Ars Ducendi: VPV: The Leader's Leader by Ja Ballarta

Vol. 4 Issue 2 Ars Ducendi

VOLUME 4. issue no. 02

AGENDA THE ART OF LEADERSHIP

2 the spirit of music 4 WHO IS VPV? 6 RAKE’S PAGE 20 FPLA CORPORATE SERIES 22 leading the self 24 THE LEADER’S lEADER 28 PLDT SME NATION leads the way to global competitiveness 30 Bloomberg TELEVISION PHILIPPINes 34 When Disaster Strikes

36 FPLA OPERATIONS HEAD NOMINATED TO IACC BOARD / FPLA FIRE DRILL 37 SUMAKA FESTIVAL 38 CAVITEX at the forefront of mangrove conservation 40 BUILDING THE NATION 42 MERALCO LEADS HAPUA HR COOPERATION PROJECT 43 MERALCO LAUNCHES POWER LAB 44 FIT FOR A KING 45 REINVENTING THE PHARMACY Ars Ducendi Vol. 4 Issue 2

ADVISERS ROY EVALLE SHERYL BALUSA MARK LAO NORMAN MORTE RIZA SEVERINO ARIEL VIDANES

EDITOR-IN-CHIEF RAEF ARGUILLO MANAGING EDITOR JA BALLARTA

CONTRIBUTORS SHIEYL ARANAS VIVIEN ARNOBIT KEVIN NICCOLO KISON CARLA MAE MACARAEG TOTI PALILEO LEE SAMSON TV5 CORPORATE PR

EDITOR'S NOTE

EDITOR’S NOTE The Ars Ducendi Team is proud to present to you our second issue for the year. It’s been quite a busy first quarter so far, and we aren’t about to slow down just yet!

FPLA had its most well-attended Leadership Development course yet last March 5-6. With 23 total participants, the course proved to be a valuable source of insight as the attendees learned not only from the expert facilitators and speakers, but more importantly, from each other as each shared their own personal leadership journey. “Leading the Self” is the foundation module of the FP Leadership Succession Development Program. The Program supports the FP Leadership Succession system, which intends to perpetuate the Group’s success well into the future.

The opportunity to finally do a feature on Maynilad President and CEO Mr. Ricky Vargas has proven to be a valuable one. We hope that you enjoy our story on him, as well as the interesting anecdotes about him that were generously shared by his close friends and colleagues. We’ve also included in this issue a feature on the second batch of DPWH Cadet Engineers. FPLA has once again been tapped to fulfill the challenging task of infusing the Department with a new breed of well-rounded future leaders. FPLA is very privileged to be part of this endeavor as it steadfastly pursues its advocacy for progressive nation building through leadership development.

If you have any leadership stories that you might want to share with Ars Ducendi, do feel free to send them to us. You may contact us through our Facebook page [First Pacific Leadership Academy (FPLA)], Instagram [FP_Academy], or Twitter [@official_FPLA]. Thank you. Cheers, Raef Vol. 4 Issue 2 Ars Ducendi

The Spirit of Music It’s often said that singing praise is praying twice. For many people, faith and the serene sounds of music are inherently intertwined; from the holy chanting of Gregorian Monks, to the worship music that is increasingly popular today. A sense of euphoria can at times be felt by those listening to music, or induced in moments of intense religious veneration, such as prayer. It would be no large stretch to posit that combining the two would deepen such feelings exponentially.

Seeking to better understand the complex dynamic between music and faith and how the synergy of these two aspects can invigorate a workplace environment, the First Pacific Leadership Academy (FPLA), the dedicated corporate university of the MVP Group, discussed this in the latest of their Executive Talks, held in their grounds in Antipolo on February 27. In the Executive Talks titled “The Musicality of Faith,” FPLA invited renowned musicians Fr. Benildus Maramba, OSB, classical pianist and composer; Jim Paredes of Apo Hiking Society; Joey Ayala, singer-songwriter; Noel Cabangon, folk singer and composer; and Koro Ilustrado, an award-winning all-male choral group from Santuario de San Antonio; to speak about the importance of faith in their musical endeavours. Former Binibining Pilipinas Universe Karen AgustinOstrea hosted the Executive Talks. The speakers discussed the transformative power of music as a language that dispenses with explanations and goes straight to the heart of emotion and meaning. Fr. Maramba expounded on how faith can transcend the trappings of religion, and how moderation must be exercised in all things. And there is no truer or more invigorating expression of faith and humanity than music. Popular performers like Joey Ayala, Noel Cabangon, and Jim Paredes attested to the ability of music to take hold of emotions, bring people together, and make a difference, citing the deep impact music has had on their own lives. This Executive Talks concluded with an open forum, where members of the audience brought forth their own positive experiences with music and faith. Aside from the Academy’s corporate clients that participated, “The Musicality of Faith” was also attended by 58 students from two beneficiary public schools (University of Rizal System-Angono Campus, and the Rizal LEAD School for the Arts) as part of FPLA’s advocacy for progressive nation building through leadership development among the Filipino youth. Throughout the year, FPLA conducts these Executive Talks to further enhance the knowledge and development of the country’s leaders, past, present, and future. World-class speakers who are well-versed experts in their respective fields are often invited to share their insights on business, science, technology, and other disciplines. The previous Executive Talks in December “Women and We Men” featured distinguished ladies from various fields and industries, speaking on their experiences, and their advocacies.

Ars Ducendi Vol. 4 Issue 2

JIM PAREDES

JOEY AYALA

FR. BENILDUS MARAMBA, OSB

NOEL CABANGON

KAREN AGUSTIN-OSTREA

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KORO ILUSTRADO

Joey Lim

Ricky Vargas is a lot of things to a lot of people. Get to know him better through the stories of his closest friends and colleagues. 4

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WHO IS VPV? Rv

Ricky was actually the first person from the MVP Group that I ever met. It was 2006, he was still head of HR of PLDT, and Roy Evalle (then a private headhunter) set me up to meet with him without any specific job in mind. We met at the lobby of Makati Shang, where he had just come from working out at the hotel gym. I thought the interview went well enough because my next interview was already with MVP and Joey Lim who then immediately offered me a position in what was then Metro Pacific Corporation. A couple of months passed before I saw Ricky again and to my surprise he acted like we had never met before. I then concluded he was not a very friendly guy and steered clear of him in Group activities all through my term in MPIC and eventually in Maynilad. So when I found out he was joining Maynilad as our president, I didn’t exactly look forward to it. To my surprise, working with Ricky has largely been a pleasurable experience. He is a secure man who knows his strengths and weaknesses. He lets his key people do what they are good at, and gives support and direction when needed. He also has a great sense of humor, which always makes the toughest times feel

much lighter. Far from the image I had of him before he joined Maynilad, he is very approachable and always willing to hear you out. Eventually, I found out why he had acted like he had never met me before -- he actually did not remember my interview at Makati Shang at all! Apparently, it was not as good an interview as I thought; productive but unmemorable. Fortunately, we’ve now gone through so much in Maynilad that I am fairly certain he will always remember me. P.S. A year ago, I was cleaning out my old files and found a document that made me realize that my first interview with Ricky did not happen in 2006. I found an offer letter from Citibank dated 1991 when I was still in business school in the US and it was signed by Ricky. Apparently he had interviewed me on one of his annual trips to recruit for the bank’s management training program but I decided that banking was not for me. It took another 21 years but we did eventually end up working together. I guess some things are really meant to be.

RANDY ESTRELLADO Chief Financial Officer Maynilad

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R A K E’ S P A G E

The first time I met Ricky was through a global headhunter. We were introduced at the Manila Peninsula Hotel. That was 1991 and he was searching for a Vice President/ Country Compensation Officer for CITIBANK’s Global Consumer Banking, Emerging Markets, Guam, Audit Directorate in New York and the Citibank Asia Pacific Banking Institute. He put me through a long and tedious interview process by 14 senior Citibank officers from Steve Long,

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Bill Ferguson, Aziz Rajkotwala, and Andy Tei abroad, and a number of senior Citibank officers in Manila including Joven Reyes, Flor Tarriela, Gerry Ablaza and Joe Facundo. Ricky truly represented a Leader’s Leader as all these seniors spoke so well of his credentials. Aziz and Bill loved Ricky, and all they kept saying during my interview was, ”You know, Ricky is this. Ricky is that.” And that did not even end there.

Even the local seniors did the same. I just felt like saying, “hey guys, do you need me or what!?” (laughs) The process took two whole months. I was still connected with a local conglomerate then, and I truly loved that company and those that ran it. To cut the story short, Ricky hired me. And all throughout our working relationship, our Batman and Robin tandem was probably the greatest teamwork ever. We had very demanding bosses but Ricky was the supportive partner who told you upfront if you were good or if you were lousy. He was a motivator, and our team was always very happy. He was generous with his encouraging remarks but he was also a straight talker, which is what I like. But what strikes me most about Ricky is how he loves his family--Gloria, his wife, and his kids. Dr. Dino Vargas is a very accomplished doctor practicing at Makati Medical Center. Katrina is a professional headhunter in the East Coast. Miko is a self made entrepreneur. Miko trained with me in one of my previous companies and he was just hilarious. During Ricky’s more relaxed moments at Citibank, we would talk about his family endlessly and how he loves them. He also talked proudly about his peers, his so precious friends from UST, his experiences at Colgate and Pepsi, and sometimes we would make fun of some of the Citibankers, but clean fun. The most enjoyable moments I will not forget are when we get pissed-off by our bosses and we would sneak out and take a trip from our Paseo de Roxas office to Greenhills and make fun of them in the car. We would then relax at our favourite hangout, a small Chinese restaurant, where we would feast on our favorite Hototay. Masayang masaya kami ‘pag may Hototay. The best! There were a lot of serious times when we had the CBA and during Corporate Compensation Reviews where we worked very late nights and made endless changes on numerical worksheets which, by Citibank standards, was eternal. But Ricky was there with his soldiers, doing salary policy trendlines and reviewing proposals page by page. He scholarly mentored us on how to approach each division head, from the unappreciative to our favourites. He is truly a great mentor to this day. I admire Ricky’s ability to convince. He would ask me to draft a speech or write a procedure which usually pertains to HR. When he returns it, it’s like a war map with several arrows, slashes and questions! The good soldier that I was then would rewrite the whole thing. But guess what? He delivers everything extemporaneously anyway and just speaks his thoughts. The great part of it is that he is able to convince everyone. And by the time he finishes, he would tell me, “okay ba, partner?”

I left Citibank Philippines, NA when Ricky left the country too for a Thailand assignment. I left to work in Jakarta. Our professional relationship was truly glued when a personal challenge came unexpectedly to me. I was living in Jakarta with three family members including my late mother then, her yaya, and her dog, Robert. Ricky heard of the Jakarta uprising (which was in 1998). I was employed by a Chinese conglomerate and working in one of the skyscrapers in the main financial district. My mother and family were at my residence in Pondok Indah and we were all stranded. Ricky called me and said, “Roy, I have asked our Jakarta office to make room for two more Filipinos on a chartered flight that will evacuate Citibank expats from Jakarta to Singapore, and I’d like you and your Mum to take it.” It was a very touching proof that indeed this man is a caring person. He always had my Mum in mind and he knew I was the ultimate Mama’s boy! Many years passed and I was so happy when he was employed by PLDT. I then got employed with Nextel, and eventually became a Regional Headhunter. Ricky and I continued to meet for lunch and we would still talk about our practice (HR and OD) and there would always be those unavoidable times where we would talk about our families. Ricky is a very good husband, a prayerful father, an exceptional brother to his siblings, and son to his charming mother. There was a time when we were joking that one day we will just be both in wheelchairs with our own respective caregivers looking at the sunset and we would still be talking and laughing about our families and friends. Ricky’s beloved mother passed on a few months after my beloved Mum joined her Creator. We were in both funerals of course, and there was a moment when he said, “When it’s time, you better make sure you make a very good eulogy for me!” And I said, “And for me too!” I never thought we would be working together again in a dream company where everyone is allowed to grow (the MVP Group). He has actually hired me for the third time. We’re both in our early 60’s now, very good friends this time, still talking and joking about the same stuff. He is still the same straight talker who shuns the limelight and still maintains a low profile. It took me over two years to put him on the cover of Ars Ducendi. I told him that he has a wealth of experience worthy of being documented and shared for the benefit of many leaders. In fact, it is in the same spirit that multiple authors have chronicled the likes of Jack Welch, Warren Buffet, Jim Collins, Manuel V. Pangilinan and Jeff Immelt. Quite notable as well is the common noble advocacy of the aforementioned thought leaders to pass on the torch to those who would like to “outdo their accomplishments.” Now you can see why I call him a Leader’s Leader. I put my vote on him. He is one of them (not just because we’re friends).

ROY EVALLE General Manager & Executive Director First Pacific Leadership Academy

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Joey Lim

I will reply by sharing a text message I received from VPV at the height of a critical situation in our Asian Games campaign. Sept. 27, 2014; 9:05am Me: “Ok w me boss. Did u get my text last night after d team mtg?” VPV: “Yes Chot, I have. It’s hard to forgive a deserter even if you need an extra hand. His attitude will allow the enemy to kill his fellow player. Without being in that meeting, in principle alone, I will not even sit him on the bench. But you are in a better position to feel how our players reacted to a deserter. I will support you either way. Kung ‘dyan lang ako, I would have fired him. But that’s me. He deserted not only the team but the country.” I will reply by sharing a text message I received from VPV at the This of captures who VPV is, as Asian a leader and campaign. as a person— height a critical situation in our Games someone who will tell you how he feels, but will allow you to make the decision. Then support you, either way. A person Sept, 27, 2014; 9:05am and leader for whom the team comes first, and has deep love for w theme country. Me: “Ok boss. Did u get my text last night after d team mtg?”

“Insert Quote Here”

Outside work, he isIt’s nohard different. The only difference VPV: “Yes Chot I have. to forgive a deserter evenisifthat you seehand. howHis much he values his the family. And some my need anyou extra attitude will allow enemy to kill hisoffellow him are the timesalone we are justnot sitting player. fondest Withoutexperiences being in thatwith meeting in principle I will even No meetings, sit himininhis thehouse benchshooting but youthe arebreeze. in a better position no to agenda. feel howJust our being to us,a and him being playersus reacted deserter. I will him. support you either way. Kung dyan lang ako I would have fired him. But that’s me. He deserted not only And who VPV the is, is priceless. team but the country.” This captures who VPV is, as CHOT a leaderREYES and as a person – someone who Sports5 will tell you how he feels, butHead, will allow you to make the decision. Then support you, either way. A person TV5and leader for whom the team comes first, and has deep love for the country. Outside work he is no different from his work persona – the only difference is here is where you see how much he values his family. And some of my fondest experiences with him are the times we are just sitting in his house shooting the breeze. No meetings, no agenda. Just us being us, and him being him. And who VPV is is priceless.

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Joey Lim

Ricky Vargas has always been a mentor, a confidante, a friend. He is a true professional in his craft. That’s why I am not surprised with his successes, whether it’s in the corporate world or in the sports arena. As we all know, he is now the President of Maynilad where he had difficulties initially accepting. He would always tell me that he has always been a “king-maker” and has always been uncomfortable being one. I know he went through a lot of soul-searching before he finally accepted the position. For me, it’s a time for him to build on his legacy even more. He has also excelled in sports in showing his leadership in key positions of various sports organizations e.g. TNT rep to the PBA, SBP Vice-Chairman, and ABAP President, where he was recently elected into the Executive Committee (He got the second highest number of votes. Only eight were elected out of 18 delegates). In all, he has shown great leadership and vision. With all of his successes, Ricky continues to be a very humble man with simple pleasures--a quick merienda in North Park or Mazuki before or after a TNT game, movie time with his apos, or a drive to Baguio or Subic. That’s why when I grow up, I want to be just like him. I am also very proud to call him my second dad. Aside from an incident in San Francisco where he was actually mistaken as my Dad, I have always looked up to Ricky. He has mentored me in both my professional and personal life. Like a father, he has guided me in a lot of key decisions. I also know he has my back at all times. As I know he doesn’t want me to call him dad, Ricky is a true friend, a brother. Thank you, bro Ricky! Always be well. Stop smoking!

AL PANLILIO SVP & Head, Customer Retail Services & Corporate Communications Meralco

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Ars Ducendi Vol. 4 Issue 2

Rv Through the Decades with Ricky Vargas I first met Ricky when he was a Colgate HR executive in the mid 80’s. He was a client contact and I was his organization and job evaluation consultant from SGV. I almost joined him in Colgate. In the 1990’s, when I was based in Singapore, Ricky was in Citibank. I almost joined him in Citibank. We kept in touch during the first decade of the 21st. And in 2009, he interviewed me and introduced me to our Group’s top management. I joined Meralco in early 2010. Ricky has struck me through the decades as a business and HR professional who I will always respect and admire. He is part of a select few of business leaders that have “game-changed” my career. Our three convergence attempts, with the last one bearing fruit, are concrete proofs of this. Bottomline, I think I have become a better HR professional and a better person with his continuing wise counsel. Let me also take this opportunity to recognize the other leaders in my previous lives and current life who have been fountains of wisdom for me.

MON SEGISMUNDO SVP & Head, Human Resources & Corporate Services Meralco

I have known Mr. Ricky Vargas for nearly 20 years now. I first met him sometime 3rd Quarter of 1995, when I was hired by Citibank Manila as VP for Corporate Banking, immediately following the sale of my then employer, Citytrust, to BPI. Ricky was then VP and Head of Citibank’s HR, and was one of those responsible for signing me up at the bank. Ricky has not changed much from the day I met him. He has this imposing, larger than life, and consistent respectable air about him. Seniors, peers, and subordinates all looked to Ricky for wisdom, guidance, and support, particularly when it came to corporate organization issues, personal career paths and options, or any matter which concerns PEOPLE. I don’t know now if it was his welcoming personality and great people skills which draws folks to gravitate to him, or the fact that he is simply largely influential in determining one’s salary and bonus package. Seriously, having known the man this long, it was really because of the former. He is through and through a People Person.

Fast forward to April 2003. I had the fortune of crossing paths with Ricky when he invited me to join PLDT to head its Corporate Business Group. At that time, Ricky had become SVP and PLDT Group’s Chief People Manager. He brought me over to meet with our Chairman, MVP, and the rest has become my personal history with the Group. Ricky really has this unique skill and eagle eye for spotting and hiring good talents. I should know; this gentleman has hired me not once, but twice! Kidding aside, I am deeply grateful to VPV for being instrumental in opening doors that allowed me to enjoy the meaningful career that I am blessed with today, and am certain many others appreciate this man for similar reasons. He has been a great boardroom ally for many corporate agenda that we had advocated over the years--all only with the overriding objective of increasing shareholders’ value. Last but not least, I thank Ricky for being a true, honest, and dependable friend. I sincerely wish him every good thing life can offer. Mabuhay ka, Ricky!

ERIC ALBERTO EVP, PLDT/SMART President & CEO, ePLDT

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I clearly remember that after one of the Employee Assemblies that we had in Maynilad last year, I could not help but send an SMS to Mr. Vargas to thank him. After delivering a message about his Key Strategic Plans for the company, I was very much inspired because it proved that we share the same vision for its talents. For me, one of the best traits that I look for in a leader is that he should be someone who gives value to the overall capability and ingenuity of his people. VPV has always put heavy importance on empowering the employees in order for them to give their best. He has always known that we have a lot of experts and talented individuals, and has always thought that we can nurture and capitalize on them for our success in the future. He has steadily been guiding the whole organization towards a culture of innovation, as we move forward and face our uncertain future. Aside from thinking about the bottom line, he always looks forward to helping the country. He is always supportive of finding ways to help communities affected by typhoons and earthquakes in our own Maynilad way. He did not even hesitate to go to Tacloban and adjacent areas right after Yolanda, amidst the immense risk at the time. He also seems to always have the energy to support and grace our events that advocate for the stewardship of the environment and the community. These only show that he really puts into action his compassion for enriching what is important for future generations. I am ever grateful to be part of the Top Management Team headed by VPV. Despite all the pressure that we face, he never fails to make things lighter for us. This has made us even more committed to what we are responsible for. As VPV always says, “Ang saya natin dito sa TMT meeting no? Baka akalain ng iba, naglalaro lang tayo!” You just can’t put a price on that.

RONALD PADUA Head, Water Supply Operations Maynilad

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When your boss is your friend, you are never certain whether he is being a friendly boss, or a bossy friend! Having worked closely with VPV in both corporate and sports arenas, I am often asked what is his secret to success. I always hesitate to answer for fear of coming up short. After all, a person of immense success cannot be summed up in just a list of traits and habits. And so when asked, I am prone to answer, “Don’t ask. Just watch.” I have been watching VPV for nine years now. One of the very first things I noted about VPV is that he is a leader who inspires a following that is almost cult-like! It is said that men with a particularly elegant parting of the hair command more charm, but there is certainly more to VPV than just his pompadour and timeless sense of style. People are drawn to him for his cheerfulness and sincere generosity. He goes out of his way to break down walls that authority and position build around leaders. He makes himself accessible and relatable to people at all levels of the corporate hierarchy. He remembers people’s names (most of the time), and even if he doesn’t, he will still smile at them genuinely—you can fake a smile but you cannot fake warmth, care and compassion. People love him, and there is no doubt that VPV loves them back. VPV is firm and uncompromising with the values he holds dear: integrity, honor, and loyalty. He does not hesitate to apologize when his words and actions do not reflect his intentions, and is the first to recognize and appreciate virtuous people. Especially when upset, VPV can be brutally honest! He will not mince words when candor is called for, but his is a frankness that is always purposeful and aiming towards a constructive end. His personhood, both as boss and friend, is an eclectic mix of heart, smarts, guts and luck. Of course what he calls “luck” is but a deference to God above, a submission to His higher call and plan. Above all, VPV is humble and grounded. And from the meekness of his heart, comes a visionary and transformative leadership that I have come to admire and trust wholeheartedly.

Pato Gregorio Head, Commercial & Marketing Maynilad

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As a professional, Ricky is the group’s subject matter expert on human resources. He is the most experienced HR professional on MVP’s team. He has a good ‘read’ of people, even if they’re of different backgrounds and upbringing. He is an excellent organizer, team player and humble leader. Ricky is an astute communicator, using formal and informal channels. Truly, a great motivator. He is a dedicated family man. He sets aside valuable quality time for all members of his family, most specially his wife, Gloria. Ricky is a good friend, one you can always consult. “Magaan dalhin.” Cheerful. MON FERNANDEZ President & CEO Metro Pacific Tollways Corporation

VPV has always been there to give valuable advice on many subjects and occasions. He is very generous with imparting his valuable wisdom with me in areas of people management, industrial peace and has been a big help with our relationship with the PBA. Thanks for that, Ricky! NOEL LORENZANA President & CEO Media Quest Holdings, Inc.

For the last 12 years, Ricky Vargas has been my boss, mentor, and most importantly my friend. He helped a young man like myself realize his dream of becoming a pro basketball player in the PBA back in 2003, and his unyielding commitment and support for the team over the years is an example of his character and generosity. Boss Vargas’ pursuit of excellence in all he does only inspires those around him to do the same. I feel honored and blessed with the opportunity to have worked with Boss Vargas through the years, and know he will continue to inspire those around him to strive for greatness. JIMMY ALAPAG Member, Gilas Pilipinas Manager, Talk ‘N Text Basketball Team

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Ricky loves making bets. At least, that’s what I know of him. He loves to roll the dice and take risks when the stakes are high. Don’t get me wrong. I don’t mean to say he goes to the casino. What I mean is when choosing talent for a company, he doesn’t always go for what’s safe and sure. He takes a gamble on potential and sees it through. Fifteen years ago, he hired me to handle the corporate communications of PLDT even if I had no experience in the corporate world outside of our family business. A few years after, he made a bet on me handling the marketing, sales and operations of PLDT. And when he spearheaded the critical task of transforming the fixed line business, he pulled me in to lead his team. When he moved to be president of Maynilad, he endorsed me to replace him as head of PLDT’s HR even if he knew I had no experience in that role. In a casino, you will know instantly if the bet you make is a winner or a loser. For Ricky’s bet, it may take time. But I hope to prove him right. It’s the least I can do to show my gratitude to someone who gave me a chance and placed a big bet on someone like me. BUTCH JIMENEZ SVP, Human Resources PLDT

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VPV is a tough subject to discuss. Please forgive me for merely skimming through the surface of how much I look up to my boss. You can not play around with him, especially when it comes to HR matters, because he was an HR head himself for the largest telecom company in the country and a multinational banking institution. Casual meetings with him are often in front of bulalo, chicken inasal, baticolon and chicharon. These are the times that he does most of his teaching (sermons). But in the end, I always walk away a more competent professional. On out of town trips, he is always the guide because he is very well-travelled. He knows his way in and out of places and situations, on the most part, because of his “popularity.” He therefore always advises me that I should know my way around so that I don’t end up being inosente. He will request for a speech, but will not read it. But his words go straight to the heart anyway because they come from his heart. His quiet eloquence inspires confidence in others because of his own conviction in them. VPV leads with a blaze, not just with his mind, but with all his heart. I call him a person who is both great and good. Walang sipsip. His deeply humanitarian instincts very well may be the reason he is revered by all our employees. Maynilad’s latest survey can attest to that. With a 93% all-time high rating in engagement, his charisma is really undisputed.Their engagement and performance are mostly influenced by his feelings and emotions. VPV cares about people and makes every effort to demonstrate this to them. Through kind and encouraging words and authentic gestures of exceptional thoughtfulness, he assures people of their individual significance to the organization. He is essentially a person who identifies with the challenges people face and the sacrifices they make. Adjectives routinely used to describe VPV include “compassionate” and “kind-hearted.” And I know of no other man who wields his influence ever more tenderly and impressively than him. The fondness his friends and peers have for him is due to his extraordinary empathy, his admirable ability to put himself in the place of another to experience what he is. I think the whole Group acknowledges this. This is how I know MY PRESIDENT, the guru of Human Resources.

LEVI DIESTRO Head, Human Reources Maynilad 16

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Inside and outside of work, VPV, to me, is the same--cool, relaxed, and easy to talk to. He is rarely fazed by anything or anyone, with only one exception--MVP! We were partners in the 2012 MVP Olympics DanceSport competition for Executives. While I had no plans of joining the event, I felt guilty and changed my mind when VPV told me that as leaders, we should never ask something of our people if we ourselves are not willing to do it. The rest is history--we joined the competition, danced the Cha-chacha, and won the bronze medal! ATTY. LOURDES MARIVIC K. PUNZALAN-ESPIRITU Head, Legal & Regulatory Affairs Maynilad

Having spent my entire professional career in the water industry, I can say that Victorico P. Vargas has gotten a firm grasp of the industry within a short period of time. His leadership and management have brought Maynilad to where it is now. From a publicrun utility operation, it was privatized in 1997. The operations of the company was returned to the government in 2003, only to be re-privatized again in 2007. We are all witness to how the Company has flourished after all its previous setbacks. I can say that VPV has not only supported, but embraced the causes for the environment, management systems, health and safety, emergency preparedness, business continuity and sustainability. He sees to it that he never misses any activity of the Corporate Quality and Environment, Safety and Health Division. He led the team which tried to restore the Putat mangroves in Putatan by planting Putat propagules on the murky and muddy shores of Laguna Lake.

To show how he has taken the cause of environment seriously, he took the boat ride in Ipo Dam, crossed the rivers, trekked the slippery and sloppy slopes of the Ipo mountains to plant seedlings together with our employees and the Dumagats. VPV never ceases to challenge his team. With his full commitment, the entire Maynilad will have its Quality Management Systems (ISO 9001), Environmental Management Systems (ISO 14001), Occupational Health and Safety Management Systems (OHSAS 18001) certified. To his credit goes the realization of having the first Philippine company to have a Greenhouse Gas (GHG) or Carbon Footprint Inventory verified for ISO 14064, and also the first water company in the Philippines to have a Sustainability Report which is GRI checked and Third Party quality assured. Sincerity and transparency are the virtues which he exudes, earning him a very high trust rating from the personnel of Maynilad. FRANKIE ARELLANO Head, Corporate QESH Maynilad Vol. 4 Issue 2 Ars Ducendi

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Vol. 4 Issue 2 Ars Ducendi

Ars Ducendi Vol. 4 Issue 2

So you’ve finally made it to the top of the corporate ladder after years of grueling labor. What’s next? It’s important to stay on top of your game when the quality of your leadership can mean life or death for the future of your organization.

Another subject matter expert is Joey Uybarreta, in charge of the June program titled “From Ordinary to Exemplars.” His workshop will discuss transformational leadership and how this inspires the collective.

If you want to hone your leadership and management skills, you need not look further than the First Pacific Leadership Academy (FPLA). FPLA is hosting the 2015 Corporate Series, a succession of learning events and workshops that tackles aspects of leadership and human resource management— knowledge that is vital to any executive who’s determined to turn his organization into a force to be reckoned with.

Mr. Uybarreta’s expertise in Human Resources and Organization Development qualifies him for the task of enabling a company to face challenges with optimal resource allocation.

These workshops are not exclusive to those in suits, ties, and high-rise buildings; they cater to the needs of all industries in the public and private sectors.

The Corporate Series marks the first of many of FPLA’s initiatives to encourage the spread of corporate excellence and innovation. As the organizational improvement of any sector has a positive spillover effect for the country overall, the Corporate Series aims to empower leaders who make things happen and move the world forward.

The Academy intends to provide training grounds for the development of any manager’s ability to lead and innovate. These programs are painstakingly crafted by FPLA’s pool of subject matter experts and are based on industry best practices. For instance, Karen Villaluz, with 25 years of experience in crafting organization development programs, will lend her knowledge to several workshops. The first, to be held on May 7-8, is called “The Discipline of Personal Change.” This two-day workshop will sharpen your leadership competence in pursuit of organizational greatness, through the optimization of individual and collective contributions.

Lodging for workshop attendees is available at FPLA’s Executive Residences. In-house participation adds buffet breakfast and dinner to the regular Corporate Series package.

The Corporate Series is held at the First Pacific Leadership Academy, located at Km. 27 Sumulong Highway, Antipolo City. For more information or to reserve seats and avail of the early bird discount, call Maan Barreto or Jayann Suarez at 696-3051, local 323. More details are also available at the FPLA website (http://www. fpacademy.net).

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Leading the Self

The First Pacific Leadership Academy (FPLA) held its most well attended leadership succession course to date on March 5-6, 2015. The foundation course entitled “Leading the Self” was attended by a total of 23 executives from across the Group which include Gerry Aberilla, Raul Ignacio, Tet Wells, Marlene Ochoa (Tollways), Manny Agcaoili (Philex Mining), Atty. Pilar Almira (CSMC), Ronnie Aperocho, Marthyn Cuan, Al Panlilio, Gavin Barfield (Meralco), Butch Barranda, Herby Consunji, Macoy De Jesus, Ronald Padua (Maynilad), Anna Isabel Bengzon, Wilma Galvante, Chot Reyes, Luchi Cruz-Valdez (MediaQuest), Anabelle Chua (PLDT), Diane Eustaquio, Earl Valencia (IdeaSpace), Leila Hernandez (OLLH), and Ferdie Inacay (MPIC).

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Leading the Self walks participants through their life’s leadership journey, highlighting changes in aspirations, relationships with others, and with a supreme being. The program introduces philosophical tools for reflection so that leaders will know themselves better, thus purposively direct their journey to better integrate their personal and professional lives. To further deepen the participants’ understanding on the subject, Chairman Manuel V. Pangilinan himself shared with the class his own unique leadership journey and how this has shaped his views on work and life. Leading the Self is the first module of the First Pacific Leadership Succession Development Program (LSDP). The LSDP is a series of Executive Development courses that intends to develop competent and well-rounded renaissance leaders in the mold of the First Pacific Leadership model. The Program was carefully crafted to support the Group’s Leadership Succession system, which ensures that the success of the Group is perpetuated well into the future.

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The Leader’s Leader

Having recently finished paying off the amortization for his home, Ricky Vargas could not help but remember being a young, struggling professional in the 70’s. “Marrying early had its share of difficulties, especially in terms of finances and career. I did not have a car, so I’d take the bus to work. Until my wife raised the fund so she could get me one,” he said. Like any honest hardworking man, being able to call a house, finally, his own is a triumphant moment, even for a chief executive like Ricky. These are proud moments that he shares with his wife, whom he considers as his strongest motivator. More than the pursuit of material conveniences, however, his wife continues to coach him to be better, both as a person and a professional. “Gloria gave up her career for me when I joined Citibank.” These days, however, Ricky would admit that he is ready to enjoy the fruits of 40 years (and counting) of hard work. But with the milestones that Maynilad has achieved under his leadership, he doesn’t seem to be showing signs of slowing down. So when the Ars Ducendi team was finally granted a chance to sit down with the Leader’s Leader, it was an opportunity that we just could not let pass. Ars Ducendi (AD): Does being an HR person help in being a President? Ricky Vargas (RV): Yes, I do come from an extensive HR background. But being a people person is a leadership trait; it’s not about being from HR or being immersed in operations or wherever. When you say you are a people person, you talk about the EQ (emotional quotient) of the organization. That’s how I see it. It’s not a technical skill at all. It is being able to understand the mood and character of the workforce, and being able to define the kind of culture that the organization should adopt in order to achieve its objectives.

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Being a people person is about listening, empathizing, and most importantly, learning. It’s being a good communicator. These are the ideal traits of a leader, which are not limited to the practice of HR. These help the leader understand the direction that he has to set for the team. When your ears are on the ground and your feet are on the ground, you have a clear sense of what’s going on. And in the process of keeping yourself on the ground, you are able to share with your people corporate values and strategies, and more importantly, yourself. You are engaged.

AD: How then would you describe your leadership philosophy? RV: Wow. To be honest, I’ve never really thought about it. I guess my leadership style is basically who I am as a person, not what is defined in books as leadership. I’m very casual. Sometimes I forget that I am a CEO. People have to remind me that I am the President. There seems to be a stereotype which I don’t quite fit in or feel comfortable with. You see there are things you can say and some things that you can’t because people will always take you seriously. I am quite transparent with my thoughts and even more so with my feelings. This goes beyond the logic of strategy, execution and operation. I often share with my people things that bother me, and how I feel towards certain situations. You may notice this in my speeches. I’ve always been very bad at reading speeches. (laughs) I actually just say what’s on my mind and in my heart at that given point. You know, I started out as an employment interviewer with PhilamLife. I gave out exams, and then I would interview the applicants one by one. I used to interview 20 to 50 applicants a day! It would be so easy to say,“Oh what a boring routine, day in and day out.” But I learned so much from these people— their ambitions, their desires and their dreams. These people came from all sorts of different backgrounds. And a lot of these things that I’ve learned from them, I’ve kept with me up to now. I consider this as a very strong foundation for who I am today as a professional. I learned to value each interview as an engagement, a chance to learn and a chance to make an impact on someone else’s life. I guess that’s why I have learned to value the opportunity to listen to people, regardless of position or level. Listening helps a lot in forming clear values and strategies. And I really value every chance to engage with them. I think most CEOs that fail do so because they grow accustomed to the benefits attached to the position. It’s but natural that the people around them make them feel entitled to all these perks. You always get to sit at head table. They give you all the honors. The CEOs that do not succeed most often get brainwashed with these benefits, and they somehow lose touch of the pulse of the organization. They get engrossed in all the glamor and fanfare, and forget to fulfill their role as leader. And it’s very scary because the power in the position can be intoxicating. I always keep mindful of that.

You know, I’ve always said that I love staying in the kitchen. I genuinely love helping out in putting the dish together and then serving it to the kings. I’m not one who is necessarily very excited to join them at the table. I truly and honestly enjoy working in the back end of things. My natural self allows me to be comfortable in that role. Even now as I sit as the President and CEO of Maynilad, unless I have to, I beg off as many interviews as I can. As often as possible, I allow my people to tell their story and that of Maynilad. I‘ve never deliberately imposed myself to become a mentor to others. But I’ve found that it’s inherent to my nature to want to see others develop and succeed. That’s why I have often caught myself coaching people and sharing what I can to help them grow. I really enjoy the counseling part of my job. In fact, I feel very privileged when I am asked to give advice. I like the consultative part of the problem solving process.

AD: How would you describe your decisionmaking process? RV: Personally, there are two aspects of management that help me make decisions.The first one is the willingness to take the risk and accountability in making the decision. Though I did have to go through the process of accepting that I will not always be correct, now I am somehow more comfortable with the fact that others may be right and I may be wrong. For some, that can be quite a painful process. But being a leader is not about being right all the time. Second is my gut feel, which brings together all my past experiences. I am who I am now because of what others have shared with me in the past—a product of all the stories I’ve heard from my colleagues and peers, all mixed together with the wisdom that I have gathered from past mentors. I’ve always valued the opinions of others, and that has helped me through the toughest of times. At Maynilad, I am not the one who makes all the decisions all the time. I choose to facilitate team discussions that eventually come up with decisions. Even if I already know the answer, I still facilitate the process because it is an occasion where the team gets to own the decision. Often it takes a long time, in fact longer than if I just dictate what should be done. Sometimes, it can get messy because of the disagreements. But I’m willing to go through that struggle. When you facilitate, you guide as well, so the connections are much more stronger within the team. You learn how to ask the right questions. It is important to recognize that there are no wrong or right ideas; all of them are valid. When someone is withdrawn from an activity or discussion, I make it a point to get involved in what he does. I also ask other people to help him get his work done. I ask him to make presentations to the team. I get them involved in crossfunctional projects. Basically, the rule on our ManCom is that we cannot allow anybody on the team to fail. There are no heroes. There is just the team that makes things happen.

AD: Who do you consider as your best mentors? RV: Difficult bosses! (laughs) In fact, I had a lot. I learned from them the things that I did not want my subordinates to experience with me. I learned how to deal with difficult people because they were very hard on me. I learned about motivating employees from the things that they did that demotivated me. I’ve since formed my own style in the process. You see, even challenging circumstances provide opportunities to learn and grow. I learned from these experiences that you should stand up for what you believe is right. As a matter of fact, I once lost a job because I disagreed with my boss on principles on how to deal with the union. They did not fire me, I just decided to leave because we did not see eye to eye. You would be very fortunate to work in an organization that allows you to express yourself. You become more independent and gain a better sense of yourself. That was one thing that I wanted to bring here in Maynilad. With every chance I had to engage our people, I wanted them to feel safe in expressing their opinions. People here tell me not only what I want to hear, but more importantly, things that I should know about.

AD: What makes Maynilad employees so effective at creating innovations? RV: Unlike other businesses where there is an unlimited potential for growth, our business is confined to our defined concession area. And once you reach the point of saturation, you actually have no choice but to look internally for your sources of growth. You improve in efficiency and productivity. To be able to do that, you need to look at innovation on a smaller scale. You look at your particular day-to-day job and see how you can do that better. You encourage the people to have a heart for conserving resources. Here at Maynilad, we also encourage people to take risks in developing technologies that help our operations. With the support of our people, we were able to institutionalize our very own innovation competition. We are very proud to be an active participant in the IdeaSpace competition as well. We’re actually putting up an innovation center, a laboratory where people can test their ideas. That’s what keeps our employees excited about continuously innovating. As I said, we have no choice. We need to move forward. Ang unang sinabi namin ay “dadaloy ang ginhawa”—Soon, you will have water—water that improves quality of life. We’re beyond that now. Now we are saying “higit sa tubig ang aming serbisyo.” We are more than just water. We are into the environment; we are into empowering marginalized groups; we are into technology; we are into people expertise. We want to sustain being this kind of organization, and we need to take risks if we want to stay as such. We need innovation, and the culture that embraces the changes that come along with it.

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On the IT side, we started with upgrading our services and solutions. We then looked into the integration of all our systems. Now, we’re moving towards automation. Probably within the next year or so, you will start seeing automated pumping stations, sewage treatment facilities, and others. Even the digitization of our records management systems, we’re looking into that too. In all these projects, you will need a TelCo backbone. We’re exploring possibilities to better marry Maynilad’s services and internet-based solutions. We also try to innovate in terms of social responsibility. Look at what we did to help Yolanda survivors. Early on, we knew that we had to focus on providing what we provide best—drinking water. But instead of continuing to give relief water in jugs and bottles, which lasted only a day or two, we trained the hardesthit barangays to use and maintain compact microfilters that tapped into existing sources to produce potable water. This way, they would have a steady supply of clean water, instead of just waiting for the next batch of relief water. Another CSR project is a livelihood program that trained Dumagats in Ipo Watershed to turn driftwood or forest waste into fine pieces of sculpture. The program’s tagline is “Crafted by Nature, Redefined by Dumagats, Nurtured by Maynilad,” suggesting the company’s inclusive and holistic approach in engaging stakeholders in the way we promote our cause or do our business.

AD: How did you get into sports? RV: I love the discipline of sports. I’ve learned so much from being involved in it; I’ve learned so much about work and life in general. Working with athletes and sports teams has definitely made me a better person. Sport has also been an outlet for me, another expression of who I am as a person. When I look at it, it’s not the winning or losing. It’s the emotion that you experience that makes you a bit more human. It’s not the trophy that we won or lost; it’s the journey that we went through that makes me proud to be part of the team. It’s something I tried to bring with me here in Maynilad. After all, that trophy, once you win it, there’s always another trophy to be won. Winning is important, but the high of a win is fleeting. You may fix a problem or do something right in a company, but eventually others will find better solutions or better ways of doing it. What lasts, I realize, is the culture of excellence—the determination to keep doing things better, the willingness to succeed. It’s a mindset that I wish I could leave in every organization that I’m part of.

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Another thing that I love about sports is how it allows a cold performance-driven culture to exist within that of an endearing environment. It’s something that also applies in the workplace. All these years, I’ve seen how it’s never enough for people to have the right mind and skill to do their jobs. People need to have the heart—and guts too—to achieve. This “heart” is something you need to push them to discover. Something you need to nurture. How did I get into sports? I actually used to be an Alaska fan. I met Fred (Uytengsu), and I was not yet part of the PLDT group then. I used to get my tickets from his secretary. (laughs) What can I say? I really liked their team. I loved that they had a very clear goal; they had a very articulated set of standards for themselves. At the time, they were actually the best team in the PBA. When I moved to PLDT, I wasn’t immediately involved with Talk ‘N Text, but I was still watching the games—from the Alaska side! (laughs) Then eventually it had to happen, Alaska vs. Talk ‘N Text (Mobiline back then)! I usually watch the games in shorts, rubber shoes, and an Alaska cap on. Then Doc (Dr. Raffy Bejar) spotted me while I was seated across their bench, eating popcorn. He asked me, “O, Why are you watching from the Alaska side? You’re with PLDT already!” I replied, “Yeah I know, but Alaska is my team!” (laughs) Until one day, I got involved with Talk ‘N Text, and I’ve put my heart in the team ever since. I got involved in boxing purely by accident. I was asked to head the boxing association. The difference between basketball and boxing is that the athletes in boxing come from the poorest of the poor. For them, boxing is, in many ways, a means out of poverty. That’s why I chose to get into it. What we’ve been able to do so far is partner with schools in Metro Manila to help our boxers in terms of their education. After boxing, they are actually asked to continue their schooling so that by the time their career is over, they are able to not only survive, but are able to serve as good role models. Did you know that the collegiate athletes that we hired in Maynilad are now some of our best performers at work? That says a lot! The employees at Maynilad are all very proud of them now. So you see, athletes can be very good workers as well. Sport gives you the opportunity to deal with imperfections and frustrations. It allows you to realize that not everything is under your control. You will always find yourself complaining about the referees and the opponents. Sport also teaches you about diplomacy. It teaches you how to deal with conflict on your feet. And all these things that it teaches you all come so quickly. Galit ka isang araw, but the next day you have to force yourself to move on and get over it, or else it will consume you and you won’t be able to get closer to your long term goal. In companies, you have the whole day to talk about your problems. In sports, you have to deal with conflict right at that moment. That is what sports has taught me, and it has been one hell of a ride.

AD: Do you think you have had a fulfilling career? RV: I’m actually at a crossroads in my life where I am looking forward to retirement. I’ve been working so hard for my family over the last few years. My father died at age 52, when I was about 24 years old. From then on, we had to fend for ourselves. Since then, it’s been work, work, work. Along the way, there have been special moments where I was not able to be there for my family. But I guess I have been fortunate to make up for it by being able to provide well for them. Also, I’m lucky to have a better-half who understands me, who coaches me, and who has been there through the ups and downs in my personal and professional life. Why a crossroads? There is still unfinished business here in Maynilad. There are opportunities cropping up that are still very exciting to me, opportunities where I think I can still help out. But at the same time, I find myself longing for some time off after working for 4 decades. I’m at a crossroads because I’ve been so busy all my life, I don’t know if I will be able to keep sane and survive retirement! (laughs) I really enjoy the responsibility and working to contribute to the team. I’m looking forward to at least a six-month break. But we all know that’s probably not going to happen! (laughs) Ever since I started working, I’ve never been able to take that vacation. The longest was on my 25th year wedding anniversary when I took 15 days off. My daughter even said once, during her wedding, that she inherited the hardworking attitude from her father. The brains, she got from her mother. (laughs) But you know, every time I see my children, how they grew up so well, I tell myself all the hard work was worth it. I tell my wife, it’s worth it! If I’m looking forward to a longer break, it only means I owe Gloria more time together. All these years I’ve been engaging and mentoring people, she has been behind me. She’s my one, true, constant support system. It makes me wonder if I would have been less of a leader, or the man that I am now, without her.

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PLDT SME Nation: Four Strong Companies, One Powerful Partner. Today marks a new era, when four of the country’s telecommunication and technology pillars converge to form one nation – PLDT SME Nation.

MRS. FIELDS PHILIPPINES: THE GROWTH OF A GLOBAL BRAND IN AN SME WORLD

In today’s highly competitive and tech-savvy world, competition among Small to Medium Enterprises (SMEs) is intense. Businesses today can easily do e-commerce with parties anywhere around the world and consumers are more empowered today than ever before. They have tremendous influence and reach through social media, have more options from whom to buy from, and have high expectations on customer service. Any Mrs. Fields is known worldwide for their freshly business that has fully grasped the power of the internet and deployed businessbaked indulgent gifts—trademark cookies, muffins and enabling solutions will have the advantage of gaining these new consumers. In response to these changing times, PLDT, Smart Enterprise, Sun Business and ePLDT converge to form one nation – PLDT SME Nation.

brownies. In 1994, they brought with them to the country the same line of sweet treats sold in their “chipperies” or cookie kiosks. Today, Mrs. Fields Philippines also offers sandwiches, pasta dishes, and even rice meals for the dynamic Filipino taste.

Together, their combined strengths, resources and expertise are channeled towards one goal: the growth of SMEs in the country. Built upon the foundation of trust, mobility, value, and innovation, Mrs. Fields President Gerwyn See, and his wife, Mrs. Fields Chief PLDT SME Nation provides a full spectrum of relevant Communications Officer (CCO) Sheryl See, share, “It was a big business-enabling technologies from landline, broadband, challenge at the start, coming up with the cookie café concept. Most and mobile connectivity to enterprise level ICT and cloud global brands have a set template and are guarded on how the brand is services and machine-to-machine (M2M) solutions, all managed locally.” designed to help reduce costs, streamline operations, maximize efficiency, increase profitability, and Adjusting to the Filipino market was another challenge for the Mrs. Fields PH elevate customer experience.

team, being a brand known to cater to mostly women. Gerwyn and Sheryl, however,

found opportunity in Filipino hospitality and expanded by offering products that These technology solutions will not only enhance an SME’s operational efficiencies, appeal to the gift-giving culture of Filipinos. but more importantly, expand market reach, and ultimately ensure their ability to This concept of adaptation is what the couple leverages on to compete with other SMEs. compete domestically and globally, all Sheryl elaborates, “To adapt to the target market, we adjusted the core design and mixing riding on PLDT’s robust nationwide line of our stores.” She also mentioned, “(To grow) you need a supportive and open-minded infrastructure. board, a team optimistic and passionate about the brand, and leadership that is innovative and forward-thinking.”

So whether it’s a big or small business, a start-up or an Mrs. Fields also had to keep up with the technological developments for their daily operations, so established conglomerate, in a city or a rural area, PLDT Gerwyn and Sheryl make sure that Mrs. Fields has access to all the necessary tools for efficient data SME Nation has the management. Gerwyn explains, “The evolution of technology significantly affects and shapes the way we solution to help your manage our business, so we adapt and capitalize on what is available to make the business more scalable business grow--truly and sustainable. And I think that’s where PLDT is helping us now. It has helped us scale our business bigger.” your partner for growth.

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In 10 years, Mrs. Fields PH expanded to 22 stores, operating in various parts of the Metro. It also serves as a global template for the brand, being the first country to have its own chain of cookie cafés. In the coming years, Mrs. Fields PH plans to widen its presence by further expanding outside of Metro Manila. Gerwyn explains, “Everybody can easily come up with brilliant ideas, especially at this age. Everything is conceptual and creative. But what is key in business is consistency and patience.” He elaborates further saying, “No business, formula or strategy is going to be perfect. But you need to be consistent to see through all these things, and patient because it’s not going to happen overnight, or in a year or two. It will take a lot of time before you see the fruits of your labor.”

MRS. FIELDS PUTS TECHNOLOGY INTO THE MIX Managing 22 stores has brought many challenges to the Mrs. Fields team, including the technology required for its operations. Gerwyn shares, “The challenge for a multi-store system is always the control and timely monitoring. The moment you are simultaneously handling 10-15 stores, the technology used is key.” For this, Mrs. Fields uses an efficient and reliable Point of Sale System (POS) that enables them to monitor their daily operations and keep track of sales, inventories, purchase orders, and work orders in all branches in real time. Sheryl shares, “The data we get from our POS system is our baseline in forecasting sales and revenue. It also allows us to see how a certain product moves or a specific store performs, so decisions would be more calculated and strategic.” Gerwyn adds, “That’s how reliable the technology is. Most of the information we get from the POS helps us shape our plans for the product, pricing and promotions.”

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(From Left: Ms. Chaye Cabal-Revilla, Chief Finance Officer, Cignal TV; Mr. Emmanuel C. Lorenzana, President and CEO, MediaQuest Holdings, Inc.; and Mr. Oscar A. Reyes Jr., COO, Cignal TV)

BLOOMBERG TELEVISION PARTNERS WITH CIGNAL TV IN THE PHILIPPINES Bloomberg Television announced a partnership with Cignal TV, Inc. (Cignal TV), a leading media company in the Philippines, to create Bloomberg Television Philippines. Cignal TV is a subsidiary of multi-media conglomerate, Media Quest Holdings, Inc. (MediaQuest), which in turn is wholly owned by the Beneficial Trust Fund of the Philippine Long Distance Telephone Company (PLDT), the largest telecommunications company in the Philippines.

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Bloomberg and Cignal TV to launch first 24-hour business news channel in the Philippines Bloomberg Television Philippines is scheduled to launch in 2015. “This partnership with Bloomberg Television heralds a new era in Philippine television, in which business information is set to be in the front and center of a rising Philippine economy,” said Manuel V. Pangilinan, Chairman of PLDT. “This also comes at the time when we are expecting to become the country’s biggest Pay-TV service provider with more than one million subscribers by the end of this year”. Presented in English, this local extension of Bloomberg Television will expand the reach of Bloomberg’s fast, accurate and marketmoving news to one of the fastest growing, English-speaking economies in the world. It will be distributed exclusively via Cignal Digital TV, the Philippine’s premier direct-to-home (DTH) satellite provider with around 844,000 subscribers. Cignal Digital TV currently has 97 channels, including 27 in high-definition (HD). “The Philippines is fast becoming a premier broadcast destination because of its strong subscriber growth,” said Gary Groenheim, Commercial Director of Bloomberg Television, Asia-Pacific. “MediaQuest’s substantial media footprint and stellar reputation make them an ideal partner for us as we expand our brand in Asia. Being in the third largest English-speaking country in the world will help us reach a vast new audience by combining elements of our daily global broadcast material with unique, tailor-made local content.” The new channel will be run by Bloomberg and TV5, MediaQuest’s free-to-air TV channel. Leveraging TV5’s award-winning talent and production, the channel will provide several hours of unique local daily content supplemented by Bloomberg’s programming to create a new 24/7 premium business news channel. It will be included in Cignal Digital TV’s post-paid international channel bundle, and created exclusively for its DTH platform. “We are very excited to be partnering with Bloomberg and believe their global experience will be invaluable in taking business television programming to the next level,” said Noel C. Lorenzana, President and CEO of MediaQuest. “Our financial

markets are rapidly growing in size and sophistication and we saw room for a premier business channel that can inform, educate and showcase the best of business and finance in the Philippines.” He added, “We are also committing our latest technology to the production of Bloomberg TV Philippines, such as our HD cameras, studio controls, HD OB vans, and HD ENG vans. We always strive to provide the best experience we can to our subscribers.” This initiative continues Bloomberg Television’s momentum in Asia, complementing local partner channels in India, Indonesia, Malaysia and Mongolia. Bloomberg Television, an award-winning, multi-platform 24-hour business and financial news network, provides continuous coverage of the people, companies and ideas that move global markets. Broadcasting from centers in New York, London, Singapore and Hong Kong and powered with an unparalleled news gathering team of 2,400 news professionals in 150 bureaus across 73 countries worldwide. Bloomberg Television delivers real-time business news to over 340 million households globally. In addition to major cable and satellite providers, Bloomberg.com and Bloomberg Mobile, the network is available on the Bloomberg Professional service, used by the most influential individuals, corporations, financial institutions, investors and the world’s central banks, commercial banks, government agencies, legal professionals and news organizations. With Asia being one of the most active growth regions in the world, Bloomberg Television is delivering more local content, and fast, accurate, unbiased, market-moving news from market makers in Asia. For more information on Bloomberg Television, please visit www. bloomberg.com/live and follow them on Twitter (@BloombergTV) and Facebook.

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MEDIA QUEST

Joey Lim

H O L D I N G S

Media Quest Holdings, Inc. is a media holding company with interests in free TV, pay TV, radio, and print. MediaQuest owns TV5 Network, Inc. (TV5), the fastest-growing free-to-air television channel broadcasting all over the Philippines, and Cignal TV, Inc., under which it operates the country’s leading directto-home TV subscription service via satellite and terrestrial wireless transmission under the brand name Cignal, with a current subscriber base of over 844,000. In addition to this, MediaQuest also holds controlling interests in Nation Broadcasting Corporation (NBC), a company engaged in the business of commercial radio broadcasting nationwide, as well as outstanding local publications Business World Publishing Corporation (BusinessWorld) and Philstar Daily, Inc. (The Philippine Star). MediaQuest also owns minority interests in Unitel Productions, Inc., a foremost TV production company that has produced award-winning TV commercials and films. Established in 1999, MediaQuest is a wholly owned subsidiary of the PLDT Beneficial Trust Fund. MediaQuest: Peachy Vibal-Guioguio, peachy@mediadotexchange.com, media.xchange@yahoo.com.ph, +63 908 8973118

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EMMANUEL C. LORENZANA

President and Chief Executive Officer Media Quest Holdings, Inc.

EMMANUEL “NOEL” C. LORENZANA is the President and CEO of MediaQuest, the holding company that owns media assets such as TV5 and Cignal TV, among others. He was previously the Executive Vice President and Head of the Wireless Consumer Business at SMART. Previous to joining the PLDT group, Noel came home to the Philippines to be the President of NutriAsia--the leading condiments company in the Philippines. Noel spent many years with Unilever in various capacities, Chairman and Managing Director of Unilever Malaysia and Singapore, Managing Director of Home and Personal Care Business for Unilever Philippines, Vice President for the Oral Care Category for Asia and Africa, and Marketing Director for Unilever Shanghai Company, in China.

OSCAR A. REYES, JR. CHIEF OPERATING OFFICER AND MANAGING DIRECTOR Cignal TV, Inc.

Oscar Enrico “Ren-ren” A. Reyes, Jr. is the Chief Operating Officer (COO) and Managing Director of Cignal TV, Inc. Responsible for leading Cignal TV’s entire operation since he joined the company in February 2015, Ren-ren ensures that Cignal TV’s strategic growth drivers are driven and executed across the key departments in the organization. Increasing consumer value through delivery of media content, advertising, distribution and licensing deals, carefully curated to serve the market is his mandate to further establish Cignal TV as the leading direct-to-home satellite TV provider in the Philippines. Prior to joining the Cignal TV team, Ren-ren was General Manager for the Consumer Products Division in L’Oreal Philippines, Inc. where, within a year of taking on leadership, Ren-ren turned around the business from decline to growth, while delivering record high margins in years. Ren-ren’s career began in Unilever as a Management Trainee in 1998. He swiftly progressed from the Management Training Program to senior brand management positions leading key Unilever brands such as Lux, Closeup and Sunsilk to record market share performance. In 2005, he was expatriated to the Unilever Regional office in Thailand as Regional Brand Director for Dove in SEA and South Asia, where he turned around the regional

business from flat to growth. He returned to Unilever Phils., Inc. where he once again turned around the brand’s regional performance. He returned to Unilever Phils., Inc. in 2008 to head the Customer Development Department. In 2009, he moved to Nutri-Asia, Inc. as Marketing Head.

PARRY RAVINDRANATHAN Managing Director Bloomberg Media, Asia Pacific

Parry Ravindranathan is Managing Director of Bloomberg Media for Asia Pacific, responsible for leading Bloomberg’s entire multi-platform media operation – web, mobile, television, digital video, print magazines and live events – across the region. In his role, Parry ensures Bloomberg’s consumer media content, advertising products, distribution and licensing deals are carefully tailored to serve each distinct, individual market. For three years, Parry led Bloomberg Television in Asia-Pacific, overseeing business operations, news programming and production across the region. Under his leadership, Bloomberg TV Asia has expanded commercial partnerships in Indonesia, Malaysia and Mongolia, deepened ASEAN news coverage and is today an awardwinning network available to over 340 million homes worldwide. Prior to his regional role based in Hong Kong, Parry was executive producer managing the Bloomberg TV partnership in Mumbai. His broadcast career has included roles as Editor at Al Jazeera in Qatar and Assistant Editor at CNBC-TV18 (Network18) in India. Media Contacts Bloomberg: APAC, Robert Koh, rkoh22@bloomberg.net, +852 2977 2101

EMEA, Catrin Thomas, cthomas106@bloomberg.net, +44 7917 000 808 US, Amanda Cowie, acowie@bloomberg.net, +1 212 617 1689

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“Disasters, by definition, come when we least expect it, so there’s really no better way to prevent damage by being prepared.” - Lawrence Harder, Assistant Vice President for Facilities Management and Engineering, MAKATI MEDICAL CENTER

While we can prepare, natural calamities cannot be averted. When an earthquake, typhoon, or massive flooding strikes, we need to be knowledgeable on what to do. Premier health institution Makati Medical Center gives tips on what we can do to possibly minimize damage and injury to person and property. Harder lists down the musts that every household should do to keep their family safe in times of calamity, regardless of the type of catastrophe. “Communication of information is very important. Keep constantly updated on the developments of possible disasters such as incoming typhoons. The use of social media such as Twitter, Facebook, and even Viber can be of help to everyone,” he says. The next step is securing the house. Learning how to switch on and off the gas, water, and electricity is a must. “Look around and see what needs to be fixed, such as pipes or ceiling cracks. Also consider the arrangement of the things inside your house, from your furniture to your appliances,” suggests Harder. For instance, if your house is flood-prone, keep your appliances upstairs.

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Lastly, have the following items on hand: fire extinguisher, first-aid kit, flashlight, battery-powered radio with lots of extra batteries, candles, and of course, ready-to-eat food. “Knowing that you’re armed and prepared makes you calmer and more focused when dealing with the situation at hand,” he points out. Remember to stay calm because that’s the only way you can think clearly. That’s the only way you can rationally decide on what to do next. “The very principle of first aid is immediate action,” Dr. Gabriel G. Gabriel warns. “Remain calm at all times. Assess for danger and think before you act,” he says, proceeding to discuss the most common first-aid measures. When a patient is severely bleeding, lay the person down and apply firm, direct pressure on the wound, using a clean pad. Elevate the injured area to a level above the heart. Firmly wrap a bandage around the pad to keep it in place. Loosen the patient’s clothing or anything else that may hinder blood flow.

When Disaster Strikes

Makati Med’s tips on preparing yourself for catastrophes and protecting yourself from accidents

For fractures, it’s important to not move the patient to avoid further injury. Support the affected area by using a soft padding. For sprains and strains, make the patient lay down and rest first. A cold compress may help alleviate the pain and reduce swelling. Elevate the affected part above the level of the heart.

If a bandage is not available, a clean handkerchief or piece of cloth will do. This is to make sure that your current conditions don’t advance into something worse.” He also advises against using the phone, appliances, and the like at once. It’s wise to stay away from damaged areas first.

“Remember that first-aid is only primary care given to the patient until professional medical help arrives,” points out Dr. Gabriel. “In a way, the first actions you take post-injury determine how little or how much the patient will have to recover from,” he warns.

“Drinking water is another thing to be wary of,” Dr. Gabriel says. “You can get a lot of complicated illnesses when you’ve taken in contaminated water. So to be sure, boil the water first before drinking,” he advises. It’s fortunate that you’ve gotten through the disaster safe and sound. But even when it’s over, many factors may still pose harm to your health. “The key is just keeping yourself informed. That’s the most you can do to prepare,” Dr. Gabriel concludes.

After the disaster, Dr. Gabriel also reminds us of the necessary precautions. “Even if you’re feeling fine, take time to check yourself for possible injuries such as minor cuts and bruises.

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Operations Head

NORMAN MORTE

Represents FPLA in the IACC Australia-Asia Pacific Chapter Board First Pacific Leadership Academy’s (FPLA) Head for Operations, Norman N. Morte, was recently nominated to be part of the International Association of Conference Centers (IACC) Board of Directors for the Australia-Asia Pacific chapter. The members of the Board include: • Peter Stewart (President) – MGSM Executive Conference Centres, Australia • Justine Billy (Director) – Deakin Management Centre, Australia • Jim Conway (Director) – Key Conference Solutions, Australia • Kozue Honda (Director) – Tokyo Conference Center, Shinagawa, Japan • Hendrik Karsten (Director) – Karstens Conference and Training Centres, Australia “Foremost in my agenda would be to promote FPLA as a world-class conference center. I am also looking to increase IACC membership in the Philippines and in Southeast Asia,” Morte remarked. IACC has more than 300 member conference centers in three chapters: Americas, Australia-Asia Pacific and Europe. The First Pacific Leadership Academy is the only IACCrecognized facility in the Philippines and in Southeast Asia. The Tokyo Conference Center in Shinagawa, Japan is the only other member in the rest of Asia.

KUNG HEI FAT CHOI: DANCING DRAGON FPLA Tests its Emergency Preparedness through Conduct of Fire Drill The Disaster Control Brigade (DCB) of the First Pacific Leadership Academy (FPLA) organized its annual fire drill last April 1, 2015. The fire drill was conducted at the Academic Center where all the FPLA offices are situated. At exactly 2:25 PM, a fire created at the third floor of the building triggered the activation of its smoke detector and sounded-off the fire alarm. Members of the DCB then performed their respective tasks while building occupants evacuated to the prescribed evacuation area at the Kingfisher’s Field. Representatives from the Bureau of Fire Protection (BFP) Regional Headquarters 4-A CALABARZON were likewise present to evaluate the proceedings. In his post-assessment message, FPLA’s Head for Operations and Disaster Control Brigade Marshal, Norman N. Morte emphasized the need for all employees and staff to effectively internalize their roles and actions during emergency drills or when actual incidents happen. “Presence of mind and maintaining composure are key factors in ensuring the success of emergency preparedness and response programs,” Morte added. For his part, BFP Fire Officer Lorenz Ang commended FPLA for having an organized and systematic fire drill. However, he mentioned that there are still areas for improvement particularly the response time of the rescue team that extricated an “injured” victim. “Generally, based on my assessment, FPLA is ready, equipped and capable to handle and address any emergency in the future,” Ang concluded.

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SUMAKA FESTIVAL Sumaka is an abbreviation for Suman, Mangga, and Kasoy. The festival is a local celebration of these specialty products of Antipolo City. It is celebrated every 1st of May, as the entire month is recognized as the pilgrimage month of Antipolo. All month long, exciting activities are held throughout the city, such as beauty pageants, street dancing competitions and other different performances by its residents. May 1 also marks the annual procession called Alay Lakad, where the famed Black Nazarene is brought to Antipolo Cathedral.

It is said that the image of Antipolo’s Virgin patroness, the Nuestra Señora dela Paz y Buenviaje (Our Lady of Peace and Good Voyage) appeared atop a Tipulo tree three times in the 1600’s. This is believed to have given hope and comfort to the people of Antipolo during a time when an unknown sickness plagued its residents. In place of the historical Tipulo tree now stands the Virgin of Antipolo’s shrine, known as the Antipolo Cathedral, which has since become a pilgrimage destination of travellers and seafarers.

Named after the tree by which Antipolo City is said to have gotten its name, The Tipulo tree, or Artocarpus blancoi, is symbolic of the city’s deep faith and spirituality.

May your journey to and from Antipolo City be a safe and good voyage, complimented by a sublime dining experience at our Tipulo restaurant. Vol. 4 Issue 2 Ars Ducendi 37

CAVITEX CARES At the start of 2013, Metro Pacific Tollways Corporation acquired and commenced the operations of the Cavite Expressway (CAVITEX). At that time, management knew that it was up against the challenge of improving the quality of the road, the services and the culture of its workforce. Today CAVITEX has come a long way as it has implemented several improvements to the expressway, beginning with the resurfacing of R1 (the stretch of CAVITEX from MIA Road up to the Las PinasBacoor vicinity). The team also fast-tracked the completion of the modified Zapote Interchange by widening the up-ramp and the bridge, and by providing more lanes for motorists, effectively reducing the usual congestion experienced in the area. The toll collection system was also improved with the introduction of a second electronic toll collection product—Easydrive. Easydrive is the radio frequency identification (RFID) toll collection system that makes transactions at the toll lanes cashless, faster and more efficient. CAVITEX boasts of being the first toll road in the country to use the RFID technology.

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With the help of the Tollways Management Corporation, seminars and workshops were conducted for all CAVITEX employees, particularly for the front liners (toll tellers, patrol crew, lane marshals, traffic control room personnel and customer service representatives). Each employee is continually reminded that more than a business, CAVITEX is about service. The sorry state of mangrove vegetation along CAVITEX located along the coastlines of Paranaque, Las Pinas and Bacoor had moved the employees to create a sustainable program called “The Cavitex Mangrove Project”. The most important role of mangroves is that they protect vulnerable coastlines from wave action because they hold the soil together and prevent coastal erosion. Mangroves also shield inland areas during storms to minimize damage. Mangrove trees have several uses such as for cooking, construction, for use as marine equipment, dyeing, medicine, and as a means for livelihood and food production.

What makes the Cavitex Mangrove Park special is the fact that cleaning up the area and nurturing the site was out of the own initiative of the employees. Everyday, employee volunteers gather after office hours to collect garbage that is trapped in the mangrove branches. The initiative was there even before the group decided to formalize their efforts and come up with a name. The employee volunteers of CAVITEX call themselves the “Cavitex Advocates for the Restoration of Environment,” or C.A.R.E. The mangrove park was conceptualized and developed by employee volunteers, spearheaded by community relations officer Sonny Alba, and former CIC engineering consultant, Dave Warren Evangelista. Today, the mangrove park is home to several Herons. The long-legged freshwater coastal bird was therefore the natural choice as the CAVITEX mascot. A visit to the Cavitex Mangrove Park also offers a glimpse of the employee volunteers’ ingenuity in recycling old toll road

equipment for use as bridges, fences, waterway material and other ornaments of the park. The call of the day is environment protection. This can only be done with care, which means mangrove restoration won’t be sustainable without the compassion of volunteers and partners. C.A.R.E.’s main objective is to promote a sustainable environmental program. Led by CAVITEX, and through the establishment of an organized and committed team of volunteers, C.A.R.E. intends to grow more mangroves and establish relevant nurseries of endemic and indigenous aqua, and high ground based flora. With the stench gone, and the workforce in high spirits, the management of CAVITEX is one with the communities surrounding the expressway in promoting the conservation and restoration of its mangrove forest.

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BUILDING THE NATION

As our economy continues to grow, so too does our population. More and more people are able to afford motor vehicles; it follows then that our infrastructure has to keep up with the everincreasing demand. The NLEX and SLEX connectors are a sign of the progress and positive changes our country is going through. The future will be marked by more road-widening projects, and elevated highways. Engineers with an understanding of terrain, structural integrity, and the interplay of the forces of gravity on cement and steel, are needed now more than ever. First Pacific Leadership Academy (FPLA) and the Department of Public Works and Highways (DPWH) have forged a partnership to manage and develop the 2nd batch of the DPWH’s Cadet Engineer Program. The Cadet Engineer Program is a workplace learning and development program that aims to identify promising young and talented civil engineers, and to prepare them for becoming excellent vanguards of the DPWH. The cadet engineers will undergo a specialized training regimen at DPWH’s central office to prepare them for future leadership positions. “These young people will be trained in spearheading and having command positions in various projects, shaping the future of civil engineering in the country,” DPWH Secretary Rogelio Singson said. “After successful completion of the program, they will eventually go on to work in DPWH offices around the nation,” he continued. Identified engineers had to fulfill the program’s stringent requirements: • Graduate of Civil Engineering; belongs to the top 10% of the school’s graduating class • PRC board passer; with above average PRC rating • Must pass comprehensive interview conducted by FPLA’s selection panel

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“By harnessing the skills and talents of the next generation of future leaders, we hope to literally and figuratively build our nation,” enthused FPLA Executive Director Roy Agustin Evalle. “This second batch will produce the 81st Cadet Engineer for DPWH. The pilot batch in 2013 produced 40 outstanding engineers, while 41 are in the program now,” he continued. The program commences with the cadets attending classroom studies to build upon their university-gained knowledge in civil engineering. Throughout these classes, they will also participate in teambuilding exercises to further solidify their unity as a batch. As part of their holistic development as visionary leaders, FPLA has also initiated special programs to further develop the cadets in a renaissance-leadership scope. “The art of leadership” invites the cadets to interface with skilled artists and other interdisciplinary experts to help them fully grasp what it means to become a leader in the broadest sense. The cadets also take part in a community immersion program to deepen their appreciation for the role that they play in progressive nation building. The final phase of the program will require them to render actual on-the-job training throughout the Department’s several Bureaus and Regional Offices. “At FPLA we don’t necessarily make leaders, we shape them, as each person has in-born traits that make them suitable for leadership positions. We just help bring out the best in them and give them the necessary skills to succeed,” emphasized Evalle. The Cadet Engineer Program is but one of the unique products that the academy has designed for a client’s specific requirements. For more information on how the Academy can customize a program for your organization’s distinct needs, visit our website at www.fpacademy.net or call us at +63(2) 696-3051.

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MERALCO Leads ASEAN Power Utilities HR Cooperation Project Meralco shares HR best practices on power and energy as part of the Heads of ASEAN Power Utilities/Authorities (HAPUA) HR Cooperation Project last March 25-27. Thirty four (34) ASEAN HR executives and professionals from Malaysia, Laos, Cambodia, Thailand and the Philippines participated in the program “70-20-10: From a Workplace Learning and Performance (WLP) Perspective” conducted by Meralco Learning & Development, Meralco Power Academy, and in partnership with National Power Corporation (NAPOCOR) and National Transmission Corporation (NTC). The program delivered a deeper understanding of the emerging best practices in learning and development: moving from traditional instructor-led classroom interventions towards workplace learning. Through interactive discussions and innovative learning methodologies, Meralco’s HR experts shared the company’s best practices of operationalizing WLP in the challenging business environment of a utility. Sharing

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of best practices in blended approaches in technical training was done by PLDT through a site visit at TelTech (InnoLab). Holcim Philippines shared its best practices in blended approaches in talent management and development. The project also provided exciting networking opportunities for the delegates, who also experienced the Filipino hospitality and culture through activities after each day of learning. Two other cooperation programs are scheduled this July and August. And in October, engineers from the ASEAN will converge in Manila for the two week ASEAN Residential School in Electric Power Engineering (ARSEPE). HAPUA was organized by various power utilities from the 10 ASEAN member countries to continually drive the development of power and energy integration and to achieve the real outcomes of sustainable energy and prosperity within the ASEAN region.

The Meralco Power Lab houses an Equipment Testing Laboratory, a Demo Area and an Intelligent Living Space. The Equipment Testing Laboratory can be used to verify the energy consumption of air conditioners, refrigerators and freezers, washers and dryers, home entertainment systems, kitchen and other household appliances. The testing area can be reconfigured to accommodate different appliances, equipment and devices. The Demo Area features appliance stations where interactive energy display monitors enable Meralco Power Lab visitors to compare the energy consumption of common electrical equipment that use different technologies. These include air conditioners and refrigerators that use conventional and inverter technologies; TVs that use CRT, LCD and LED technologies; as well as kitchen, lighting and video player stations. The Intelligent Living Space demonstrates innovative and energy-efficient technologies by displaying a future residential set-up where visitors can monitor and control the appliances, lighting, security and electric vehicle charging through tablets and other handheld devices.

Meralco steps up efforts in energy efficiency, launches Meralco Power Lab Aiming to educate customers to be more energy efficient in their appliance use, the Manila Electric Company (Meralco) unveiled on January 28 the Meralco Power Lab—a two-level multipurpose facility that can test the power usage of appliances and gadgets. The Meralco Power Lab, situated inside the Meralco Compound in Ortigas, aims to educate Filipinos about their electricity use, and at the same time, help them understand the impact of energy management in their daily lives. Meralco Senior Vice President and Head of Customer Retail Services and Corporate Communications Alfredo S. Panlilio said that the Power Lab will provide independent, quantifiable and verifiable information on how customers can be more efficient when it comes to energy consumption. “Technology is so fast and disruptive that we must keep the customer up to date,” Panlilio added. Also present at the launch were Meralco Chairman Manuel V. Pangilinan, Department of Energy (DOE) Secretary Jericho Petilla, and Energy Regulatory Commission (ERC) Chairperson Zenaida Ducut.

Curbing power crisis: focusing on the demand side DOE Secretary Petilla emphasized the importance of focusing on the demand side of power.

“We always focus on the supply side, but nobody talks about the demand side,” Petilla stressed. Petilla cited as an example the case of South Korea where citizens actively participate in solving the power supply shortage by cutting down on their own demand. This was achieved through the limited use of air conditioning and other appliances to help minimize the demand for power during the shortage. The Energy chief said that the laboratory will help the demand side by influencing people to become more conscious about the consumption of their appliances. “This laboratory is what we’ve been looking for a long time now—something to help people measure each appliance,” he added. Meanwhile, ERC Chairperson Ducut lauded Meralco for its sense of social responsibility in developing the Power Lab. “It is remarkable and striking to know that Meralco has developed campaigns to lower electricity bills. Projects like this respond to the call of helping the environment as well,” Ducut added. Ducut also said that educating the public about the energy consumption of appliances is one of the solutions to the looming power crisis. “We need to encourage the active participation of consumers to get us through the difficult times,” she stressed. The facility is open for scheduled visits only. Entrance is free. Vol. 4 Issue 2 Ars Ducendi

Fit for a King One of the First Pacific Leadership Academy’s more versatile function spaces happens to be an outdoor one. Spread across a sprawling lush lawn is Kingfisher’s Field. Located in front of FPLA’s Academic Center, and right under a majestic Acacia tree, this beautiful garden-like area promises to be a pristine setting for a variety of functions. Host to PLDT SME Nation’s bonfire rally held earlier this year, Kingfisher’s Field can be used to hold active and rowdy programs. During Valentine’s day however, it was transformed into a quaint venue for an intimate gathering under the stars.

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For more information on this unique FPLA function space, you may call +63 (2) 696-3051.

Reinventing the Hospital Pharmacy The Riverside Medical Center, Inc. (owner and operator of the Dr. Pablo O. Torre Memorial Hospital), or “Riverside” as it is most commonly called, is a 300-bed tertiary medical institution in Bacolod City. It is the premier hospital in the province with the most updated and modern facilities. In 2010, Riverside partnered with Metro Pacific Investments Corporation (MPIC) and officially became part of its Hospital Group.

A vital cog in the Master Plan of Riverside is the improvement of its OPP. The Management, headed by its President & CEO, Genesis “Goldi” D. Golingan, saw the need to do more than just improve and develop the pharmacy. “Riverside wants to serve the community better by offering affordable options for patients in need of medicines and by providing the public with the convenience of a Pharmacy, Laboratory and Convenience Store, all under one roof,” he mentioned.

During its 60th Foundation celebration last August 2014, Management took the opportunity to unveil the Riverside Master Plan—a 5-year blueprint which includes, among others, plans of constructing a new seven-storey building that will provide an additional 200 patient rooms, new Operating Room (OR) theaters, as well as spaces for new medical equipment, and specialty centers. The goal is to make Riverside competitive not only locally, but globally as well.

The OPP at the Hospital’s Medical Arts Building has been redesigned to be more responsive to the needs of its clients. On January 8, 2015, with its new found versatility to address the community’s needs, the OPP opened its doors to the general public, including non-patients. Customers can now have certain laboratory procedures done at the OPP, while their companions purchase goods and basic items at the Pharmacy’s fully-stocked convenience store section. Admitted patients now even have the option to have convenience store items delivered to their rooms for their ease and comfort.

Initially, an Out-patient Pharmacy (OPP) was constructed at the lobby of the hospital building for the easy access of its clients. Making medicines more accessible to its customers means that patients coming from the Out-patient Department (OPD) no longer have to go all the way up to the 3rd floor of the Hospital’s Medical Arts Building (MAB) just to have their prescriptions filled-up.

The RMCI Pharmacy has always been steadfast in its pursuit of providing quality service and quality products from reputable sources. Through the Synergy Program of the MPIC Hospital Group, the RMCI OPP has been able to provide affordable but high quality medicines to its customers at competitive prices.

Riverside has always seen to it that its pharmacists are properly trained in promoting the correct use of medicines and medicinal devices. Riverside’s staff proudly strives to provide the unique brand of customer service that they are known for. With determination, perseverance, and plain hard work, Riverside has enabled their OPP to perform admirably, turning in better figures than initially projected. In regaining its foothold in the market, Riverside aims to develop its pharmacy even further by adding more programs that will make its services more accessible to an even broader market. As its tagline goes, “Bulong nga barato. Madasig nga serbisyo. Masaligan ninyo.” (Affordable medicines. Fast service. Trustworthy.), Riverside continues to promote health and wellness by embracing the value of innovation in the healthcare profession.

DR. PABLO O. TORRE MEMORIAL HOSPITAL

Vol. 4 Issue 2 Ars Ducendi

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