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3 Cost Effective Ways to Solve Metro Manila's Traffic Problem

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The Facebook page of ANC 24/7 is asking for its reader's suggestion on how to solve Metro Manila's traffic problem. This got me thinking, "what is the best way to solve Metro Manila's traffic problem?" It's easy to make suggestions, what's hard is the implementation and the cost of implementation. So what is the the best way to solve Metro Manila's traffic problem and the most cost effective solution? Punitive Fines Add caption First of all, any implementation will definitely cost money, a lot of money. The cause of the traffic mess is the people themselves so it's only right that those causing the traffic problem should be fined and the fine should hurt. That way, the fines will pay for the cost of enforcing the law. The fines should start at P500 and goes up every week if you don't pay it within 15 days. To enforce this and prevent people from ignoring the fine. It will be tied to their driver's license or car registr

The Sky's The Limit for Teresita Sy-Coson

Forbes put out a feature on Teresita Sy-Coson. The daughter of retail magnate Henry Sy of SM Group of companies.

It's a very interesting piece showing the life of one of the most powerful woman in Asia.

Here's an excerpt.
By Sunshine Lichauco de Leon

When Teresita Sy-Coson was 5 years old her maternal grandfather, who owned a small shoe store in downtown Manila, would take her to the bank as part of his daily business routine. Recalling the air-conditioned Equitable Bank, she says, “It made me feel good just to be there, waiting for his transaction to be done.”

He would also take her to his store, where she spent hours watching people buy shoes. At age 8 Tessie, as she is still widely known, decided to sell shoes herself. She recalls, “I learned by example. … As a kid you think you are just the same as other adults.”

But that first job also came with a feeling she would never forget. She remembers, “I would, of course, choose the kids to put shoes on, and their parents would ask me how old I was, and they would laugh. I was so hurt.”

Five decades later the 61-year-old Sy-Coson can smile at the memory. She is now a vice chairman of SM Investment Corp., or SMIC, the Sy family holding company and a reigning Philippine family-owned conglomerate.

She has also headed up two of the units that contribute the most earnings to the holding company: For more than two decades she was in charge of SM’s retail operations, which include the most profitable and largest group of department stores in the Philippines, and since 2007 she has been chairman of SMIC’s ­majority-­owned Banco de Oro Unibank, which bought Equitable, the bank she used to visit with her grandfather, in 2007. She is also an advisor to SM Prime, which develops malls.

The SM group of companies was built by her father, Chinese-Filipino retail magnate Henry Sy. SMIC was created in 2005 when he sold 17.5% of the stock to the public in what was then the biggest offering ever on the Philippine market. The Sy family retains 61% of SMIC, which has a market cap of $9.3 billion, while most of the rest is publicly traded. For the first nine months of 2011 SMIC posted net profit of $335 million, up 14% from the previous year. Consolidated revenue surged 13% to $3.3 billion.

Sy is largely credited with spurring the “malling culture” in the Philippines; an average 3 million Filipinos visit his 42 malls nationwide daily. With a net worth estimated by FORBES at $8 billion, he is the richest man in the country. Now in his late 80s, he is chairman of SMIC but leaves day-to-day operations to his children: Son Harley is president of SMIC and works with the retail group; Henry Jr. is a vice chairman of SMIC and runs the property group; Elizabeth runs the hotels and conventions business; and sons Hans and Herbert are in charge of shopping centers and supermarkets, respectively.

As the eldest of his six children, Sy-Coson is often referred to in the media as her father’s heir apparent, but she sees things differently. She points out that she is not the only one running things, that all her siblings are involved as well. She views her role as more of a manager. “I was not meant to lead the group. Even now I am not leading—I maintain the core.”


Here's the link to the full article.

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