With the New Year comes new beginnings and for the Municipality of Teresa, 2018 marks the beginning of a newfound commitment to education. On the 23rd of January, Synergeia and the Municipality of Teresa officially began its education partnership with the town’s first ever Education Summit.

Everyone was abuzz with excitement and eagerness. The participants yelled the summit’s title “We Can Work It Out” like a battle cry to kick-off the day’s program of activities. Mayor Raul Palino was inspiring yet firm in his remarks. To everyone in the room — to the school officials and teachers, students, parents, implementers of the 4Ps program, private sector, and local government officials, he posed this challenge: “May gagawin po tayo…Ang ating layunin ay sama-samang makatulong sa mga bata. Papaano natin itataas ang antas ng karunungan sa Teresa?”

Synergeia Mentor, Former Governor Josie dela Cruz, discussed School Governing Councils – – how they are created, who can be SGC members, their functions and how they differ from Parent-Teachers’ Associations. She highlighted their important role in the formulation of school improvement plans after finding out that many schools in Teresa did not have SGCs at all, or if they did, these were not functional or active in school policy making and planning. The SGC is the vehicle to involve members of the entire community who might have a stake in the improvement of every child’s education. As F/Gov Josie so aptly stated, “Ang edukasyon ng kabataan ay pakialam nating lahat…Pagkatapos nitong summit na ito, sana magbubuo po tayong lahat ng School Governing Councils sa ating mga paaralan.”

The two break-out groups facilitated by F/Gov Josie and Ma’am Nene were interactive, fun, and instructional at the same time. There were follow-through modules on identifying SGC circles of influence, how to make one attend an SGC meeting and what could be ground rules an SGC must observe. The participants worked on a group puzzle that quizzed them on historical facts about the Philippines and in the process, they learned about cooperation and working as one team. They next dove right into capacity-building activities that focused on setting attainable goals, translating goals into tasks, and differentiating between inputs, outputs, and outcomes. These skills are instrumental in building and fostering a successful SGC.

The participants, shown the National Achievement Test scores of Teresa schools, expressed concern at the declining trend of scores over the past few years. Participants, including young students, had stories to tell on possible reasons for this drop such as the sudden change in curriculum, the focus on mother tongue, parents who are unable to read themselves, newbie teachers assigned in the lower grades, students distracted with games, and so on. The bottom line, however, was everyone agreed that there was much work to be done.

To cap the day’s workshop, the participants were asked to prepare a simple action plan that identifies their desired goals and tasks. The teachers want to improve the reading and math competencies of schoolchildren. The parents look forward to a training on parenting skills. DepEd Schools Division Superintendent, Dr. Meliton Zurbano, identified reading, numeracy and writing as priorities. Teresa Marble, the partner-private corporation of Teresa in its education program, promised to support and monitor the development of SGCs, the remedial reading training of teachers and parenting workshop.

After hearing the participants, we know that there is so much hope and promise that Teresa’s education program will succeed. Ma’am Nene promised Synergeia’s full support and commitment. Her parting note – “Ang programa ng Synergeia ay ang inyong edukasyon…”

Source: Synergeia

By: Carmela Kris Armilla, Program Officer, Synergeia Foundation

“Before I retire, I will contribute what I can to make our SGC functional and active,” declared Juan Rivera Jr. with resolve after attending the SGC Workshop. Mr. Rivera is the 61-year-old principal of Apo Elementary School in Argao. With four years left in his term, Principal Rivera is inspired to exhaust all means to improve the school he serves. He sees the SGC’s role in making this possible.

He was one of around 170 School Governing Council (SGC) members from Argao, San Fernando and Santander who attended the two-day workshop “We Can Work It Out: Making Our SGCs Work” held at Montebello Hotel, Cebu City last July 25-26, 2017.

Having undergone Level 1 training, our SGCs this time were given Level 2 training “with a little bit of 3.” The “little bit” part aimed to introduce some Level 3 modules to our participants.

The first plenary focused on a review of the role of the SGC, its responsibilities, how it is formed and why it is different from the Parents-Teachers Association. When the participants were divided into clusters, they went through an appreciative inquiry exercise where they shared stories behind the performance of their students in terms of their NAT scores and the cohort survival rates. Realizing where the students stand had set the tone for the SGCs to be introspective on how they can play more effective roles in improving basic education.

Their first group activity was solving a puzzle. It was meant to test how well they work with others. After the group activity, one participant realized the essence of “making collaborative ideas.” Another said that when faced with limited resources, thinking “outside the box” was key. Gov. Josie dela Cruz, former Governor of Bulacan and Synergeia mentor, emphasized the importance of inclusivity when working in the SGC, stating that exclusivity might limit opportunities for development.

SGC members are shown trying to solve the puzzle.

Using a “satisfaction meter,” the SGCs then went on to assess their performance on five aspects – their ability to hold regular meetings and set agenda, election of officers, agreeing on by-laws, engagement of the community and formulation of school policies. Through role-plays and cluster discussions, the participants learned more about project planning, translating goals into tasks, financing and conflict resolution. One policy that they think should be established is the roles of parents and the school principal and teachers in the education of the children. They agree on the important role of parents because they are the teachers of students at home.

Synergeia Mentor Gov. Josie facilitates the discussion on activities and tasks to implement the goals of the SGC.

Creative fund-raising activities for the SGC were also discussed. Gov. Josie shared a snippet of wisdom – that “all funding begin with a good project.” Some barangays shared that activities such as Gulayan sa Paaralan, Prince and Princess contest, and sewing projects have financially supported their respective schools and SGCs.

The concepts of input, output and outcomes, the steps in designing process flows, and action planning and evaluation were introduced to the participants. These are the Level 3 modules that have been included in this workshop. The participants learned new tools such as the process flow and action plan matrix that will help them identify tasks more systematically and in specific terms including setting deadlines to accomplish these tasks. They also learned about looking beyond outputs and seeing that outcomes of their projects are what impact the lives of students and the community as a whole.

At the end of the workshop, our SGC participants agreed that the collaboration of parents, school and barangay leaders is the linchpin towards a holistic and secure quality education for students in their respective communities. They gave their thanks and shared the common goal they wish to accomplish. “Our goal is to make our SGCs functional in their respective areas,” shared Ms. Rosalina M. Fuentes, principal of Balasa Elementary School.

Source: Synergeia

History

The Philippine postal system has a history spanning over 250 years. The first post office was established in the city of Manila in 1767. It was organized under a new postal district of Spain in 1779, encompassing Manila and the entire Philippine archipelago. In 1783, the postal service was organized in the Philippines-overseas mail from the Philippines was conveyed to Europe by Spanish ships via eastbound routes through Mexico. Later on, the postal district was re-established on December 5, 1837. After a year, Manila became known as a leading center of postal services within Asia. Spain joined the Universal Postal Union in 1875, which was announced in the Philippines two years later.

During the Philippine Revolution, President Emilio Aguinaldo ordered the establishment of a postal service to provide postal services to Filipinos during that time. On September 5, 1902, it was organized as a bureau under the Department of Trade (currently known as Department of Trade and Industry) by virtue of Act No. 426, which was passed by the Philippine Commission. The Philippines finally joined the Universal Postal Union in January 1, 1922 as a sovereign entity.

The Manila Central Post Office Building, the center of the Philippine postal services and the headquarters of then-Bureau of Posts, was completed in 1926. It was destroyed during World War II (1945) but was rebuilt in 1946, after the war.

The Manila Central Post Office located at LiwasangBonifacio is a neo-classical building designed by two American architects and a Filipino namely: Ralph Doane, Tomas Mapua, and Juan Marcos de Guzman Arellano. The Post Office Building was considered as the grandest building during its time, and is now considered as one of the dominating landmarks in Metro Manila.

With the overhaul of the Philippine bureaucracy in 1987, the Bureau of Post was renamed the Postal Service Office (PSO) by the virtue of Executive Order No. 125 issued by then-President Corazon Aquino on April 13, 1987. It was also that order which placed PSO under the Department of Transportation and Communications (DOTC). On April 2, 1992, by virtue of the Republic Act No.7354 issued by then-President Fidel V. Ramos, PSO became a government owned and controlled corporation named as the Philippine Postal Corporation of more commonly known today as PHLPost.

Milestones

• 1767-The first post office was established in the City of Manila.
• 1926-The Manila Central Post Office was built in its present neo-classical architecture.
• 1942-During the Japanese occupation, the then- Bureau of Posts was reopened, although the letters were censored.
  1946-The Manila Central Post Office was rebuilt after World War II.
• 1948-The postal service and telecommunication facilities in the Philippines were considered the most modern at that timein Asia. For example, the airmail service was inaugurated in our country ahead of any other countries in Asia.
• 1992-The Philippine Postal Corporation (PHLPost), a government-owned and controlled corporation responsible for providing postal services in the Philippines, was created by virtue of Republic Act No. 7354, otherwise known as the Postal Service Act of 1992.
• 2000-The improved Central Mail Exchange System (CMEC) is now capable of computerizing and modernizing the sorting of all incoming and outgoing mail matters handled by PHLPost.
• 2004-PHLPost was placed under the Commission on Information and Communications Technology per Executive Order 269.
• 2011-PHLPost was placed under the Office of the President per Executive Order 47, signed by President Benigno Aquino III. The President also appointed former Bulacan governor Ma. Josefina Dela Cruz as the new Postmaster General, the first woman to hold this position in t he history of the Philippine Postal Service.
• 2012-Under the able leadership of the first female Postmaster General and Chief Executive Officer Ma. Josefina M. Dela Cruz and PHLPost Chairman of the Board Cesar N. Sarino, the postal service remains committed to serve the public with honesty, integrity and quality of service.

PHLPost Modern History

2011

• Achieved a financial turnaround, and since then, the corporation reported an increasing trend in its net income.
• Underwent rebranding, from Philpost to a new and improved PHLPost, with the tagline:  You send. We Deliver.
• Prioritized reconciliation efforts with the GSIS to restore the active membership status of affected employees all over the country.
• Forged partnership with private companies and organizations to scale-up operations, increase revenue streams, and link communities for social inclusion.
• Strengthened government to government relations to bring services closer to the Filipinos.

2012

• Implemented the Rationalization Plan for a sustainable, market-driven, and customer-centric organization.
• Remitted PhP10 million worth of dividend to the National Government out of its 2011 income for the first time since its incorporation in 1992.
• Ventured into logistics and warehousing business, with a three year refleeting program to ensure efficient delivery of communications and goods up to the last mile.
• Migrated from paper-based to electronic postal money order; from manual and mechanical units to use of networked digital postage meter machines.
• Expanded the postal network as major mall chains open postal counters, while private individuals become PHLPost’s partner in postal stations.

2013

• Received Comelec commendation for 100% efficiency in the delivery of election paraphernalia.
• PHLPost garnered a 93.97% rating in its performance agreement with the Governance Commission for GOCCs.
• Introduced modern printing technology to renew interest in philately.
• Institutionalized a postal awareness campaign, Sulat Mulat, to revive the art of letter writing.
• Supported the continuing education of employees through an educational assistance program for masteral and specialized courses.

2014

• Achieved global recognition after winning the World Mail Awards 2014 for People Management held in Germany, and a finalist in Post Expo Technology Award 2014 in Sweden.
• Migrated from issuing laminated card type to a new Postal ID made of PVC with multiple security features.
• Opened the first Government Procurement Service Hub in CDO.
• Introduced the Selfie Stamps
• PMG Josie Dela Cruz became the first Asian official appointed in the international payment gateway, Eurogiro Board.

2015

• Implemented the Domestic Mails Tracking System for real time and complete events tracking.
• Inaugurated the first temperature-controlled warehouse.
• Singing Karteros became a hit.
• Deputized as a collecting agent of Bureau of Customs to expedite delivery of mails and parcels.

Source: PHLPost

August 25, 2015

The Asia-Pacific region is rapidly changing and is now leading the world when it comes to e-commerce volumes. Today more and more companies are looking to establish themselves in the ASEAN market, making the World Mail & Express Asia Pacific 2015 event the perfect place to develop business relationships, expand networks and capitalize on the booming e-commerce industry in the area.
This year the World Mail & Express Asia Pacific Conference is hosted by PHLPost and arrives in Manila from 19 – 21 October.

Post & Parcel speaks to PHLPost Post Master General, Maria Josefina Dela Cruz, to find out what the event means to the newly-rebranded organisation, the connections it is hoping to make and the experiences it is keen to share with industry leaders across the world.

Why was PHLPost keen to host the conference this year?

PMG: Hosting the biggest conference of leaders and top executives in the global courier industry brings honour and prestige to PHLPost as this serves as a testament that the international community recognizes the capability and resources of the corporation to provide a conducive atmosphere for discussion and business. We at PHLPost take pride in welcoming the leaders in the postal industry to the World Mail & Express Asia Pacific event in Manila.

How does PHLPost hope to benefit from the event?

PMG: As a host and participant, PHLPost aims to use the occasion to promote its developments and demonstrate what it can offer to spur active participation in the supply chain management required in the flourishing industry of the cross border e-commerce. We hope to establish more connections, foster deeper partnerships, learn new business solutions, and adopt best practices to bolster our reengineering efforts in the corporation.

What unique postal challenges does PHLPost face?

PMG: We consider the issue on “de minimis” as the unique postal challenge confronting PHLPost. While we accept that countries do have varying thresholds for the imposition of duties and taxes, here in the Philippines, anything beyond PHP15 or less than US$1 (current exchange rate is US$1 : PHP43) is taxable. This supposed streamlined border for clearance and customs duties and other taxes has been a burden especially on the part of the micro, small, and medium sized enterprises that ventured into the e-commerce sector. Certainly, there is a need to expedite the enactment of proposed amendments in the Philippine Tariffs and Customs Law, and this includes increasing to a substantial amount of the de minimis, as this will result in the reduction on the customs compliance cost; instead, it will accelerate the delivery transactions of merchandise in favour of all the entrepreneurs, also the players in the courier business.

How is the theme for the event ” Championing e-commerce: creating new supply chains” relevant to you?

PMG: The conference theme couldn’t be more appropriate as championing e-commerce is at the core of our rebranding efforts. PHLPost aspires to bury the poor image of the corporation, and instead make way for an image of relevancy and sustainability. Today’s postal services are no longer defined by stamps, snail mail, and paper-based money order as PHLPost scales-up to express, logistics and warehousing, electronic remittance, and cross-border e-commerce.

Championing e-commerce means that the country’s government owned and controlled corporation that is PHLPost is now stepping up its role as an indispensable player in providing business solutions for micro, small and medium sized enterprises, allowing trades to move freely and easily across borders. Further, championing e-commerce will significantly drive revenue growth and profitability—areas that are crucial in achieving the Corporation’s thrust to contribute to the national treasury.

PHLPost has extensive domestic acceptance, distribution, and delivery network, as well as its worldwide mail linkages. The organisation also remains committed to bridging the gap between individuals, families, communities, businesses, and organizations. Despite the advent of modern modes of communication, PHLPost will continue to be relevant and competitive both in the domestic and international realms because it will be able to harness modern technology for greater transparency and efficient service delivery.

Why is the event important to PHLPost?

PMG: This event reinforces the relevance of PHLPost in the value chain. Committed to last mile delivery, PHLPost continues to play a vital role in the nation’s development. Modern technology, which some had previously perceived as a threat to the post’s survival, has become the corporation’s reliable partner in improving its delivery efficiency.

What can attendees learn from PHLPost?

PMG: If there’s one thing that the other posts can learn from PHLPost, it’s our program for people management, as we consider our human resources as the biggest asset of the corporation. PHLPost has embarked on a transformative reengineering program to increase efficiency, improve transparency and accountability, and strengthen operations within the corporation. By strengthening the organization, the current leadership hopes to build a sustainable business culture that provides service excellence to the Filipino people.

As a host, PHLPost hopes to showcase its reengineering experience as a model in empowering the postal employees. The corporation began sowing seeds of trust within the postal community to make the employees feel passionate about their jobs and committed to the organization. We modernized our facilities, automated our systems, implemented a refleeting program, and up scaled our products and services — all these investments to enable long-term value creation. As a result, we have already reversed the unfavourable condition in 2011, and continue to improve performance indicators.

Source: Post & Parcel

As she effectively transformed the Philippine Postal Corp.’s (PHLPost) into a revenue-generating government-owned agency, its first female postmaster general (PMG) and chief executive officer Ma. Josefina Dela Cruz credits her successful three-term leadership as governor of Bulacan in seeing her through.

It was during this time that she developed her skills in leadership and steeled her determination in facing challenges in public service and economics–the very abilities, which allowed her to steer PHLPost into a brand new direction today.

“There were many challenges at PHLPost when I joined the organization but none that we could not overcome,” said Dela Cruz in a one-on-one with The Manila Times for its weekly CEO Corner.

Her vast experience in public service began at an early age of 21, when she was elected as the youngest councilor of Bocaue in Bulacan, thereafter working her way up elective posts until she became the governor of the province.

Armed with an impressive educational background—graduating Cum Laude in the 1980s from two consecutive degrees, namely Management Engineering and Psychology, at the Ateneo de Manila University—Dela Cruz was considered a valuable asset in her province.

Just the same, much was expected from the achiever when she was appointed to lead the new PHLPost, and she did not disappoint. Her program, “Re-engineering PHLPost,” won the People Management category of the World Mail Awards 2014 in Berlin, Germany on June 18—an achievement she humbly attributes to the employees of PHLPost.

“We owe the all the triumphs and success of the corporation receives to every employee, especially the letter carriers. This only attests that we are heading on the right path. With this award especially we can only go forward and continue to be of service to our fellow Filipinos,” Dela Cruz said.

The World Mail Awards 2014 is the most prestigious award ceremony in the postal sector recognizing excellence and innovation as conducted by Triangle Management Services Limited.

New PHLPost

Celebrating National Stamp Collecting Month this November, PHLPost now has an established structure with better facilities and a modern fleet of delivery vehicles. Its services are no longer defined by stamps, snail mail, and paper-based money order as the agency is now scaling up to express, logistics, electronic remittance, and cross-border e-commerce.

Moreover, Dela Cruz is proud of the financial turnaround of PHLPost, having been able to remit dividends to the National Government for the first time. PHLPost earned P110 million in the first seven months of operation under the leadership of Dela Cruz who took office in July 2011.

Dela Cruz recalled, “When I came here, PHLPost had only P5 million in its coffers. That was not even enough for the one month salaries of 11,000 employees. Worse, it had P266 million loses accumulated in the past years.”

Admittedly, Dela Cruz found the situation difficult, but after her factual assessment of the organization’s situation, she determinedly gathered available resources and manpower to improve PHLPost’s operations.

Among her early triumphs was to convince Department of Justice Secretary Leila De Lima to avail of their postal services for 2012 worth P5.6 million. Dela Cruz also persuaded other private companies to sign on for PHLPost’s courier services among them BDO and PLDT, and Philhealth and SSS.

“We are no longer limited to being a stamp company. We are now also a logistics company that can deliver cash and parcels door to door,” she said.

Dela Cruz was also able to implement new systems that resulted to favorable changes that continue to take place at PHLPost.

“If there’s one legacy I want to leave in this organization, it would be how I was able to uplift the situation of its employees who are now enjoying the fruits of those innovations,” she related.

These innovations comprise of the following:

Rationalization plan. After her strategic review of the company, 3,301 employees who volunteered to retire reduced PHLPost’s manpower, enabled the organization to prioritize its corporate budget.

“From 11,000 employees around the country, we were reduced to about 9,000,” Dela Cruz said. The savings resulting from the rationalization planenabled the Post to offer better compensation packages for employees, who previously received one of the lowest salaries in the industry. PHLPost salaries increased from 13 percent to 30 percent.”

Employee empowerment. Today PHLPost provides employees a world of opportunities, including participating in local and international trainings and conferences.

Employees are also encouraged to pursue higher degree of education or specialized courses through an Educational Assistance Program. With these, they are afforded chances to rediscover their sense of mission by conducting team-building activities, workshops and various wellness activities.

Performance management system. Employees’ performances are now planned, monitored, evaluated, and rewarded. With the Strategic Performance Management System (SPMS), corporate targets are translated to individual targets, providing every unit and employee a clear direction of what needs to be accomplish.

Open communication. Various means of communication between the management and employees are now in place. Dela Cruz takes time to travel all over the Philippines to carry out face-to-face interaction with postmasters and letter carriers so that corporate thrusts are communicated clearly and employees’ sentiments are addressed properly.

There are also corporate performance assessment and action planning every quarter, gathering of birthday celebrants every month, corporate publications every month, the PHLPost Text Alert, and use of other social media.

Better facilities and modern equipment. Dela Cruz also prioritized addressing the problem of fully depreciated vehicles, outdated machines and equipment, and manual processes over since July 2011.

With the three-year Refleeting Program, postal employees now drive new and rebranded vehicles in the transport of mails, with targets to add on 483 more vehicles by 2017.

Information technology. From traditional snail mails, PHLPost has taken a big leap to networked digital postage meter machines with initial implementation involving about 222 machines. The computerization of business processes is also ongoing.

An in-house IT department is busy developing various systems like the Financial Management Information System, Funds Management System, Personnel Management Information System, and of course the Pinoy e-mail (e-commerce platform).

Moreover, PHLPost has used IT to introduce stamps to the Filipinos in a new dimension through its “Selfie” Booth producing personalized stamps.

Added services. Besides mail delivery, PHLPost has transitioned to express delivery and moving bulk shipments like election paraphernalia and relief goods through its logistic services. Paper-based money order also no longer defines PHLPost payment services as it has migrated to electronic money transfer, bills payment, collections and payout services.

Partnerships

In collaboration with the Department of Social Welfare and Development and Land Bank of the Philippines, PHLPost was able to implement payout for the poorest families under the Conditional Cash Transfer Program, even to the remotest areas in the Philippines.

It also partnered with the Department of Health in delivering medicines to the rural health units, as well as with the Commission on Election in the delivery of election paraphernalia.

The Philippines’ Outsourced Collection Industry also became an ally for PHLPost in providing bills payment and collection services. In 2012, it sealed an alliance with DHL for international express delivery services for destinations not serviceable by its in-house express mail service.

With all her achievements as postmaster, Dela Cruz said still has a greater vision for the corporation if she is given the chance to prove its worth to the public.

“I know my purpose here,” she added.

Asked whether she thinks about going back to politics, she smiled and admitted, “To be honest, I am now happy with what I am doing here. I am very grateful to those employees who fully cooperate with me to bring back to life this very office they have been serving for many years.”

Source: Manila Times

Re-launching one of its most iconic products, the Philippine Postal Corporation (PHLPost) unveiled yesterday an upgraded version of the postal ID card—a primary form of identification used by as many as four million Filipinos.

A new wallet-sized PVC plastic card infused with layers of digital security is set to replace the traditional postal ID assembled from cardboard paper and plastic lamination

The postal ID remains a popular government-issued ID. It can be obtained by almost anyone who needs a valid proof of identity and address. ID owners are not required to have a particular skill, qualification or employment, unlike the hurdles for getting driver’s licenses, PRC licenses to practice a profession, SSS or GSIS cards.

According to Postmaster General Josefina de la Cruz, the lack of a valid ID remains a problem especially among the out of work, the informal sector, full-time homemakers, youths and minors. “Many ordinary Filipinos still don’t have a credible form of identity to show in banks or hospitals or boats—therefore giving them a harder time to get transactions done,” she said.

“The postal ID has a track record of giving disenfranchised citizens better access to public services and opportunities,” De La Cruz remarked. “As the card for everyone, the postal ID helps make our society more socially inclusive.”

Even among the employed, it makes sense to own a postal ID, she added. “We are all required to present more than one valid ID for important transactions—when we open a bank account, encash a check, buy property or apply for a passport.”

De la Cruz said the new postal ID will undeniably be more durable and presentable. In addition, she said the security measures—from one-of-a-kind fingerprint patterns to a quick response (QR) code and magnetic stripe—will improve card integrity and discourage counterfeiting. There has been a growing perception that it is easy to duplicate or fake the postal ID, leading to some entities no longer honoring or recognizing it.

PHLPost will pilot the issuance of new postal IDs starting mid-November this year in selected post offices. The new IDs will become accessible nationwide by early-2015. The upgrade is also in line with a directive to unify all ID systems of government-owned and controlled corporations under the biometric technology standard.

Although a final price was not yet announced for the new postal ID, Postmaster General De La Cruz assured the public that there would be no significant price increase despite the many ID improvements being introduced. The current postal ID costs P400 when obtained from the Manila Central Post Office in Liwasang Bonifacio. The price has been known to go higher outside Metro Manila, but among the changes PHLPost will institute are setting one uniform ID price and one ID quality anywhere in the country.

De la Cruz explained that the new ID is a flexible “smart card” capable of conducting secure and convenient transactions. PHLPost, she said, is preparing the ID for the functionalities of an ATM, a debit card for cashless postal money transfers and remittance, as well as loyalty rewards. She said the new ID would also ride the boom in Internet-based businesses through e-commerce and online banking capabilities.

“We are not just after the revenues. PHLPost also earns from the current postal ID. But we are moving forward with a new and improved ID,” De la Cruz asserted, “because our board wants to better serve the public.”

The new postal IDs will be produced through an existing joint venture of PHLPost and Filipino IT company Filmetrics Corporation. The same joint venture currently customizes biometric identification and registration systems for the Philippines’ largest social insurance fund, the Social Security System.

Source: PHLPost modernizes the Postal ID

June 20, 2014
From the Philippine Postal Corporation

The Philippine Postal Corporation (PHLPost) is standing tall with the other postal industry winners from around the globe as it clinches the most coveted award in the People Management category from the World Mail Awards 2014 in Berlin, Germany, on June 18.

After a touching presentation by PHLPost Postmaster General Josie dela Cruz focusing on its entry “Re-engineering PHLPost”, the corporation was declared the winner besting two programs from Belgium Post.

PMG Dela Cruz spoke about PHLPost’s journey from the challenges it faced through the years to the various innovations injected to the corporation to make it a relevant postal service provider.

“Today, we can say that we were right in taking the path of re-engineering. That we are victorious against a situation where others thought to be improbable to reverse. We are now starting to reap the fruits of our labor,” PMG Dela Cruz said during the presentation.

According to the World Mail Awards online site, PHLPost bagged the award for “its wide-ranging employee program aimed at dramatically enhancing this Postal Services credentials as a champion for social inclusion. Faced with the challenge of supporting remote and vulnerable communities, the Government turned to this Postal Service to distribute cash payments and emergency aid to individuals and families stricken by poverty and natural disasters.”

“Through investment in its people, this Postal Service has been able to achieve a step-change in performance, bringing much needed assistance to the people who need it most,” WMA added.

PMG Dela Cruz looks forward to more progressive years for the corporation citing that with all the developments, the corporation has been inspired and even more challenged to do bolder steps towards making PHLPost relevant and sustainable.

“We owe it to every employee, especially to the letter carriers, all the triumphs and successes the corporation receives. This only attests that we are heading on the right path. With this award we could only go forward and continue to be of service to our fellow Filipino,” PMG Dela Cruz shares after receiving the award.

The WMA is the postal sector’s most prestigious international award giving body that recognizes excellence and innovation at all levels and areas of business from successful customer service initiatives to ground-breaking technological advances.

Source: Official Gazette