Most advice on this subject consists of generalisations about a national character. What follows tries to describe mechanisms instead, because mechanisms can be designed around and characterisations cannot.
The language question, briefly
English is an official language here and the medium of instruction through most of education, and written English in this workforce is generally strong. Accent differences exist in both directions and are mostly a matter of exposure: teams working with Australian clients acclimatise within weeks, and so do the clients.
Where accent is raised as an objection it is worth checking whether the underlying problem is comprehension or context. A person who does not know why you are asking will sound uncertain in any accent.
The mechanism that actually causes trouble
Asking for clarification can feel like admitting incompetence, and that feeling is stronger where there is a hierarchy, stronger again when the person asking is new, and stronger again when they are remote and cannot read the room.
None of that is specific to this country. All of it is amplified by the arrangement, and the result is a familiar failure: the task is misunderstood, nobody says so, and the work arrives wrong a week later.
What to do about it
Ask for it back. Not "any questions?", which invites no. Ask the person to tell you what they are going to do, in their own words, and listen for the gap.
Ask what would make this hard. A question that permits a problem to be raised without anybody admitting they do not understand.
Make the first correction quickly and lightly. The first time something comes back wrong sets the tone for whether problems get reported. Handled well, it buys a year of candour.
The time zone, practically
Philippine time is eight hours ahead of coordinated universal time. For eastern Australia that is a difference of two or three hours depending on daylight saving, which is the easiest working relationship available anywhere: an ordinary Philippine day overlaps an ordinary Australian one almost entirely.
For the United Kingdom the difference is seven or eight hours, which means an early start here or a late one there and a genuine overlap of a few hours. For the American west coast it is fifteen or sixteen, which means a night shift for somebody and the premium that goes with it.
What to schedule inside the overlap
Anything requiring a decision from you. Anything new. Anything where being blocked would waste a day.
What to schedule outside it: the steady work, which is most of it if the role was chosen well.
Written over spoken, mostly
A written brief can be reread, translated at leisure, and referred to in three months. A spoken one exists in one person's memory. This is good practice with any remote team and here it also removes the accent question from the critical path.
Talk to build the relationship and write to specify the work.
The thing not to do
Treat cultural difference as an explanation for a problem before checking whether the brief was clear. It is the available explanation, it is rarely the correct one, and reaching for it prevents the fix.
In our experience the great majority of communication failures in these arrangements are brief failures wearing a costume, which is the argument this journal has been making from its first entry.
Meetings that work
Short, regular, with an agenda sent ahead so that people can prepare in writing. A weekly half hour with an agenda beats a monthly hour without one, and both beat the ad hoc call that arrives when something has already gone wrong.
Cameras on for the first few weeks and optional afterwards, which builds the relationship early and then stops being a tax on bandwidth.
Names and forms of address
Ask people what they want to be called and use it. Honorifics are common here and a client insisting on first names is imposing their own norm; a client using a title because they read about it online may be overdoing it.
Asking takes five seconds and settles it correctly.