WHISTLEBLOWING, or report­ing a wrong­do­ing or mis­con­duct, does not just make gov­ern­ment offi­cials account­able; it is the corner­stone to the pro­tec­tion of integ­rity. Without doubt, it is something that should be strongly pro­moted and encour­aged.

A pub­lic office is a pub­lic trust, and any abuse of that trust, espe­cially if it amounts to a wrong­do­ing, must be repor­ted and be sub­ject to appro­pri­ate action. Thus, it is import­ant to cre­ate an envir­on­ment that highly encour­ages the pub­lic and gov­ern­ment employ­ees to report any wrong­do­ing or mis­con­duct in gov­ern­ment. This can only hap­pen if whis­tleblowers are guar­an­teed spe­cific pro­tec­tions.

Toward this end and pur­su­ant to the powers ves­ted upon it, the Gov­ernance Com­mis­sion for GOCCs (gov­ern­ment-owned and con­trolled cor­por­a­tions), or the GCG, issued Memor­andum Cir­cu­lar 2025-01, dated Jan. 13, 2025, estab­lish­ing the Whis­tleblow­ing and Integ­rity Pro­gram (WHIP), and provid­ing a frame­work for report­ing acts or omis­sions that may viol­ate or erode integ­rity in the GOCC sec­tor. The cir­cu­lar, however, does not just apply to GOCCs; it also applies to gov­ern­ment fin­an­cial insti­tu­tions and gov­ern­ment instru­ment­al­it­ies with cor­por­ate powers, includ­ing their sub­si­di­ar­ies.

The offenses which may be repor­ted under WHIP are var­ied. They may include abuse of author­ity, mis­con­duct, inef­fi­ciency, neg­lect of duty and sexual har­ass­ment, as well as viol­a­tions of laws like the Repub­lic Act (RA) 6713, or the Code of Con­duct and Eth­ical Stand­ards for Pub­lic Offi­cials and Employ­ees, RA 3019, or the Anti-Graft and Cor­rupt Prac­tices Act, and RA 11032, or the Ease of Doing Busi­ness and Effi­cient Gov­ern­ment Ser­vice Deliv­ery Act.

A cent­ral and very import­ant fea­ture of the WHIP is the pro­tec­tion afforded to whis­tleblowers and the pro­vi­sion of neces­sary assist­ance, as war­ran­ted by the cir­cum­stances of each case. Thus, it allows for whis­tleblow­ing to be done anonym­ously. Reports sub­mit­ted through the GCG Whis­tleblow­ing Portal and des­ig­nated con­fid­en­tial chan­nels are handled with utmost con­fid­en­ti­al­ity and sens­it­iv­ity.

The cir­cu­lar also expressly pro­hib­its retali­ation against whis­tleblowers who report in good faith. Pro­hib­ited acts include dis­crim­in­a­tion, har­ass­ment and other acts or threats that adversely affect the whis­tleblower’s rights or interests. These safe­guards ensure that whis­tleblowers are not forced to choose between report­ing wrong­do­ing and pro­tect­ing their live­li­hood or rights.

Report­ing or whis­tleblow­ing can be done in sev­eral ways. A report may be made through the whis­tleblow­ing portals, which GOCCs are required to prom­in­ently dis­play on their web­sites. It may also be sub­mit­ted through the ded­ic­ated email address provided under the cir­cu­lar. A whis­tleblower may like­wise sub­mit writ­ten or recor­ded com­mu­nic­a­tions per­son­ally to the appro­pri­ate GCG offi­cials. Con­cerns may also be raised through face-to-face or online meet­ings with author­ized per­son­nel.

After receiv­ing a com­plaint, the GCG determ­ines the appro­pri­ate action based on its con­tents and cir­cum­stances. Vague, unin­tel­li­gible, repet­it­ive or pat­ently mali­cious reports may be dis­reg­arded while com­plaints lack­ing palp­able merit or involving forum shop­ping may be dis­missed. For com­plaints that war­rant fur­ther action, the GCG may require cla­ri­fic­a­tions, sworn state­ments and sup­port­ing doc­u­ments; obtain inform­a­tion from rel­ev­ant per­sons or entit­ies; con­duct inter­views, site vis­its and other fact-find­ing activ­it­ies; or refer the mat­ter to the con­cerned GOCC for appro­pri­ate action. It may also seek assist­ance from gov­ern­ment agen­cies such as the Ombuds­man and the National Bur­eau of Invest­ig­a­tion.

Where war­ran­ted, the GCG may recom­mend dis­cip­lin­ary action, insti­tute or recom­mend pro­ceed­ings before the appro­pri­ate gov­ern­ment agency or court, notify the appro­pri­ate GCG divi­sion regard­ing a respond­ent’s dis­qual­i­fic­a­tion from appoint­ment or reappoint­ment, or dir­ect a spe­cial audit. Any dis­cip­lin­ary action remains sub­ject to applic­able due pro­cess require­ments.

Sig­ni­fic­antly, the cir­cu­lar does not pre­scribe pen­al­ties for repor­ted viol­a­tions. Instead, it provides a frame­work for pur­su­ing appro­pri­ate admin­is­trat­ive, civil or crim­inal con­sequences under exist­ing laws and reg­u­la­tions. Sanc­tions may include sus­pen­sion, removal, dis­cip­lin­ary pro­ceed­ings, dis­qual­i­fic­a­tion from appoint­ment or reappoint­ment or refer­ral to the appro­pri­ate author­ity.

However, the pro­tec­tion under the WHIP does not extend to fab­ric­ated or mali­cious accus­a­tions. The GCG is empowered to take legal action against any­one who makes a false or mali­cious report.

The cir­cu­lar also makes com­pli­ance an insti­tu­tional respons­ib­il­ity. Covered GOCCs must des­ig­nate a com­pli­ance officer, register with the 8888 Cit­izens’ Com­plaint Cen­ter, estab­lish the required com­mit­tees and des­ig­nate appro­pri­ate focal per­sons for altern­at­ive dis­pute res­ol­u­tion.

The sub­mis­sion of a report through any of the modes iden­ti­fied under the WHIP does not pre­vent a whis­tleblower from report­ing the same con­cern through other gov­ern­ment chan­nels such as the Cit­izens’ Com­plaint Cen­ter of the Office of the Pres­id­ent, the Con­tact Cen­ter ng Bayan of the Civil Ser­vice Com­mis­sion or the eCo­m­plaint sys­tem of the Bur­eau of Internal Rev­enue. These mech­an­isms com­ple­ment the WHIP and form part of the broader gov­ern­ment effort to address mis­con­duct, improve the deliv­ery of pub­lic ser­vices, and pro­mote greater effi­ciency, trans­par­ency and account­ab­il­ity.

Ulti­mately, the WHIP provides a clear avenue for report­ing wrong­do­ing, affords pro­tec­tion to those who report in good faith, allows invest­ig­a­tions of cred­ible alleg­a­tions and ensures that appro­pri­ate action is taken against those found respons­ible. It cer­tainly pro­motes and strengthens not just account­ab­il­ity, but also integ­rity in the gov­ern­ment sec­tor.

This article first appeared on the Manila Times.

Across the world, millions of hours of unpaid care work are performed every day. From caring for children and elderly family members to supporting persons with disabilities and managing household responsibilities, unpaid care work sustains economies and societies. Yet, it remains largely invisible, undervalued, and disproportionately carried by women. This unequal distribution of care responsibilities continues to limit women’s economic participation, leadership opportunities, and overall well-being.

Addressing the unpaid care challenge requires more than isolated interventions. It calls for a coordinated effort between governments, businesses, civil society organizations, and communities. Public-private sector collaboration presents one of the most effective pathways to transform care systems, advance gender equality, and unlock economic growth.

Unpaid care: An economic and social issue. Unpaid care work is often perceived as a private family responsibility. In reality, it is a critical economic issue. When women spend a disproportionate amount of time caring for family members, they are more likely to experience interrupted careers, reduced working hours, limited access to leadership positions, and lower lifetime earnings.

The consequences extend beyond individuals. Businesses face talent shortages, higher employee turnover, and reduced productivity when care responsibilities force employees, particularly women, to leave the workforce. Governments lose opportunities for increased labor force participation and economic growth. As populations age and care demands increase, these challenges will only intensify.

Recognizing unpaid care as a shared societal responsibility is the first step toward meaningful change.

Why collaboration matters. No single sector can solve the care crisis alone.

Governments play a critical role in establishing an enabling environment for care. Key interventions include expanding affordable and accessible childcare and eldercare services; investing in care infrastructure, particularly in underserved communities; and incorporating unpaid care metrics into national development and economic planning. Moreover, countries that strengthen care systems create conditions for more inclusive and sustainable growth.

Employers have a unique opportunity to become catalysts for change. Organizations that invest in caregiver-friendly policies are more likely to attract and retain talent, improve employee engagement, and strengthen diversity and inclusion outcomes. Examples of business-led solutions include flexible work arrangements and hybrid work models, paid parental and caregiving leave, childcare subsidies and childcare partnerships, and family-friendly workplace policies that encourage shared caregiving responsibilities among men and women.

Governments have the mandate to develop policies, regulations, and public investments that support families. The private sector has the capacity to innovate, scale solutions, and create workplace environments that enable employees to balance work and caregiving responsibilities. Civil society and community organizations bring expertise, grassroots engagement, and an understanding of the diverse realities faced by caregivers.

When these sectors work together, they can create comprehensive and sustainable solutions that expand access to quality care services while promoting women’s economic empowerment.

Moving from commitment to action. The conversation around unpaid care is gaining momentum globally, but progress requires concrete action. Public declarations and policy commitments must be matched by investments, partnerships, and measurable outcomes.

By recognizing care as a shared responsibility rather than an individual burden, business leaders, policymakers, and civil society organizations have an opportunity to work together to build care systems that support families, strengthen economies, and advance gender equality.

The unpaid care challenge is not simply a women’s issue. It is an economic, social, and development challenge that affects everyone. Through meaningful public-private sector collaboration, we can move closer to a future where care is valued, supported, and shared equitably, enabling all individuals to participate fully in both work and society.

This article first appeared on Inquirer.net

Authority. Some fight and clamor for it, while for others, it comes so naturally. Margot Torres, Managing Director of McDonald’s Philippines, belongs to the latter. From the moment she walked into the room for her shoot, one could feel a palpable shift in the air — enough to make everyone drop what they were doing and focus all their eyes on her. 

She comes across as formidable. In her presence, you immediately understand that you are in the company of someone who carries authority well, respects those around her, and wields her power responsibly and for the benefit of others, all while treating everyone with kindness and composure. She is the perfect picture of a true commander.

This reality, however admirable and inspiring, is far from what Margot dreamed of — in fact, she hadn’t dreamed of it at all.

“I know we believe in visioning: ‘You have to have a vision for yourself. You have to define your roadmap. You should have a blueprint.’ I never had that. I never told myself I’m gonna be a leader. It really didn’t work that way for me,” she humbly admitted in an exclusive interview with adobo Magazine.

“When I joined McDonald’s, I joined as the marketing head, and I actually had no expectation of moving into general management, which is my role today as managing director.” 

Margot is simply passionate about marketing. She sees the importance of improving how you communicate and market a brand, and even more so upon joining McDonald’s, a time when the world of marketing was on the cusp of big changes.

“I was so interested in the changes happening in the marketing landscape,” she said. Something stirred within Margot, however, when her boss, McDonald’s Philippines’ President and CEO Kenneth Yang, promoted her to managing director. It sent the flame of natural leadership within her burning even brighter.

Reflecting on her past experiences, Margot said, “I realized that my love for creativity was transferred from just a campaign promoting our products and services to really solving problems. First, for the organization, and then later on I started to see I have a wider sphere of influence, so I’m able to help more people — not just in the company, but [also] outside McDonald’s.”

A natural-born leader, Margot received the prestigious “Business Leader of the Decade” award at the 20th Asia Pacific Tambuli Awards in June 2026. This inspired her even more.

“I really felt it was an affirmation of two decades’ worth of work. I felt fulfilled because it didn’t go unnoticed. Although you do it because you want to help and you want to do it, it’s certainly such a nice reward that it was appreciated by the industry.”

Born in the wrong era

Prior to joining McDonald’s Philippines, Margot went through nine different jobs. 

“I’m really Gen Z, born in the Gen X era,” she quipped. 

She was in the fast-moving consumer goods industry first, then moved on to advertising, distribution, technology and telecommunications, and finally landed at McDonald’s in 2003. She somewhat relates to how the younger generation tends to move from one place to another, collecting unique experiences along the way. 

Margot pondered: “When I look back, all of those experiences help me today, […] especially now with technology, digital, and data. I think all of these different experiences prepared me, or shaped me so I can be effective in my role today.”

What doesn’t kill you makes you stronger

Margot’s journey to the top of the chain was not without hurdles. Like all leaders, she faced great challenges that later became opportunities for self-reflection and growth, and brought on epiphanies about her path.

The first was feedback from another person suggesting that she may not be the right person for the job. 

“At that point, I really felt like, ‘Am I inadequate?’ There was a lot of self-doubt, and that’s when I also realized that marketing cannot do it alone,” Margot said, looking back. 

It was this piece of opinion that made her take a step back and look at things differently: from the symbiotic relationship of the departments at McDonald’s to build brand trust, to going beyond merely writing marketing briefs and really sinking her teeth into the business.

The second challenge: a real national crisis. Typhoon Ondoy devastated most parts of the country in September 2009. Metro Manila, in particular, was flooded and without electricity for days during— and in the aftermath of —the typhoon. 

“I was lucky because I lived [on] higher ground. I had Wi-Fi. I had electricity. So I became like the command center, and that was so challenging. […] But I started to understand the importance of making sure that our stores continued to operate, [and] to stay open for the people who needed help.”

The third and probably biggest obstacle for Margot was also one that affected the entire planet: the COVID-19 pandemic.

“This one called for me to help the private sector as a communications lead and do more than just McDonald’s,” she shared. And with her leading the way, McDonald’s worked with other brands to help reopen the economy safely, all while ensuring that her team had herd immunity through the national vaccination program.

“I had to learn to work with a lot of stakeholders, including [the] government. But it was an extremely fulfilling experience. So, I guess, from those three different incidents, there were a lot of realizations on what I can do to contribute,” she said.

Six lessons to live by

Having weathered fiery trials and emerged unscathed, Margot is someone people look up to for inspiration and guidance. Quite recently, she received a text message from someone who thanked her for advice she had given ten years ago. 

Admittedly, she no longer remembers specifically what advice she offered to that person then. But upon scrolling back to their previous conversation, she found six lessons that she had shared, namely:

1. “Pursue excellence and work hard. I really believe in hard work. You really have to pay attention to detail. You have to keep raising your standards. You should not just say pwede na (that will do). And that’s why I think excellence is important in every single work that we do.”
2. “Love your work. I think that’s the only way — when you have love and passion — that creativity will come out. The drive will come out. And you’ll really do better every time.”
3. “Stay humble. You’ll never know everything.”
4. “Stay curious and pursue continuous learning. I think that’s actually what excellence is about. You continuously improve because you keep learning new things.”
5. “You have to appreciate the people you work with. It really encourages collaboration and teamwork, and you will also learn from the people you work with.”
6. “Persevere. There will always be challenges, barriers, obstacles. I think if you persevere, if you’re persistent and you’re determined, that is what will make a difference between just work and success.”

Putting Filipino creativity on the map

As a marketing veteran of great stature, Margot understands the considerable influence she wields over the local creative and marketing landscape. She is a patron of Filipino creativity who does what she can —within her power — to spotlight local talent.

McDonald’s Philippines has won two Lions from the 2023 Cannes Lions International Festival of Creativity for its “Unbranded Menu” campaign, putting Filipino creativity on the world map.

“I think even as an industry, we can make our mark. […] There’s so much [to achieve] if we do it together, and we can really showcase that Filipino talent,” she said.

A perfectionist through and through

Peeling back the layers to reach her core, Margot admitted that even outside the office and her responsibilities, she still applies her high standards in everything: “People have described me as a perfectionist, to a fault, so I think I should redefine perfection as continuous improvement.”

Margot revealed that when it comes to presenting herself to her loved ones and even to her own team at work, she is one and the same: she values hard work and puts in time and effort to show up as her best self to everyone. 

“I remember the pediatrician of my children told me I shouldn’t talk to my children like I’m doing a performance review,” she said with a laugh. “But they see now that they’re older. They tell me, ‘Shouldn’t it be about hard work?’ They also get frustrated when they end up with teammates who kind of just compromise. And I’m happy to see that my kids also have those same values.”

A time to work and a time to play

For all her seriousness and wisdom, one would think that Margot is all work and no play. But from what we found, she also knows how to have a good time and savor a well-earned break.

When she’s not at her desk, you’ll find her having some much-needed and very well-deserved retail therapy. And for longer breaks, she likes to travel, especially with her family.

“I really want to [travel] with my family because that’s really quality family time, and I have to tell myself, ‘You have to stay in the present.’ I think when you’re in the present, you clear your mind of all the worries, anxiety, or [if] you’re thinking already ahead of what you’re gonna do next week or even next year. Then you come back refreshed,” she shared.

In fact, she already has places that she wants to visit when she retires in five years.

“I owe that to myself. […] I have a bucket list of things I want to do, and places I want to travel to. Like Prague, I haven’t been there. Mainly Eastern Europe, I haven’t seen that. I haven’t been to any country in Latin America. There’s still so much to explore! That is [it] so far, for now. I haven’t really thought about my post-retirement plans,” she mused.

But her favorite way to spend her downtime is, funnily enough, the same as most of us:

“Long uninterrupted sleep!” she said, laughing.

This article first appeared on Adobo Magazine.