For SM Supermalls, resilience remains an essential pillar in its pursuit of sustainability. Without safe, secure, and prepared communities, the vision of sustainable development becomes difficult to achieve. This is why the company believes that promoting resilience is not only a matter of operational readiness but a responsibility to the communities and businesses that form the backbone of the economy.

At the heart of this commitment are micro, small, and medium enterprises (MSMEs). These businesses are often the most vulnerable to disruptions brought about by natural and man-made hazards. Yet, they represent a critical force in the national economy — generating jobs, driving local commerce, and sustaining livelihoods. Recognizing their importance, SM Supermalls has made it a priority to help cultivate an MSME sector that is resilient.

Across its network, close to 70% of SM Supermalls’ tenants are currently MSMEs. These businesses operate under unique lessee contracts that acknowledge their specific needs and challenges. To support them, SM not only provides space but also promotes an environment that values preparedness and long-term continuity.

SM Supermalls’ most notable resilience initiative for its MSME tenants is a dedicated Business Continuity Planning (BCP) program launched in 2024. This capacity-building initiative enables businesses to develop tailored Business Continuity Plans and implement adaptive measures to reduce the impact of disruptions. 

SM’s tenants are each provided with free access to 5GB of remote digital storage where they can securely store critical business documents such as their BCPs, permits, registrations, and insurance policies, among others. In the event of a disaster, access to these documents becomes seamless, allowing faster processing of insurance claims and a quicker return to operations.

To further scale its impact, SM Supermalls established a public-private partnership with the Department of Trade and Industry (DTI), formalized through a Memorandum of Agreement in 2024. Together with ARISE Philippines, a United Nations Office for Disaster Risk Reduction (UNDRR)-affiliated private sector alliance for disaster resilience, the partnership aims to ensure that 6,000 MSMEs have robust BCPs by the end of 2027.

This collaboration is led by DTI Regional Operations Group Undersecretary Blesila Lantayona and Bureau of Small Medium Enterprise Development (BSMED) Director Emma Asusano, alongside SM Supermalls’ Corporate Resilience Department. The shared goal is clear: to safeguard MSMEs nationwide through proactive preparedness.

One key feature of the initiative is the SM-DTI Calamity Recovery (CARE) Booth, activated during times of calamity. Located in malls with communities impacted by disasters, the booth serves as an accessible touchpoint for MSMEs needing post-disaster support — providing a practical and timely response mechanism that bridges the gap between public resources and private needs.

Additionally, SM Supermalls regularly hosts scheduled BCP workshops for MSMEs in collaboration with DTI. These workshops are conducted in centralized SM locations across various regions and are open to both SM tenants and DTI-assisted MSMEs. During these sessions, business owners are introduced to the various risks posed by different types of disasters and are guided step-by-step in developing their own BCPs. These plans are tailored to the unique nature and geographical location of their operations, and the sessions extend to the BCP testing and validation phase to ensure practical application and effectiveness.

The participants are given one month to finalize their BCPs, which must be approved by their business management and submitted to DTI. Since the program’s launch in September 2024, over 1,500 MSMEs have already undergone training, with more scheduled in the months ahead.

“Resilience is not built overnight, and requires education, commitment, and collaboration across different sectors. Knowing this, SM Supermalls continues to invest in long-term resilience not just for its business, but for the broader ecosystem of MSMEs it supports,” said SM Supermalls President Steven Tan. “In doing so, we are reinforcing the fundamental truth that sustainable progress is only possible when communities and businesses are prepared to face the challenges of tomorrow.

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The country’s leading healthcare company sets its sights on innovation, local growth, and broader impact in the years ahead

Unilab Group, the country’s most-trusted pharmaceutical and healthcare conglomerate, marked its 80^th year with a bold signal to the market: it is accelerating its transformation from a humble corner drugstore into a future-ready, innovation-driven healthcare leader.

Celebrating its founding anniversary at the PhilSports Arena, the milestone event gathered over 4,000 employees and partners across the Philippines and Southeast Asia. While the program featured a retrospective of Unilab’s growth and milestones, its main message focused squarely on accelerating momentum for the next 20 years as the company approaches its 100^th year.

Founded in 1945 during the post-war recovery period, Unilab began as a small drugstore along Sto. Cristo Street in Binondo. Its founder, Jose Y. Campos, and his business partner, Mariano K. Tan, operated with limited capital, a borrowed corner space, and a single shelf for inventory. From those early days, the company grew steadily through hard work, resourcefulness, and a deep understanding of community needs.

That same entrepreneurial mindset continues to guide the organization today. From its origins in pharmaceutical distribution, Unilab Group invested strategically in building robust manufacturing capabilities to ensure quality, accessibility, and self-reliance in its product supply. Unilab has since evolved into a healthcare conglomerate with capabilities in branded and generic pharmaceuticals, personal care, health services, and animal health.

Clinton Campos Hess, who formally assumed the role of Group Chairman, outlined the company’s strategic vision for the next decade. This includes deepening its role as a key healthcare player in the region. He emphasized the need to align business growth with social responsibility, particularly in reaching underserved communities.

“We must ensure that in pursuing our mission, no one gets left behind,” Campos Hess said during his speech.

Campos Hess also outlined Unilab’s three key strategic pillars: Product Solutions, Health Services, and Education, which are expected to drive new business models, enhance consumer access to healthcare, and hold up broader societal goals.

Infrastructure investments have played a critical role in sustaining Unilab’s competitive edge. Over the past decade, the company established several advanced facilities such as the Amherst and Belmont plants, Beaute Et Sante Laboratories, Inc. (BESLI), South-Unilab Material Management Office (SUMMO), and First Pioneer Distribution, Inc. II (FPDI). These facilities enable high-volume production, quality assurance and control, and industry-compliant storage for specialized therapies including vaccines, oncology, and central nervous system treatments, a testament to Unilab’s commitment to deliver no less than high-quality medicines for the Filipinos.

In addition to business expansion, Unilab has pursued programs that reflect its community-oriented culture. Its 8,000 Hours of Bayanihan campaign encourages employees to collectively log volunteer hours that support health and wellness initiatives nationwide. The campaign reinforces a long-standing principle within the organization: that success is measured not only by financial performance, but by the lives touched along the way.

The group also reaffirmed its role in policy advocacy through the Unilab Center for Health Policy (UCHP). Formally launched last year, UCHP serves as a platform for research, dialogue, and multi-sectoral collaboration aimed at addressing systemic gaps in Philippine healthcare.

Much of Unilab’s progress over the past decades was credited to the leadership of Jocelyn Campos Hess, who formally stepped down and assumed the title of Chairman Emeritus. During her tenure, Unilab expanded its business lines, broadened manufacturing capabilities, and launched initiatives under the Unilab Foundation to support health education, inclusive employment, and therapeutic care for children.

Despite rising competition in both local and regional markets, Unilab has expressed confidence in the company’s direction. The challenge now, it said, is to scale operations while retaining the core values of husay, malasakit, and bayanihan that have long shaped its culture.

As Unilab looks ahead to its 100^th year, the company is determined to balance growth with purpose. With its foundations firmly in place and leadership looking outward, Unilab is poised to reinforce its standing not only as an industry leader, but as a partner in working towards healthier Filipinos, one health solution at a time.

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