THE country’s conglomerates rule the lives of every Filipino, from the time they wake up until they go to sleep.
Most people look for their smartphones upon waking up using telecom firms’ network. These were owned by the Ayala or MVP group. They will turn the lights on from power produced and delivered by the MVP group, among others; take a bath using water concessionaires either Maynilad Water or Manila Water; go to the office and take expressways again owned by MVP or San Miguel Corp.; and on and on.
These conglomerates were there 20 years ago, some the same faces, and others in a different form or owner.
The Ayala group, the country’s oldest conglomerate, may have seen it all. Two decades ago, its unit Globe Telecom Inc., changed the country’s telecom landscape as it shifted to more data-driven business and slowly did away with texting, or short messaging system.
It then launched GCash, back then an SMS money transfer service of the telecom firm.
The GCash name, however, did not explode until the pandemic in 2020, when most Filipinos, realizing its ability to facilitate transactions while sparing people from exposure to possibly infected places, started to acquire their own GCash account. They have been using its service since on a wide range of cash transfers. The GCash name became almost synonymous with cash.
Today, Ayala is still everywhere, although shedding some prominent business along the way, mainly Manila Water Co. Inc. to the Razon group. It also gave up car dealerships of Volkswagen and Honda in favor of Chinese brand BYD, a manufacturer of electric vehicles.
‘Among our younger businesses, we are particularly bullish on AC health, which is steadily building a healthcare ecosystem, consisting of hospitals, clinics and pharmacies. The company established from the ground up the country’s first dedicated cancer hospital; acquisitions have also bolstered growth,’ Cezar P. Consing, the company’s president and CEO, said.
‘While investments in new initiatives have kept net income slightly negative, we are convinced that the company is worth considerably more and what we have invested in it,’ he said.
Consing said they want to take the company closer to the hearts of the Filipino, through retail.
Recently, it brought Australian brand Anko to the Philippines, which can only be seen in Ayala Malls. In the coming months, the company is also bringing Makro into the country, a brand it left in 2004, saying the business was not among its core competencies; and also Spinneys, the leading premium fresh food supermarket chain in the United Arab Emirates.
The MVP Group
Over the last 20 years, one company stood out: the MVP group, or for short, the companies led by Manuel V. Pangilinan. The group is mostly funded by Indonesian businessman Anthoni Salim, through Hong Kong-listed First Pacific Co. Ltd.
Aside from PLDT Inc., the country’s largest telecom company, the MVP group is in every fabric of Filipino lives. It operates power distributor Manila Electric Co., West zone concessionaire Maynilad Water Services Inc., which is also in the thick of their initial public offering. It is also a power generator, toll road operator, a television network owner and even owns hospitals including Makati Medical Center and Asian Hospital. The company is changing how hospitals should be managed in order to sustain its operations, and taking in American global investment fund KKR, or Kohlberg Kravis Roberts and Co., as its minority owners.
Each of the MVP group’s business is being handled by capable managers, but one issue sticks out: who will replace Pangilinan himself.
When asked if the MVP group has a succession management problem, Pangilinan answered: ‘I’d like to deny that it’s true, but it is true’.
‘Yes, well, you know, I’m 78 (now 79 years old) and, you know, approaching the twilight of my career, right? So, succession questions have been raised quite a number of times now and even in the past. It’s something that I really have to think about, not only the group taken as a whole, but also each of these individual companies,’ he said.
San Miguel group
On many of Pangilinan’s ventures, his stiff competitor has been San Miguel Corp.
San Miguel is the best case of a company that mandated itself to diversify from being Southeast Asia’s first brewery, into one of the pillars of the Philippine economy, and accounts for at least 5 percent of the country’s gross domestic product.
From brewing beer, it bought liquor maker Ginebra, which was once owned by the Ayala family; and then ventured into food through Pure Foods; then packaging and fuel through Petron Corp., other heavy industries such as energy, toll roads, among others. It buys its way into the sector that it wants to be in.
To date, the company through the New NAIA Infra Corp. (NNIC), now operates Ninoy Aquino International Airport. It is building its own P873-billion airport in Bulacan, called New Manila International Airport; as well as MRT7, and toll roads through South Luzon Expressway and Tarlac-Pangasinan-La Union Expressway.
Ramon S. Ang, who played a pivotal role in transforming the company to a behemoth that it is today, said the focus for the company is to finish its Bulacan airport, which could take another 10 years, and other 10 years to get its own market.
‘This project is a game changer. The Philippines is just hoping for OFWs (overseas Fiipino workers and BPO (business process outsourcing for jobs and dollars). What we need is another push from tourism,’ Ang said.
New wave of change
For the next few years, many aging companies are up on their toes as a new wave of change is coming.
Donald Patrick Lim, president and COO of DITO CME Holdings Corp., and the chief innovation officer of the Udenna Corp. of Davao businessman Dennis Uy, said for the first time there will be a multigenerational workforce-composed of five generations. These were the Baby Boomers, Gen X, Millennials, Gen Y and Gen Z.
‘With an intergenerational generation, we also see the rise now of a what we call a synthetic workforce. So with the synthetic works coming in more and more, you will see AI (artificial intelligence) coming in and we will be relying on,’ Lim said.
‘It’s not going to be a very far future. It’s not also midterm; it’s very near term where you will have literally a robot, not a robot per se, but a machine that will be helping you do a lot of things on their own,’ he said.
He said every company right now should have a very strong push towards AI governance from a corporate perspective.
‘Because AI, as we all know, will displace a lot of jobs, will displace a lot of things of how we do our work,’ he said.
Lim said the usual playbook of ‘I have 20 years’ experience you have to follow me,’ will have to change.
Every conglomerate will have to be nimble to go forward into the next 20 years.
If that sounds scary, look back to the past 20 years, and imagine where we would all be if the captains of industry got cold feet at the notion of change.