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RFM allots P400M for capex

RFM Corp. posted a P580-million profit in the first half. — HTTP://WWW.RFMFOODS.COM/

By Arra B. Francia, Senior Reporter

RFM CORP. is allocating over P400 million in capital expenditures (capex) this year to support the growth of its milk and pasta sauce products.

The listed food and beverage manufacturer said on Wednesday that it will spend P320 million to expand milk capacity by 30% this year, driven by the strong performance of the Selecta Fortified Milk brand during the first half of the year.

“The growth in milk is forcing us to (toll production). We can’t anymore produce the demand inside our facilities, we’re actually asking somebody to do it for us. Nagto-toll na tayo,” RFM Chief Financial Officer Enrique Oliver I. Rey-Matias told reporters after the company’s annual stockholders’ meeting in Mandaluyong yesterday.

RFM will also spend about P90 million to construct two additional lines for the production of spaghetti sauces to accommodate additional demand. The company currently has four production lines dedicated to spaghetti sauce in its factory.

This year’s capex is significantly lower than the P1.41 billion it spent in 2018. Mr. Rey-Matias noted that they have already completed the P1.1-billion expansion of its ice cream business, boosting production by 40%.

It also spent P240 million to upgrade its flour mill production, and another P70 million for a warehouse in Cabuyao.

Meanwhile, the growth of its milk and pasta business, complemented by its ice cream segment, pushed net income 10.5% higher to P580 million in the first half of 2019. Net sales stood at P7 billion, 10.3% higher year on year.

Net income for the second quarter alone went up by 9.8% to P359 million, partially driven by higher ice cream sales during the long, hot summer.

“Essentially you have three growth drivers of sales. Of course there’s ice cream, then for pasta there’s Royal and Fiesta, we’re seeing double-digit also, and then ’yung milk…we’re getting good double-digit growth,” Mr. Rey-Matias explained.

RFM’s brands include Selecta for ice cream and milk, Fiesta and Royal for pasta, and White King for mixes.

The company on Wednesday declared P271 million in cash dividends, equivalent to 7.74 centavos per share for shareholders as of Aug. 7. The dividends will be distributed on Sept. 4. This is the company’s second cash dividend declaration for the year, for a total of P553 million or 15.79 centavos per share.

Incorporated in 1957, RFM also engages in non-food businesses, including barging services and leasing of commercial or office spaces for its operating divisions.

RFM shares were unchanged at P5.10 each at the stock exchange Wednesday.

DoubleDragon fully leases out industrial hub in Roxas City

DOUBLEDRAGON Properties Corp. has fully leased out its industrial warehouse complex in Roxas City, Capiz — its fifth such project in the country.

In a statement, the listed property developer said the 4.2-hectare industrial warehouse carrying the CentralHub brand has been completed and 100% leased out. Located along the Roxas-Ivisan Bypass Road in Roxas City, the facility is now servicing tenants such as consumer goods giant Nestlé and snacks manufacturer Prifood Corp.

The facility features modern standardized multi-use warehouses that can fulfill the requirements of fast-moving consumer goods companies, retailers, fastfood brands, cold storage providers, logistics operators, and e-commerce companies.

The first four CentralHub facilities are located in Davao, Cebu, Iloilo, and Tarlac.

DoubleDragon said it will end 2020 with a total of eight CentralHub complexes covering up to 100,000 sq.m. of leasable industrial warehouse space.

The company looks to build one CentralHub complex in each of the country’s 81 provinces in the long term.

“There are several catalysts that account for the strong demand for CentralHub industrial space, the major being the urbanization of what were traditionally industrial areas which has resulted to the displacement of existing industrial locators,” DoubleDragon Chief Investment Officer Marianna H. Yulo said in a statement.

Ms. Yulo also attributed the demand for industrial warehouse space to “strong growth of consumer-related companies both in existing and new areas they are expanding to and lastly the fresh demand from rapidly growing e-commerce companies that are taking over new market share.”

The construction of CentralHub facilities forms part of DoubleDragon’s target to have 1.2 million sq.m. under its leasable portfolio by next year. The rest will come from 100 CityMalls (700,000 sq.m.), 5,000 hotel rooms (100,000 sq.m.), and office spaces in Metro Manila (300,000 sq.m.).

DoubleDragon’s net income attributable to the parent climbed 46% to P767.30 million in the first quarter of 2019, driven by a 33% increase in gross revenues to P2.44 billion.

Shares in DoubleDragon rose 0.81% or 20 centavos to close at P24.90 each at the stock exchange on Wednesday. — Arra B. Francia

ICTSI takes delivery of new equipment at Manila port

INTERNATIONAL Container Terminal Services, Inc. (ICTSI) received new equipment for its flagship Manila International Container Terminal (MICT), as part of its $80-million capacity improvement program.

In a statement, the Razon-led port operator said its order of a new quay crane and eight hybrid rubber tired gantries (RTG) recently arrived. The quay crane can service the largest feeder vessels calling at the port.

“[T]he (quay crane) is part of the five from ICTSI’s 2018 $80-million capacity improvement program package… [T]he eight (rubber tired gantries) are also part of the 2018 16-unit order from Mitsui Engineering & Shipbuilding Co. Ltd.,” it said.

Aside from being more fuel-efficient and faster, ICTSI said the RTGs are the “most eco-efficient landside port equipment” in the Philippines.

“The new quay cranes and rubber tired gantries, along with other improvements, will push a notch higher our terminal’s already efficient turnaround times — quayside and landside. This should redound to economic benefits for the Philippine supply chain,” ICTSI Global Corporate Head Christian R. Gonzalez was quoted as saying in the statement.

This year, the ICTSI Group is again investing $380 million for capital expenditures, largely to fund the acquisition of new equipment to upgrade terminals in Manila, Mexico and Iraq.

ICTSI again ordered 16 new hybrid RTGs from Mitsui, which will be delivered next year to be deployed at the MICT. The new RTGs are expected to help reduce terminal emissions and fuel consumption per move by up to 40% and 60%, respectively, according to the company.

“On top of what has already been done, a number of initiatives are currently in place or are being put in place across the ICTSI Group to improve productivity and reduce port emissions. These include gate automation and gate system upgrades to reduce queuing times, fleet changes to introduce faster and more fuel-efficient equipment, and utilizing machine learning and analytics to improve and automate yard strategy to reduce truck stay times. Taken altogether, these are expected to have an even greater material impact on indirect emissions from ICTSI port operations, seen to reduce cycle times of more than 20 minutes per truck visit,” Mr. Gonzalez said.

MICT currently has 18 quay cranes and 58 RTGs, making it the local terminal with the largest fleet of modern container-handling equipment.

The company is also initiating projects to boost the MICT’s operations, such as inter-terminal transfers at the North Port in Manila connecting to other islands, and barge berthing services between the MICT and the newly opened Cavite Gateway Terminal.

ICTSI recorded an attributable net income of $72.4 million in the first quarter, higher by 77% from the same period last year, due to strong operating income and lower financing charges. — D.A.Valdez

World’s top toymaker Hasbro joins companies leaving China’s factories

THE trade war is changing the landscape of toyland, with Hasbro, Inc. accelerating plans to shift away from China in favor of new plants in Vietnam and India.

The world’s largest publicly traded toymaker, which has licenses for popular franchises such as Frozen and the Avengers, said US goods produced in China could drop to about 50% by the end of 2020, from just under two-thirds currently.

“We’re increasingly spreading our footprint and adding new geographies for production globally,” Chief Executive Officer Brian Goldner said on a conference call to discuss second-quarter earnings. “So we feel very good about where we’re going.”

Hasbro is the latest company changing its strategy amid heightened tensions between the US and China. There are growing signs that the global supply chain, long reliant on China as the factory for the world, is being permanently transformed. Some multinationals including Intel Corp. are reviewing their production plans, while others are already speeding diversification to spread risk as widely as possible.

Mr. Goldner said China continues to be a high-quality, low-cost place to make toys, and “it will continue to be part of our global network in a major way,” according to the transcript of the call. Nonetheless, Hasbro said it’s already seen disruption because of trade worries.

Chief Financial Officer Deborah Thomas said some retailers briefly paused direct import orders from manufacturing locations during the second quarter as they watched the trade situation. Last year, 35% of Hasbro’s US and Canada revenue was delivered through such direct imports. It expects the percentage to decline this year, forcing Hasbro to take on more imports itself.

If tariffs were to come into play, Hasbro would expect an impact in the fourth quarter, Ms. Thomas said.

“We’ve done the work and are prepared to address tariffs if they happen, but continue to believe they would be very disruptive to our business and consumers in the near term,” she said on the call. — Bloomberg

Paycheck advance platform aims to capitalize on ‘sachet mentality’

By Denise A. Valdez
Reporter

A LOCAL company is seeking to provide a digital platform for Filipinos that will allow users to access paychecks ahead of payday.

Advance Tech Lending, Inc. (Advance.PH), a Filipino lending firm founded last year, said it is allowing regular employees of partner companies to get their salaries in advance with zero interest.

“We cater to the sachet mentality of many Filipinos who are used to drawing or getting a little bit of what they need when they need it… That’s something that no one in the market is doing today,” Advance.PH Co-founder Jaime N. de los Angeles said in a media briefing Monday.

The product, which is currently accessible via web but will have its own mobile application by the fourth quarter, went live in October and so far has around 300,000 to 500,000 users with access to its platform.

These users, Advance.PH Co-founder and Chief Financial Officer Addi A. Guevara said, are regular employees of its about 25 partner firms from the past 10 months.

“How it works is we partner with companies… Once we sign a memorandum of agreement with these companies, we provide their employees with a flexible credit line,” he said.

The company is targeting to disburse P100 million in loans by the end of the year, and is so far “about halfway there.”

Advance.PH offers lending at 0% interest, but charges a 3.5% processing fee which will be collected as part of the repayment through salary deduction.

Users may advance paychecks for as low as P1,000 and as much as 50% of their monthly salary.

Mr. de los Angeles said Advance.PH is working with the Philippine National Bank and Asia United Bank Corp. for its institutional lending capital, and is getting support from UnionBank of the Philippines, Inc. for integrated services.

Phinma Petroleum renamed as ACE Enexor

THE new owner of Phinma Petroleum and Geothermal, Inc. (PPG) has renamed the listed company to ACE Enexor, Inc. and approved corporate changes to mark the Ayala energy arm’s full take over.

PPG told the stock exchange on Wednesday about the name change and other moves, including the election of a replacement director, a change in the composition of board committees, and amendments to the company’s articles of incorporation and by-laws.

The board of directors during a special meeting on Tuesday elected Jaime Alfonso Eder Zobel de Ayala as a new director to serve the remaining term of office of Roberto M. Laviña, whose resignation was accepted by the board on July 1, 2019.

Mr. Zobel was also appointed as member of the executive committee. His professional details covered his start as business development associate of Ayala Corp.’s strategic development group in January 2015.

He was then seconded to Globe Telecom, Inc. and was its head of business development in the prepaid division from April 2016 to May 2017, and its head of fixed-mobile convergence-product management from May 2017 to November 2018. He previously worked as an analyst at Goldman Sachs in Singapore.

“He studied in Harvard University and took up Government as his primary concentration and Visual and Environmental Studies as his secondary concentration. He obtained a master’s degree in Business Administration at Columbia Business School, New York,” the company said.

He is the son of Ayala Corp. Chairman and Chief Executive Officer Jaime Augusto Zobel de Ayala.

PPG also changed its principal place of business to that of AC Energy, Inc.’s office at 6750 Office Tower, Ayala Ave., Makati City.

“The foregoing amendments will be subject to approval of shareholders and the Securities and Exchange Commission,” PPG said.

In January this year, AC Energy said it was taking control of Phinma Energy Corp. through a “mutually strategic agreement” that gives the Ayala-led company a 51.48% stake in the listed energy company for P3.42 billion.

The two groups said the Ayala’s energy platform will acquire the combined stake of Phinma Corp. and its parent Philippine Investment Management, Inc. (PHINMA) in Phinma Energy. PPG is a unit of Phinma Energy.

On Wednesday, shares in PPG fell by 12.66% to close at P6.00 each. — Victor V. Saulon

KPub’s parent group planning four new concepts this year

MEAT CONCEPTS Inc., the group behind KPub BBQ, Thai BBQ,Ogawa, Oppa Chicken, Modern China, and Rico’s Lechon, among others, is opening several new concepts this year: a Chinese hotpot restaurant, another Cantonese concept, a steakhouse, and a Korean stew spot.

“I’m crazy. I don’t rest on my laurels. I want to keep going,” said CEO George Pua in an interview with BusinessWorld on the sidelines of the opening of the KPub BBQ in Tiendesitas.

The Tiendesitas branch is the group’s fifth: others are its flagship in BGC, and at Trinoma, Ayala Center Cebu, and Glorietta.

The launch also served to celebrate KPub BBQ’s 6th anniversary and its one-millionth customer. In connection with these milestones, it will be introducing new dishes, new amenities, a loyalty program, a new partnership, according to a press release.

The Tiendesitas branch, which seats 500, introduces a “Korean Favorites Festival” buffet where guests can sample well-known Korean dishes to complement KPub BBQ’s unlimited servings of beef, pork, and chicken. Apart from the usual plateful of kimchi and assortment of Korean barbecue sauces, there is now a special cheese dip for meats, which is all the rage in dining concepts in Seoul, according to the press release.

The Tiendesitas branch also has a massive Samsung 4K Ultra HD video wall display which is supposed to be the biggest video wall in the Philippines.

There will be live performances from Mondays to Sundays, featuring different local bands live on stage. For big groups and private parties, there are two VIP rooms in the branch.

The Tiendesitas branch also has a wall of refrigerators filled with bottles and cans of the favorite in South Korea, Tsingtao Beer. Diners can just go to the wall and help themselves to any of the six variants.

COPYCATS
While he has acknowledged that other chains have popped up since KPub’s opening in 2013, Mr. Pua says, “They tried to copy it, but they can’t copy the whole thing.” KPub operates on an all-you-can-eat basis, within a time limit of one hour. Giant screens are used to project K-Pop videos while you are dining, giving the impression that you are in a Korean-themed nightclub. Asked how he makes a profit on a buffet basis, he said, “You win some, you lose some.” Sometimes, he says, you can get a very hungry customer who can polish off several plates, but then, “There are those petite ones who eat very little.”

KPub BBQ serves unlimited heaps of thinly sliced beef, pork or chicken which are cooked on a built-in grill at the dining tables, and refillable plates of Korean side dishes or banchan.

Mr. Pua points out that most of his restaurants have barbeque concepts: aside from KPub there is Thai BBQ, with the barbeque right in its name; Japanese restaurant Ogawa has a barbeque section, and so does Modern China. If you squint really hard, Rico’s Lechon can be construed as a form of barbeque.

“I personally love barbeque,” he said. Thinking about his restaurant portfolio, he said, “Everything is barbecue!”

“Filipinos love meat — seafood is more expensive than meat, so meat is more affordable to a lot of Filipinos.” — J.L. Garcia

KPub BBQ Tiendesitas is located at Bldg. B, Level 2 Food Village, Tiendesitas, Ortigas East, Pasig City. It is open from 11 a.m. to 3 p.m. and from 5 p.m. to midnight. For details contact 0917-866-8346.

The best Japanese wine made from koshu grapes

By Elin McCoy, Bloomberg

INSIDE a 19th-century silk merchant’s house in Katsunuma, Japan, about 70 miles west of central Tokyo, the three Aruga brothers are pouring several white wines in their timbered tasting room. All are made at their Katsunuma Jyozo Winery under the Aruga Branca label from the country’s unique grape variety koshu, and all are delicious: One is elegant and sparkling; another fresh, bright, and lemony; a third succulent and tangy; still another savory and smoky; and a fifth barrel-fermented version is round, rich, and smooth.

About 15 years ago, when an Aruga Branca bottle won medals in a French wine competition, Bernard Magrez of famous Bordeaux château Pape Clement was so intrigued he proposed a joint wine project that introduced koshu to France. And now third-generation winemaker Hiro Aruga, who studied and worked in Burgundy, has joined his father, Yuji, and is experimenting to create wines with even higher quality.

Aruga Branca is part of the vinous revolution that’s making Japan the world’s newest serious wine frontier. Since 2010, koshu has been on the International Organization of Vine and Wine (OIV) list of varieties, so it can be displayed on labels in Europe. And last year, to insure quality, government regulations were enacted to restrict labeling of Japanese wine to vintages made wholly in the country, from vine to barrel. The volume of exports went from 45,000 liters to 58,000 liters from 2015 to 2017, up almost 30%, according to the National Tax Agency. Ambitious vintners anticipate more demand during next summer’s Olympics.

Although many grapes are grown in Japan, wineries in Yamanashi, the most important of Japan’s four major wine regions and where Katsunuma is located, are betting on koshu. “The grape is ideal for Japan’s humid, rainy climate. It’s thick-skinned and resistant to rot,” says Mr. Aruga.

The vineyards, too, seem unique. At nearby Lumière, which claims to be the oldest family owned winery in Japan (established in 1885), koshu vines look like small trees, with branches spread-eagled on wires six feet off the ground to create a pergola. Folded paper hats are tied over hanging bunches like miniature umbrellas to shelter grapes from rain.

Japan’s enticing whites fit neatly with the latest global wine trends. Koshu wines have floral aromas, delicate, distinctive flavors (of yuzu, savory minerals), and naturally low alcohol levels (11% to 12%), and they’re exotic but not odd, like, say, Georgia’s rkatsiteli which hasn’t truly taken off. And, hey, the name koshu is easy to remember and pronounce. Plus, the wines are perfect matches with popular Japanese cuisine mainstays sushi and sashimi.

All this is why I recently spent a few days in Yamanashi, a 90-minute train ride from Tokyo. It’s home to 81 of the country’s 300 wineries and has a 1,000-year history of grape growing and nearly all Japan’s plantings of koshu.

My first stop, in pouring rain, was the local Daizen-ji Temple touted as the grape’s legendary birthplace 1,300 years ago, when a monk named Gyoki saw a vision of the Buddha of medicine holding a bunch of grapes, which led him to discover a grapevine.

The real story turns out to be only slightly less fanciful. DNA analysis at the University of California at Davis showed koshu is a hybrid of mostly vitis vinifera (the species of European grapes like chardonnay) and Asian grapes. Scientific consensus is that it came to Japan from the Caucasus via the Silk Road.

But for most of its history, pretty pink-skinned koshu was a table grape for eating. Only in the last 130 years has it been turned into wine.

“For most of that time the wines were sweet and reviled,” explains Ernie Singer, a Tokyo wine merchant, who produces Shizen sparkling koshu on Mount Fuji and has been a key player in reorienting Japan’s wine industry. Along with other koshu boosters such as Château Mercian and Shigekazu Misawa, the intense owner of Grace Wine, Singer enlisted the help of Bordeaux white wine wizard Denis Dubourdieu as a consultant 15 years ago. Now almost all koshu is dry.

As Misawa drove me around his vineyards in the northwest part of Yamanashi, he pointed out ways he’s been experimenting to improve quality. He’s planted vineyards at higher elevations and in neat rows like those in Europe instead of the traditional pergola. He says that helps boost ripeness during wet summers and results in more body and richness in the wines. He founded organization Koshu of Japan, which began holding annual tastings in London in 2010.

His daughter Ayana, who studied in Bordeaux and is now the winemaker, hand picks and sorts grapes meticulously. She’s pioneering making koshu from single vineyards with different terroirs, from volcanic soil to slate. She ages most of them in oak, but she says “you have to be careful, especially with oak, because koshu aromas are very delicate.”

You could think of koshu like Cincinnati’s Five Way Chili. Most wineries make five or six styles — sparkling like Champagne; crisp like a cross between chablis and sauvignon blanc; aged on the lees with a tangy taste like Muscadet; round, rich, and aged in oak barrels; and even “orange” versions, fermented on grape skins the way red wines are, and which is the best match with sea urchin, if you’re wondering.

The big Japanese drinks companies — Kirin, Suntory, Sapporo — all have wineries in Yamanashi. Château Mercian, now a member of the Kirin group, was the first to make a dry koshu on the lees and turned to both Dubourdieu and the late Paul Pontallier of Château Margaux for help in making more elegant wines. Suntory, famous for whisky, actually began as a wine company more than 100 years ago. From its vineyards you have a panoramic view of the valley surrounded by densely forested mountains including a glimpse of snow-capped Mount Fuji. Both make excellent wines from familiar Western grapes like sauvignon blanc and merlot, as well as koshu.

New boutique wineries reflect today’s boom. Hiroshi Matsuzaka founded modern, Western-style MGVs winery three years ago in a former semiconductor plant where he used to make precision parts for smartphones. Except for the signs in Japanese, his hipster-style tasting room with shiny green metal chairs and a bar could be in Napa.

We donned disposable white hairnets and booties to tour the industrial winery. Where he once used liquefied nitrogen gas to protect silicon wafers from oxygen and moisture, he now uses it to prevent grape juice from deteriorating through oxidation. Despite his scientific bent, every tank is named for a tarot card. His wines will be in the US next year.

Yamanashi is an easy day or weekend trip from Tokyo, and most wineries have tasting rooms and cafés open daily. One of the most popular lunch stops is small family run Haramo Wine housed in a building once used for silkworms, where you can enjoy simple Japanese vegetable plates with maitake mushrooms and sausages as well as meat curries on rice, then superb coffee.

Like many wineries it also makes a red wine from native grape Muscat Bailey A, a hybrid developed in 1927. How can I put it? I’m not a fan of its candylike scents and intense, cherry-candy flavors. Stick with koshu.

“The next generation will make great red wines as well as white,” predicts Haramo owner Shintaro Furuya, “but we’re on our way.”

EIGHT KOSHU WINES TO TRY
Some of these wines are available in the UK and US, while others will arrive next year. You can order now from Dekanta, a Japanese online retailer. If they don’t list it, they may be able to source it for you.

• 2015 Shizen Sparkling Koshu ($50) — Crisp and lemony and made by the traditional method used for Champagne, this sparkler has an almondy richness and salty character. It’s poured at top Tokyo restaurants such as RyuGin and Esperance.

• 2017 MGVs K131 Shimokawakubo (¥5,400, or about $50) — Very dry, savory and smoky, this intense wine offers aromas of ripe grapefruit, herbs, and honeysuckle with round, citrusy, and mineral flavors. Next year it will be available through Joto Sake in the US.

• 2017 Grace Koshu Private Reserve Koshu ($25) — The elegant koshu has the tang of a golden delicious apple overlaid with notes of lemon and chalk. All the winery’s koshus are brilliant. Especially Cuvee Misawa Areno, with its herb and grapefruit flavors and aromas of jasmine.

• 2017 Château Mercian Yamanashi Koshu ($27) — Light and citrusy, with hints of green apple, this has the rich, savory quality of koshu aged on the lees. Also look for Koshu Cuvee Ueno and Koshu Gris de Gris.

• 2017 Haramo Koshu Lees Contact ($18) — Fresh, very subtle and delicate, it’s a bit like richer Muscadet with spice and tang. Also look for their barrel-aged version.

• 2017 Aruga Branca Issehara ($99) — This single-vineyard white mostly made in stainless-steel tanks has floral, peach-and-lime aromas and deep, complex mineral flavors. Every koshu from this producer is stunning.

• 2016 Lumière Prestige Class Orange ($34) — Koshu grapes make terrific orange wines. This one has a light apricot color, umami flavors, and a rich texture. The winery’s sparkling koshus are also worth seeking out.

• 2017 Suntory Tomi no Oka Koshu ($60) — With fresh acidity, this has bright aromas and a lot of snappy richness for a white wine. The grapes come from 40-year-old vines grown at a high altitude.

Toyota fetches new way to use AI, self-drive tech in Tokyo 2020 Olympics

TOKYO — Miniature remote controlled cars have proved to be a crowd pleaser at track and field throwing events, but for the Tokyo 2020 Olympics Toyota Motor Corp. is upping the game with a hi-tech way to fetch javelins and hammers: pint-sized, self-driving AI robot cars.

The Japanese automaker on Monday unveiled a prototype of its next-generation field support robot, a miniature shuttle bus-shaped contraption based on its “e-Palette” ride-sharing vehicle under development, to be used at the Tokyo Games.

The vehicle, roughly the size of a toddler’s ride-on toy car, can travel at a maximum speed of 20 kilometers per hour and sports three cameras and one lidar sensor which enable it to “see” its surroundings.

Draped around the top of its body is a band of LED lights which illuminate when the vehicle uses artificial intelligence (AI) to follow event officials toward the equipment hurled by athletes onto the pitch during shot put, discus throw, hammer throw and javelin events.

After the equipment, which can weigh as much as eight kilograms for hammers, is loaded into the vehicle by the official, a press of a button located toward its front sends the car zipping back to athletes for later use.

“Humans are better suited to picking up heavy equipment from the field, but for quickly transporting them to their respective return depots, that’s a job that’s best performed by robots,” Takeshi Kuwabara, a project planning manager who oversaw the robot’s development, told reporters.

“Our aim was to leverage the strengths of both humans and robots.”

The trend of using miniature cars to fetch equipment at Olympics throwing events goes back to the 2008 Beijing Games, where firey-red, rocket-shaped cars scurried along the green to collect hammers, javelins and discuses.

At the 2012 Games in London, BMW developed and operated a fleet of blue and orange miniature Mini Coopers to collect the discarded equipment, while pint-sized green pick-up trucks performed the task at the Rio games in 2016.

A major sponsor of the Tokyo Games, Toyota also plans to dispatch virtual reality enabled humanoid robots and mobile telepresence robots which will enable spectators who cannot attend the games in person to experience events and meet athletes remotely.

A fleet of robots on wheels developed by the automaker which can perform household tasks for elderly people and hospital patients will also guide guests to wheelchair seats and serve refreshments at events.

Toyota plans to use the games to showcase its new vehicle technologies ranging from fuel-cell buses to on-demand, self-driving taxis, as it competes with industry rivals and tech firms to develop affordable autonomous cars and electric vehicles, along with on-demand transportation services. — Reuters

Megaworld eyes P2-B sales from new office tower

A DIGITAL rendition of the planned International Corporate Plaza within the Iloilo Business Park. — COMPANY HANDOUT

ILOILO CITY — Megaworld Corp. expects to generate P2 billion in sales from its newly launched office tower in Iloilo Business Park (IBP).

“This is a very exciting project for Iloilo. This is where companies including entrepreneurs can own their office spaces and enjoy its generous facilities never been seen before in any office in the entire region of Western Visayas,” IBP Vice-President for Sales and Marketing Jennifer P. Fong said in a press conference on Wednesday.

The 19-storey International Corporate Plaza will have 301 office units. The target market includes start-up companies along with established enterprises that want to set up operations in Iloilo. The project is expected to be completed by 2024.

“We will also be catering to locals like professionals, law offices, design firms, accounting firms. We want also to give them a chance to invest in a prime location to have their business here in Iloilo. We are also very much open to government offices,” she said.

The starting selling price is P155,000 per square meter (sq.m) for the prime office spaces ranging from 26 sq.m. to 65 sq.m.

“There is a demand for this kind of development, that’s why we are offering this now,” Ms. Fong said, adding that 10 companies have already made reservations.

The office tower, to be located within the IBP’s nine-hectare Commercial and Boutique Hotel District, will also have retail spaces and an arcade area at the ground floor.

“The 6th level will house ‘managed facilities’ such as two boardrooms, three meeting rooms, co-working and breakout areas, an executive lounge, and a Skygarden,” said Harold C. Brian Geronimo, Megaworld senior vice-president and head of public relations and media affairs.

It will also have “sky gardens” at the 6th floor and the rooftop, and other sustainable building features such as LED lightings, use of dual flush-type water closets in common toilets, and a material recovery facility for proper waste segregation and recycling.

The new office tower will also be fiber optic-ready, and equipped with a seismic detection and monitoring system, building management system, 24-hour Security and Fire Command Center, fire security system, and a 100% backup power facility.

“It’s really part of Megaworld’s sustainability plan. We have a plan that we put in place not just for this building but for all our buildings that we are constructing. Even our malls have integrated seismic detection and monitoring systems,” Mr. Geronimo said. — Emme Rose S. Santiagudo

Ordering coffee through Bo’s chatbot on Messenger

SKIP the line at Bo’s Coffee with a chatbot called Botty.

Botty was formally introduced earlier this week to guests at Bo’s in Glorietta, but it has been rolled out in 47 stores since June. Bo’s Coffee currently has a little over 100 branches.

To use Botty, simply open the Messenger app and search for Bo’s Coffee Advance Ordering BOTTY. Then, send your location or choose the store to place your order. Choose your drink size, perks, and quantity.

You can pay online using Visa or MasterCard credit/debit cards, PayMaya Card and Cash. The order will be ready in 15 minutes. Then just skip the queue and present the collection number at the counter.

Other online payment options will be accepted soon such as GCash and GrabPay. Delivery service will soon be available as well via GrabExpress.

For now, however, the chatbot ordering system limits one to a quick pickup.

The chatbot, according to CEO Steve Benitez, is the first step for a more online Bo’s experience. “Later on, we’ll integrate everything on one platform,” he said. For now, they’re tapping into the Messenger app because “Everybody has Messenger.”

UP AGAINST INT’L GIANTS
Bo’s Coffee was founded in 1996 in Cebu, and has since expanded to over 100 branches around the country, and even one in the Middle East. It is distinct in standing out as the biggest independent local chain in a country dominated by international giants such as Starbucks, Coffee Bean & Tea Leaf (which is in the process of being bought by home-grown Jollibee Foods Corp.), and now, even Tim Horton’s from Canada. “I think that’s because we are very focused on highlighting Philippine coffee,” said Mr. Benitez. “We’re very focused on highlighting what is best about the Philippines.”

Mr. Benitez sources Bo’s coffee from several communities in Cotabatao, Davao, Bukidnon, Sagada, and Benguet. While not all of the coffee sold in Bo’s is Filipino however, they do have a special line that offers 100% Philippine coffee. “The more that we procure from them, the more sustainable they will become,” he said about the farming communities from which they source coffee through social entrepreneur partners. “We’re moving towards direct (sourcing),” he said.

Mr. Benitez talked about Bo’s Qatar branch, which opened in 2017, which means the Filipino coffee flag flies beyond these shores. It led to a reflection on his status as a Filipino brand among giants. “It feels fulfilling. Sometimes I feel like when you go around the commercial areas, you feel like we’ve kind of lost our sense of creativity. All you see are foreign brands.

“Our mission is to elevate our sense of being Filipino,” he said. “The entrepreneurial spirit of the Filipino is manifested in the brands that we are able to create.” — J.L. Garcia

Exora Source seeks to reduce firms’ power bills

LOCAL START-UP Exora Technologies has introduced a platform for establishments that have an average of 750-kilowatt peak demand per month to help reduce their electric bills.

Exora Source, which started working with clients earlier this year, assesses a contestable costumer’s consumer habits to recommend the best retail electricity supplier (RES) for them.

Contestable costumers are those who have 750-kilowatt average peak demand per month or have electricity bills of P2.5 million or above.

“Our platform, called Exora Source, will help you find the retail electricity supplier that best fits your energy profile and needs, which can help you save up to 30 percent in your electricity bill,” Sergius U. Santos, chief executive officer of Exora Technologies, said in a statement.

“The problem with that niche market…it’s still very much, I think, supplier-centric. And since the market is very esoteric and hard to understand, and there’s a lot of businesses who don’t have their own energy procurement arm…we help them through our platform,” Mr. Santos said during an interview.

Exora will stand as the “specialized procurement arm for the consumer.” Mr. Santos said they streamlined the process which usually takes up to six months down to less than three weeks.

Exora evaluates the contestable costumer’s electricity consumption behavior through site visits, review of past electricity bills and asking questions on their consumption behavior.

The profile of the contestable costumer’s will be generated from these information which will be used by RES for the enhanced competitive bidding process of Exora.

Factors such as location and energy contract type are also taken into consideration.

“The consumers select what they’re most comfortable with…kasi we have a top ten or a top five depending on the number of bidders and then from there they choose. We reveal the RES and what they want. There’s a lot of value added service.”

Mr. Santos expects around 20 clients for the company, “2020, 2021, we’re expecting maybe 15 to 20 big clients in our pipeline willing to try this Exora Source,” he added.