Aboitiz is undergoing its Great Transformation to become the Philippines' first techglomerate.

The Great Transformation

Innovation

Synergy

Column

University of Experience

People & Culture

Power

AboitizPower Breaks Ground On 48-MW Nasipit Hybrid Energy Storage System Project

Food

Just Zoogle It! Bridging Tradition And Technology for Pilmico Feeds' Sales Teams

Pushing AI Adoption: The ICW Teams Up With META For A Tech-Forward Future

Beyond Business: How Aboitiz Foods Supports Communities Across Vietnam

Aboitiz Group Advisory to External Stakeholders regarding COVID-19

2019 Bankers’ Night

2019 Brigada Eskwela Cebu

Franz de la Fuente

BETTER CUSTOMER SERVICE AT LAGINDINGAN INTERNATIONAL AIRPORT. Aboitiz
InfraCapital recently spearheaded an Aviation Customer Service Excellence
Training for Laguindingan International Airport employees ahead of its upcoming
operational takeover in end-April 2025.As part of its preparations for the
operational takeover of Laguindingan International Airport later this month,
Aboitiz InfraCapital, Inc. (AIC), the infrastructure arm of the Aboitiz Group,
is ramping up efforts to uplift the passenger experience with the implementation
of an Aviation Customer Service Excellence Training for airport frontliners.

This specialized customer experience (CX) training, conducted by Mactan-Cebu
International Airport (MCIA) operator Aboitiz InfraCapital Cebu Airport
Corporation (ACAC), is part of AIC’s long-term vision to transform Laguindingan
International Airport  (the country’s sixth-busiest airport and Mindanao’s
second-busiest after Davao City’s Francisco Bangoy International Airport) into a
modern, efficient, and customer-centric gateway for Northern Mindanao—supporting
the region’s growth and improving travel for both domestic and international
passengers.

“As we prepare to take the reins at Laguindingan International Airport, our
priority is to ensure that passengers experience warmth, efficiency, and care
from the moment they enter the terminal,” said AIC President and Chief Executive
Officer Cosette V. Canilao. “We are focused on developing a culture of service
excellence, where every airport employee—from security personnel to check-in
agents—plays a vital role in creating a seamless travel experience.”

The training program, completed last April 3-4, 2025, equips frontline airport
staff with the skills needed to anticipate and address passenger needs more
effectively. It covers communication, customer empathy, cultural sensitivity,
handling diverse passenger concerns, and even basic grooming. The training is
also designed to instill AIC’s service values and mindset into the airport
workforce to create a consistent and elevated airport experience as more
improvements are readied.

According to AIC Vice President and Head of Airports Business Rafael M. Aboitiz,
“Our goal is to build infrastructure as well as meaningful and memorable
journeys. Laguindingan International Airport has so much potential, and we are
committed to making it a regional pride. We want it to reflect the best of
Filipino hospitality while meeting the standards of world-class airport
operations.”

AIC’s CX programs are modeled after its successful implementation at MCIA, where
sustained improvements in service quality and passenger satisfaction have earned
international recognition.

MCIA, which currently holds a Level 2 Airport Customer Experience Accreditation
from Airports Council International (ACI), earned last March the 2024 Airport
Service Quality Award for Best Airport (5 to 15 Million Passengers Per Annum) in
Asia-Pacific from ACI.

AIC aims to replicate and localize this success for Laguindingan International
Airport and build an airport that is responsive to evolving traveler needs and
regional demands.

The CX workplan is part of a broader set of upgrades that AIC will be rolling
out in phases. These include physical improvements to the airport’s facilities,
enhancements to operational systems, and sustainability-focused developments
that align with AIC’s goal of creating smart and future-forward infrastructure.

Plans for Laguindingan and Bohol-Panglao International Airports

Laguindingan International Airport is the first successful airport
public-private partnership project awarded via unsolicited bid under the current
administration.

Last October 2024, a P12.75 billion concession agreement was signed by AIC, the
Department of Transportation, and the Civil Aviation Authority of the
Philippines for AIC to undertake the development and modernization of
Laguindingan International Airport over a 30-year period after the official
turnover in April 2025.

Expansion plans will be undertaken in two phases, increasing Laguindingan
International Airport’s design capacity from the current 1.6 million passengers
per annum (mppa) to 3.9 mppa for the first phase and up to 6.3 mppa for the
second phase, depending on traffic demand.

Aside from the Laguindingan International Airport, AIC will manage the
concession to upgrade, operate, and maintain Bohol-Panglao International
Airport, the country's ninth-busiest gateway, with official takeover scheduled
for June 2025.

The proposed P4.53 billion project for Bohol-Panglao International Airport also
involves expanding the passenger terminal building, installing essential
equipment, and modernizing airside and landside facilities within a 30-year
concession period.

Laguindingan and Bohol-Panglao International Airports are part of AIC’s strategy
to develop and manage infrastructure assets that deliver top-notch Filipino
hospitality, better and smoother travel, and seamless connectivity across the
Philippines.

As a unit of the Aboitiz Group techglomerate, AIC is leveraging its expertise in
infrastructure and technology to drive sustainable growth in the country’s
aviation sector.

Infrastructure

Aboitiz InfraCapital Bolsters Customer Experience at Laguindingan International Airport

Diego Gabriel Robles

> The Nasipit BESS project will help enable more grid stability and support the
growing share of renewable energy in our grid.

– Aldo Ramos, COO for Operated Assets, AboitizPower Transition Business Group
A NEW HYBRID BESS SOON. Leading the ceremony are (from left) representatives
from AboitizPower’s Transition Business Group headed by COO for Operated Assets
Ronaldo Ramos (5th); Agusan del Norte Vice Governor Enrico Corvera (6th); Agusan
del Norte Governor Maria Angelica Rosedell Malbas Amante (7th); Nasipit Mayor
Roscoe Democrito Borja Plaza (8th); and partner contractors from Shandong
Electric Power Engineering Consulting Institute Corp., Ltd.AboitizPower, through
its subsidiary Therma Marine Inc. (TMI), recently broke ground for its upcoming
48 megawatt Nasipit Hybrid Energy Storage System (BESS) project, which will be
integrated into its oil-fired power facility, TMI Mobile 2, in Lawis, Sta. Ana.
Nasipit, Agusan del Norte.

The construction is set to begin in the second quarter of 2025 and is targeted
to come online in the second quarter of 2026. A BESS is a type of energy storage
that uses a set of batteries to store surplus electricity which is released when
needed to augment supply or improve the quality of the electricity in the power
system.

AboitizPower pioneered its BESS model through the first-of-its-kind hybrid BESS
installed in its TMI Mobile 1 oil-fired power plant in Maco, Davao de Oro, which
began commercial operations in 2022. These oil-fired power plants, coupled with
the BESS technology, play a crucial role in providing fast, responsive power to
help balance supply and demand in the grid as an ancillary service. Ancillary
services or backup power are support functions that ensure a reliable and stable
power system.

“Once completed, the Nasipit BESS project will help enable more grid stability
and support the growing share of renewable energy in our grid. It’s a smart
solution for a smarter energy landscape,” explained AboitizPower Transition
Business Group COO for Operated Assets Ronaldo Ramos during the groundbreaking
ceremony.

The groundbreaking event was attended by representatives from the local
governments of Agusan del Norte, led by Governor Maria Angelica Rosedell Malbas
Amante and Nasipit Mayor Roscoe Democrito Borja Plaza.

In step with the country’s ambitions for its energy mix, AboitizPower aims to
grow its portfolio of generation assets with renewables and selected baseload
builds.

Franzia Marie de Leon

At Aboitiz Foods, our sales team members are on the frontlines of our
operations. Their typical workweek demands a complex set of responsibilities,
including customer engagement, managing their concerns, meticulous planning, and
reporting. On top of these, they must also maintain expert technical knowledge
across the different species we serve. This is particularly true for the sales
team of Pilmico Feeds, the animal nutrition division of Pilmico, an Aboitiz
Foods company headquartered in the Philippines. 

To address these evolving demands amidst Pilmico’s growing product portfolio,
the Nutrition, Innovation & Technical Research (NITR) team introduced Zoogle, an
integrated knowledge hub. Co-developed by the Business IT Solutions (BITS) team,
this web-based application houses every functional information the sales team
needs—from feeding guides and farm management guides to calculating relevant
farm performance metrics across multiple species, among others. 

What sets Zoogle apart is its offline functionality.  Recognizing the challenges
faced by teams visiting remote farms with limited network access, the app was
designed to deliver critical features even without internet connectivity. This
allows sales teams, especially those providing day-to-day support and technical
guidance on farms, to obtain the information they need to perform at their
best—anywhere.

This initiative is a great example of how Aboitiz Foods integrates animal
production with technology, bridging traditional agri-food practices with modern
innovation. Zoogle, conceptualized by NITR and co-developed by BITS teams of
Aboitiz Foods, clearly demonstrates how we pursue shared wins through teamwork.
In addition, it also brings to life the Aboitiz A+ 10 behaviors of being
“Synergistic” and “Innovative.” Aligned with the Aboitiz Group’s Great
Transformation journey, we are leveraging the power of technology to streamline
and optimize our processes, revolutionize traditional ways of working,
empowering our team members and partners to thrive in a rapidly evolving market. 

Bridging Tradition with Technology for Animal Nutrition Expertise
Alvin John Oliveros, DVM (middle) and Cristel Valencia (right), members of
Aboitiz Foods’ Product Development team for Pilmico Feeds, who conceptualized
“Zoogle”Zoogle has transformed access to comprehensive information, making the
once tedious task of flipping through pages of notes into a simple process that
requires just a few clicks. The platform provides easily accessible information
on various species, including hog, rabbit, broiler and layer chickens, duck, and
quail.

“As we expand Pilmico Feeds’ portfolio to explore new markets and opportunities
within the livestock industry, it’s essential to provide our frontliners with
the right tools to stay updated on key knowledge–whether it’s about our products
or farm management practices,” shared Alvin John Oliveros, DVM, Product
Development Manager (NITR), Aboitiz Foods.

Embracing technology and having a data-driven mindset is essential to becoming a
Techglomerate. With Zoogle, we can provide data-driven technical support to our
customers, offering automatic computation features that reduce human errors. 

Keeping Customers Top of Mind 
Upholding one of our core values, “Keep Customers Top of Mind,” Aboitiz Foods is
committed to building partnerships that extend beyond traditional sales by
consistently prioritizing our customers’ welfare. This commitment is fully
exemplified by Pilmico Feeds, which not only provides high-quality feed products
but also holistic after-sales services, including technical support, to ensure
our customers’ farms reach their full potential. 

Zoogle plays a key role in this customer-first approach, empowering our Sales
teams to become trusted and reliable partners in the field. “Zoogle offers the
support needed to enhance the Sales teams’ efficiency, enabling them to become
even more effective partners in driving growth for the company and our
customers,” Oliveros added. 

Since its launch in December 2024, Zoogle has become an essential tool for sales
teams and NITR, especially during customer visits. Currently equipped with six
modules, it is designed for growth and can be expanded to cover additional
species such as milkfish, tilapia, and gamefowl. As Zoogle continues to evolve,
it’s set to empower teams with even greater capabilities—helping them respond
faster, think smarter, and serve customers better.

Aboitiz Eyes

By Cheann Mabansag and Bianca Gempesaw
What if the biggest win this year is what you don’t do?
Super Ditch Year 3 launches with a rallying cry to ditch the noise, cut the
clutter, and work smarter. It’s not about doing more—it’s about doing less with
purpose. This year, the challenge is bigger, bolder, and more focused than ever,
with simplification at its core.

Screens lit up across the AEV floor as teams tuned in for the Super Ditch
kick-off, signaling renewed momentum in our simplification journey and
reinforcing its importance across the organization. 

Chief Strategy Officer and Head of Transformation John Rubio opened with
examples that showed how simplification drives impact. One was LEGO’s decision
to cut its brick types from 12,000 to 6,000 to focus on what truly added value.
It was a clear reminder that, like LEGO, Aboitiz can unlock creativity and
efficiency by letting go of what no longer serves us. His stories set the tone
for what Super Ditch is all about: challenging the status quo to build a more
agile and empowered workplace. 

> Simplification isn’t about cutting corners—it’s about clearing the path. If we
want to move faster, think smarter, and lead better, we need to challenge every
process and ask: Does this still make sense?

– John Rubio, Chief Strategy Officer, AEV
The session also featured updates from project leads Aly Virrey and Cheann
Mabansag of the AEV Transformation Team, who shared practical tools and
explained how the program aligns with this year’s CSU scorecard. In addition,
Glecer Bautista of the AEV Transformative Technology Team shared how, with their
team’s collaborative support, the use of AI and digital tools can make Ditch
ideas more effective, help teams work smarter, and turn concepts into real,
practical solutions.


What is the Super Ditch Program?
Now in its third year, Super Ditch Program remains a flagship program of AEV’s
Great Transformation. It invites team members to challenge the way things are
done—submitting ideas that simplify processes, eliminate unnecessary steps, and
boost efficiency. Imagine eliminating a weekly report only few people read—or
automating a task that used to eat up hours. That’s the power of a high-impact
ditching.

Rooted in AEV’s A+10 behaviors, especially in being Simple, Smart, and Open—the
program invites everyone to ask: is this task still relevant in today’s context?
Can it be simplified? Is there a better way?

What’s New This Year?
Super Ditch Year 3 introduces refined guidelines for evaluating processes and
activities. Before submitting a "ditch" idea, team members should consider:

 * Pain Point – Does it frustrate people or slow things down?
 * Value Check – Is it truly worth the time, or just creating noise?
 * Complexity – Can it be done in 3–5 steps instead of 10?
 * Relevance – Is it still useful, or has it become outdated?
 * Danger of Ditching – Can we ditch it safely without disrupting the user
   experience?

These guidelines help ensure that every ditch idea contributes to meaningful
change.

A snapshot of AEV’s Super Ditch Program Dashboard, providing all team members
with real-time visibility into the status and progress of submitted ditch ideas.
‌‌The Ditch Hammer Returns
As part of the launch, the symbolic Ditch Hammer returned to AEV, sparking
energy and excitement. Team members snapped photos and shared their personal
simplification stories on AEV’s Google Space, adding fuel to the ditching
movement. Printed CSU crests from AEV GT Cup’s first challenge were also
available onsite for teams to claim—celebrating their identity while rallying
around the spirit of simplification. (Read more about the GT Cup here
[https://aboitizeyes.aboitiz.com/post/game-on-gt-cup-brings-gamification-to-aevs-transformation-journey]
)

Upholding tradition, Chief Strategy Officer and Transformation Head John Rubio
raises the hammer during the Kick Off—an enduring symbol making the start of the
program.AEV Cyber and Information Security’s CJ Marin tries to lift the Super
Ditch Hammer at the program's launch event.Keep the Ideas Coming
At AEV, Simplification isn’t a solo mission—it’s also a team sport. Now part of
the CSU scorecard, it’s a call to cut the clutter, question old ways, and work
smarter, together. Your next ditch idea could be the spark that drives real
transformation. 

Got an idea? Share it now
[https://docs.google.com/forms/d/e/1FAIpQLSfGDAX_cj0vJQ_kBsuFxamwRUfnEwgm4U5sdlgGcJScVbSeHA/viewform] 
and help shape a smarter, simpler Aboitiz.

Super Ditch Year 3 Kick-off Brings Focus Back to Simplification

MCIA Renews Carbon Accreditation – A first step towards the goal of reaching
net-zero emissions by 2050.
Mactan-Cebu International Airport (MCIA) has successfully renewed its Level 1:
Mapping accreditation under the Airport Carbon Accreditation (ACA) program of
Airports Council International (ACI), reaffirming its commitment to achieving
net zero emissions for the Aviation industry.

MCIA remains the first airport in the Philippines to receive this distinction.
The Level 1: Mapping accreditation recognizes the airport’s efforts to monitor
and manage its carbon footprint— specifically, Scope 1 and Scope 2 emissions
—over a three-year cycle. This milestone sets the foundation for long-term
carbon reduction strategies.

As part of its broader sustainability roadmap and alignment with the United
Nations Sustainable Development Goals, MCIA continues to map and monitor its
emissions within its operational boundaries.

> “Renewing our ACA Level 1 accreditation is a strong demonstration of our
continued sustainability commitment,” said Athanasios Titonis, CEO of MCIA. “It
reinforces our focus on implementing effective carbon reduction strategies
across our airport operations.”
“This renewal is both a validation of our team’s work and a driver for future
initiatives,” added Samuel Elle, Head of the Safety, Quality, and Environment
Department. “It inspires us to expand our environmental programs even further.”

The ACA program is the only globally recognized carbon management certification
designed specifically for airports. Level 1: Mapping involves calculating and
documenting an airport’s carbon emissions, serving as the starting point for
future reduction plans.

MCIA is currently implementing programs in energy efficiency, renewable energy
use, and water management. These efforts support the airport’s net-zero goal by
2050 and its broader vision of making Cebu the Philippines’ premier tourism and
transfer gateway.

MCIA Renews Level 1 Carbon Accreditation

By Jan Dolalas
To accelerate marketing and brand storytelling innovation across the Aboitiz
Group, members of the Integrated Communications Workgroup (ICW) recently
participated in an exclusive learning session with META. The session provided
firsthand insights into how a global tech company crafts compelling stories,
enhances audience engagement, and utilizes AI-driven solutions to optimize brand
communication.

As part of GT2025, Aboitiz is doubling down on being a true Techglomerate, with
AI playing a crucial role in marketing, communications, customer engagement, and
business growth. This learning session served as a key milestone in that
journey, equipping the members with the latest knowledge and tools to integrate
AI into their online campaigns and workflows.

A Learning Session Designed for Impact
Held at META’s PH office, the session provided a deep dive into AI-powered Ads
Management, Business Messaging, and Content Generation—led by Issang Ceballos,
META’s Client Solutions & Video Lead. ICW Members from different SBUs got an
exclusive look at how AI is reshaping marketing strategies and customer
interactions in social media platforms, while experiencing firsthand how a tech
office thinks and operates.

But beyond the learning, the session was about driving real-world applications.
Each strategic business unit (SBU) was challenged to identify at least one
AI-driven solution to pilot within their operations, whether through AI-powered
customer service, automated marketing campaigns, or generative AI for brand
storytelling. The goal? To turn insights into action and integrate these
innovations into their day-to-day strategies.

Voices from the Session
Participants walked away from the META learning session with clear insights and
actionable strategies. For Gail, Digital Marketing Officer from AEV RMD, the
visit was both inspiring and practical:

“As someone who works with META platforms daily, I’m excited to apply the AI
tools and campaign strategies we learned to enhance our digital executions and
promote the #AboitizTechglomerate.”

Byron from UBx’s Corporate Communications team highlighted how META AI can
elevate content creation and customer engagement:

“This session showed us that AI doesn’t replace creativity, it enhances it.
We’re now exploring how generative AI and business messaging can streamline
support and storytelling across our channels.”

These reflections show how the session sparked real, actionable ideas across
SBUs, aligning with the session’s goal to turn insights into pilots and push AI
integration forward.

Aboitiz as a Network for Innovation
This initiative organized by the AEV Transformation Team of the ICW Network
exemplifies how Aboitiz pulls together its conglomerate for topic networks,
creating spaces for learning and collaboration across SBUs. By integrating AI
into various aspects of the business, Aboitiz continues to scale impact, drive
innovation, and future-proof its transformation.

The challenge now is for ICW Members to “Be Bold”, a principle deeply rooted in
META’s culture and famously championed by Mark Zuckerberg. Originally part of
META’s core values, "Be Bold" encourages employees to take risks and push
boundaries without fear of failure. As John Rubio, Chief Strategy and
Transformation Officer, emphasized during his opening remarks, this mindset is
key to driving digital transformation. Employees are encouraged to move fast,
test AI-driven strategies, and break barriers, embracing AI not just as a tool,
but as a catalyst for innovation that can propel the company further into the
digital age.

AI is here. Aboitiz is getting ready.

Check-in counters at Laguindingan International Airport, the country’s
sixth-busiest airport and an Aboitiz InfraCapital airport beginning April 2025.
Aboitiz InfraCapital, Inc. (AIC), the infrastructure arm of the Aboitiz Group,
is coordinating the phased handover of facilities, buildings, and land at
Laguindingan International Airport, aligning with its long-term vision for the
airport’s growth and modernization ahead of its official takeover in April 2025.

This initiative aligns with AIC’s long-term vision to enhance and modernize
Laguindingan International Airport (the country’s sixth-busiest airport and
Mindanao’s second-busiest after Davao City’s Francisco Bangoy International
Airport), reinforcing its role as a vital gateway for Mindanao’s socio-economic
and tourism growth and uplifting the lives of local residents in the process.

> We are committed to delivering an efficient and well-managed transition process
that paves the way for the modernization of Laguindingan International Airport.
Our goal is to enhance the gateway’s infrastructure and services to meet the
growing demands of travelers and businesses. 

– Cosette V. Canilao, President & Chief Executive Officer, Aboitiz InfraCapital
“Our vision for Laguindingan International Airport is to create a world-class
gateway that will drive economic progress and connectivity for Mindanao. This
project is a key milestone in our goal of elevating Philippine aviation
standards and delivering an exceptional Filipino brand of hospitality and
service,” added Rafael M. Aboitiz, AIC Vice President for Airports Business.

Laguindingan International Airport is the first successful airport
public-private partnership project awarded via unsolicited bid under the current
administration.

Last October 2024, a PHP12.75 billion concession agreement was signed by AIC,
the Department of Transportation, and the Civil Aviation Authority of the
Philippines for AIC to undertake the development and modernization of
Laguindingan International Airport over a 30-year period after the official
turnover in April 2025.

Laguindingan International Airport’s new and expanded passenger terminal
building, featuring the airport’s iconic three-dimensional outdoor signage.At
present, main facilities
[https://ppp.gov.ph/wp-content/uploads/2017/04/Project-Info-Memorandum-Laguindingan-20170224.pdf] 
 operating at Laguindingan International Airport (which commenced operations in
2013) include the 7,184-square meter passenger terminal building and 350-square
meter cargo terminal.

Other core facilities include the air traffic control building, car parks,
aircraft rescue and firefighting building, administration building, maintenance
building, and other utilities infrastructure such as the airport’s power supply
system, water supply network, sewerage network, and storm water drain network.

The phased handover process from CAAP to AIC is designed to minimize disruptions
while ensuring operational continuity. AIC is closely working with local
stakeholders to facilitate the transition, implementing strategic planning and
coordination measures to support future progress not just for Laguindingan, but
also for surrounding areas and Misamis Oriental as a whole.

The control tower at Laguindingan International AirportAIC earlier announced
various plans for Laguindingan International Airport, including renovating and
expanding the passenger terminal, installing modern equipment, and enhancing
airside and landside facilities. These improvements aim to significantly enhance
passenger experience, boost operational efficiency, and elevate safety and
security standards at the airport.

Expansion plans will be undertaken in two phases, increasing Laguindingan
International Airport’s design capacity from the current 1.6 million passengers
per annum (mppa) to 3.9 mppa for the first phase and up to 6.3 mppa for the
second phase, depending on traffic demand.

AIC is known for operating the award-winning Mactan-Cebu International Airport
(MCIA), which has set new benchmarks for airport operations in the Philippines
and whose Terminal 2 holds a prestigious 4-star rating from globally renowned
aviation consultancy Skytrax.

Aside from the Laguindingan International Airport, AIC will manage the
concession to upgrade, operate, and maintain Bohol-Panglao International
Airport, the country's ninth-busiest gateway, with official takeover scheduled
for June 2025.

The proposed PHP4.53 billion project for Bohol-Panglao International Airport
also involves expanding the passenger terminal building, installing essential
equipment, and modernizing airside and landside facilities within a 30-year
concession period.

Laguindingan and Bohol-Panglao International Airports are part of AIC’s broader
strategy to develop and manage infrastructure assets that deliver topnotch
Filipino hospitality, better and smoother travel, and seamless connectivity
across the Philippines.

As a unit of the Aboitiz Group techglomerate, AIC is leveraging its expertise in
infrastructure and technology to drive sustainable growth in the country’s
aviation sector.

AIC Preps Facility And Land Handover At Laguindingan International

By Bianca Gempesaw
AEV RMD with fellow Aboitiz Reputation Council members during a Tuesday Club
engagement with Philippine news media veterans.In a world where headlines shape
perception, AEV’s Reputation Management Department (RMD) ensures Aboitiz’s story
reflects resilience, trust, and transformation. At Aboitiz, reputation is built,
defended, and shared through storytelling and advocacy.

Led by Chief Reputation and Sustainability Officer Ginggay Hontiveros-Malvar,
the RMD team plays a vital role in anchoring the brand’s voice and purpose — a
role that demands both strategic clarity and a transformative mindset.

Ginggay emphasizes that transformation begins within: “Every team has a unique
role in the Great Transformation, and it all starts with being open to change.
Although challenging, teams must be accountable for their decisions, understand
their impact, and support one another through the process.”

The Reputation Management department sharing smiles and strengthening
connections during AEV’s Valentine’s onsite celebration.Optimizing Media
Engagement and Crisis Preparedness
Aligned with Aboitiz’s ambition to become the Philippines’ first techglomerate,
RMD enhanced its strategy by deepening its use of technology and refining its
processes to stay ahead in a fast-evolving media environment. Media Relations
Manager Lloyd Revilla shares that their two-fold strategy blends sentiment
analysis with authentic relationship-building to shape narratives.

“By combining sentiment analysis with the human touch, we navigate the
fast-changing media landscape with precision and trust,” Lloyd shares.

One notable example was RMD’s swift response to executive impersonation
attempts, where fraudsters used fake proposals, emails, and social media to
deceive stakeholders. Using digital tools, they shut down threats before harm
was done.

However, technology alone wasn’t enough. Human intuition and quick
decision-making played a crucial role. Working with cybersecurity, legal teams,
and external platforms, they prevented potential financial and reputational
damage.

The incident highlighted how human expertise and tech work together to protect
credibility, using agility, collaboration, and innovation to defend the brand.

Stronger Relationships, Measurable Impact
The GT Mindset empowered the team to adopt more proactive communication
strategies. Through continuous, genuine engagement with editors and journalists,
the team has built a resilient network, allowing the company to navigate
challenges and shape perception.

Strong relationships drive this success. “Before, media engagement was
hierarchical. Now, we encourage open and direct connections at all levels,” adds
Lloyd.

These strategic shifts sparked conversations and led to measurable media gains:

 * + 23% Media Value
 * ₱4.2B Value (2023)
 * ₱6.2B Value (2024)
 * + 7% Media Engagements

 * + 13% Media Mentions
 * 30,132 mentions (2023)
 * 34,100 mentions (2024)
 * + 48% Positive Online Sentiment

Highlight: “Techglomerate” generating notable traction in Google Search and
featured in top outlets like Japan Times, Rappler, Philippine Inquirer, 
BusinessWorld, and Tech In Asia. AEV Chief Reputation and Sustainability Officer
Ginggay Hontiveros-Malvar is driving meaningful discussion during the 2024
Carbon Project Coalition.Sustainability: Creating Shared Value
Aboitiz’s sustainability story, one of purpose and action, resonated strongly
with audiences and drove meaningful impact. At Aboitiz, we believe that doing
good and doing well should go hand in hand and that building a sustainable
future requires serious, deliberate action.

By championing initiatives that balance people, planet, and profit, and aligning
with the UN Sustainable Development Goals, the team communicated not just
intent, but measurable action. Through strengthened sustainability programs,
they spotlighted the company’s efforts to address climate change.

In 2024, AEV remained a constituent of the S&P Global Corporate Sustainability
Assessment, scoring 47 at the 81st percentile, placing it in the top quintile of
102 Industrial Conglomerates. The company also maintained its A rating in the
MSCI ESG Rating.Challenges and Adaptations
“Like any transformation, RMD’s journey came with challenges. Our line of work
demands agility, adapting to stakeholder needs, anticipating risks, and staying
in absolute alignment with Aboitiz’s strategic direction,” says Lorenne  Anacta,
AVP for Brand, Creatives and Corporate Communications.

One challenge was integrating AI video tools into their workflow — a move that
streamlined content creation but also raised concerns about authenticity. With
advancements like Sora, however, the team views AI as an enabler, not a
replacement for creativity. They continue to experiment with these tools to
elevate storytelling while staying true to Aboitiz’s identity.

Beyond technology, budget constraints posed another challenge. The team adopted
a 'squeezing the orange' mindset—maximizing impact with fewer resources. They
shifted to high-value, intimate interactions over large-scale media engagements.
“We now prioritize showcasing Aboitiz-produced items at media events,
reinforcing our brand, fostering synergy, and optimizing costs,” says Lloyd.

Navigating the Future
As traditional media evolves and digital platforms continue to rise, creatives,
branding, marketing, and storytelling are undergoing a profound shift. AI,
data-driven strategies, and decentralized news sources are transforming how
narratives are crafted and consumed. To stay ahead, RMD is enhancing its
approach, blending technology and human creativity.

Internally, RMD empowers team members as brand ambassadors. “Reputation isn’t
just external, it starts with team members proudly embracing Aboitiz’s
transformation,” says Lorenne. The recent reorganization also challenged team
members to take on new roles and drive strategy. “It was difficult, but it made
us more agile and resilient,” adds Lloyd.

The AEV RMD Team, along with Aboitiz Group CEO Sabin Aboitiz and other AEV
members, during their SDC in ACO Cebu, one of their first tours post-pandemic.




To make the Great Transformation tangible, RMD, together with the Culture Pillar
and AEV Transformation Team, actively captured and shared transformation stories
across the group. Through campaigns like Tech Glow Up, RMD brought GT2025 to
life, reinforcing A+10 behaviors and a culture of transformation. These efforts
ensure that GT is not just a vision but a daily experience for AEV members.

“As an early GT2025 adopter, AEV RMD turned a complex vision into a compelling
story team members and stakeholders could rally behind. RMD serves as the soul,
the voice, and the storyteller of Aboitiz,” says Lorenne.

Be Part of the Transformation
The RMD journey shows transformation isn't only about tools—it’s about people
who understand the power of narrative to shape culture, trust, and progress.

Just like RMD, you can drive the Great Transformation—by welcoming change and
amplifying your story. The question is: How will you make your mark on ours?

Reputation In Action: How AEV RMD Champions GT2025 And Shapes The Aboitiz Brand

Samantha Aquino

Staying true to our mission to sustainably feed Asia from mill to meal, we take
purposeful steps to support communities, ensuring that they have access to
essential resources. Aboitiz Foods, through Pilmico Vietnam and Gold Coin
Vietnam, continues to fulfill its commitment by helping communities across
different parts of Vietnamese region.

Pilmico Vietnam provides financial support to Binh Thang Community
In the heart of Binh Thanh, Vietnam, the spirit of community thrives as local
businesses come together to support those in need. Upholding this tradition,
Pilmico Vietnam remains committed to fostering resilience and well-being through
meaningful corporate social responsibility initiatives.

In a recent initiative, Pilmico Vietnam, in partnership with the People’s
Committee of Binh Thanh, Pilmico provided 20 households with cash gifts of
VND300,000  each, amounting to a total contribution of VND6,000,000. This aid
helped families secure daily essentials such as food and supplies—allowing them
to meet immediate needs.

Aligned with Aboitiz Foods’ commitment to nourishing the future, Pilmico Vietnam
continues to create shared value within its communities. Through purposeful
action and strong collaboration, we strive to build a future where every
individual has the opportunity to thrive, ensuring that no one is left behind.

Pilmico Vietnam Production Manager, Mr. Ha Thanh Lam, distributes cash gifts to
the beneficiariesBeneficiaries with Mr. Duong Thanh Long, Secretary of the Binh
Thang CommunityPilmico Vietnam spreads joy to children this Tet
The Vietnamese New Year, also known as Tet, is one of the most significant
holidays in Vietnam. It is a time when families come together to welcome the new
year with joy, tradition, and celebration.

Aboitiz Foods, through Gold Coin Vietnam, embraces the spirit of Tet by
extending support to students in need. Aboitiz Foods stays committed to
nourishing the future by empowering the next generation through education and
opportunity.

As part of this commitment, Gold Coin Vietnam, in collaboration with the Binh
Duong Children’s Protection Fund, People’s Committee of Binh Duong Province, and
other local companies, provided financial aid to children from Binh Duong
Province during the Spring for Underprivileged Children program. A total of
VND32,000,000  was donated to support the beneficiaries.

Mr. Duong Thanh Long, Secretary of the Binh Thang Community, and Ms. Huyen Le
Thi Mong, Admin and HR Supervisor of Gold Coin Vietnam – Binh DuongMr. Bui Minh
Thanh, Vice Chairman of the People’s Committee of Binh Duong Province, presents
the plaque of appreciation to Ms. Huyen Le Thi Mong, Admin and HR Supervisor of
Gold Coin Vietnam – Binh DuongEach child received a Tet gift package worth
VND800,000 including VND400,000 in cash and VND400,000  worth of gifts and
school supplies—helping them celebrate the holiday while preparing for their
education.

Gold Coin Vietnam’s participation in this initiative, aligned with Aboitiz
Foods’ mission to nurture communities, demonstrates its dedication to nourishing
the future by empowering students through education and opportunity.

By Ginggay Hontiveros-Malvar, Chief Reputation and Sustainability Officer,
Aboitiz Group and President, Aboitiz Foundation
This article originally appeared on the author's Tribune.net column 'On the
G(ood) Side'.
[https://tribune.net.ph/2025/04/13/turning-tariffs-into-opportunity]


--------------------------------------------------------------------------------

Just when the world thought it had adjusted to the rhythms of global trade,
United States President Donald Trump announced a “reciprocal” tariff policy
listing nearly every trading partner of the US.

Under this policy, Philippine exports to the US will face a 17 percent tariff,
the second-lowest among ASEAN nations. Aside from the obvious impacts debated
upon by economists, this may also have significant implications for the
country’s sustainability goals. Trade barriers would force businesses to absorb
higher costs or seek alternative sourcing strategies, and both scenarios have
direct consequences for how companies uphold their environmental
responsibilities.

Many local manufacturers rely on imported raw materials to maintain the quality
and sustainability of their products. When tariffs drive up costs, there’s a
growing temptation to switch to cheaper, less sustainable alternatives. That can
mean sourcing from suppliers with weaker environmental safeguards or abandoning
certified, eco-friendly inputs in favor of more affordable — but more harmful —
options. In this environment, cost pressures can quietly undo years of
hard-earned progress toward responsible production and ethical sourcing.

Economic uncertainty also has a chilling effect on long-term investment. When
companies are focused on navigating cost spikes and shrinking markets,
sustainability initiatives such as carbon reduction programs or renewable energy
transitions are often the first to be shelved. While this short-term survival
instinct is understandable, the long-term costs of backtracking on
sustainability could be damaging to business resilience and reputation.

But within every disruption lies opportunity. One promising outcome of trade
tensions is the renewed push for self-reliance. As imports become more
expensive, businesses may start investing in domestic supply chains, innovate to
become more competitive, and consider the opportunity to rebuild them with
sustainability integrated from the beginning. Localizing production can reduce
emissions from transportation, support small and medium enterprises, and allow
for closer oversight of environmental practices.

Trade realignments can also open new doors. As Philippine companies explore
partnerships beyond traditional markets, we have a chance to align ourselves
with countries that embed sustainability into their economic frameworks. The
need to comply with stricter environmental standards when entering these
ecosystems could stimulate long-term internal reforms within our industries.

The key is to ensure that this moment of transition is not wasted. Philippine
businesses can view sustainability as a strategic advantage. In an increasingly
climate-conscious global economy, companies that double down on ethical
sourcing, clean technologies, and low-carbon operations will not just
survive—they will lead.

Turning Tariffs Into Opportunity

By Bianca Gempesaw
What does it look like to leave everything you studied behind and still find
your purpose? One UBx team member did just that, trading a background in
chemistry for a career in innovation. Her story wasn’t loud or dramatic, but it
stayed with Moubee Tumanguil long after their interview.

It reminded her that transformation doesn’t always come with fanfare. Sometimes,
it begins in the quiet choice to grow. At Aboitiz, transformation isn’t just a
strategy—it’s a shared experience. And for Moubee, it’s also a story worth
telling.

From the development sector to Corporate Communications and now Employer
Branding, Moubee has always believed in the power of communication to spark
change. But in telling other people’s stories, she began to write her
own—shifting from observer to participant, from communicator to culture-shaper.
What started as a passion for meaningful writing became a calling: capturing
everyday transformations across Aboitiz.

For a time, she led storytelling efforts through the GT Storytellers campaign,
partnering with the Culture Pillar to bring everyday growth to light. It became
a canvas for the work she had always hoped to do—real, reflective, and
impactful.

“Even before I joined AEV, I felt myself gravitating toward stories that matter.
With GT Storytellers and its mission to highlight personal transformation across
the Group, everything clicked. So when the opportunity came to drive it, I
immediately jumped in,” says Moubee.

Telling Change, One Story at a Time
Moubee didn’t set out to be a storyteller—it evolved over time. Through GT
Storytellers, she found space to spotlight the quiet, everyday changes that
often go unnoticed but carry weight. It shifted her role from just sharing
stories to actively shaping culture from the ground up.GT Storytellers began
under the Culture Pillar as a way to spotlight real transformations across the
Group. Like our own TED Talk, it gave A-People space to reflect on how the Great
Transformation shapes their daily work and lives. Through Aboitiz Eyes
[https://aboitizeyes.aboitiz.com/campaign/the-great-transformation], Moubee
helped make these moments more personal, inclusive, and relatable.

Many expected dramatic narratives. But Moubee discovered that simple
changes—like refining a process or shifting a mindset—could be just as
impactful, and often more relatable.

Over time, she collaborated closely with the People Team, who witnessed
transformation in motion. Together, they surfaced stories of personal progress
that might have gone unnoticed but left lasting impact. This led to a more
grounded, people-first lens in the stories they told.

What Makes a Story Matter
Moubee always began with the usual questions. But what she really looked for was
the “so what.” Why did this change matter, and why might others see themselves
in it?

She learned that the most relatable stories come from real struggles—navigating
a career shift, simplifying a task, or pushing through uncertainty. By showing
the effort behind the growth, the stories become less about success and more
about being human.

“Showing the struggle behind the progress makes it less intimidating and more
empowering. It helps people realize, ‘Hey, transformation is already happening,
and I’m part of it,’” she reflects.

When the Story Changes You
Some stories leave a mark long after the conversation ends. For Moubee, one
story in particular sparked a personal shift—the same one that opened this
piece.

Hearing a UBx team member talk about trading chemistry for innovation wasn’t
just inspiring—it was a mirror.

“That story really stuck with me,” Moubee shares. “It showed me that reinvention
is always possible. I realized I’d been playing it safe in the roles I chose or
the stories I pursued. Since then, I’ve pushed myself to explore, speak up, and
lead differently. That shift led me to a new role with a different team.”

It also helped her recognize the power of cross-functional stories. When people
across teams share experiences, connection deepens and conversations grow. The
collective understanding of transformation expands.

From Patterns to Progress
After two years of storytelling, Moubee noticed a pattern: transformation often
begins with a gap—something missing or not working—followed by a choice to act.

“They’re not always big decisions. Sometimes, it’s a quiet shift in mindset. But
those moments can reshape a person’s trajectory,” she points out.

Though she has since moved to a new role under the People Team, she continues to
carry that lens of transformation. She remains passionate about sharing stories
that show how growth happens, one moment at a time.

She’s especially excited about team-based stories, like the collaborative work
of BehAEVior Talks in AEV, where change is shaped not just by individuals, but
through shared accountability and intention of squads.

Making Room for Real Stories
To those unsure about sharing their story, Moubee offers a simple message. Every
transformation matters. Even small shifts can have a lasting impact. Someone
else may need to hear what you have experienced.

And for those writing stories, she shares this: 

> Be honest. Show what truly changed. Let the story speak—because the goal isn’t
just to share, it’s to spark change.
And if there’s one thing her own story proves, it’s that change doesn’t have to
be loud to be life-changing. By sharing their own narratives, GT Storytellers
like Moubee show us that every data point has a human story behind it.

Have a story worth sharing? Reach out to the AEV Transformation Team or your
People Team partner. You never know who your story might inspire next.

AEV’s Moubee Tumanguil on Capturing Stories That Matter

Solar-powered school. AboitizPower’s Davao Light and the Aboitiz Foundation
installed solar panels with battery storage in Kabangbang Elementary School
(pictured) and other last-mile schools across the Philippines, giving these
off-grid sites access to electricity and its benefits.For decades, Sitio
Kabangbang in the Marilog District of Davao City remained unenergized, leaving
the remote community without electric lights nor a network connection. Hours
away from the city proper, Kabangbang’s lone elementary school—where its people
pin its hopes and aspirations for the future—previously had to rely on gas lamps
when the sky grew dark.
“Hinimok kami ng aming anak na itayo ang paaralan para hindi maranasan ng aming
mga anak ang aming pinagdaanan — ang kawalan ng kaalaman,” shared Matigsalog
Datu Ariston Mabayao, the local chieftain. (Our children urged us to build a
school so that they won’t experience what we went through — a lack of
knowledge).

“Pangarap namin ito para sa aming mga anak. Sabi ng apo ko, gusto niyang matuto.
Makapagtrabaho siya o makatapos ng pag-aaral,” he added. (This is our dream for
our children. My grandchild said that he wanted to learn. To work and to finish
his studies).

Kabangbang Elementary’s modest building only has two classrooms which are made
to accommodate more than 90 students from different year levels. Having to make
do with what they have, its teachers multi-task, catering to students of
different grades at the same time. Sometimes, they teach different classes
sharing just one classroom that is divided by a bookshelf.

Adding to the struggles, the students also have to walk some miles from their
unenergized homes to a school that also had no electricity. According to the
Philippine Department of Education (DepEd), there are 1,562 similar public
schools across the country that operate without electric power.

“Pahirapan po, especially sa pag-provide ng mga instructional materials kasi
hindi kami makapag-print [dahil] walang kuryente. Ang ginagawa ng teacher, sulat
sa blackboard, sulat sa Manila paper,” said Marima Guillen, a teacher of
Kabangbang Elementary School. (It’s hard, especially in providing instructional
materials because we can’t print without electricity. Teachers have to make full
use of the blackboard and Manila paper).

“Saka hindi tumatagal yung mga laptops kasi nalo-lowbat, walang available na
mapag-charge-an kasi walang kuryente. Kahit na yung mga cellphones, hindi
makapag-charge. Even the basic need na magkaroon ng ilaw, pahirapan din,” she
added. (The laptops we use don’t last long because once they get drained,
there’s no available electricity to charge it. Same with cellphones, we cannot
charge it. Even the basic need of having light is also hard).

Much farther from Davao City and as inaccessible as Kabangbang Elementary School
is Lapinig Elementary School in Sitio Lapinig. Likewise, the school and the
remote village it is situated in remained unenergized for decades. This hasn’t
stopped teachers from hiking through the rugged terrain to reach their students,
staying in the schools for days on end away from their own families.

“Isa sa pinakamalaking hamon… is yung teknolohiya. Kung paano namin masasabayan
yung mga trend na nasa labas; paano namin ipapaliwanag nang maigi na mas higit
nilang mauunawaan,” shared Judy R. Patac, School Head of Lapinig Elementary
School, pointing to the growing digital divide. (One of the biggest challenges…
is technology. On how we can keep up with the trends outside; how we can more
effectively explain so that students can understand better).

To help these far-flung schools, Aboitiz Foundation and Davao Light included
them in its Aurora PH initiative, which finally provided them with electricity
from solar panels and internet connectivity via Starlink, as well as digital
learning tools and capacity building sessions for teachers.

Last November, 5-kW solar panels with battery storage were installed in both the
Kabangbang and Lapinig Elementary Schools, which are enough to power a small
refrigerator, a television, lights, and electric fans for each school. As a
result, learning has become brighter, wider, and more exciting.

“Mas mauunawaan ng bata po kapag may nakikita po talaga sila. Katulad ng anyong
tubig... Ang nakikita lang nilang anyong tubig dito sa palibot nila ay yung
ilog. Hindi nila nakikita yung [itsura ng] karagatan. Pero ngayon maipapakita na
po ni teacher na ganun pala kalapad; may mas malapad pa pala sa ilog na nakikita
nila sa palibot,” Judy said. (The children will have a better understanding when
they see actual pictures. For example, the bodies of water… They are only
familiar with a river since that is what they have here. They don’t know what an
ocean looks like. But now, the teacher can show just how wide it is; they’ll see
how there are bigger bodies of water than a river).

A IS FOR APPLE. Unfamiliar with the look, feel, and taste of an apple, the Davao
Light team brought boxes of the fruit for the students of Kabangbang and Lapinig
to see, touch, and taste for the first time.“Dito kasi nag-stay ang mga guro
tuwing gabi para gumawa ng lesson plans. May ilaw na sila kahit dis-oras ng
gabi. Sa umaga naman, ginagamit ito ng mga estudyante para sa mas pinahusay na
pag-aaral gamit ang TV,” said Davao Light Reputation Enhancement Head Fermin
Edillon. (Teachers stay overnight to make their lesson plans. They now have
light even when it’s late at night. Then in the morning, the TV is powered by
electricity to enhance the learning of the students).

Since 2023, Aurora PH has helped over 10 schools get access to electricity and
the internet, including schools that cater to indigenous tribes. This year, the
program looks to onboard 50 more last-mile schools en route to helping 300
schools in the next 15 years.

“Aurora means light. So in a very real sense, it's bringing light to these
schools, to the lives of teachers, communities, and especially the students,”
said Aboitiz Foundation President Ginggay Hontiveros-Malvar. “Knowing the huge
digital divide in education, we recognize that these last-mile schools lack
electricity, power, and even connectivity — cutting them off from the rest of
the world.”

“We hope that by providing this kind of infrastructure, we're able to help
students access better learning tools and digital resources, while also helping
the teachers in the long run.”

For over 35 years, the Aboitiz Foundation — which is the corporate social
responsibility arm of the Aboitiz Group — has also improved public school
facilities, expanded scholarship programs, and provided opportunities for
postgraduate learning in innovation and technology. By helping bridge the gap,
AboitizPower and the Aboitiz Foundation supports the DepEd and the United
Nations Sustainable Development Goal of quality education for all.

Visual learning
By helping give access to electricity and the internet, Aurora PH affords
teachers with better visual aids through computers, screens, and printed
outputs, leading to enhanced comprehension, improved retention, and increased
engagement among their students.

VISUAL LEARNING. By helping give access to electricity and the internet, Aurora
PH affords teachers with better visual aids through computers, screens, and
printed outputs, leading to enhanced comprehension, improved retention, and
increased engagement among their students.AURORA MEANS LIGHT. With the
installation of solar panels, the classrooms of Kabangbang and Lapinig are now
lit with bright lights, providing better visibility for students as they listen,
read, and participate in school activities.“Matagal na tiniis ng mga bata ang
dilim habang nag-aaral. Ngayon, mas makakapag-focus na ang mga bata sa pag-aaral
dahil may ilaw na. Kaya nagpapasalamat talaga ang mga bata sa naitulong ng Davao
Light. Mas madali na nilang maintindihan ang kanilang mga aralin,” said Datu
Ariston Mabayao. (Our children have long endured the hardship of studying in the
dark. Now, they can really focus on their studies because there is light. That
is why they are really thankful for Davao Light’s help. Their lessons are now
easier to understand).

“Hindi lang po liwanag yung nadala ni Aurora PH sa amin po [at] sa mga bata,
kundi bagong pag-asa po na mas matututo pa po sila,” added Judy. “Sa panig po
naman ng mga guro, malaking tulong…  Yung mga visual aid na dati kinukulayan
nila, ngayon hindi na kasi [may] mas makulay pa. Mas nabibigyang buhay niya kung
ano yung tinuturo.” (It wasn’t just light that Aurora PH brought to us and the
children, but also a new hope that their education can prosper… The teachers
think that it is a big help… They no longer have to make and color their visual
aids because [the actual pictures] are much more colorful. It brings more life
to what we teach).

A NEW HOPE. Since Aurora PH provided access to electricity, the students of
Kabangbang and Lapinig are more excited to go to school, even staying after
their classes to play into the afternoon, thanks to the newly-installed electric
lights.

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