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Aboitiz top leaders on how their SBUs approach ‘ABC’

AE Team with Leene Camo and Anna Carreon | September 19, 2018

At the Aboitiz ABC Summit 2018, Aboitiz Group top leaders took the opportunity to highlight how their respective SBUs approach the Aboitiz brand promise of advancing business and communities, demonstrating how their products and services address needs of stakeholders.


 

 

 

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Manny Rubio
Chief Operating Officer
AboitizPower

The ultimate measure of our performance is if we have made a difference in the lives of people in the communities where we operate.

When we worked with our stakeholders, we have always communicated that we have to understand our roles and respect the rights of the counterparties.

We always believe that only when there is corporate success can we help in social development, and only when there is social development can we have sustainable corporate success.

Our country has maximized its renewable energy potential but we rank significantly lower in terms of availability of enough supply and energy equity, which affects the cost of power.

It is important that we educate our stakeholders that it is not just about megawatts of renewable energy; it is also about reliable renewable energy supply, at the right time, with the right quantity, and at cost-competitive prices.

Living our values, treating our stakeholders with respect and fairness, recognizing the rights of our host communities, and making a difference with our balanced mix portfolio – this is how AboitizPower is Advancing Business and Communities.

 


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Henry Aguda
Chief Technology and Operations Officer
UnionBank

In product development with our thought leaders, we always start with chaos, because this is where new ideas come from. Whether we’re building a new branch, like The Ark, or re-launching our convergent app. After this, we try to comprehend by sharing what we understand. The exchanges that we foster in discussions and hackathons allow people to empathize. We find out how things that are new can be used to solve old world problems.

As soon as we are able to comprehend the problem, we make sure that we comply with existing rules. Where there no existing laws, we work with policymakers to craft regulations. And as soon as we know we can comply, we co-create. An example of this co-creation is the first blockchain partnership that UnionBank has started with Visa. Visa came up with B2B Connect, enabling multinationals to conduct cross-border transactions. From that, we came up with our own interbank transaction facility involving rural banks – what we call Project i2i. The technology helps rural banks transact with one another. Cantilan Bank is one such rural bank that saw the benefits of using blockchain technology and is now partnering with UnionBank.

With that project, came other offshoot uses of blockchain, like in the bank’s general circulars, its convergent app that provides a rewards system for millennials, in the development of token escrows, custodian services, and more.


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Tristan Aboitiz
Chief Operating Officer
Pilmico

The challenge of looking for an ABC in Pilmico’s business model was straightforward because the concept was not new to the company. It has been ingrained in the way Pilmico has done things. By aiming to become the preferred partner for growth of clients, Pilmico’s success rests on the success of their stakeholders and customers. Pilmico’s position at the beginning of the food value chain allowed it to pursue the ABC that was embedded in its operations.

Pilmico’s partnership with CARAGA-based Happy Enterprises (HERI) and Winrock International, an NGO funded by the USDA, is a concrete example of its ABC. Due to poor production performance, there was a decline in the number of backyard hog raisers. Pilmico’s answer to this is its Diamond Program: excellent nutrition and proper feeding, improved genetics and breeding, good farm management and practices, and complete health care. With the Diamond program in mind, Pilmico teamed up with Winrock, which would provide financing that would help backyard farmers access to improved swine genetic pool, while Pilmico provided technical trainings, and, through HERI, proper feeds and nutrition for faster growth in animals.

Pilmico realized that the Diamond program was only the beginning. With the whole value chain in mind, the first meat cutting facility was put up in May 2016. Winrock donated refrigerated equipment. HERI built the meat cutting facility that would serve as an outlet for backyard farmers’ marketable hogs. Pilmico hired a consultant that helped in the plant’s layout and modules that operators of the plant use.


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Nabil Francis
CEO and President
Republic Cement

Infrastructure is key to the country’s development. And in the context of the administration’s Build, Build, Build policy, Republic Cement’s response is its four-pillar plan: Capacity Building, Product Innovation, Green Manufacturing, and Strengthening Communities.

For capacity building, Republic Cement pursues job generation, contributing to taxes, improve overall plant efficiency and environmental performance. For innovation, Republic Cement is changing consumer mindset to using the right product for the required application. Green manufacturing sees the company investing in greener technologies, greener processes, sustainable components, and is active in re-greening efforts. When it comes to communities, Republic Cement seeks to partner with them to a) help fight malnutrition among schoolchildren and b) build stronger homes.

Republic Cement places importance on safety. By shifting the mindset from safety first to safety as a way of living, Republic Cement ensures that its people can come home safe. Best practices also include recognizing top safety performers through programs like the Golden Hard Hat – a symbol of safety excellence. The companies initiative on Safety Guilds also mainstream ideas because it functions like a think tank, where people can share best practices for safety.

 


 

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Rafa Fernandez de Mesa
President and COO-in-charge
AboitizLand

AboitizLand’s promise of creating better ways to live by nurturing communities goes beyond physically building residential, commercial and industrial communities. Empowering members of these communities through the company’s purposive skills training program, as in the case of Liberty Jay Trinidad is considered in AboitizLand’s CSR initiatives. The country’s growing labor force needs to develop the right skills.

Many of AboitizLand’s developments are located in areas where people normally don’t have access to opportunities to hone their skills. By partnering with TESDA, we are able to address the needs for skills training of the people living in the area.

AboitizLand will sustain the progress of its program by partnering with Aboitiz’s new online platform for causes, KINDer.