When electricity prices rise or projects stall, the Energy Regulatory Commission is often at the center of public attention. Yet behind every regulatory decision is an institution grappling with complex processes, limited resources, and mounting expectations. In our recent conversation on Power Podcast, Francis Saturnino C. Juan offered a candid look at how he plans to reform the country’s power regulator from within—starting with its long-standing case backlog.

For Juan, reforming the ERC is not about quick fixes or sweeping promises. It is mainly about restoring functionality, rebuilding trust, and creating a regulatory environment that works for consumers, investors, and the institution’s own people.

Confronting a backlog years in the making

One of the first realities Juan faced upon assuming the chairmanship was the scale of the ERC’s pending cases—numbering in the thousands. He did not downplay the problem, describing the situation as deeply concerning and a clear sign that structural changes were needed.

“When you report that there are more than 7,000 pending cases, of course, you’re shocked,” Juan said. “You ask yourself, why is this happening?”

Rather than focusing solely on speed, Juan framed the backlog as a process issue. Some cases, he noted, are already moot due to supervening events, while others remain open because of procedural inefficiencies. His approach begins with cleaning and organizing the commission’s inventory—identifying which cases need resolution, which can be closed, and which require immediate attention.

Fixing processes, not just pushing paper

Central to Juan’s reform agenda is streamlining how cases enter and move through the ERC. One key change he identified is the return to face-to-face pre-filing, replacing fully online processes that often led to prolonged back-and-forth between applicants and staff.

“When pre-filing is face-to-face, you can immediately identify what’s lacking,” he explained. “Right there and then, you can address it.”

By simplifying requirements and clarifying expectations early, Juan believes cases can move faster once formally filed. The goal is not only to reduce delays for new applications, but also to gradually work through the backlog without sacrificing due process.

Leadership as the foundation of reform

For Juan, regulatory reform cannot succeed without addressing morale inside the institution. He acknowledged that the ERC he inherited was affected by demoralization, with staff feeling disconnected and overwhelmed.

“Human beings are our primary resource,” Juan said. “If the people cannot move, cannot be inspired, then the organization will not move.”

Drawing from his earlier experience as Executive Director, Juan emphasized open communication, approachability, and respect across all levels of the organization. He described efforts to break down barriers between management and staff—encouraging employees to raise concerns and offer suggestions before problems escalate.

Redefining integrity inside the ERC

Integrity, Juan stressed, goes beyond avoiding wrongdoing. In his view, it includes ownership, accountability, and respect—values he wants embedded in everyday work at the commission.

“Integrity is not just about not being corrupt,” he said. “Integrity is ownership. You own your mistake and then try to find ways to fix things.”

By redefining integrity in this way, Juan hopes to foster a culture where staff feel empowered to act, rather than paralyzed by fear of error or hierarchy.

Transparency as a trust-building tool

Juan also pointed to transparency as a critical part of restoring public trust. Under his leadership, commission meetings are livestreamed and deliberations opened to public view—not only to demonstrate accountability, but also to educate stakeholders on how regulatory decisions are made.

“If we’re going to be open, people should understand what the cases are about,” he said. “There’s an educational value to that.”

He believes that openness helps demystify regulation, making it easier for consumers and industry players alike to understand why certain decisions are reached—even when they are difficult or unpopular.

A long-term view of reform

Juan has been careful not to promise instant results. Clearing the backlog and reshaping institutional culture, he acknowledged, will take time. His target is not immediate perfection, but measurable progress by the end of his term.

“My goal is that when my term ends, this backlog will no longer be here,” he said. “That’s the commitment.”

For Juan, reforming the ERC is ultimately about restoring confidence—in the regulator’s processes, in its people, and in its role as a fair and capable steward of the power sector. As the Philippines navigates rising demand and an evolving energy mix, the effectiveness of its regulator may prove just as important as the generation capacity it oversees.

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You can catch the full episode on our official Youtube channel