New Administrative Capital to support the initiative of a digital government. We have also successfully piloted the city of Port Said as the first digital city in Egypt and will work on the remaining governorates in the coming two years.
Telecom Egypt is also working on an initiative to provide Egyptian youth with the latest solutions and an attractive work environment suitable for technological innovation with the aim of providing centres for creative development and youth entrepreneurship and supporting academic research in the ICT field. We are currently working on transforming the Sultana Malak Palace, an archaeological building located in front of the Baron Palace, into a top-
Click to read
Interview
ICT business started with Telecom, now it is looking at building human capital capacity. When we first began with ICT in 1996, it was primarily based around mobile and fixed telephone. Nowadays, it is evolving into other industries including financial services and entertainment.
VoL: Can you tell our readers about the Digital Transformation Initiative?
AH: It is a country initiative which started four years ago but the real start was marked when the strategic roads were built with the aim of connecting the cities. A friend of mine asked me: “Why are we building these roads and putting this fibre? They are connecting nowhere to nowhere!” I told him that I had confidence in the government and in the direction, and that it could be nowhere now but later it could be everywhere. We started to plan to grow fibre in every strategic road and highway, and all of a sudden we saw that the value of growing fiber over a new axis along the northern coast. It is amazing; now we have a plan to develop the fiber for the nuclear station and the community around the northern coast.
In terms of expanding our internal network, the digital transformation it is based on three tracks. Firstly, we want to ensure fiber in every corner of Egypt. Then, we have to look at building connectivity from Egypt to abroad in order to connect with the world. We have 13 cables in total connecting us to the Far East and Europe. This is the first stage of our strategy to convert Egypt into a digital corridor. We have the vision that this will not end with a corridor; it is like building another “nowhere to nowhere.” I.T is all about connecting other cities to the hub cities. After developing Egypt as a digital corridor, we will focus on our initiative of positioning Egypt within the region. If we are facilitating the traffic to Europe, now we can direct the traffic in Egypt and grab the global content for it to be hosted in Egypt. We want to shorten the distance in order to have the content, which would be much faster and would position Egypt as a meeting point for the cable. This is for the region but what about Africa? We want to become the hub and gateway for Africa.
VoL: Can you tell us what is the current situation with Africa in terms of international collaborations and strategic partnerships you already have in place?
AH: What we have now is the corridor. We are connecting a lot of cables so we are seeing the value of Africa, having been bringing cable to parts of East Africa like Kenya and Djibouti, and these countries have been connecting with Europe through the Egyptian digital corridor. We have some cables like AAE1, for example, which connects with South Africa but the demand is increasing greatly. Moreover, we acquired one of the cables from India to Europe in order to have the value of diversity in the cables and also the opportunity to penetrate the Indian market.
We are currently in talks with a consortium called Africa One which would allow us to increase connectivity with Europe. We have already appointed a marine consultant to study the project which aims to connect over 600 million inhabitants to Egypt through this cable. We have existing cables in Sudan, Saudi Arabia and Jordan, and we wish to increase the connectivity to the African and Gulf regions. It’s all about connectivity but when you build a pyramid you have to build a base. It is important to have strong foundations. We have the base of connectivity, the network and cloud computing and hosting which allows us to provide cloud services all over the world. The roof of the pyramid would be the customer needs. It is essential to have a strategic plan and vision in place from the very beginning. We hope to have achieved 100% fiber in the home by the middle of next year. We are also working with the government in terms of the Digital Transformation Initiative; we started with one of the big cities, Port Said, with the plan to finalise the fiber connectivity all over the city which has seen all government entities now being connected.
Our strategy is based on four pillars: service excellence, customer experience, investor equity and employee enthusiasm. Reaching these “four Es” is a key objective for us. The customer service will be excellent if our employees are enthusiastic, which will then lead to increased equity for our shareholders. This is our story.
VoL: In terms of developing talent here in Egypt in order to assist the digital transformation, what is Telecom’s role in this process?
AH: From a Telecom Egypt’s point of view, in the last four years we have focused greatly on creating innovation centres and we have worked with a number of entities to develop these. The Ministry has signed with a lot of vendor corporations in the area of capacity building, and we have seen the trials and experiment efforts undergone in China and Europe. We have signed a lot of MOUs and we are now going to China to sign one with China Telecom in capacity building. We realise the value of developing and building the pyramid. We also feel strongly about university cooperation; we work together with Missouri University from the United States, for example, and we also have our Leadership Centre. We have about thirty graduates from this leadership program each year. To compliment this we have our Leadership Centre.
Lastly, we have also signed a MOU with Huawei and I am planning to visit their innovation centre soon. They are not thinking about developing innovation for the youth of the African ICT sector. Instead, they see the value of creating and increasing the number of expertise of ICT so that they can provide better services. One of the first requirements from Telecom Egypt after my appointment regarding Huawei was to have our own mutual strategy, which would be created together and the first priority of the strategy was the structure of the company and the capacity building. Afterwards, we began working with China Telecom and we finally reached the stage of signing this MOU, which we are very happy about.
Bio
Bio





VoL: Could you give us a brief background about Rafeli Realty, and what have been your key milestones?
Rafael Hernandez: I started as CEO and President of Rafeli Realty and Development
Corp. when it was incorporated way back in 1993. I was chosen because I was the only major stockholder of the company who had experience in the real estate business and was also the only Certified Public Accountant. From 1993 to 1999, I served as President of the company and then I relinquished my position from 2000 to 2007 to pursue other business interests. But in 2007 I came back and I am still up to now the CEO of the company. From 1993 to 1999 the company enjoyed robust growth but after relinquishing my position in 2000 it somewhat slowed down, but when I came back in 2007 we aggressively embarked on new real estate projects again.
VoL: What are your ongoing projects?
RH: At the moment, we are building the last tower, Rafael Tower, of our 102 Plaza condo project and Zamora Tower located in Pasay City, Metro Manila. In the pipeline are several projects, including a condominium project, Olalia Tower, with around 600 units in Antipolo, a 10.4 hectare low-cost housing project and a condo resort project in Tanuan, Batangas. We have also other plans to enter into collateral businesses but nothing concrete
has been agreed upon, at the moment. Condominiums are only one of the several types of development we are doing. We have done subdivision projects, townhouses and commercial establishments in the past and we will continue doing so, depending on the real estate properties we have currently and will acquire in the future.
VoL: What is your vision for the company?
RH: We envision to provide decent housing for every hardworking Filipino – houses that owners can be proud of, that is the best value for their money, not hole-in-the-wall housing units. I personally believe that the housing units we offer are one the best in its price class. Modesty aside, we have yet to come across a condominium project that offers better units in our price class. To fulfill our vision, we have embarked on a mission to build very affordable condominiums and subdivision projects in Metro Manila and its peripheral cities and towns. We have built in Metro Manila several condominium and townhouse projects, and in Cavite, subdivision and townhouse projects too.
VoL: Amid the financial support you are receiving from several banks, could you tell us the key reasons behind your success?
RH: One probable reason could be that our developments were always priced significantly lower than other condominium projects. We virtually had no competition
Click to read
Secondly, although we were offering affordable condo projects, their locations were usually along main thoroughfares or along busy secondary roads. Most affordable condo projects are usually situated in secondary or tertiary roads, hence, ours were almost always better-located than the competition.
Third, although we’re very affordable, our common areas – multi-purpose areas, hallways – are usually much better than the competition. We give them landscaped gardens, Wifi zones, nice lobbies, convenience stores, and swimming or wade pools.
Lately, aside from the price advantage our clients have been enjoying, Rafeli has now introduced into the market the “expandable condo” concept. To my knowledge, we are the first one to offer such a product and so far the market seems to be responding to it quite nicely.
Lastly, our company motto is “Always keep your financiers happy”. Unlike some other private developers, we tend to put a premium on paying our obligations first before we satisfy ourselves. We have, so far, been exemplary in that regard and we intend to keep it that way.
VoL: What do you see as the trend or the future and how are different companies like yours keeping up with these trends?
RH: Though I have no concrete idea as to the national trend in real estate development, perhaps, the trend of big real estate companies to develop economic hubs in areas where there are massive infrastructure projects being undertaken by the government.
Locally, I would say the developing trend seems to be building condominiums for middle class buyers and townhouses for affluent buyers all over Metro Manila area and its periphery. This trend will probably continue until most of Metro Manila is full of condominium and townhouse projects. Gone are the days of single-detached houses and low-rise buildings in Metro Manila unless your projects cater to upper high-income groups. Moreover, maintaining and adequately securing single detached houses is too expensive, impractical and, to a certain extent,
precarious.
I would also like to think that the development is going eastward towards the Antipolo, Montalban, San Mateo and Binangonan areas. These are areas that are close to Metro Manila but were not really developed before due to the lack of good communications and road infrastructure. But now that the government is building and improving road networks in the area and train lines are extending farther east, these areas seem about ripe for development.
The key to survival for new players in the business is either to come up with the same projects that the big players are offering but sell them at a much lower price or come up with projects that the big boys are not offering. Both options would need resourcefulness, creativeness and good marketing skills.
VoL: With regards to your advocacy about providing decent houses for Filipinos – could you elaborate on this vision and its social impacts?
RH: This advocacy has been the guiding principle of our company since its incorporation and has enabled a lot of Filipinos to own houses/housing units in areas they never thought they could afford. So now our customers instead of renting are actually owning their houses/housing units. The impact of our advocacy has not really been felt widely, mainly due to the size of our developments. But now that more banks and more investors are supporting us, more people will benefit and feel the impact of our advocacy in the near future.
VoL: How have new technologies impacted the industry?
RH: By and large, I would say that new technologies have favourably impacted the industry and its buyers. Mostly, new technologies have made life easier, more convenient and safer for buyers. Cheaper CCTV’S enhances security at less cost, just- in-time turning appliances on and off have lowered the cost of household electricity, LED lighting have also lessened electricity consumption. Solar power has also lessened the need for traditional power generation. Inverter-type appliances have also favorably affected
technologies with minimal additional cost. Thank China for the new and innovative products they are introducing into the market at very low cost.
VoL: As a final question, why would an international investor or tourists should come to the Philippines? What does the Philippines have that no one else in the globe has?
RH: I think what is unique about the Philippines and gives it a distinct advantage, is that most of its people understand and speak English. Most Asian countries do not speak or understand English while here the medium of communication is English.
Secondly, we are friendly people. We do not like hurting other people’s feelings. We would like to accommodate, as much as possible, other people, especially foreigners.
Thirdly, cost of living and prices of commodities and real estate here are lower than most developed Asian countries. You can live a comfortable life here at a fraction of the cost as you would in Japan, Korea or Taiwan.

Spotlight on the Philippines







RAFELI REALTY AND DEVELOPMENT CORPORATION
Providing decent, comfortable and affordable
homes to every hard-working Filipino

102 PLAZA
The most awaited commercial/residential project located just along Marcos Highway, is now undergoing construction.
For more details, please feel free to contact us.
102 PLAZA
• 20% DP 192,265.20 payable over 18 months at 0% interest or 10,681.40/month
• 80% Balance payable through:
Only 10,000 to reserve
For more details, please feel free to contact us.
Soon to Rise!
An Office/Residential and Commercial Condo located in Zamora Street, Pasay City
Specifications of the project coming soon!
VoL: Could you give us a brief background about Rafeli Realty, and what have been your key milestones?
Rafael Hernandez: I started as CEO and President of Rafeli Realty and Development
Corp. when it was incorporated way back in 1993. I was chosen because I was the only major stockholder of the company who had experience in the real estate business and was also the only Certified Public Accountant. From 1993 to 1999, I served as President of the company and then I relinquished my position from 2000 to 2007 to pursue other business interests. But in 2007 I came back and I am still up to now the CEO of the company. From 1993 to 1999 the company enjoyed robust growth but after relinquishing my position in 2000 it somewhat slowed down, but when I came back in 2007 we aggressively embarked on new real estate projects again.
VoL: What are your ongoing projects?
RH: At the moment, we are building the last tower, Rafael Tower, of our 102 Plaza condo project and Zamora Tower located in Pasay City, Metro Manila. In the pipeline are several projects, including a condominium project, Olalia Tower, with around 600 units in Antipolo, a 10.4 hectare low-cost housing project and a condo resort project in Tanuan, Batangas. We have also other plans to enter into collateral businesses but nothing concrete
has been agreed upon, at the moment. Condominiums are only one of the several types of development we are doing. We have done subdivision projects, townhouses and commercial establishments in the past and we will continue doing so, depending on the real estate properties we have currently and will acquire in the future.
VoL: What is your vision for the company?
RH: We envision to provide decent housing for every hardworking Filipino – houses that owners can be proud of, that is the best value for their money, not hole-in-the-wall housing units. I personally believe that the housing units we offer are one the best in its price class. Modesty aside, we have yet to come across a condominium project that offers better units in our price class. To fulfill our vision, we have embarked on a mission to build very affordable condominiums and subdivision projects in Metro Manila and its peripheral cities and towns. We have built in Metro Manila several condominium and townhouse projects, and in Cavite, subdivision and townhouse projects too.
VoL: Amid the financial support you are receiving from several banks, could you tell us the key reasons behind your success?
RH: One probable reason could be that our developments were always priced significantly lower than other condominium projects. We virtually had no competition
Click to read
Secondly, although we were offering affordable condo projects, their locations were usually along main thoroughfares or along busy secondary roads. Most affordable condo projects are usually situated in secondary or tertiary roads, hence, ours were almost always better-located than the competition.
Third, although we’re very affordable, our common areas – multi-purpose areas, hallways – are usually much better than the competition. We give them landscaped gardens, Wifi zones, nice lobbies, convenience stores, and swimming or wade pools.
Lately, aside from the price advantage our clients have been enjoying, Rafeli has now introduced into the market the “expandable condo” concept. To my knowledge, we are the first one to offer such a product and so far the market seems to be responding to it quite nicely.
Lastly, our company motto is “Always keep your financiers happy”. Unlike some other private developers, we tend to put a premium on paying our obligations first before we satisfy ourselves. We have, so far, been exemplary in that regard and we intend to keep it that way.
VoL: What do you see as the trend or the future and how are different companies like yours keeping up with these trends?
RH: Though I have no concrete idea as to the national trend in real estate development, perhaps, the trend of big real estate companies to develop economic hubs in areas where there are massive infrastructure projects being undertaken by the government.
Locally, I would say the developing trend seems to be building condominiums for middle class buyers and townhouses for affluent buyers all over Metro Manila area and its periphery. This trend will probably continue until most of Metro Manila is full of condominium and townhouse projects. Gone are the days of single-detached houses and low-rise buildings in Metro Manila unless your projects cater to upper high-income groups. Moreover, maintaining and adequately securing single detached houses is too expensive, impractical and, to a certain extent,
precarious.
I would also like to think that the development is going eastward towards the Antipolo, Montalban, San Mateo and Binangonan areas. These are areas that are close to Metro Manila but were not really developed before due to the lack of good communications and road infrastructure. But now that the government is building and improving road networks in the area and train lines are extending farther east, these areas seem about ripe for development.
The key to survival for new players in the business is either to come up with the same projects that the big players are offering but sell them at a much lower price or come up with projects that the big boys are not offering. Both options would need resourcefulness, creativeness and good marketing skills.
VoL: With regards to your advocacy about providing decent houses for Filipinos – could you elaborate on this vision and its social impacts?
RH: This advocacy has been the guiding principle of our company since its incorporation and has enabled a lot of Filipinos to own houses/housing units in areas they never thought they could afford. So now our customers instead of renting are actually owning their houses/housing units. The impact of our advocacy has not really been felt widely, mainly due to the size of our developments. But now that more banks and more investors are supporting us, more people will benefit and feel the impact of our advocacy in the near future.
VoL: How have new technologies impacted the industry?
RH: By and large, I would say that new technologies have favourably impacted the industry and its buyers. Mostly, new technologies have made life easier, more convenient and safer for buyers. Cheaper CCTV’S enhances security at less cost, just- in-time turning appliances on and off have lowered the cost of household electricity, LED lighting have also lessened electricity consumption. Solar power has also lessened the need for traditional power generation. Inverter-type appliances have also favorably affected
technologies with minimal additional cost. Thank China for the new and innovative products they are introducing into the market at very low cost.
VoL: As a final question, why would an international investor or tourists should come to the Philippines? What does the Philippines have that no one else in the globe has?
RH: I think what is unique about the Philippines and gives it a distinct advantage, is that most of its people understand and speak English. Most Asian countries do not speak or understand English while here the medium of communication is English.
Secondly, we are friendly people. We do not like hurting other people’s feelings. We would like to accommodate, as much as possible, other people, especially foreigners.
Thirdly, cost of living and prices of commodities and real estate here are lower than most developed Asian countries. You can live a comfortable life here at a fraction of the cost as you would in Japan, Korea or Taiwan.









Voices of Leaders: Could you tell us about your professional background?
Dr. Alberto Fenix: I’m a business entrepreneur. Even when I was studying, I always thought I’d become an entrepreneur, either starting a business or taking over a business to make it grow. That’s what I’ve been doing since I came back to the Philippines.
I could have stayed in the U.S. and have had a good life. As a student with a student visa, I was allowed to work full time for 18 months without having to get a green card. I did that, so I worked in an investment house, the Boston Company, for about 18 months before I came home. I worked there as an investment analyst, so I learned about valuing companies, and what made them worthwhile investments. When I came home, I first set up a managing consulting company but I ended up joining the people I was dealing with to run the company. When I joined them, I also invested. I worked in so many fields — manufacturing, banking, both investment and commercial banking, steel manufacturing and construction. But I always looked for places that always interested me.
As an entrepreneur, I always wanted to either found or take over some companies and make them grow and create jobs for people, I’d say I created about 20,000 jobs in the past in the different companies I’ve been in.
VoL: How did you first discover One World Filter to eventually become the Philippine distributor?
AF: I got to know about One World Filter from Toni Erickson, the CEO of One World Filter Corporation and the one marketing and selling the OWF filters being made by Dr. Evan Koslow, the foremost authority on water filtration. I first referred some companies who could have become the country group distributor for the Philippines, but finally after going through all the information about One World Filter, I saw that it was something new and revolutionary in terms of water filtration. I saw that it promised to be the cheapest, most affordable system that can deliver clean drinking water. Much of the water now is from the tap, and we cannot rely on drinking water from there. In these municipal water systems, they clean it by sand filtration, which basically takes away the bigger contaminants, and they put chlorine to kill germs. But there are also long term effects of intaking too much chlorine, that’s also a health issue.
One World Filter is not a traditional filtering system. The science behind it is that the nano filter, which has very small nano fibers in effect have a negative charge, the filter has a positive charge. One World Filter is a pack of three filters, the first is a sediment filter, to remove big sized sediments, and then there’s a carbon filter next to that, and then the nano filter is the last. So to some extent there’s already filtration on the first 2 filters, then the impurities that pass through the first two are captured by the nano filter, and they aren’t captured because of small holes in the nano filter – they’re captured because






vol.media
99
when they pass through the nanofibers, they grab it because of the charge. That’s the science behind the filter which makes it a different kind of filter. It’s not the usual filter where you have minute holes where the water can pass through but the rest of the impurities cannot pass through. What happens with those filters is that when it gets full, the filter also stops working and you must replace these.
That’s where the business comes in because the normal filter pack for a family of 6 will last for 1 month before it stops filtering. That’s on the basis of 540 litres per month that’s needed for a family of 6 drinking 3 litres per day. It’s a very elegant solution that comes from Dr. Koslow. As I’m a technology guy myself — I said that it was a different thing, that’s not a filter! It’s something else! It’s a wonderful business because it’s a replacement business. I sell a starter set of the dispenser and the filters that last one month, and the following month, another filter needs to be bought to replace one that is full.
When I approached my friends who are in the water business or in retail about One World Filter, they said they could sell it for us but they didn’t want to be an importer. Because what is needed also on my part is to manufacture the dispenser locally, this is what’s being done right now and our first product will be in the production run by 1st March. We will have the dispensers available in March, that’s when I’m launching it. The Philippines will be the first to come out with it. By leading the way, I make it possible for One World Filter Corporation to sign up other countries.
VoL: What has been the reaction of people about One World Filter?
AF: That it’s really affordable. The dispensers will be sold at the retail price of Php1,200 (USD24), and the filter pack Php130 (USD2.50), so basically you’ll be spending that per month for a family of six. If you divide that by the number of gallons, it comes out to about 15 centavos per litre, or 60 centavos per gallon. You go to a water refilling station for a 5 gallon container that you ask them to refill, supposedly the water is purified through osmosis, but you’re still not sure if that water is really clean. The lowest price would be 6 pesos per gallon, versus 60 centavos per gallon on our system.
It’s also very convenient, it’s a household appliance sitting in your counter in the kitchen. I don’t have
to bring my 5 gallon container and have it refilled somewhere.
VoL: What made you decide to distribute the OWF system in the Philippines?
AF: The big reason is that it makes a difference in people’s lives, this is really why I got into this business. The One World Filter Corporation is allied with the One World Filter Foundation where Judy Ryan is the president, and the idea is that part of the profits would be donated to One World Filter Foundation and then they would get these units and give them away. It is estimated that the neediest people in the world are about 840 million. The Water for All Initiative of the OWF Foundation gets donations and then buys these units to give away. In March 2020, we will be doing that, we are going to be distributing the first units for communities that we’re selecting now, one in a slum area in Manila, another one in Marawi where they resettled people, and another one in a community by Taal Volcano and another one in an Aeta community. Water in all these places is a problem and in relation to their total income, which might be about 2 dollars per day is the poverty level incidence threshold, they can’t afford water, so they’d have to get water from the Pasig River and then boil it. But even if you do that, you can’t be sure the contaminants will be removed. Secondly, boiling the water also removes some of the minerals and nutrients in the water.
Water is the number one basic necessity. Second is food, third is shelter. More than 50% of diseases are waterborne. I just read a scientific paper that said that the coronavirus can survive in water, and it survives longer in water than in the air. So if you’re drinking contaminated water, you’re going to get it. In hospitals where there are people infected, it’s dangerous to drink the water there. Even drinking bottled water might not be safe.
VoL: What challenges do you foresee in distributing OWF over the first few years?
AF: The number of families in the Philippines who are below the poverty line is now 24%.
There are 108 million Filipinos, so there are 18 million households, which means there are over 4 million households below the poverty line. I cannot
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make a dent in that. My production rate is roughly 480,000 per year and since I’m the first one that will have the product available, and roughly 250,000 units have been tagged for humanitarian relief efforts locally and abroad, which leaves only 230,000 units for sale here locally..
VoL: Given your long professional background, what are your thoughts on impact investment in the Philippines, and the changing business paradigm that also considers positive impacts along with profit?
AF: I don’t think there has been a change, it’s just that there are businessmen that have this orientation, and there are other businessmen that are about profit only. They get bigger profit because they pay their people very low and exploit it and don’t pay taxes. But I’ve always been on this side of the fence where I really take care of my people, and I can see them responding to me and saying that I’m a good leader. I always look out for them and want them to get better, and get better pay. I can think of many companies where they started with minimum wage and today are making so much more compared to when they started. For example, I took over one company which is in the pulp and paper business, I got a German partner. When I took over, the people were getting 30 pesos per day, immediately, I made it 60. And every year after that, they were making so many increases because we had better productivity. I could afford to pay them because I also put in new equipment that increased their productivity, their production per man hour. This is the way I operate in all the companies that I’ve been president of.
VoL: The Philippine economy has been regaining momentum, what would you say are the factors behind this?
AF: Ever since we started having a growth rate of at least 7%, we’ve been on a growth trajectory. At the last quarter of 2019, we still grew at around 6.5 or 6.6%. A major part of this is our foreign remittances from our overseas workers. In my understanding, we have 10% of the population that’s out of the country, either as OFWs (Overseas Foreign Workers) or as immigrants who still have ties home and sends money home to their families. You can say that those remittances are our biggest export, in fact that’s really a service export. The effect of that is, they send the money here and that’s used for consumer spending by their relatives that are here, so that has created a boom in retail. In
the Philippines, we’re still building malls left and right! It’s still a consumer economy.
VoL: It’s been said many times that the Filipino people are the country’s biggest asset, what do you think distinguishes the Filipino worker?
AF: With Industry 4.0, the kinds of jobs and occupations of the future will change, but what I can say is that I’m not afraid for the Filipino human resources because we are very good at work which requires a human touch. Those can never be automated.
What is needed in automation and artificial intelligence are IT people, and Filipinos are adept at it. We have this advantage here, but our educational training is not preparing them properly for that. We have to change our mindset about the things we should be looking at and focusing on. Another area is healthcare, everybody says Filipina nurses and caregivers are the best in the world but again we have to train them properly and give them documentation so that they don’t have to feel inferior or second class. We have to be able to give them confidence to say that they’re world class! And that’s proven, Filipino workers are sought after in many parts of the world.
















