Early in October this year, the Department of Transportation (DOTr) led a virtual signing ceremony for the contracts that will kickstart the construction of the Malolos-Clark Railway Project. This 54-kilometer railway link is part of the planned North-South Commuter Railway System in Luzon, one of the largest infrastructure projects in the Duterte administration’s Build, Build, Build program. It could also very well be our country’s road to recovery.

The measures that were put in place to stem the spread of the coronavirus disease led to unprece-dented declines in economic activity. According to the World Bank, the global recession we are now in is the deepest since World War 2, and the Asian Development Bank expects economies in developing Asia to contract in 2020 for the first time in nearly 60 years.

For a hole this big, we will need an equally big plan to dig our way out. Deloitte believes that a critical part of that climb to recovery will be high quality infrastructure development, for obvious reasons: spending on infrastructure boosts economic activity and creates jobs, which is the kind of economic stimulus we need coming out of a significant slowdown. It also creates the kind of economic growth that is more sustainable and productive.

But this is also, understandably, a difficult time to increase public sector investment as governments contend with increasing deficits and debt levels. One way the government can manage this challenge is to approach infrastructure development in three phases.

Respond. In the respond phase, the goal is to minimize disruptions due to the pandemic by addressing the urgent infrastructure gaps, which have been notable in the areas of healthcare, telecommunications and logistics across several countries. In the Philippines, the government’s push to fast-track the approval process for the construction of cell towers is a step in the right direction. But the academic community’s ongoing struggle with remote learning is proof that there is more work to be done in filling those gaps.

Recover. By their very nature, infrastructure projects require lengthy lead times, but governments need to spur economic activity now. To get construction activity going in the recovery phase, govern-ments can accelerate “shovel-ready” projects, that is, those that can be quickly started with minimal risk, such as maintenance and upgrades to existing infrastructure. Governments can also accelerate pre-approved projects in the pipeline. This is not to say, though, that the necessary due diligence can be short circuited in the interest of urgency. Governments can plan a pipeline now so that projects are ready when increased spending begins to flow again.

Thrive. Much has been said about how this unprecedented disruption is opening up opportunities to “build back better.” One step governments should seriously consider in that regard is embracing a low carbon future so that they position their nations to thrive as green economies. Indonesia, for example, is looking at doubling the share of renewable sources in its national energy mix by 2025 – from 12 per-cent to 23 percent. It’s a step in the right direction for one of the world’s largest coal producers.

The private sector can be a key ally in this area by driving investment towards green and resilient infrastructure. Sustainable financing for corporations and project owners of sustainable infrastructure has been gaining ground as institutional investors also increasingly focus on the sustainability of their portfolios. Research from BlackRock, a US-based investment management corporation, suggests that a majority of environmental, social and governance (ESG)-tilted investment portfolios have outper-formed non-sustainable peers during this year’s pandemic driven downturn. It is in our collective in-terest to keep this trend going.

For its part, the government should look at crafting long-term policies to enable the move to a low-carbon economy. In rolling out infrastructure projects, resilience and environmental sustainability should be part of the key objectives.

As we approach the end of a difficult year, it is encouraging to see the government pushing forward with a number of infrastructure projects and also exploring more public private partnership opportunities. We have a long way to go still in our recovery journey, especially as the government concedes that state spending on infrastructure remains below already lowered targets. But let’s hope our fiscal managers find the room and the right partners to roll out more projects under the current administration’s ambitious infrastructure program so we can begin building our way towards a resilient, sustainable recovery.

Gokongwei-led Robinsons Land Corp. saw its net income drop to P4.4 billion in the first three quarters from P7.3 billion in the same period last year.

In a disclosure on Friday, the real estate arm of JG Summit Holdings Inc. said their core businesses, especially their malls, saw increased consumer demand and signs of recovery after quarantine restrictions were eased.

It also said its consolidated revenues contracted to P20 billion from P31.2 billion year-on-year. Its development portfolio, which accounted for 49 percent of revenues, grew by 33 percent to P9.84 billion. This partially offset the 33-percent decline in its investment portfolio to P10.17 billion.

“We are encouraged by the steady recovery of our businesses on the back of improving trends seen on a quarterly basis, as well as in October. Increasing customer engagement and the sustained interest from external partners give us confidence that business will continue to pick up in the coming months,” Robinsons Land President and Chief Executive Officer Frederick Go said in the disclosure.

“For the remainder of the year, we will continue to focus on operational recovery while implementing strict safety protocols,” he added.

Revenues of Robinsons Land’s commercial centers division reached P4.8 billion in the first three quarters while ebitda hit P3.43 billion.

Its office buildings division’s revenues rose by 20 percent to P4.34 billion amid the sustained operations of business process outsourcing companies and strong demand for flexible workspaces.

The residential division’s topline, meanwhile, improved by 36 percent to P9.75 billion, while its sales takeup hit P5.96 billion.

Revenues from the operational industrial facilities of the firm’s industrial and integrated developments division surged by 101 percent to P164 million on the back of its two warehouse facilities. Recognized revenues from the sale of commercial and industrial lots was at P85 million.

The hotels and resorts division generated P856.4 million in revenues.

Robinsons Land also reported that it has spent P10.41 billion for land acquisitions; development of malls, offices, hotels and warehouse facilities; and construction of residential projects for its local operations.

It also said it looked to list a real estate investment trust for some of its office assets in 2021. The company currently has 25 office buildings with a total net leasable area of over 600,000 sqm.

Robinsons Land shares gained 40 centavos or 2.44 percent to finish at P16.80 each on Friday.

This season’s Christmas lights and tinsel are taking on new meaning, especially after the months that have marked an incredibly stressful year. No one realizes this more than entrepreneur Anna Margarita “Meg” Amat of Incandescent Creatives, whose sparkling installations have begun to adorn some establishments around Metro Manila.

She says: “Christmas means so many things to different people. In my experience, it’s always been about the anticipation of good things to come, whether it’s the return of a family member, who’s been away on assignment for a while or time off from work so we can spend more time with our loved ones.”

The business, set up by Meg’s parents Beth and Alvin, started out of a small flower shop in a hotel basement. Besides providing blooms and greens, the couple also organized weddings and birthday parties. However, Meg never imagined she would be heading their company one day. “I was a straight-A student, but [only] got a grade of 84 in arts and crafts class. I took a drafting elective in high school, and couldn’t even draw a straight line,” she chuckles.

Due to an affinity with numbers, she went on to complete a degree in computer science, majoring in computer engineering at De La Salle University. “I’ve always excelled in math. My mom kind of nudged me into it, and because I didn’t have a strong inclination as to what I wanted to do with my life, I went along. I have no regrets. I wouldn’t be the person I am today without that experience,” she says.

Meg did post-graduate studies in financial engineering at the same institution, and then entered the work force via information technology (IT) firms UniSys and SAS. UniSys even deployed her to Malaysia and Singapore for a project. “The management skills, processes and tools that I learned working at big companies proved invaluable to how I run things today at Incandescent,” she says. “The promise, ‘deliver or die” that we made to clients, was a significant take away for me, and is something I apply in my company.”

Meg eventually felt the urge to become her own boss. “I saw the potential of the company [Incandescent]. When I was still at my IT job, I would tell my officemates about the latest project we were working on, like those weddings of [certain] actors and actresses. I knew I was passionate about the business when I found joy in telling them what I had been up to during the weekend.”

The young professional finally joined Incandescent full time in 2010 and worked to migrate their competencies towards corporate clients. “It made more sense for us to have repeat business rather than woo [new] customers every single time,” she says.

Constant innovation

“A lucky second-generation COO (child of owner),” is how Meg describes herself. “My parents planted so many seeds of goodwill, the benefits of which I’m reaping now,” she declares. “They provided services to clients, many times at a loss.”

Her first challenge as Incandescent boss was convincing clients to give them business despite the absence of a solid portfolio. “We were so bad with documentation,” she admits. “I believe our brand work started really taking off when we were able to present our ideas with second and third renders [drafts] and actually implement them.”

From there, Meg and her team slowly persuaded the market to trust their creative talents and reliability. “With new clients, you always have to prove your worth,” she says. “But when they see the kind of work that you produce, the succeeding projects are a lot easier to obtain.

“At the same time, you can’t rest on your laurels. While our track record gets us a seat at the table, it’s our delivery and intergrity that allow us to stay there.”

To succeed in the styling game, Meg’s advice is “to always keep in mind that no one is irreplaceable. So, remember to be lovely to work with and always innovate. Make the people you work with look good in front of their bosses. They’ll take you wherever they go.”

Meg believes her company’s priority is to bring their client’s vision to life on a large scale. “Actually, what we do is called ‘experiential marketing,’” she explains. “At Incandescent, we tell brand stories in very engaging ways. We believe that the more senses you can involve using our mixed-media approach to design, the more memorable something will be. That’s what you want in a campaign.”

“While some people can design really good things on paper, if it doesn’t translate in real life or if it isn’t executed flawlessly, then it may not work out too well. Through the years, we’ve gained the track record of being able to deliver what we promise. To sum up, we are masters of the art and science of show and tell. That is how we add value.”

Before the unveiling of any installation, Meg is a bundle of nerves. “Until I hear our client telling us that they are happy, I’m in knots,” she confesses. “I can’t sleep or eat. It’s funny because we have 3-D [three-dimentional] renders and prototypes that have been approved to give an idea of what to expect. But there’s always something that can’t be communicated digitally, especially with the scale of our projects.”

Some of Incandescent’s memorable projects include an installation for a prestigious hotel in Colombo, Sri Lanka and a display for Makati City hotel, stuffed with bears that suffered from eager hotel guests, who could not resist pilfering the toys for their children.

Meg says she is delighted and proud to be part of people’s happy experiences. “Sometimes, I visit our installations just to watch their faces light up with joy and wonder at what we have set up. You see it in their eyes or sometimes, you hear them verbalize their approval. Now, that’s gold,” she says.

ABOUT ME

ROLE MODELS

One of my favorites is Sarah Blakely, founder of Spanx. She seems so unguarded and authentic. Same with actress Jennifer Garner. I love how she shifted into agriculture and organic baby food. Despite their tremendous success, they don’t take themselves too seriously and can laugh at their mistakes.

GOAL

Call me an idealist, but my life goal is to build companies that aren’t just concerned with profit, but the impact that they have on society, this generation and the next.

FIRST PAYING JOB

My parents taught us how to make businesses early on. The earliest I remember were these friendship bracelets made of plastic called “gimp” that I sold in fourth grade.

MORNING RITUAL

It’s our peak season now, so as soon as I wake up I’m answering messages and emails nonstop. But on sane days, it’s a morning run and quiet time when I read my Bible and journal.

SPECIAL SKILLS

I’m very very resourceful. We didn’t grow up rich, so I’ve been trained to find alternatives and substitutes. It serves me well at work and when “there’s no food in the kitchen.”

TIME SPENT ON SOCIAL MEDIA

Too much! My screen time app says it’s about 1.5 hours on average.

SAN FRANCISCO: A victory for the “gig economy” in California is likely to echo across the United States, in a boon for app-based services while igniting fear that big business is rewriting labor laws.

Rideshare and delivery apps matching tasks with those willing to perform them as independent contractors sidestepped a labor law with the passage of Proposition 22 in a referendum put before state voters.

“Going forward, you’ll see us more loudly advocate for new laws like Prop 22,” Uber chief executive Dara Khosrowshahi said. “It’s a priority for us to work with governments across the US and the world to make this a reality.”

“This is very positive for anybody who has a humans-as-a-service type mentality,” said analyst Patrick Moorhead of Moor Insights and Strategy.

“Those companies avoided a death sentence; and I do think classifying those folks as employees would have been a death sentence.”

The vote came after a contentious campaign with labor groups claiming the initiative would erode worker rights and benefits, and with backers arguing for a new, flexible economic model.

Backers of Prop 22 spent some $200 million to win voters to their side, dwarfing the budget of those opposing the referendum.

The Independent Drivers Guild, which describes itself as the largest “gig worker” organization in the US, has vowed to fight for the rights of workers to get the pay, benefits, and collective bargaining rights due to employees.

“The big platform companies may have won in California, but the gig worker fight has only just begun,” said guild executive director Brendan Sexton.

The guild touted winning a negotiated minimum wage of $27.86 per hour in New York for Uber and Lyft drivers, according to Sexton..

“Worker power through collective bargaining, not ballot measures and protracted legal battles, is the only real long-term solution for gig workers,” Sexton said.

Third way?
Uber, Lyft, DoorDash and other Prop 22 backers persuaded voters that a new gig economy calls for a “third way” of treating workers to be added to being employees or purely independent contractors, according to University of California-Los Angeles labor researcher Brian Justie.

“Uber wants you to think this is a new world, requiring a third categorization but I am not sure I buy that,” Justie said.

“It is a way for an extremely unprofitable sector to buy themselves a new lease on life and hoodwink legislators.”

Playing the situation as drivers loving flexibility and labor law forcing the companies to become “dogmatic bosses” was disingenuous, according to Justie.

While Uber claims drivers are free to work as they please, they are at the mercy of software in the app guiding them to customers and neighborhoods, an institute survey revealed.

“The drivers keeping Uber functional think of work as a manipulative, over controlling thing recast as something new and technological,” Justie said.

The referendum deals a blow to labor, and has strong potential to spread to other states, according to Justie.

“I would be shocked if it didn’t ripple out,” Justie said of other states, or even countries, adapting labor laws along the lines of Prop 22.

“It absolutely gives Uber and Lyft a case study in how to make this work… There is a very real prospect that more and more work becomes gig work.”

Future of work
Author and sharing economy authority Arun Sundararajan, however, billed Prop 22 as a positive for independent workers across the nation, saying it provides the first framework for providing benefits to non-employees contracted to do jobs.

“I expect the framework of Prop 22 to become a template for other jurisdictions in the US,” Sundararajan said.

“The country now has its first framework for funding non-employment worker benefits.”

Sonoma University political science professor David McCuan also saw the importance of Prop 22 as being far bigger than just a California issue.

“Prop 22 is a proxy for how we work; the future of work,” McCuan said.

“And it’s about the future of the labor movement in California and the future of the labor movement in the United States, which has been hammered over the last hundred years.”

For better or worse, the Prop 22 model is likely to be the labor model going forward, according to analyst Moorhead.

The situation may be different in other parts of the world where Uber and other services operate. Uber has been targeted by regulators in Europe, where taxi drivers have protested against its business model.

LONDON: Bitcoin’s rally above $15,000 has reignited debate over whether the cryptocurrency is so-called digital gold or a perilously risky bet as investors grapple with the coronavirus pandemic.

The world’s most popular virtual unit has gained over 30 percent in value in almost three weeks up to Friday, taking it close to its December 2017 peak when it reached nearly $20,000.

After a rollercoaster ride on markets since then, it began its latest meteoric rise on October 21, after United States online payments provider PayPal announced that it would enable account holders to use cryptocurrency.

“It is the validation of a market which was still relatively uncertain a few years ago,” said Simon Polrot, president of Paris-based crypto-assets association ADAN.

Bitcoin was created in 2008 by the pseudonymous Satoshi Nakamoto, and marketed as an alternative to traditional currencies.

Unregulated by any central bank, it was sold as an attractive option for investors with an appetite for the exotic — although criminals have also seen its under-the-radar appeal.

However, after bitcoin surpassed $1,000 for the first time in 2013, it has increasingly attracted the attention of financial institutions.

The more recent arrival of big players in the virtual market, such as PayPal and Mastercard, are “very important signals” solidifying that trend, according to Polrot.

Millennial appeal
PayPal said it would allow users to buy and sell using bitcoin as well as other cryptocurrencies such as Ethereum and Litecoin.

“The migration toward digital payments and digital representations of value continues to accelerate, driven by the Covid-19 pandemic and the increased interest in digital currencies from central banks and consumers,” the company said.

The US Federal Reserve and European Central Bank are holding consultations on the possible launch of their own virtual currencies, while China’s central bank started experimenting with digital payments in four cities in April.

Investment banking giant JPMorgan Chase has joined industry players in the increasing optimism around bitcoin.

After PayPal’s announcement, analysts at the bank compared the cryptocurrency to gold.

“Bitcoin could compete more intensely with gold as an ‘alternative’ currency over the coming years given that millennials will become over time a more important component of investors’ universe,” they said.

They noted that the total capitalization of the cryptocurrency market is 10 times lower than gold, with some speculating it could steadily close that gulf.

That viewpoint represents a significant shift given JPMorgan chief Jamie Dimon described bitcoin as a “fraud” two years ago.

‘Catastrophe’
On Thursday, its price leapt nearly nine percent and gold rallied 2.45 percent, as the US election impacted the market. The rises sparked fresh comparisons of the two assets.

“Crypto could constitute a form of safe haven in a context where confidence in fiat money is a little undermined,” said Polrot.

As with gold, bitcoin could benefit as central banks gush out trillions in stimulus support to counter the devastating effects of the coronavirus pandemic, potentially diluting the value of their currencies.

Both gold and bitcoin are “mined” — virtually, by computer users, in the cryptocurrency’s case — and have a finite supply, in contrast to hard cash printed in unlimited amounts by central banks.

Charles Morris, whose company ByteTree specializes in cryptocurrencies, argues bitcoin is “very much a growth asset, behaving like a tech stock.”

He noted that like gold, some people in Iran, Venezuela and Turkey have in recent years used cryptocurrency to shield their savings from runaway inflation.

However, others point to the highly volatile and speculative nature of cryptocurrencies.

“There is no room for bitcoin in a serious forex portfolio,” said a London trader who asked to remain anonymous, noting the unit had lost a quarter of its value in March alone before resuming its rally more recently.

“That would be a catastrophe for a forex trader — we use gold to balance our portfolio.”

As of 2020, San Miguel Corp. Reported five,870 Filipinos and foreigners invested in three,486,122,988 fantastic capital inventory, according to SMC’s preferred information sheet (GIS) for 2020. Of 5,870 investors, four,505 were Filipinos, who invested in three,421,652,725 common and favored shares: 32,739 in 2,327,849,548 common shares; 179 in 2C desired shares; 162 in 2D favored stocks; 257 in 2E favored shares; 140 in 2F desired shares; 92 in 2G favored stocks; 158 in 2H preferred stoc ommonplace and desired shares, 1,341 were in 56,047,040 SMC not unusual shares; 5 in 1,400,020 2C preferred stocks; in 447,930 2D favored stocks; 4 in 809,112 2E preferred stocks; six in 1,833,782 2F preferred shares; two in 466,945 2G favored stocks; 3 in 1,355,964 2H preferred stocks; and two in 2,109,470 2I desired stocks.

Top Frontier Investment Holdings Inc. Is SMC’s pinnacle stockholder with 1,573,100,340 commonplace shares, or sixty five.989 percentage of 2,383,896,588 super common shares. PCD Nominee Corp. Is a record stockholder for delta market broker because the useful stockholders of 209,893,840 not unusual shares or eight.805 percent of splendid not unusual shares; 986,312,800 preferred shares or ninety.173 percentage of one,093,803,177 tremendous favored stocks; and forty four,253,168 not unusual shares for non-Filipinos or four.046 percentage of extraordinary favored stocks.

Privado Holdings Corp. Was at variety 3 with 368,one hundred forty,516 common stocks or 15.443 percent of remarkable not unusual shares. SMC’s different stockholders include the Philippine Commission on Good Government, in agree with for the Comprehensive Agrarian Reform Program, held 27,636,339 not unusual stocks or 1.159 percentage of exquisite not unusual shares; and San Miguel Brewery Retirement Pan, 18,153,seven-hundred desired shares or 1.17 percent of superb preferred stocks.

SMC common stocks peaked at a 30-day excessive of P101.Eighty on Sept. 7, 2020 whilst it opened at its 30-day excessive of P101.Eighty, dropped to P99.50 and closed at P100. It fell to a 30-day low of P98.35 on Oct. 7, 2020 when it opened at P100, climbed to P100.Forty and closed at P98.50.

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Yvonne S. Yuchengco, a director the seven-guy board and treasurer of PetroEnergy Resources Corp. (PERC), offered 31,000 at P3.19 every on Oct. 12, 2020. Her acquisition expanded her possession to 380,956 common shares or zero.067 percentage of 568,711,842 super not unusual shares from 349,956 common shares, or 0.062 percentage.

For the area ended June 30, 2020, PERC’s unaudited economic filing indexed consolidated retained profits of P2.178 billion. Its extra paid-in capital (APIC) amounted to P2.157 billion on top notch.

On Oct. 12, 2020, PERC opened and closed at P3.19 on eleven,000 not unusual shares. It peaked at a 30-day high of P3.32 on Sept. 16, 2020 whilst it opened at consultation and a 30-day high of P3.32 for the duration of the trading on 2,000 not unusual shares. It fell to a 30-day low of P3 on Oct. Thirteen, 2020 while it opened at 30-day low of P3, hit a high of P3.Thirteen and closed at P3.18.

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Artemio V. Panganiban, a director of the 9-guy board of GMA Network Inc. (GMA7) offered in trading days two hundred,000 not unusual stocks or zero.006 percentage of three,361,047,000 brilliant common stocks on Oct. 14 and 15, 2020. His additional acquisition elevated to 401,000 GMA7 common shares, or 0.012 percentage, from 201,000 not unusual shares, or 0.006 percent.

In a consolidated monetary filing, GMA7’s retained earnings totaled P2.670 billion. “The retained profits of the figure corporation is limited for the charge of dividends to the volume of P34.27 million as at June 30, 2020 an Dec. 31, 2019, representing the price of stocks held in treasury and underlying shares of the obtained PDRs (Philippine Depository Receipts) amounting to P28.Forty eight million and P5.Seventy nine million, respectively,” Note 22 (b) of the monetary filing stated.

On Oct. 14, 2020, GMA 7 opened at P4.Ninety four, hit a high of P4.Ninety eight; dropped to P4.Ninety three and closed at P4.97. On Oct. 15, 2020, it opened at P4.Ninety six, climbed to P5.18, dropped to P4.Ninety six and closed at beginning of P4.Ninety six.

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Globe Telecom Inc. Billed us P1,548.76 for March 13, 2020 to April 12, 2020 and required us to pay it on May 17, 2020. It told us to pay the same quantities from Dec. 13, 2020 to Jan. 12, 2020 beneath Billing No. 86; July thirteen, 2019 to Aug. 12, 2019; and Dec. 13, 2018 to Jan. 12, 2019. The agency informed us, hence: “We’re updating the manner we ship your online invoice! Enjoy a more interactive revel in with the easy get right of entry to to our self-provider, support, and on-line payment channel! For brought protection, we’ve incorporated a one-time PIN while you get admission to your E-Bill via your e mail. This will be despatched on your registered mobile range. Not sure of your registered mobile range? View or replace it thru the Globe At Home App. Visit hyperurl.Co/tnshay to download the app now.”

Suddenly, our month-to-month bill went up to P2,499 for the period from Sept. 13, 2020 to Oct. Thirteen, 2020. This become equal to a sixty one.975-percentage surge! Wow!

In its 2020 general records sheet (GIS), Globe Telecom stated having 348,934,373 legal capital inventory (ACS) divided into 148,934,373 commonplace shares, 160 million voting favored stocks, and 40 million non-vote casting desired stocks. Of the ACS, 3,709 Filipinos paid for 52,192,425 commonplace stocks, 5 for 158,515,020 voting preferred stocks and 14 for 19,922,440 non-voting desired stocks, for a total of 230,629,885 common and preferred shares. The filing showed 4 Singaporean stockholders owned sixty two,646,661 common shares; 35 others, that means numerous nationalities, 18,369,321 commonplace stocks; a Singaporean, one vote casting desired percentage; and one beneath “others,” seventy seven,560 non-voting preferred shares.

PHILIPPINE Rating Services Corporation (PhilRatings) has assigned an issue credit score rating of PRS Aa plus to the proposed P4.1 billion debt issuance of Hedcor Sibulan Inc. (HSI), a subsidiary of Aboitiz Power Corporation (AP), Aboitiz Power told the stock trade on Monday.

Obligations rated PRS Aa are of high high-quality and are problem to very low credit threat and indicates that the obligor’s capacity to fulfill its economic commitment at the obligation may be very sturdy.

In a statement submitted by Aboitiz Power to the trade, PhilRatings stated it likewise assigned a score outlook of solid to the assigned difficulty credit rating. An outlook is an indication as to the viable route of any score exchange inside a one-year duration.

Llamedo said Lhuillier’s facility is nicely proper for the animals because they have the employees and the services.

An aviary in Amlan, Negros Oriental province has additionally expressed hobby to undertake a number of the birds on the Cebu City Zoo.

Llamedo said they might screen folks that need to adopt the animals after receiving reviews that a few animals have died after they had been allegedly mishandled.

Officials of the DENR’s Enforcement Division performed an initial research on the Cebu City Zoo and observed that some of the animals stored there have died.

CEBU CITY: The Department of Environment and Natural Resources (DENR) in Central Visayas will ask flora and fauna enthusiasts to adopt the animals on the Cebu City Zoo if the town closes it, an legitimate has said.
Dr. Eddie Llamedo, DENR-Central Visayas spokesperson, stated they want to make certain that the animals saved on the zoo might discover a new domestic.

Earlier, Cebu City Mayor Tomas Osmeña announced plans to shut the metropolis-owned zoo and consist of the lot it occupies in a land-swap cope with the Cebu provincial authorities.

Llamedo stated they’re presently talking to greater than 20 wildlife permit owners registered with the office, such as pawnshop magnate Michel Lhuillier, who owns a subject park and zoo in Carmen town in northern Cebu.