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Achieving 70% COVID-19 Immunization Coverage by mid-2022

January 1, 2022 6:17 p.m.

The Independent Allocation of Vaccines Group (IAVG) has issued a set of recommendations to make the allocation of COVID-19 vaccines more equitable and more effective.

The group was established a year ago, to validate and assess vaccine allocations recommended by WHO’s and Gavi’s Joint Allocation Taskforce (JAT) of COVAX. Since then, much has changed. COVAX was envisioned to be the world’s primary distributor of COVID-19 vaccines, with IAVG serving as an independent referee for needs-based allocations. But rich nations largely sidestepped COVAX, hoarding doses for their own populations and cutting deals directly with low- and middle-income countries. This has made subsequent allocation decisions even more challenging.

The IAVG is concerned that the primary priority use of available vaccines is not consistent with the goals outlined in the Strategy to Achieve Global COVID-19 Vaccination by Mid-2022 in October 2021.  The group also notes that it has validated the allocation of only 730 million of the estimated 8 billion doses of vaccine that have been administered globally, which is less than 10%.  The rapid emergence of the Omicron variant is a stark reminder of the ongoing threat posed by the evolution of the COVID-19 pandemic and reinforces the critical need to achieve high levels of immunization coverage in all countries, including in highly vulnerable populations, in a timely manner. 

The IAVG is therefore calling for:

Achievement of 70% coverage with COVID-19 vaccines in all countries as a global imperative. 

As the overall vaccine supply to COVAX is anticipated to continue to grow substantially next year, COVAX will have a greater opportunity to contribute to achieving this goal. Manufacturers, vaccine-producing and high-coverage countries must prioritize vaccine equity and transparency, including the sharing of information about manufacturing capacity and supply schedules with COVAX, as well as vaccine access plans. 

All countries to work with COVAX with considerable urgency to optimize the strategic use of the growing vaccine supply. 

This means that high-coverage countries will need to establish complementary, “dual-track” approaches that consider both domestic and international goals.

Greater attention must be paid to who is being immunized. Equity must remain the overarching principle, and priority must be given in all countries to ensuring that the primary series is offered first and foremost to all adults and adolescents, in the step-wise manner recommended by the WHO, given that a high proportion of these populations still require primary immunization. However, as more is known about the required vaccination response in the face of Omicron, the need for booster doses and need to immunize children, the COVAX vaccine allocation decisions must consider these recommendations. 

Given the global health and epidemiologic consequences of failing to immunize vulnerable populations, including those in humanitarian settings, the IAVG recommends that COVAX continue to work with all manufacturers and countries to immediately increase the availability and uptake of vaccines in these populations. 

All countries to have a steady, predictable supply of COVID-19 vaccines, which meet the unique needs of each country. Attention must be paid to addressing prohibitive absorptive challenges in countries that request support

This may include support for vaccine storage, distribution, administration and/or record-keeping, which may in part be due to competing health and immunization crises [3]. It will be important to have close collaboration between all COVAX partners, donors, and participants. 

In order to increase demand for COVID-19 vaccines, ongoing, concerted global, national and local leadership is required to address vaccine misinformation. 

Background

The initial COVAX targets were to achieve 3% coverage, and then 20% vaccine coverage through COVAX-secured doses by the end of 2021.  These targets were then expanded globally, when WHO released the Strategy to Achieve Global COVID-19 Vaccination by Mid-2022 in October 2021. The new global target is 40% total population coverage by the end of 2021, and 70% total population coverage by mid-2022. However, these figures were from all country sources of supply, not solely from COVAX. COVAX would nonetheless contribute as much as possible to efforts to reach this coverage level in a fair and equitable manner.

None of these targets have been met. Ninety-eight countries have not vaccinated 40% of their population.  An estimated 1.4 billion eligible people  need to be urgently immunized, many of whom are in the highest risk groups for death and serious illness. These gaps have been most pronounced in low-and lower-middle income countries (LICs and LMICs), with 34 out of 89 Advanced Market Commitment (AMC) participants,representing the countries that are most dependent on COVAX to access COVID-19 vaccines, not achieving the 40% target. The main reason for this has been the severe vaccine supply constraints to COVAX, which persisted until the last quarter of 2021. In the forthcoming months, larger volumes of vaccine are expected to become available, but in most cases the increase  in volumes will  create challenges in absorption capacity in resource-poor settings. This includes the capacity to receive, store, distribute, administer (due, for example, the lack of trained health personnel or vaccination centers), and to record vaccine use, including wastage.

Another hurdle in achieving the target of 70% total population coverage in all countries by mid-2022 will be demand limits arising from widespread misinformation and its resulting vaccine hesitancy.

Challenges

The COVAX portion of the global supply – The original goal of COVAX was to achieve fair and equitable vaccine access across all 162  current Facility participants, and the initial role of the IAVG was to validate vaccine allocation decision (VAD) proposals that included all participants. Many high-income countries (HICs) entered into direct contractual arrangements with vaccine suppliers, bypassing the COVAX mechanism, and pharmaceutical companies did not prioritize and deliver according to their contractual obligations with COVAX, seriously reducing its supply and making it highly unpredictable. Moreover, high-coverage countries began donating directly to their low-coverage and low-income counterparts, bypassing COVAX. Indemnity and liability-related conditions are added barriers to the vaccine access for the most vulnerable populations. The IAVG has validated the allocation of only 730 million of the estimated 8 billion doses of vaccine that have been administered globally, which is less than 10%.

Additionally, many of the donated doses channeled through COVAX have been earmarked for specific countries, compounding the challenge of achieving the goal of fair and equitable access among lower income countries. 

With respect to vaccine allocation, the IAVG recommended and acknowledges that, where feasible, the limited COVAX supply has recently been dedicated to those countries with low estimated total population coverage which are likely relying solely on COVAX for access to COVID-19 vaccines. 

Unpredictable supply to COVAX  – 1) Procured doses – While those involved in vaccine allocation through COVAX have done their best to direct and redirect available doses, supply unpredictability has strained the system, frustrated participating countries and undermined the allocation decisions of the IAVG. Not all expected doses from COVAX advanced purchase agreements (APAs) have been honoured by vaccine producers according to contractual obligations. 2) Donated volumes – Similarly, promised donations by high-income countries have often been late to materialize or unpredictable. Unexpected additional vaccine allocation rounds have been undertaken after sudden announcements of vaccine availability through donations to COVAX. Worsening the challenge, these sudden donations have often included vaccines with brief expiry windows. These last-minute scrambles, a part massively increasing transaction costs, added considerable stress to already severely resource-strapped countries coping with many competing health and humanitarian crises, straining participants’ ability to plan for the receipt and use of their allocated vaccines. Beyond logistics, the last-minute deliveries undermined countries’ efforts to inform the general public about the vaccines and the communication needed to counteract the misinformation spread by social media. 

This way of doing business is not acceptable and needs to end. 

Across country and in-country inequity – The Global COVID-19 Vaccination Strategy clearly outlines the step-by-step process needed to achieve the immediate goal of minimizing deaths, severe disease and overall disease burden, and reducing the risk of new variants. Older adults and high-risk populations, all adults, and adolescents have been prioritized in a step-wise manner, while the broader scope of vaccine-use recommendations is still under consideration. For instance, 15 times as many booster doses are currently being administered globally as are primary doses in LICs. In October, the WHO and many other concerned partners noted that data from 119 countries suggest that by September 2021, two in five health and care workers (HCW) were vaccinated on average. But the differences across regions and economic groups remained stark. For instance, less than one in ten have been fully vaccinated in the African region while four in five have been vaccinated in 22 mostly high income countries.

The IAVG is concerned that the primary priority use of available vaccines is not consistent with the goals outlined the Strategy.  

More supply but more unknowns – Although the world is expected to have enough COVID-19 vaccine doses by mid-2022 to vaccinate 70% of the world’s population with three doses, uncertainties abound. These include the possible need for variant-specific vaccines, changes to vaccination policies, country preference for some products over others, the programmatic complexity of managing multiple products, and the need for better intelligence on country-level planning and execution. (World Health Organization)

The uncertainty of the required vaccination response to the Omicron variant will necessitate ongoing attention to achieving fairness and equity while requiring flexibility in vaccine allocation and supply management. 

Highly vulnerable populations – Our collective health security depends on the health security of all populations wherever they are, and whatever status they may have in individual countries.  Among them, people residing in humanitarian settings (refugees, internally displaced persons) are at considerably increased risk of infection with COVID-19 [12] and should be covered by country vaccine allocations. 

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Cebuana Lhuillier ventures into future of payments at Plan B Forum in Lugano, Switzerland

10:40 p.m. December 30, 2024

Cebuana Lhuillier, the Philippines’ leading microfinance institution, is stepping into the future of payments by exploring innovative blockchain solutions.

This initiative underscores the company’s commitment to financial inclusion and its strategic move towards adopting digital technologies. Senior Executive Vice President Philippe Andre Lhuillier attended the prestigious Plan B Forum in Lugano, Switzerland, where financial leaders and innovators gathered to discuss the next evolution in payments, blockchain, and digital finance.

A Global Stage for Financial Innovation

The Plan B Forum serves as a vital platform for thought leaders to explore the future of blockchain and digital currencies in the global economy. With a focus on the growing impact of decentralized finance (DeFi), stablecoins, and digital currencies, the forum highlights how emerging technologies are reshaping the landscape of financial services. Cebuana Lhuillier’s participation signifies its drive to stay ahead of technological advancements that can reshape and bridge TradFi and DeFi in the Philippines.

The event was attended by some of the prominent names in the digital currency space, demonstrating Cebuana’s commitment to industry and reinforcing its role in shaping the crypto landscape.

Cebuana Lhuillier: Championing Financial Inclusion in the Digital Space

Jean Henri Lhuillier, President and CEO of Cebuana Lhuillier, highlights the company’s growing focus on digital transformation. “As Cebuana Lhuillier continues to expand in the digital space, it aims to enhance payment services by adopting stablecoins and partnering with innovative digital solutions companies. These technologies promise faster, more affordable, and secure transactions for Filipinos, offering a modern way to manage payments with greater transparency and ease.”

Following this, Cebuana Lhuillier Senior Executive Vice President Philippe Andre Lhuillier added, “Blockchain technology and digital currencies are not just tools for innovation; they are vehicles for empowerment. By leveraging these technologies, we can democratize access to financial services, enabling Filipinos from all walks of life to participate in a global digital economy.”

This move reflects Cebuana Lhuillier’s commitment to providing reliable financial services that cater to the evolving needs of its customers across the country.

In representing Cebuana Lhuillier at the forum, Philippe Andre Lhuillier emphasized the importance of financial inclusion in the digital age. In an era where internet access and digital infrastructure are rapidly expanding, especially with advancements in web3 technologies, it set the stage that highlighted the importance of emerging payments in the web3 space and the role of Cebuana Lhuillier in bridging this technology with traditional finance.
Cebuana Lhuillier’s participation at the forum reinforces its commitment to financial inclusion. By incorporating digital wallets, blockchain technology, and digital currencies, the company aims to expand access to financial services, beyond traditional finance.
President and CEO Jean Henri Lhuillier remarked “With the evolution of financial landscapes, Cebuana Lhuillier is positioning itself at the forefront of digital transformation in the Philippines. By attending the Plan B Forum, the company is not only seeking to learn from global leaders but is also reaffirming its role as a key player in the future of payments and financial inclusion. Philippe Andre Lhuillier’s participation marks a critical step towards realizing Cebuana Lhuillier’s vision of becoming a fully integrated financial service provider that leverages cutting-edge technology.”
As blockchain and digital cryptocurrency technologies continue to grow, Cebuana Lhuillier is well-positioned to lead the way in providing innovative financial services.

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InLife wins Best in Future of Intelligence Award at IDC Future Enterprise Awards 2024

3:30 p.m. December 25, 2024

Insular Life (InLife) received the Best in Future of Intelligence Award – Philippines during the IDC (International Data Corporation) Future Enterprise Awards 2024 held at the Sands Expo and Convention Centre in Singapore on November 18, 2024.

The award recognizes InLife’s Agile Academy, a transformative initiative aimed at fostering an Agile mindset among InLife employees, or InLifers.

Through bootcamps, masterclasses, workshops, and curated resources, the Agile Academy empowers InLifers to tackle organizational challenges with innovative solutions, contributing to the company’s business and digital transformation journey.

At the heart of the Agile Academy are the Mission-Based Teams (MBTs)—cross-functional, user-centric, and self-organizing groups that leverage the Agile framework to address critical customer and enterprise issues.

To date, the Agile Academy has activated 21 MBTs, resulting in innovations like the InLife App, a mobile and web application for managing life insurance policies; and the InLife Compass Super App, designed to boost the productivity of InLife financial advisors. MBTs have also developed solutions addressing pain points of Gen Zs, Group account holders, and the silver generation, demonstrating InLife’s customer-centric and inclusive approach.

“InLife’s recognition at the IDC Future Enterprise Awards reaffirms our commitment to continuous innovation and transformation in service of our customers,” said InLife Chief Transformation Officer Efren C. Caringal, Jr. “At 114 years, InLife remains true to its pioneering spirit, leveraging initiatives like the Agile Academy to deliver meaningful solutions that benefit our policyholders and other stakeholders.”

The IDC Future Enterprise Awards recognize organizations that lead the way in digital transformation, demonstrating resilience, and a commitment to enhanced customer experiences.

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Converge engages Unang Yakap beneficiaries in gift-giving activities

8:30 p.m. December 24, 2024

Leading fiber broadband and technology provider Converge ICT Solutions Inc. shared the joy of Christmas to the mothers and volunteers of its Unang Yakap Community in Baseco, Tondo.

With the help of the mentors and mentees from its women mentorship program Grace Under Pressure: MentorSHE, the company celebrated with the beneficiaries and community volunteers through games, raffle, and gift-giving activities.

In partnership with Caritas Manila, Converge has been supporting the Unang Yakap Program that aims to provide healthcare and nutritional assistance to underprivileged pregnant and lactating mothers, and their infants, during their first 1,000 days.

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