Report: Mainstreaming Climate Change Adaptation in Agriculture Workshop, April 25-28, 2016, Bangladesh

Ceremonial Photo

Ceremonial Photo

The changing environmental conditions such as rising temperatures, changing precipitation patterns, and increasing recurrence of extreme weather events can have a serious implication on food security due to the adverse effects of climate change on crops and livestock production as well as on forests and marine resources. The negative impacts of climate change can be addressed through mitigation and adaptation approaches. However, while both approaches are important and interdependent, adaptation approaches should be given greater focus because it involves all measures aimed at reducing the negative impacts of climate change as well as the identification of new opportunities and benefits associated with the new climatic conditions.

Agriculture being highly vulnerable to the impacts of climate change necessitates the development of adaptation approaches to enhance crop resilience and strengthen the capacity of farmers to cope with the negative impacts of climate change. Moreover, actions should be taken to mainstream climate change adaptation strategies into agricultural policies and programs. Thus, the following objectives for this workshop:

a. To assess the current status of climate change (CC) adaptations in agriculture and share the best cases of CC adaptations;
b. To review strategies and approaches to mainstream CC adaptation measures, techniques, and activities into the national agricultural development programs; and
c. To formulate strategic action plans to promote mainstreaming of CC adaptation in agriculture.


The adverse impacts of climate change will continue to become the major problem in the agriculture sector as this affects production and threatens food security. As an employee in an institution that is committed to ensure food security through advancement of research that enhances crop performance and productivity, the unpredictability of the effects of climate change is a big challenge that has to be addressed. Climate adapted crops may be developed but without enabling policies to mainstream adaptation strategies, this may be inadequate or even useless. My participation in the workshop will help equip me with useful information on mainstreaming climate change adaptation strategies on other sectors such as the livestock, forestry, marine/aquatic, and complement this with my knowledge on adaptation strategies for crops.

APO WSP on CC in Agri, 2016 3

There were 23 participants coming from Mongolia, Pakistan, Sri Lanka, Cambodia, Thailand, Indonesia, India, Lao PDR, Nepal, Vietnam, Bangladesh and the Philippines. Participants come from various sector that include the academe, agriculture, environment, forestry, water and climate, etc. Participants are either director or head of their climate change center, faculty, researchers or extension workers in their home countries. Aside from me, there was one other participant from the Philippines. She is an Associate Project Officer under the Sustainable Human Development Program of the Development Academy of the Philippines.


The resource persons presented topics on the impacts of climate change on productivity and food security; short term challenges and long term opportunities for mainstreaming climate change adaptation into agricultural planning; agricultural finance policies and possible platforms for financial aid; strengthening agricultural food supply chains against the impact of climate change; OECD experiences in reaching synergies between agricultural production, adaptation and mitigation; and the role of governments in stimulating CC adaptation in agriculture focusing on the experiences of SEA and OECD countries.

The workshop participants also presented a broad range of subject matter covering topics on mainstreaming climate change adaptation on crops, forestry, livestock and pasture, and on land and water resource management; the use of models and early warning systems in predicting/forecasting potential climate related disasters; extensions models to promote climate change adaptation; hydrology models for forecasting/predicting efficient water management; Biodiversity and natural resource ecology management as a tool for successful rehabilitation of low rainfall areas; Integrated Cropping Calendar Information System.

Ms. Annalissa L. Aquino presented a paper on Monitoring the Responses and Productivity of Annual Field Crops and Development of Intervention Strategies to Enhance Crop Adaptation to Climate Change. Since this is a newly started research and data on crop responses are still not available she presented more general information on the current status of farmer strategies to adapt to climate change which include direct seeding of rice, planting high yielding short duration crop varieties, planting drought tolerant crops, relay cropping, and organic farming. The report also presented government and institutional initiatives in response to climate change. Some of the initiatives mentioned in the paper were the development of climate change adapted rice varieties, promotion of organic farming and climate change researchers that include studies on adjusting the cropping calendar and modification of crop management practices.

Philippine delegates Dr. Lisa Aquino of UPLB and Ms. RL Oliva of DAP

Philippine delegates Dr. Lisa Aquino of UPLB and Ms. RL Oliva of DAP


There was a great deal of learnings from all the presentations. My objectives in attending the course and my expectations as a participant were more than met. As a crops person, I learned so much from the presentations on climate change adaptation on livestock, forestry, and the use of extension models to promote CC adaptation as well as the use of hydrology models for efficient water management. Some of the approaches and tools can be modified under Philippine condition and incorporated in future climate change researches. The topics were all interesting and informative and the discussion and exchange of ideas among participants facilitated greater learning not just on the topics presented but on the experiences of the participants and the current situation of each country. The topics presented by the resource persons were equally interesting and informative, which stimulated so many questions from the participants. Moreover, all of the resource persons are very knowledgeable in their respective topics, thus discussion was very stimulating.


The following are the recommendations of the participants related to the project outcome:

a. Develop a national plan for climate change adaptation and integrate the plan with existing agricultural policies.
b. Establish a platform for a more effective dissemination of climate change adaptation strategies.
c. Develop an insurance and financing scheme to help minimize the impact of climate change.
d. Strengthen multisectoral coordination and partnership on climate change mitigation and adaptation.
e. Enhance farmer capacity to use up-to-date information and farm-level decision making on climate change adaptation.
f. Initiate and support researches related to climate change adaptation and mitigation.

Being involved in a multidisciplinary project which focuses not only on crop response/performance to extreme climate events but also on the adaptive practices of farmers, I will share with our farmer partners some of the successful climate change adaptation practices that I learned during the workshop. I will encourage them to modify and try the best practices to find out which are suitable and appropriate to their condition. Helping farmers capitalize on their strengths and encouraging them to innovate on what is already proven effective can be a way to influence change and generate multiplier effect.


University Researcher II
College of Agriculture
University of the Philippines Los Baños
Email: zen.aquino.314 @


Report: Food Safety Management System along Food Value Chains Multicountry Study Mission, May 23-28, 2016, Japan

Group photo with APO Secretary-General Mari Amano

Group photo with APO Secretary-General Mari Amano

Food safety is a worldwide concern. The importance of food safety cannot be overemphasized. The number of food safety crises occurring worldwide in recent years has eightened consumers’ food safety awareness and caused public distrust of increasingly complex global food value chains. Against this background, the food-processing industry has been developing diverse management systems to control food safety and quality along value chains. However, due to a lack of clear understanding of these systems and limited financial and human resources, food-processing SMEs have difficulties in establishing and operating them. With a special cash grant from the Ministry of Agriculture, Forestry and Fisheries of Japan, this study mission is aimed at deepening the understanding of modem FSMS.

The participants were expected to enhance understanding of modem food safety management systems (FSMS) inclusive of HACCP, ISO 22000, and food traceability systems, examine the challenges and opportunities in enhancing such systems; and formulate strategies for adopting the lessons learned from the experience of Japan in other participating countries.

The observational study mission includes field/company visits, resource paper presentations, sharing of country experiences, and individual/group exercises. On Modem FSMS, Food traceability systems, and challenges and options for the private sector in implementing FSMS and traceability systems, especially for SMEs.


As the current Director of an institute mandated to provide technical assistance to the general public on food safety by providing appropriate training programs to suit the needs of the food industry, the objectives of this project totally exemplifies the primary role, our organization plays in the society. Enhancing our understanding on food safety management systems in the food value chain will strengthen our role in the promotion of food safety to the general public, especially our students. This observational tour will also give me a different perspective on the strategies and challenges other countries are facing, and apply the effective management tools and lessons learned from those experiences. The exchange of information among different participating countries is an opportunity to formulate a food safety management system suited to our personal experiences in our own country considering the big postharvest losses in the food value chain. I believe that adopting a food safety system will greatly help both from the perspective of the economy and food safety.

It is also worthwhile to note that although there are companies capable of embracing modern food safety management system such as HACCP, ISO 22000 and food traceability systems, majority of the food companies in my country are still lacking information and even implementation programs with regards to this system. These food companies often belong to the SMEs. I am expecting to learn strategies on how to help even those small food industries compete with the big companies by implementation of such programs in a manner highly adaptable to them.


This study mission tour was participated by a diverse group involved in Food Safety Management System in their respective countries. There are 18 participants (10 male and 8 female) distributed as 10, 5 and 3 participants coming from government agencies, academic institutions and owner or officers of private companies, respectively. The following are the participating countries:

Bangladesh – Ms. Parag
Additional Secretary
Ministry of Industries
Government of the People’s Republic Of Bangladesh

Cambodia – Mr. Phanith Him
Deputy Director
National Productivity Center of Cambodia
Ministry of Industry and Handicraft

China, Republic Of – Ms. Yen-Chi Tung
Specialist, Poultry Industry Section
Department of Animal Industry
Council of Agriculture, Executive Yuan

IR Iran – Dr. Farzaneh Anssari
Head, Food Industry and Agriculture Faculty in Standard Research Institute
Institute of Standards and Industrial Research of Iran (ISIRI)

Dr. Soheyl Eskandari Gharabaghlou
Faculty member and Head of Food Chemistry with Animal Origin Laboratories
Food and Cosmetic’s Supervision and Evaluation
Ministry of Health and Medical Education

India – Dr. Anurag Singh
Assistant Professor
National Institute of Food Technology Entrepreneurship and Management

Dr. Naresh Kumar Sharma
State Nodal Officer (Food Safety)- Punjab
Commissionerate Food and Drug Administration Punjab, India

Indonesia – Mrs. Dini Ririn Andrias
Lecturer/Secretary of Bachelor Degree Program of Public Health, Faculty of Public Health,
Airlangga University

Malaysia – Mr. Bin Ahmad Rumzi
Economy Affairs Officer
Muda Agricultural Development Authority (MADA)

Mongolia – Ms. Ariuntuya Batjargal
Officer, Department of Strategic Policy and Planning
Ministry of Food and Agriculture

Nepal – Mr. Shreeran Neupane
Food Research Officer
Department of Food Technology and Quality Control
Ministry of Agriculture Development

Pakistan – Mr. Kamran Ahmed Siddiqui
Manager of Compliance and Food Regulatory Affairs
Young’s Private Limited

Mr. Waqar Ali Khan
Joint Secretary
Ministry of Industries and Production

Philippines – Dr. Lotis E. Mopera
Director and Assistant Professor
Institute of Food Science and Technology
College of Agriculture
University of the Philippines Los Baños

Sri Lanka – Mr. Lal Keerthi Amarairi Gunawardhana
Chairman, Lucky Lanka Milk Processing Co. Plc.

Thailand – Ms. Pimpan Ngoented
Standards Officer, Professional Level
National Bureau of Agricultural Commodity and Food Standards (ACFS),
Minsitry of Agriculture and Cooperatives

Dr. Suwimon Keeratipibul
Department of Food Technology
Faculty of Science, Chulalongkorn University

Vietnam – Mr. Huu Huyen Tran
Quality Assurance and Testing Center 1


Several methods of learning were utilized during the observational tour. Table 1 below shows the different topics covered during the study mission. The program started with series of lectures from highly qualified resource persons. The lectures started with the landscape of several food safety policies in Japan as well as concrete examples on the adaptation of those policies and the modifications made by the policy makers together with food manufacturing companies. Food safety in general is monitored by at least two government agencies namely: the Ministry of Agriculture, Forestry and Fisheries (MAFF) and the Ministry of Health, Labor and Welfare (MHLW). Certifications of the SMEs were facilitated by the local government unit of each prefecture. However, only the structure of the Tokyo local government on food safety accreditation was discussed. This was complemented by the observational tour which includes different companies in 5 prefectures. The field visits allowed the participants to realize the implementation of the food safety management system in Japan. Further, the field visits as well as the lectures covered the entire food value chain, from the farm to the consumers which exemplifies the implementation of the FSMS in Japan. The participants were allowed to ask question at the end of each lecture or tour.

The participants were divided into groups at the beginning of the tour and were allowed to discuss learning experiences derived from the program. A presentation was made on the last day. Each group was obliged to choose three topics and requested to present country experiences and action plan related to the topics discussed.


Recent Trends of Food Safety: Policy in Japan
Dr. Goichiro Yukawa
Research Center for Advanced Science & Technology,
Tokyo University of Marine Science and Technology

Introduction and Promotion of HACCP and Food Safety Management Systems in Japan
Dr. Yoshihisa Onishi
Technical Adviser
Japan Bentou Association

The Experience of the Japanese Food Processing SMEs on Food Safety and Quality Management
Mr. Shigeru Yoshida
Managing Director
Kamaichi Co., Ltd.

Undertakings to Ensure Hygienic Vegetable Production in Japan and Other Countries
Dr. Yasuhiro Inatsu
Leader of Food Hygiene Laboratory
National Food Research Institute (NFRI),
National Agriculture and Food Research Organization (NARO)

Food Safety Management -Prediction and Precaution with Risk Analysis
Dr. Yoko Niiyama
Agricultural Economics and Food Systems
Division of Natural Resource Economics
Kyoto University

Traceability in Food Chain; General Principles and Status in Japan
Dr. Yoko Niiyama
Professor of Agricultural Economics and Food Systems
Division of Natural Resource Economics
Kyoto University

APO MOSM on FSMS, 2016 3


  • Mishima Foods, Kanto Factory,
  • Food and Agricultural Materials Inspection Center (FAMIC)
  • Meiji Naruhodo Factory Osaka
  • Graduate School of Agriculture, Kyoto University
  • AEON Agri Create Co., Ltd., Mikisatowaki Farm
  • Yamasa Kamaboko Co., Ltd, Yumesaki Factory
  • National Agriculture and Food Research Organization (NARO)
    (i) Research Institute of Food and Agriculture
    (ii) National Institute of Food Research

Megumilk Snow Brand Co., Ltd, Ami Plant

APO MOSM on FSMS, 2016 2

The archipelagic nature of Japan proved to be a challenge in the implementation of the food safety program of the government. However, this disadvantage was not reflected in several companies that we have visited. The central government has managed to cascade the responsibility of handling food safety concerns to the local government down to the small companies and retailers. It enables the participation of the municipality in the implementation of food safety programs mandated by law through a certification system monitored by national government agencies. Through this system the objectives of the government in achieving food safety throughout the country is translated to everyone. From my point of view as an educator, it is important. A highly inclusive program will enhance cooperation amongst the member of the community. This is what makes a FSMS effective. Community involvement also make is easier to control quality assurance concerns in term of food safety. Farmers for instance are well aware of their role in the entire food value chain. Everyone’s role is important and accounted for. This is the Japanese way and is an effective one.

This highly organized food safety management system of Japan was well presented in this study mission. Particularly noteworthy is the fact that the Japanese have manage to modify some international guidelines on Food Safety and have adopted such in their own country. Not forgetting globalization, most companies adopt the HACCP as well as ISO programs but they have incorporated certain modifications such as incentivizing and constant retooling of their employees for their awareness of food safety system.

These simple methods of compliance to the companies regulations on food safety system allowed the participants to realize that implementation of food safety programs are possible even if highly sophisticated equipment are absent. But of course, those equipment are completely necessary for companies who catered to a bigger market. For instance, mechanized air curtain/blower before entry to the production area is a must for most companies we visited in Japan. In the Philippines, only multinationals or big companies can afford to employ such inside the workplace. The use of PPE, which is high adaptable in the Philippines, can be imitated for implementation food safety system. Although most companies in the Philippines as well aware of ISO and HACCP, I have only visited a few food companies who adopt the complete PPE uniform to comply to ISO or HACCP.

The visits to the companies were complemented by the lecture before the field visits. The lecturers were very effective in providing an understanding of how the Japanese laws, policies and guidelines have evolved through the years with food safety of the general public in mind and how the Japanese government addressed those issues. The traceability within the food value chain was well articulated particularly by the Prof. Niiyama of Kyoto University. She emphasized the importance of having a food safety management system to stay on top of the situation in case there is a deviation from the implemented food safety system. Her examples as well as the examples of the other speakers gave a comprehensively describe the entire food value chain together which makes it easier for the participants to understand the observational tour later in the program.

The participants were also given the chance to interact and share their own experiences. In general, majority of the ASEAN countries shared the same challenges as the Philippines. Implementation of FSMS, however, varies per country depending on the policies of the government.

All the companies and resource persons were one and the same in saying that a comprehensive food safety system should be implemented by 2020 in time for the Tokyo Olympics, again, the Japanese had public safety in mind, the very reason why a food safety management system should be in place.


Majority of the participants from the member countries concluded that Food Safety Management is not a task by a single agency rather it requires a multidisciplinary (involving the food sector, health sector and agriculture and other related agencies) approach to formulate an effective program. In general, it is recommended that APO and its member countries should consider the role of SMEs in the implementation of a Food Safety Program. The APO can participate in educating the policy making bodies in the formulation of guidelines for food safety management by conducting similar training programs.

In the Philippines, a Food Safety Act with Implementing rules and regulations have already been released. However, this information is probably not known to almost all of the SMEs in the country. The NPO should take part in the promotion and education about the Food Safety Act and probably help capacitate some SMEs in terms of finances for adopting a Food Safety Program. The NPO should also encourage the participation of government agencies with capabilities to conduct training programs on Food safety management system. NPO should also participate in conducting training programs for farmers, entrepreneurs, processors, LGUs, etc. to encourage participation in implementing the provision of the Food Safety Act. In addition, the implementation is a function not only of the DOH who is in charge of the implementation of the law but requires the participation of other agencies as well. Just like the system in Japan, the Ministry of Health, Labor and Welfare together with the Ministry of Agriculture, Fishery and Forestry should be take part in monitoring and evaluation of the provisions of the Food Safety Act. On this note, UPLB, specifically the Food Science Cluster have always take part in the process of policy making by attending forums and writing position paper on the implementation of certain provisions.

The knowledge gained from this study mission can easily be disseminated through the students in various courses handled by the institute. These students will used the knowledge gained in their respective workplace usually in food companies and other academic institutions upon graduation or even in their own food businesses. Extension activities like preparation of IEC materials like videos, poster together with the students can also help in promoting food safety systems. The FSC also helps SMEs in laboratory analysis and gives technical advice for product registration as part of the implementation of the Food Safety Act.


Assistant Professor and Director
Institute of Food Science and Technology
College of Agriculture
University of the Philippines Los Baños
Email: lemopera @

Report: Labor-Management Relations for Policymakers, Labor Unions and Top Management Forum, May 17-19, 2016, Japan

Forum delegates group photo

Forum delegates group photo

Labor-Management relations refer to the system in which employers, workers, and their representatives, and, directly or indirectly, the government, interact to set the ground rules for the governance of work relationships.

Maintaining sound industrial relations while companies grow is beneficial to both labor and management.  Needless to state is the fact that the whole nation stands to gain from this, too. Companies with good productivity records provide a link between labor-management relations and growth.  Thus, there is an increased interest in finding the key towards good labor-management relations and economic growth.

This, in essence, is the central theme of the Forum – attaining sound and stable industrial relations and improved productivity using Japan’s success story as a model and rallying point. Japan successfully shifted from tumultuous industrial relations to a harmonious one with accompanying boost in productivity for the entire nation.  This story is worth taking a serious look at for from it, valuable lessons could be learned and adhered to.

Organized and implemented by the Asian Productivity Organization (APO), the Forum was a three-day gathering aimed to identify the roles of government, national trade unions, and employers/management in promoting constructive labor-management relations for productivity improvement.


I am directly involved in the maintenance of harmonious labor-management relations through conciliation-mediation of labor disputes and I inevitably touch on and impact their (labor and management) relationship through policy formulation and program development relative to labor-management relations and dispute prevention and settlement.  Policies and programs are geared towards a shift in labor-management relations from adversarial to a more cooperative and participative relationship.  This is achieved through the promotion of social dialogue, tripartism, and alternative dispute resolution schemes such as conciliation-mediation and bipartite mechanisms like grievance machinery and labor-management council/committee where labor and management settle their differences through negotiation, dialogue, and mutual agreement.

Thus, my participation in the Forum was premised on the knowledge and deeper appreciation that I would gain on the  labor-management relations as well as labor legislation in Japan, distinct links between labor relations and productivity, innovative ways to enhance labor-management relations and productivity, and ways to improve government services towards maintenance of stable labor relations.  I would love to hear and learn from the experiences of Japan and my co-participants in managing labor-management issues and enhancement of labor relations and productivity.


Thirty-two men and women from government, union, management, and private organizations of 16 participating countries in the Asia Pacific region participated in the Forum.

The Philippines was represented by Mr. Alan A. Tanjusay, Policy Advocacy Officer of the Associated Labor Unions – Trade Union Congress of the Philippines (ALU-TUCP), Ms. Pag-asa L. Dogelio, Program Officer IV of the Development Academy of the Philippines, and the undersigned, Maria Teresita L. Cancio, Acting Deputy Executive Director of the National Conciliation and Mediation Board, an agency attached to the Department of Labor and Employment.


The Forum was conducted using interactive presentations, exchanges of information and experiences, discussions on case studies, group discussions and workshops, and site visits on the seven topics:

1. Productivity Movement and Labor Management Relations in Japan
2. Current Issues on Industrial Relations in Japan and Asian Countries
3. Management Viewpoint and Task for Constructive Japanese Labor Management Relations
4. The Role of Trade Unions for Constructive Industrial Relations among Japanese Multi-national Companies in Overseas especially in Asian Countries
5. Labor Policies and Measures on Industrial Relations in Japan
6. Site visit at JTUC-RENGO, Activity and Present Situation of RENGO and Task/Challenge/Role of RENGO
7. Site Visit at Suntory Co., Ltd, In-company Communication such as Labor Management Joint Consultation

Site visit at JTUC-RENGO

Site visit at JTUC-RENGO

Learning Points and Personal Insights

Essential points taken from the presentations, discussions, and site visits include the following:

1. Labor and management relations have always been adversarial.

This is so because the two take each other as natural and perennial enemies.  Management regards labor as an entity that is out to demand every conceivable thing, thus, eats away profits of the company.  Labor is seen as a rival in the control and running of the company’s operations.  On the other hand, labor sees management as uncaring and insensitive to its plight and disregards its rights to just and fair share of the fruits of production.

Japan had its share of labor disputes with some ending in protracted battles and strikes with one lasting 120 days before it was finally settled.  These disputes wrought havoc on Japan’s economy.

2. The need to shift from confrontational relationship to a more collaborative one should be a prime objective of every company and country.

Undoubtedly, this entails hard and persevering work.  One must remember that cooperation is never possible in an environment of mistrust and doubts. Sincere and effective communication and information sharing are vital to building trust which is the foundation of cooperative action.    Thus, trust building must be a continuing activity.

Cooperation should be evident in every company undertaking – from formulating goals and working to achieve them, identification of problems and finding solutions, improvement of work processes, eliminating/reducing wastage to fun activities like sports fest and company outings.  Cooperation is proof that workers’ voice is heard and listened to, considered and reflected on, counted and respected.

As demonstrated and confirmed by the Japan experience, cooperative action is vital in the attainment of growth and development of firms and industries, which, in turn, should lead to the improvement of working and living conditions of workers.  Development that does not yield any positive change on the lives of workers is a hollow one, and will, sooner than later, blow up as one big farce.

3. Enactment of labor laws was not enough to assuage labor and halt labor unrest.

In Japan, three important labor laws (Trade Union Law, Labor Standards Law, and Labor Relations Adjustment Law) were passed and freedom of trade union activities was guaranteed, but still, labor disputes continued to break loose.

Labor unrest could not be totally contained by passage of significant edicts as there is more to it than could be addressed by laws.  Labor disputes arise not only for economic reasons but for psychological, ideological, and political causes as well.  These can never be countered and fulfilled with laws alone but are best resolved through a host of other interventions, foremost of which is direct engagement with workers.

Workers must be accepted, motivated, and appreciated as worthy contributors to the growth of the company.  They should be given opportunities to participate in the management of some aspects of their employment through consultation on matters that affect them.  Their demand for greater economic security which translates to job assurance must likewise be looked into, thus, avenues for discussion of issues that lead to termination have to be in place.  All these spell recognition of the workers’ voice and immediate response from management.

4. There is not a single way to lift a country from its dire situation.

In 1945, Japan was, literally, in ruins.  This reality was made worse by labor unrest.  Labor laws and policies were not enough to lift the country from the doldrums.  Japan used not a single tactic to rebuild itself.  To reconstruct its economy, it used a combination of measures, namely, productivity movement, quality improvement of products, and infrastructure development.

Japan’s success shows that growth and development cannot come from working on just one aspect of a nation’s existence.  For development to be possible, sustainable, and inclusive, there must be a system of interrelated schemes that supports and backs the others.  The proper approach must be holistic, complete, and full.

5. Japan’s Productivity Movement

The Productivity Movement which is one of the three pillars of Japan’s economic prosperity is anchored on three guidelines: management development, constructive industrial relations, and fair distribution of productivity gains.

Management development recognizes that experienced and skilled workers are assets of a company, thus, they should be protected and assured of their jobs.  Hence, laying or firing off of workers should not be a resultant activity in any productivity improvement program.

To attain constructive industrial relations, both workers and management must recognize their roles in maintaining stable labor-management relations.  Both should work hand in hand to achieve mutually defined and desired goals.  Workers and management must continuously build and enhance their relationship based on mutual respect and trust.  In other words, cooperation and partnership through information sharing must be the basis of their relations.  Labor-Management Joint Consultation System moves towards this end.

Whatever gains that may come from productivity initiatives must be shared with the company/management, the workers, and the consumers.  This means that while the company continues to grow, the workers enjoy salary increases, more and improved benefits, and good working conditions.  At the end of the continuum are the consumers who come home with quality goods in their bags and excellent service.  This is the only way for productivity to be truly felt by every stakeholder.

6. Concept of productivity

The technical definition of productivity is expressed in the equation Output/Input where output represents product/services, profit, and value added and input refers to labor, raw materials, machinery, system, facilities, and capital.

Productivity is more than this stiff and limiting definition.  It is more of an attitude where one seeks to continuously improve from yesterday’s performance.  It is embracing the fact that possibilities abound and that one should not be restricted to try new and innovative ways to self-expression through the world of work.  Productivity is changing, transforming, converting, and moving towards improvement.

Productivity is everyone’s concern.  It is management’s as well as labor’s responsibility.  It is likewise a country’s accountability.  Thus, for productivity to be achieved, the call for collaboration of everyone must be sounded and responses should be forthcoming.

7. Labor-Management Joint Consultation

LMJC is not a mandatory scheme that workers and management have to adhere to.  It is voluntary and there lies its efficacy in bringing about good labor-management relations.  LMJC brings out sincerity, respect, and trust of both labor and management in dealing with each other.  It lays on the table the parties’ (workers and management) needs, wants, intentions and the same are considered without having to look and be bothered by legalities.  Open discussions are held without fear of retribution and reprisal.  These are the essential elements and the kind of setting conducive to settlement of day to day issues and concerns confronting the two.

LMJC pursues common interest, productivity increase, and enlargement of the economic pie for distribution and sharing.  It is grounded on key concepts:

• Labor and management are social partners;
• Communication and Information sharing are essential to the parties’ relationship; and
• Labor and management relations must be founded on mutual trust, respect, and sincerity.

8. Problems are part and parcel of the world of work and its concomitant industrial relations.

Despite its stature in the global community and the success of its productivity movement, Japan is not immune to problems in industrial relations as it continues to have its share of problems.  Some of the current issues in the country are:

• Increase in the number of non-regular workers;
• Rapid aging of Japanese workers;
• Gender issues;
• Increase in individual labor disputes; and
• Foreign workers issues

Government, labor, and management must work together to resolve these     problems.  The three must keep themselves abreast with the latest and come up with out     of the box solutions, otherwise, they will lose their     relevance. Remember, industrial     relations is dynamic.  One must always be in step and keep pace with it.

9. Achieving and maintaining constructive industrial relations entail hard and unceasing work.

Sound and stable labor-management relations is not a one shot deal.  It is a continuing process of enhancing trust, ensuring respect for the other party, forging understanding, recognizing rights, and supporting programs to achieve mutually defined goals.

Programs and measures to attain harmonious relations in the workplace, industry level, and the overall industrial climate in a country may vary in countries.  This is because of the differences in culture, social values, religious beliefs, and economic realities of the people.  Nevertheless, what is important is there are undertakings towards the achievement and maintenance of industrial peace.  Common to these undertakings are constant dialogue, opportunities for cooperation and partnership, and recognition and respect for the rights of each other.

10. Government, management, and trade unions have their respective roles to play in the realization of constructive industrial relations and productivity.

Management’s Role

• Provide wages and benefits in accordance with law, or, if it is within its capacity, more than what the law requires.  Share the fruits of production with labor.
• Provide working environment and conditions that are safe, healthy, and conducive to productivity.
• Provide trainings and other learning opportunities for employees’ skills enhancement and professional growth.
• Respect workers’ rights, especially the right to self-organization and collective bargaining.
• Address fairly, objectively, and immediately issues, problems, and concerns raised by labor.
• Open communication lines with workers and share relevant information especially on matters affecting them.
• Provide opportunities for labor to participate in decision making process through regular consultations, meetings, and discussions of day to day issues and concerns in the company especially those that directly affect labor.
• Provide opportunities and activities for trust building and cooperative action.
• Accept and acknowledge workers as partners in the growth and development of the company.

Trade Union’s Role

• Capacitate and empower workers by conducting seminars and trainings on their rights, duties, and obligations as well as the company’s rules and policies and pertinent labor laws.
• Promote workers’ rights and interests.
• Advocate and work for higher wages, improved benefits, and safe and healthy working conditions of workers through genuine collective bargaining negotiations and with regard to management’s financial capacity.
• Open communication lines and share information with management.
• Cooperate with management in enhancing employee productivity and overall company productivity.
• Support activities geared towards trust building and cooperative action.
• Accept and acknowledge management as its partner in the company’s growth and development and in improving the lives of workers.

Government’s Role

• Enact laws that promote and protect both workers’ and management’s rights.
• Empower labor and management through the conduct of seminars, trainings, forums, and symposia on labor laws and policies.
• Develop programs that highlight labor-management partnership towards good relations, productivity, and occupational safety and health.
• Develop a good system of dispute prevention and settlement.
• Provide just, impartial, and speedy means of resolving labor disputes.
• Advocate harmonious labor-management relationship by:

 Granting incentives to companies that adhere to and respect labor laws;
 Granting incentives to companies with best practices/programs on worker empowerment, productivity, safe and healthy workplace, and labor-management partnership and cooperation; and
 Granting incentives to companies and labor unions with best practices on grievance handling and 100% settlement rate of labor disputes at the company level.

• Provide an environment where social dialogue and tripartism are integral to the whole industrial relations system of the country.

Labor-management relations is dynamic. It changes overtime and across nations. Be that as it may, what remains unchanged is the fact that it is shaped by its main actors – labor/workers, management, and government.  For labor or industrial relations to be harmonious and stable, the positive and healthy interaction of the three stakeholders, especially, labor and management, must be maintained as this is paramount.  The three must efficiently and effectively play their respective roles in the drama of labor relations in the stage of the world of work.  This is the stage where the curtains remain open for as long as the world exists.

At Suntory Co. Ltd.

At Suntory Co. Ltd.


Constructive labor-management relations is not new in the Philippines.  As far back as the 1970s, the country has labored to bring about congruence and harmony in its industrial relations climate.  Several laws and orders have been passed towards this end, foremost of which is the Philippine Labor Code of 1974.  The Code stands as the law governing employment practices and labor relations in the country.

Throughout all the efforts, however, industrial peace remained elusive as labor unrest continued to haunt the country.

In 1987, by virtue of Executive Order No 126, which called for the reorganization of the Department of Labor and Employment, the National Conciliation and Mediation Board (NCMB) was created.  And this was when things started to turn right.

NCMB, with its programs on conciliation-mediation of labor disputes, voluntary arbitration, grievance machinery, and labor-management cooperation, has turned the tide of numerous labor disputes and strikes.  From a high of 581 strikes in 1986 to only 5 in 2015, NCMB has indeed found its mark!   The alternative dispute prevention and settlement system that the Department of Labor and Employment (DOLE) and NCMB have set and pushed is working its wonders.  Thus, the country has been enjoying relative industrial peace for the past nine years.

Against this backdrop and to sustain harmonious industrial relations, DOLE has re-energized its efforts to improve productivity.  Not that this important aspect has been relegated to the backburner.   On the contrary, higher levels of productivity have always been encouraged especially with the enactment of the Productivity Incentives Act of 1990.

Today, maintaining good labor-management relations and enhancing productivity go hand in hand as companies with Labor-Management Cooperation Councils/Committees (LMCC) are encouraged to establish Productivity Subcommittees.  On the other hand, companies with Productivity Committees are urged to form LMCC.  At the forefront of these twin tasks are the men and women of DOLE, NCMB, and the Regional Tripartite Wage and Productivity Board (RTWPB).

With the system on constructive industrial relations in place in the country, my action plan remains simple:  to continue NCMB’s work in facilitating LMCCs with subcommittees on productivity/LMCCs and Productivity Subcommittees, operationalization of grievance machineries, and conciliation-mediation of labor disputes.  But as a direct output of my participation in the Forum and as added impetus to the cause of industrial harmony and improved productivity, I will be preparing a PowerPoint presentation on the link between LMR and productivity focusing on the successful Japan experience.  This will then be presented to my colleagues and other stakeholders.


Acting Deputy Executive Director IV
National Conciliation and Mediation Board
Department of Labor and Employment
Email: tec_cancio @

Report: Best Practices of Knowledge Management Implementation in NPOs Workshop, June 14-17, 2016, Mongolia

Workshop delegates

Workshop delegates

The APO KM framework was developed to provide a common understanding of KM among member countries, and in particular among NPOs. The framework was designed based on practical experience in KM from several countries in Asia, along with best practices from the USA, Australia, and Europe. NPOs are expected to have adopted and applied the KM framework in their organizations and should have produced appreciable results. Different NPOs may have pursued specific goals and used various tools and techniques in implementing KM. It is therefore relevant to share those experiences and best practices so that other NPOs can learn and possibly adopt them.


This training will help the participant understand the broader context of KM in varied setting and conceptualize as to how the best KM practices from other organizations can be blended into the diverse nature of the Graduate School.

3. Participants

Bangladesh – Mr. Md. Razu Ahammed
Research Officer
National Productivity Organisation,
Ministry of Industries

Cambodia – Mr. Um Serivuth
Deputy Director
National Productivity Centre of Cambodia,
Ministry of Industry and Handicraft

China, Republic of – Ms. Pei-Chun Chung
Associate Administrator
China Productivity Center

Fiji – Mr. Ashwin Gounder
Head of Training
Executive Management
National Training & Productivity Center

IR Iran – Mr. Hassan Rostami Kelishomi
Education and Research
National Iranian Productivity Organization (NIPO)

Lao PDR – Ms. Alounni Sisavath
Deputy Director of Division
Productivity Division, Department of SME Promotion
Ministry of Industry and Commerce

Malaysia – Ms. Wan Fazlin Nadia Wan Osman
Malaysia Productivity Corporation

Nepal – Mr. Prabin Kumar Acharya
Branch Chief
Productivity Promotion Division
National Productivity and Economic Development Centre (NPEDC)

Sri Lanka – Mr. B.M.S. Balasuriya
Productivity Development Officer
National Productivity Secretariat

Thailand- Ms. Dujdao Duangden
Senior Consultant
Thailand Productivity Institute

Vietnam – Ms. Nguyen Thi Van
Ho Chi Minh Branch
Vietnam National Productivity Institute (VNPI)


Topics discussed and key inputs delivered by resource persons Importance of KM to productivity and quality improvement initiatives:
KM applications in international development organizations;
KM applications in private business organizations;
KM applications in public organizations;

Selected models and best practices of KM in NPOs; and
Strategies to intensify KM applications and adoption in NPOs.


Expert presentations, country case studies, site visits, and workshop.
Highlights of the Philippine country paper
The Philippine country paper focused on the actual and technical application of the KM tools in the Graduate School thru the creation of a Learning Management System (LMS).

The other countries presented the current status of their country’s KM office. They have also discussed the KM trainings which their offices have conducted and how they managed to boast the income of their office thru these trainings.

APO WSP on KM in NPO, 2016 2


I am entirely grateful for the opportunity that APO had given me when I was allowed to join the KM workshop at Ulaanbaatar, Mongolia last June 14-17, 2016. In so far, the workshop managed to provide the participants new knowledge on the nature of KM, as well as enlighten us to the best strategies and practical benefits that KM has offered to offices of various natures in the Asian Region. The workshop also provides an avenue for all participants to establish camaraderie and exchange information on the KM proceedings in their own countries.

Generally, I find the workshop worthy of every minute that we have spent within the four corners of the classroom wall.


I have divided my action plan into two since I originally belong to the Graduate School of DAP and not in the APO itself. Apparently, APO and DAP, as a whole, already have a concrete plan on Knowledge Management and as a holistic institution, we are united in our efforts to promote the mandates of APO and assist in every way we can towards attainment of the laid-out plan and goals addressing Knowledge Management.

On the part of the Graduate School, as soon as I arrived in my home country, I am planning to do the following:

  1. Conduct re-echo of learnings on KM best practices to colleagues and superiors;
  2. Promote institutionalization of Learning Management System of the Graduate School as practical and technical application of KM in the NPO.


Learning Manager
Graduate School of Public and Development Management
Development Academy of the Philippines
Email: baltazara @

Report: Development of the International Green Productivity Advisory Committee Workshop, November 25-27, 2015, Japan

Group Photo with APO Secretary- General Mari Amano

Group Photo with APO Secretary- General Mari Amano

The APO implemented the Workshop on the Development of the International Green Productivity Advisory Committee (I-GPAC) in Tokyo, Japan. The workshop aimed to enhance international collaboration on green productivity (GP), give updates on new GP activities and initiatives, as well as discuss trends on green technology. APO Secretary General Mari Amano opened the workshop, together with the key officials of the IGPAC. The first two days of the Workshop covered technical topics related to GP and green technology in relation to sustainable development and climate change. On the last day, the participants visited a recycling facility (Re-tem) and a city of the future showcase (Panasonic).

City of the future showcase at Panasonic

City of the future showcase at Panasonic

The technical sessions of the workshop included high-profile presentations by internationally recognized experts. However, one expert was unable to make a presentation due to health reasons. Another expert made a presentation through a substitute speaker. There were no country presentations.

The key lessons gained from the workshop include the following:

a. The internationalization of the Green Productivity Advisory Committees (GPACs) serves as a platform for member countries to mutually share and learn ongoing GP activities and issues, visit and learn from cutting-edge GP practices across the region, and discuss challenges and opportunities of organizing GPACs in member countries.

b. For year 2015, the Earth Overshoot Day occurred on August 13 according to the Global Footprint Network. The global overshoot happens when humanity’s annual demand for the goods and services that the land and seas can provide exceeds what the Earth’s ecosystems can renew in a year. This implies 1.6 planets are needed to support humanity’s demand on Earth’s ecosystems.

c. The world emission will increase to 55.2 GtCO2 in year 2025 and 56.7 GtCO2 in 2030 compared to 1990 level. The surface temperature will increase by 2.7 degrees Celsius at the end of the century. Thus the modern age is called the Anthropocene given the dramatic increase in human activities (world population, world gross domestic product, overseas direct investment, urban population, etc.) and the global changes in earth’s systems as a result of the increase in human activities (atmospheric CO2 concentration, atmospheric N2O concentration, atmospheric CH4 concentration, rate of disappearance of the ozone layer, etc.)

d. The projected 40% increase in human population by 2050, combined with goals to substantially improve standards of living for the poorest 5 billion people on Earth, implies at least a doubling of future resources by 2050.

e. Governance in the Anthropocene requires a recognition of the following: human as part of the Earth’s life systems; primacy of ecological boundaries over social boundaries; integration of ecological limits in rules and policy; fair sharing among present and future generations of life; precaution about crossing the planetary boundaries, namely, climate change, ozone depletion, atmospheric aerosol loading, ocean acidification, global freshwater use, chemical pollution, land system change, rate of biodiversity loss and biogeochemical loading.

f. Achieving a low climate target calls for very aggressive emission decreases. Keeping CO2-induced global warming below 2 degrees Celsius would require emissions reductions of almost 3.2% per year from 2020 onward.

g. The projected timing of climate departure from recent variability is as follows: 2047 for Earth; 2038 for Manila; 2041 for Tokyo, and 2046 for Beijing. Climate departure means the moment when the variability of coldest and hottest temperatures is exceeded. Thus an old climate is left behind and a new climate will take place.

h. To ensure the survival of human species, the world must shift to a green economy, which the UNEP defines as one that results in improved human well-being and social equity, while significantly reducing environmental risks and ecological scarcities. In simple terms, a green economy is low carbon, resource efficient, and socially inclusive.

i. A green economy must recognize the vicious cycle involved in maximizing short-term quantity of growth. This vicious cycle starts with exploiting the human and natural capital. As a result, it worsens social exclusion, reduces labor productivity, widens income gap, increases resource intensity, reduces resource efficiency, and jeopardizes ecological sustainability. The effects undermine economic vitality (low economic dynamism/resilience, high economic vulnerability). Thus exacerbating further exploitation of human and natural capital.

j. The vicious cycle needs to be replaced with a virtuous cycle – one that proceeds by investing in human and natural capital, thereby resulting in high labor productivity, social inclusion, equitable income distribution, high resource efficiency, low resource intensity, and ecological sustainability. These effects reinforce economic vitality (high economic dynamism/resilience, low economic vulnerability) thereby enhancing more investments in human and natural capital.

The NPO is in the right track in terms of its focus on productivity and quality improvement. Greening these focus areas, however, is not only desirable, but also a must, otherwise the institution becomes an unwilling catalyst in sustaining the vicious cycle. Advocating the Green Productivity philosophy, tools and approaches are critical given the adoption of the Sustainable Development Goals by the United Nations and the 70% reduction in greenhouse gas emissions recently committed by the Philippine Government.


Managing Director
Sustainable Human Development Program
Development Academy of the Philippines
Email: cajesa @

Assistant Secretary
Department of Trade and Industry
Email: blesilalantayona @


Report: Energy Management System Auditors: ISO 50001 Training Course, May 8-11, 2016, Bangladesh

group photo1

The training course was designed to assist top managers in establishing, implementing, maintaining, and improving energy management systems to achieve continual improvement of energy performance based on the ISO 50001 standard. The purpose was to provide an opportunity for senior executives and responsible officers to understand the methodology and major components of ISO 50001 and enable them to reduce energy consumption and improve energy performance in organizations. Organizations that waste energy through lax processes and insufficient management are not only losing money but are also causing avoidable pollution through increased carbon emissions. In addition, energy security and fossil fuel depletion have become global concerns. Proper energy management through EEC measures is therefore of paramount importance.


My participation to this training course was to gain knowledge and concept on establishing, implementing, maintaining, and improving energy management systems to achieve continual improvement of energy performance based on the ISO 50001. The knowledge gained from the training provides an opportunity for me to implement in my organization the reduction of energy consumption and improvement in energy performance.  The training also promotes energy efficiency and conservation (EEC) in the region to enable smarter, more efficient use of energy thus, the promotion of EEC will also help in the transition from carbon-intensive to environment-friendly, sustainable economic patterns.


There were twenty four (24) participants who attended the said training. They came from India, Bangladesh, Indonesia, Philippines, Iran, Vietnam, Pakistan, Fiji, Lao PDR, Mongolia, Cambodia, Nepal and Sri Lanka.


The scope of the course was focused on the following areas:

a. Concepts, fundamentals, and implementation of ISO 50001;
b. Tools, techniques, and documentation to achieve results in accordance with ISO 50001;
c. Benefits of implementation of ISO 150001.

The resource speakers came from India and Hongkong. The lectures were as follows:

A. Mr. Ha Wai Ng, Howie – Hongkong

Module 1: Modern Energy Management Systems

1.1 Concept of management systems
1.2 Energy management systems –the scientific and preventive approaches

Module 3 : ISO 50001 EnMS Scope, Management Responsibility, and Policy

3.1 Intent and interpretation of the requirement
3.2 Ways to meet requirements

Module 5: ISO 50001 EnMS Implementation and Operation

5.1 Intent and interpretation of the requirement
5.2 Ways to meet requirements

Module 7: Management Review – Inputs & Outputs

7.1 Intent and interpretation of the requirement
7.2 Ways to meet requirements

Module 8: Plan of Implementation of ISO 50001

8.1 Generic approach to establish an energy management system
8.2 Details of plan

B. Mr. Sanjiv Kumar Bose – India

Module 2 : Essential Features of ISO 50001

2.1 Development and rational of ISO50001
2.2 Purpose, scope, and key elements of ISO50001

Module 4: ISO 50001 EnMS Energy Planning

4.1 Intent and interpretation of the requirement
4.2 Ways to meet requirements

Module 6: Checking

6.1 Intent and interpretation of the requirement
6.2 Ways to meet requirements

Module 9: Certification for ISO 50001

9.1 The certification process
9.2 The accreditation process

The site visit was made on the 3rd day of the training.  The participants went to Energypac Electronics Limited located on the outskirts of Dhaka for the site visit.  The company is engaged in assembling LED bulbs and other energy efficient lighting devices, ceiling fan as well as lighting accessories.  During the site visit, the participants were able to observe the operation and production process and identify possible areas of energy management. Aside from that, the participants did some energy auditing in the company’s process and operation. The overall assessment of the company’s energy management system requires improvement and thorough review before proceeding to ISO 50001 certification.

Group Photo

Group Photo at Energypac Electronics Limited, Bangladesh

Other activities aside from the lectures and site visit, include: quizzes; exercises and group work with emphasis on performing energy review.  The purpose of the group work is to understand how to perform an energy review in addition to understanding energy consumption, energy use, variables as well as to determine energy performance indicators and energy baseline.


The course consisted of lectures, discussions, presentations, observational site visit(s), and group discussion.


The knowledge and benefits acquired in the workshop are as follows:

5.1  Performing an energy review.
5.2  Understanding energy consumption, energy use and variables
5.3  Determining energy performance indicators and energy baseline.

The resource persons are well versed and knowledgeable in their fields as well as very effective in their presentations. The case study was a very good group exercise for the participants.


Recommendation on potential action steps to be taken:

Philippine NPO (DAP)

1. Disseminate and promote implementation of Energy Management System based on ISO 50001 to improve energy performance of organizations through lecture-seminars.

ITDI and Myself:

1. Come up with a proposal on the implementation of energy management system in the Institute  that is ISO 50001 certified.
2. Conduct of lecture-seminar on energy management system based on ISO 50001.


Chief Science Research Specialist
Industrial Technology Development Institute
Department of Science and Technology
Email: avbriones2003 @

Report: Green Productivity (GP) Training Course, March 21-25, 2016, Fiji

Group Photo of Participants

Group Photo of Participants

The continued environmental degradation caused by human needs of development urged countries to develop a strategy to address human’s needs of development from an individual to international levels of perspectives that will sustain to the future. GP as coined by APO is a strategy for enhancing productivity and environmental performance for overall socio-economic development. It is the application of appropriate productivity and environmental management policies, tools, techniques, and technologies in order to reduce the environmental impact of an organization’s activities.

The training course targets to increase the GP knowledge of participants from strategic and production aspects, and to disseminate this through trainings and consultancies.


PCEPSDI is a non-stock, non-profit organization duly registered in the Securities and Exchange Commission (SEC) since 2008. Among its primary purposes are to promote sustainable consumption and production as an approach in achieving a clean, green and healthy environment.

The organization’s core activities include promotion of Sustainable Consumption and production (SCP) practices including ecolabelling, green procurement, green supply chains, life cycle assessment, greenhouse gas and carbon footprint, energy management system, forest certification, among others. The organization has been working with like organizations, government institutions and interested groups in capacity building activities, development of policies and programs, development of standards and specifications, and information and education activities relating to the cleansing, improvement, rehabilitation, and development of the environment for sustainable development.

As the Programs and Projects Director for the organization, who also serves as one of the inhouse experts on SCP principles and tools, this project will further capacitate the organization in bringing this knowledge to organizations such as the pilot organizations to implement GPP, government supply chain, with the goal of improving products and services in the market whilst enhancing profitability and industry competitiveness. PCEPSDI activities also involves providing incentive programs to responsible industries and those practicing GP, resource efficiency and others through the ecolabelling program and promoting green public procurement to ensure sustained uptake of GP practices.

While our experience on the ground and knowledge of the actual scenario in implementing GP, the Philippines have a lot to share on these initiatives during the workshop and would also gain knowledge and strategies on how to enhance the same.


The training was attended by 23 participants from 17 countries. Three came from non-APO member country, Colombia, as observers. There was only one participant from the Philippines. The group composition were dynamic with multi-sectors being represented.

Ms. Grace Lebria, Program Director, PCEPSDI

Ms. Grace Lebria, Program Director, PCEPSDI


The participants went through intensive training on GP concepts, methodology, tools, and practices, with more focused discussions on Material Flow Cost Accounting (MFCA) and Energy Efficiency (EE).

The training involved participative method of both discussion, workshops and case studies. Aside from classroom format, actual application of GP concepts were observed and assessed from an actual resort case, Radisson Hotel. The resort case concluded by having the participants acknowledge GP initiatives, and also provide recommendations to the hotel and resort case study.

Site Visit to Radisson Hotel

Site Visit to Radisson Hotel


The project was an intensive training on GP, in general, and specific tools, that is MFCA and Energy Efficiency. The group resource person was highly knowledgeable on the matter with expetise on both technical and practical aspects of the subject. This turned out to be significant aspect with how the training was conducted. The resource persons was able to illustrate the actual application of concepts to the group.

This training has increased the competency of the participant and of the organization on GP, and will integrate learnings from the project, resource materials into the current module of the organization.


The course module calls for an advanced and holistic discussion of GP, MFCA, and Energy Efficiency. The advanced level of discussion and workshop calls for participants with sufficient knowledge in engineering, such as productivity, plant design, electrical engineering, to name a few. The participant was able to advance her knowledge in the said fields, and was able to expand her current background on engineering and SCP.

It was also observed that basic modules on MFCA and Energy Efficiency be added to level off the knowledge of all participants.


Program Director
Philippine Center for Environmental Protection and Sustainable Development, Inc.
Email: maureengrace_lebria @

Report: Advanced Renewable Energy Technologies and Assessing their Application Workshop, May 14-18, 2016, Iran

Group Photo

Group Photo

The project was implemented by the NIPO and APO to present the lastest information on the status of the renewable energy technologies. It also presented the overall feasibility of such technologies, mainly geothermal, solar, and wind power. The resource persons also discussed the pros and cons of each technology.


I participated to determine the applicability of the renewable energy technologies in the Philippines, and to identify the pros and cons. Given my involvement in SHDP projects with the Department of Energy, i also needed updating on the status of RE technologies at the global and regional levels.


There were 23 participants to this workshop coming from 14 countries. I was the only delegate from the Philippines.

Director Alan Cajes of DAP Sustainable Human Development Program

Director Alan Cajes of DAP Sustainable Human Development Program


The 5-day workshop focused on 3 renewable energy technologies, namely, solar power, geothermal power, and wind power. These RE technologies are relevant to the Philippines, especially that these are covered, except for geothermal, by incentives like the feed-in tariffs. In the case of geothermal technology, the Philippines ranks as the second biggest producer of geothermal power worldwide. In addition, the country has significant geothermal resources.

The discussion on geothermal and wind power was handled by experts from Japan, while solar power was presented by an expert based in Singapore. The resource persons, who are also practitioners, were generally very good.

Site Visit to producer of windmills and generators in Karjat, Iran

Site Visit to producer of windmills and generators in Karjat, Iran

In addition to the lectures, the participants visited a plant that produces large windmills and generators. The manufacturer is based in Karjat, Iran. It is a leading company in the Middle East with 2 percent share of the global market.

Each participating country was also required to submit and present a country paper. According to Mr. Toru Nagao, the expert on wind power technology, the Philippine country paper was “excellent”. He requested a copy of the slide presentation. The paper and presentation focused on the resource maps for RE technologies, the contribution of the different power plants to the country’s energy mix, the policy instruments in place, and the areas for improvement.


The participants rated the workshop as very good. They appreciated the lessons learned about the technical, financial, social and environmental aspects of the 3 RE technologies.


In terms of the benfits of the workshop to the Philippines, through the DAP, the following are critical:

1. The government can reduce the financial risks assoicated with the RE projects through financial incentives, which the country already have for solar and wind technologies;

2. The government can reduce the social and political risks of RE technologies, especially for geothermal power, by providing resource assessments, ensuring social acceptability, influencing public opinion, etc.;

3. The DAP can integrate in its existing project management interventions the full consideration of both the positive and negative impacts in designing RE projects, and in managing the different risks.


VP and Managing Director
Sustainable Human Development Program
Development Academy of the Philippines
Email: cajesa @


Report: Top Management Forum with Focus on Smart Grids and Green Productivity, November 17-19, 2015, Korea

Group Photo of participants

Group Photo of participants

The forum aims to discuss the latest developments and trends in the use of smart grids for energy management, deliberate on technological challenges faced by APO members in maximizing the use of smart grids, and develop a set of measures to be taken by governments for the promotion of smart grids at macro and micro levels.

A smart grid is an electricity network that intelligently integrates the actions of generators, consumers, and those that do both to deliver sustainable, economical, secure electricity supplies. It is fundamentally different from current network operations. Smart grids support the widespread distribution of energy resources, facilitate the participation of customers, and support increased use of electric vehicles.

The APO has been actively organizing capacity-building projects on energy efficiency, energy management, renewable energy, and eco- and future cities. The forum held in Jeju shared the successful application of smart grids for sustainable energy management.


It is noted that the series of smart grid technologies would actually cover the integration of generation, transmission, distribution, consumption, dispatching, and communication and information technology. Being in-charge of the group that prepares the Transmission Development Plan for the country, visits and exposure to areas that have actual applications of available smart grid technologies would provide ideas on the development of the possible smart grid road map for the Philippines as far as the transmission system is concerned.

In NGCP’s network expansion plans, designs for smart substations have been considered already but the program to already upgrade/rebuilt all the existing traditional substations to become smart substations is yet to be established. Being able to visit a Smart Grid Test-bed in Jeju Island that has successfully implemented such facilities would provide me better understanding and appreciation of the latest trends.

I also expect that the project would be able show actual applications of smart grid technologies in grid integration of renewable energy resources and possibly including the applications of energy storage systems for sustainable energy management. These would provide ideas in the grid integration studies being conducted by my department especially that the Philippines has an increasing capacity of wind and solar plant installations. I also expect to learn on the issues and challenges encountered when setting up a smart grid.


A total of 24 delegates from utility companies and from Ministry / Department of Energy of the APO member countries participated in the forum: Bangladesh (2), Cambodia (2), ROC-Taiwan (3), Fiji (1), India (1), Indonesia (1), Iran (1), Lao PDR (1), Malaysia (3), Mongolia (1), Nepal (2), Philippines (2), Sri Lanka (2), Thailand (1);

From Philippines, the other delegate is Ms. Julie-Anne C. Sernal – Senior Investment Specialist from the Department of Energy.


Part 1 – Presentations/Discussions from the following resource speakers:

Mr. Leon R. Roose
Principal & Chief Technologist of GridSTART (Grid System Technologies Advanced Research Team)
University of Hawaii

Topics discussed:

(a) What is Smart Grid and why it is necessary?
(b) Smart-related Development in Hawaii and the Role of the Government

Mr. Kazuyuki Takada
Smart Community Department of NEDO (New Energy and Industrial Technology Development Organization)

Topics discussed:

(a) Renewables and Energy Efficiency in Japan?
(b) NEDO’s Smart Grid / Smart Community Activities in Japan

Mr. Jong Cheon Son
Korea Smart Grid Institute

Topics discussed:

(a) Smart Grid in the Korean Context?
(b) Jeju Smart Demonstration and other Projects

Part 2 – Site Visit to Jeju’s Smart Grid Information Center

There is no country paper required in the forum. In the last day of the activity, the participants were grouped into four (4) and were asked to discuss and present per group the learning points acquired from the forum.


The forum has provided participants an opportunity to exchange dialogue on the current trends, challenges, and technology in the field of smart grids which can help in the establishment or refinement of national implementation strategies for green energy innovation and recommend measures for expeditious introduction and promotion of smart grids.

The expectations were met and the three (3) resource speakers are very knowledgeable and have been effective in discussing their respective topics.

The visit to the Smart Grid Information Center also provided further knowledge on how the smart grid pilot project in Jeju Island has been implemented.

Redi Remoroza receives APO Certificate of Attendance

Redi Remoroza receives APO Certificate of Attendance


Based on the learning points in the forum and the experiences of other countries in smart grid implementations, the recommendations are as follows:

A. In 2013, the Department of Energy (DOE) has issued Department Circular No. 2013-03-0003 entitled “Creating an Inter-Agency Steering Committee for the Development and Formulation of a Comprehensive and Holistic Smart Grid Policy Framework and Roadmap for the Philippine Electric Power Industry”. The Circular has a provision for the creation of a steering committee which will be composed of the following agencies:

a. Department of Energy (DOE)
b. National Power Corporation (NPC)
c. National Transmission Corporation (TransCo)
d. National Electrification Administration (NEA)
e. National Grid Corporation of the Philippines (NGCP)
f. Philippine Electricity Market Corporation (PEMC)

In addition, other concerned agencies would also be invited in the discussions which include:

a. Department of Trade and Industry (DTI)
b. Department of Science and Technology (DOST)
c. Energy Regulatory Commission (ERC)
d. Grid Management Committee (GMC)
e. Distribution Management Committee (DMC)
f. Institute of Integrated Electrical Engineers (IIEE)
g. Philippine Independent Power Producers Associations (PIPPA)
h. Philippine Electric Plant Owners Association (PEPOA)
i. Distribution Utilities
j. Academe
k. Customer Groups
l. Other groups as may be identified by DOE

The issuance of the said Circular shows that the DOE has already taken the first step in triggering the discussions in order to define the smart grid roadmap for the country. In this regard and with NGCP’s membership in the steering committee:

1. NGCP’s support and active participation is recommended;
2. Regular meeting schedule of the steering committee, as also defined in the DOE Circular, should materialize; and
3. NGCP to share in the discussions the learning points acquired from the forum attended in Jeju, Republic of Korea as follows:

• There is a need to know first the biggest issues/challenges/opportunities in the existing grid (generation, transmission, distribution, demand side). Each country is unique in these aspects, thus, the smart grid roadmap to be established should be based on local situation.

• The issues and challenges, which are opportunities for smart grid technology applications, should be ranked or prioritized.

• Smart grid, which could still be costly, has become a hype to some extent and its application should not only for the sake of having a smart grid but also for purposes of maximizing the benefits. Thus, cost-benefit analysis should also become part of the planning exercise for smart grid. Also, the application of smart grid technologies may have to be gradual.

• There are many smart grid application opportunities in the Philippines including the isolated or remote areas or island where a smart micro-grid can be developed. For the pilot project, a special financing arrangement or a grant would be necessary as local communities may not be able to afford.

• As distribution utilities have different situations, 1 pilot project can be considered for an electric cooperative, 1 pilot project for a private distribution utilities and 1 pilot project for an island or off-grid area. The criteria for the selection of the location and utilities for the pilot project should also be established.

• A lead group/agency must be established in the future similar to Korea Smart Grid Institute in Korea and New Energy and Industrial Technology Development Organization in Japan. This could facilitate the implementation of the smart grid roadmap and integrate the efforts of the different utilities.

• The government should initiate or strongly support the smart grid activities as in the case in China, Japan and Korea. The enactment of the RE Law is already among the majors steps in the Philippines. Additional law or policy may be required for smart grid implementation. Among others, the smart grid policy needs to address regulatory and market barriers that may hinder regional smart grids’ demonstration and deployment as well as business model development.

B. In 2011, NGCP and SGCC (State Grid Corporation of China) have already signed a smart grid strategic cooperation memorandum. Continuing engagement and collaboration with SGCC is recommended to further address existing grid issues using smart grid technologies in the transmission side.

For the transmission side, the biggest issues and challenges include the increasing penetration of intermittent energy resources (wind and solar) and equipment failure. NGCP should continue further assessment of applicable smart grid technologies such as use of battery energy storage system (BESS) and use of equipment monitoring and diagnostic devices.

C. NGCP should continue its participation to international forums/study visit and other activities on smart grid in different countries in order to further expand NGCP’s in-house knowledge.


Head, Transmission Planning Department
Natoinal Grid Corporation of the Philippines (NGCP)
Email: rbremoroza @

Report: Strengthening of Institutions Offering Productivity Courses Workshop, May 16-19, 2016, Indonesia

Group Photo during Opening Ceremonies

Group Photo during Opening Ceremonies

The workshop is designed to bring together representatives of education-based and training institutions of APO member countries to discuss ways that will strengthen their operations and enhance/strengthen their curricula and training courses on productivity initiatives as well as explore possible collaborations among institutions that offer productivity education and training with NPOs to expand the pool of productivity practitioners in the region. It aims to: 1) examine productivity courses offered by institutions including their impact and contribution to expanding the pool of productivity practitioners at the national level; 2) review the significance and relevance of productivity courses offered by institutions; and 3) identify potential new courses on productivity that institutions could offer as part of continuing education and training programs.


M. Ignacio, TESDA Womens Center

“The project is relevant to my current work because the learning that will be acquired from the project will contribute in the enhancement of the TWC’s Life Long Learning Programs designed for our trainees. It is also expected that the learning from the project would develop the capacity of TWC to develop and design productivity programs that would benefit our women trainees to be qualified and competitive in the 21st century Filipino workforce.

My attendance to this workshop is also a good opportunity to develop partnerships and sharing of good practices between and among the pool of productivity practitioners. I strongly believe that my attendance to this project will gain unique and beneficial opportunities to participate in a wealth of enlightening and innovative productivity educational programs.”

M. Ferenal, Southville International School and Colleges

• To share our practices as an educational institution offering productivity courses and programs;
• To learn the best practices of the other countries on how they achieve productivity through their educational institutions;
• To learn how the NPOs of other countries collaborate/support educational institutions offering productivity courses/programs;
• To upgrade my knowledge on the new trends in productivity through the resource persons who are experts in productivity.

APO WSP on IOPC, 2016 4


There were 21 participants (8 females and 13 males) coming from 15 APO member countries, namely, Bangladesh, Cambodia, Republic of China, Fiji, India, Iran, Indonesia, Korea, Lao PDR, Mongolia, Pakistan, Philippines, Sri Lanka, Thailand, and Vietnam. There were 2 Filipino participants.

Dr. Marl Ferenal, President of Southville International Schools and Colleges

Dr. Marl Ferenal, President of Southville International Schools and Colleges



• Role of institutions in Human capital development and enhancing national productivity;
• Reviewing and strengthening of curriculum development of productivity education and training courses;
• Outreach strategy for industry in productivity education and training programs;
• Ensuring quality productivity education and training programs;
• Evaluating and improving a productivity education and training course/program;
• Linking the National Competency Standards in Indonesia to productivity education and training programs;

Some key inputs delivered by the resource speakers:

• Involving the partner companies in the OJT/internship of students so that they can have real-life productivity project aside from mere exposure to the nuances of the job;
• Enhancing TQM classes by organizing workshops and inviting experts recommended by DAP as resource speakers;
• Developing human capital is a key role of educational institutions. The aim should be to create a workforce that has a productivity mindset as this would result to our nation’s competitiveness;
• Effectiveness of training can be better achieved if the institution complies with ISO 29990:2010 standards;

Visit at Trilogi University

Visit at Trilogi University

The site visit to two universities were able to benchmark on how they implement productivity. One university had a program to find ways to make waste useful. The other university showed how productivity can expand to innovation and entrepreneurship.


M. Ignacio, TESDA Womens Center

Key take-aways

• Investing in human capital is the ultimate intangible asset in any educational institution for sustainable and inclusive economic growth;
• Education, training and lifelong learning promote a virtuous circle of higher productivity, more employment of better quality, income growth and development. It is important to have an effective skills development system to sustain productivity growth which can be translated into more and better jobs;
• Role of industry, government and workers and conducting social dialogue are very important in designing and implementing training policies and programs that would be appropriate for the situation;
• We should put in mind always that in designing curriculum of productivity courses/programs, the objective has to be towards the development of the 21st Century Workforce in order to address the productivity challenges;
• Benchmarking of best practices from successful institutions and establishing strong collaborations are effective productivity tools in improving productivity education and training courses/programs;
• Expanding international accreditation (e.g. ISO 29990) should be pursued to sustain total quality management.

M. Ferenal, Southville International School and Colleges

Key take-aways

• Educational Institutions are key to developing the Human Capital to make the country’s workforce competitive;
• Internship and seminar/workshop can enhance the students’ acquisition of skill in productivity;
• ISO 29990:2010 can make training programs more effective;
• Productivity is not limited to increasing output with less input, but one university demonstrated how productivity expanded its scope to include Innovation and Entrepreneurship.


M. Ignacio, TESDA Women’s Center

“Overall, I think the program objectives were met and the workshop was delivered and facilitated effectively and efficiently. All resource persons were highly competent in terms of knowledge and skills. They were very professional and have observed sensitivity all through out the sessions. The choice of institutions to be visited were very relevant to the course.”

M. Ferenal, Southville International Schools and Colleges

“The participants recommended the workshop as it achieved the objective of strengthening institutions offering productivity courses and programs. The sharing of the different countries was fruitful especially to countries where productivity is not as mature as Philippines, India, Singapore and Taiwan.”



• Strengthening the networking ~ maintaining the communication with the respective NPOs;
• Keep updating the latest Productivity courses by receiving information from various sources: APO, NPOs, Intel’ Agencies, NGOs, etc.;
• Deliver course contents/ productivity-related resource materials to target audiences: local community (SMEs, etc); and
• Promotion and marketing of the programme.


M. Ignacio, TESDA Womens Center

“I recommend to Philippine NPO to consider gender mainstreaming and women empowerment as effective strategies and/or approaches to be considered in the Productivity Improvement Framework.”

Possible Action Steps to be taken by Philippine NPO:

• Dispatch NPO experts (trainers) to provide training: Training-of-trainer program;
• Build official cooperation between the NPO and the institution;
• Forge Official agreement and/or Memorandum of Understanding (MOU);
• Request NPOs to provide technical assistance: course design, development, review, redesign, etc. course evaluation;
• Propose project plan for financial support from the NPOs;
• Collaboration with other institutions locally and regionally in focusing on strengthening Productivity-related courses/programs.

M. Ferenal, Southville International Schools and Colleges

“The Development Academy of the Philippines (DAP) to continue to support the higher education institutions of the Philippines in embracing productivity, not just for the sake of complying with the CHED Memorandum Order, but to seriously embrace the principles and discipline of productivity. DAP to provide resource speakers on Green Productivity and Six Sigma to the academe so that instructors teaching productivity will have better knowledge and skill on what they are teaching.”


M. Ignacio, TESDA Womens Center

1. Organize a re-echo seminar to TWC personnel on Enhancing Productivity in the Workplace.
2. Work on getting the buy in of NPO Philippines to organize more training activities and programs that would promote gender and development and women empowerment (e.g. Greening Gender Responsive Value Chain Analysis of Women Micro Enterprises)

a. Provide technical assistance in the planning and designing of the training course
b. Facilitate the link up of NPO Philippines with National GAD Resource Pool and collaboration with the Philippine on Women (PCW) and Department of Trade and Industry (DTI)

3. Conduct benchmarking activities with Southville International School and Colleges (SISC) about their best practices in Learning Institute Program (LIP) and international accreditation

a. Consultation meetings with SISC;
b. Plan benchmarking activity with TWC Unit Heads;
c. Site visit and orientation;

M. Ferenal, Southville International Schools and Colleges

1. Adopt a procedure for the review of the Productivity Course in Business education so that we can include inputs from productivity experts, conduct workshops instead of the regular semester schedule, enhance assessment of students by using Rubrics following the Outcomes Based Teaching and Learning (OBTL) methods.

2. Develop a training program for employees on Six Sigma and integrate this with the existing TQM QC program so that the succeeding initiatives of employees will focus more on eliminating waste and non-value adding activities.

3. Apply for ISO 29990 certification to improve the effectiveness of our internal training capabilities in accordance with Knowledge Management.

4. Organize a seminar for the Consortium of the South Schools on Green Productivity in coordination with DAP.


TESDA Women’s Center

Southville International Schools and Colleges