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Companies can make customers ambassadors of sustainability, hospitality expert says

Barun Jolly, senior vice-president of Robinsons Land Corp.

By Patricia B. Mirasol, Multimedia Producer

Companies that communicate their sustainability efforts enable their customers to become ambassadors of sustainability, according to a hospitality expert.

Small changes in everyday operations can have a big impact in the environment, said Barun Jolly, senior vice-president of Robinsons Land Corp. and business unit general manager of Robinsons Hotels and Resorts (RHR).

A towel, as he pointed out in an interview on Oct. 18, takes eight liters of water to wash.

“Be it in water, be it in linen, we are telling the guest what the impact is and how they can be part of it,” he told BusinessWorld at the sidelines of the publication’s forum with The Freeman. “In our linen reuse program, for example, we don’t want to not change the linen and not let the guest be aware about it.”

The point of the linen reuse information cards in every room, he added, is to give the customer the choice of whether or not they need new towels or sheets, thus allowing them to take part in the advocacy.

RHR focuses on the Sustainable Development Goals (SDGs) on good health and well-being (3), affordable and clean energy (7), sustainable cities and communities (11), responsible consumption and production (12), climate action (13), life below water (14), and life on land (15).

Climate change is an area where the Philippines is regressing, according to Edwine Carrie, deputy resident representative of United Nations Development Programme Philippines, in said forum.

“Although the Philippines is in an upward trajectory, climate change is the main challenge,” he said at the event. “It could impact its ambition to be upper income in the region.”

The impacts of climate change reduce a country’s ability to advance SDGs, noted the 2024 Asia-Pacific SDG Partnership Report.

RHR’s sustainability efforts for 2024, Mr. Jolly also said, include an Earth Hour activity that resulted in a 0.39 reduction in greenhouse gas emission, as well as a water bottling plant in five of its hotels that decreased single-use plastic bottle use by 8.1 tons per year.

The organization is also looking into variable frequency drives — a motor controller that drives an electric motor by varying the frequency and voltage of its power supply — as an energy-saving tool.

Air-conditioning and heating carry the biggest impact in a hotel’s energy consumption, Mr. Jolly said.

“If a ballroom only has 100 people, [the technology] will adjust the cooling temperature so you’re not overcooling the area,” he said. “That can reduce 20%-30% of consumption.”

The initiatives extend to its workforce through the company’s internal sustainability awards, Mr. Jolly added.

“We hope our efforts inspire people… to be more attuned to green and sustainable energy,” he said.

Enderun Colleges students top EDUtech Sustainability Challenge in Singapore

Victoria Castro, Janis Tan, and Maria Angelica Candava, BSBA Sustainability Management students, along with Director of Academics and Sustainability Management Program Head Mhyles D.G. Oliva, celebrating their win from the EDUtech Sustain­ability Challenge at Marina Bay Sands

Students from Enderun Colleges emerged as the champion in the Planet Protectors Higher Education League at the EDUtech Planet Protectors Sustainability Challenge, making them the only Filipinos to reach the top three finalists.

Singapore Polytechnic took 2nd Runner-up, followed by the Institute of Technical Education (Singapore) as 1st Runner-up.

Enderun’s groundbreaking project, Rubbish Reborn, was led by BSBA Sustainability Management students Maria Angelica Candava, Victoria Castro, and Janis Tan, under the mentorship of Mhyles D.G. Oliva, director of academics and head of the Sustainability Management Program. The initiative focused on innovative waste management solutions designed to close the loop and support the school’s commitment to achieving zero waste.

Presented at the event held on Nov. 6-7 in Singapore, this achievement not only showcased their innovative approach but also positioned Enderun Colleges at the forefront of sustainability efforts in education.

The team shared 2022 United Nations Development Programme (UNDP) data showing a steady rise in the country’s solid waste. Enderun’s campus alone contributes around 10,000 kilograms of paper, plastic, and food waste each year, prompting a key question: Where does all this waste go?

In their sustainability classes, the team gained critical insights into the adverse impacts of the linear economy model, in which finite resources are extracted, transformed into products, and ultimately discarded in landfills. This realization proved to be a pivotal moment.

“This linear approach rapidly depletes natural resources, pollutes ecosystems, and neglects the essential need for long-term sustainability,” Ms. Candava explained.

It was compelling to ask: “What will happen when these resources are entirely depleted?” The answer, they realized, lies in a shift toward a circular economy — a system designed to reduce waste, reuse products, and restore nature.

Inspired by the growing need for sustainable practices, the team set out to develop an innovative solution that could transform Enderun’s waste management practices and contribute to a more sustainable future.

The team’s groundbreaking project, Rubbish Reborn, revolves around two key models for waste management, focusing on the segregation of paper, plastic, and food waste on campus. The aim is to not only reduce waste but also reuse it in a way that supports the school’s commitment to achieving a zero-waste goal by 2027. In effect, Enderun’s waste will ultimately return to campus in a new, reusable form through sustainable partnerships.

The first model under the project involves the recycling of paper and plastic products used on campus. “These items often end up in landfills, but we’ve found a way to give them new life,” said Ms. Castro. Partnering with Green Trident, a waste collection and sorting partner, the team is now able to connect with recycling companies like Papel ni Juan and Poly al Pro boards. These partnerships allow them to turn paper and plastic waste into eco-friendly products, such as 100% recycled paper for office use and eco-boards for building campus furniture.

“This process enables us to not only reduce waste but also create valuable resources that can be used on campus again,” Ms. Castro added. “It’s a prime example of the circular economy in action.”

The second model targets food waste, a significant contributor to landfill volume. Through their innovative research on Black Soldier Flies (BSF), the team has developed a process to bioconvert food waste into valuable byproducts. BSF larvae are used to convert food scraps into organic feedstock, which is then donated to local farmers in exchange for organic produce for Enderun’s cafeteria.

“The idea behind this is twofold: reduce food waste going to landfills and create a sustainable, mutually beneficial relationship with local farmers,” explained Ms. Tan. “We’re not just dealing with waste; we’re transforming it into something productive that supports our local community.”

By 2027, Enderun Colleges aims to reintegrate nearly 100% of the waste produced on campus into the circular economy. The team is already seeing promising results, with projections showing a 60% reduction in waste going to landfills, a 50% reduction in dependence on natural resources, and a 40% cost reduction in waste management expenses — cutting annual costs from P864,000 to just P500,000.

“Even with the costs of our BSF setup (P5,000) and Green Trident pickups (P504,000 annually), sustainability doesn’t have to be expensive,” said Ms. Tan. “In fact, these investments in sustainability not only save money but also open the door to more sustainable projects in the future.”

The Rubbish Reborn project represents more than just a waste management solution — it’s a testament to the power of innovation, collaboration, and forward-thinking leadership. Through their project, Misses Candava, Castro, and Tan are not only contributing to Enderun’s sustainability goals but are also setting a powerful example for other institutions to follow.

“This experience taught me the challenges of presenting at a convention,” Ms. Castro shared. “Manning our booth prepared me for the finalist keynote stage and helped me build confidence in front of an audience. Engaging with convention attendees highlighted the extensive behind-the-scenes work required to make our project successful, from logistics to execution.”

“Our sustainable waste management plan for Enderun was ready to launch, and unveiling it on an international stage was a strategic choice and a profound experience,” Ms. Oliva shared. “The event’s timing, our team’s synergy, and the sustainability themes in our project were meant to be. I had complete confidence in my team’s dedication; they not only met our vision but exceeded it with meticulous research and a dynamic presentation. We’re excited to bring this vision to life on campus, and I couldn’t be prouder of my incredible sustainability management team!”

NNIC working to clear way for new terminal with hotel demolition in 2025

PHILIPPINE STAR/MIGUEL DE GUZMAN

SAN MIGUEL-LED New NAIA Infra Corp. (NNIC) plans to resolve all issues to demolish the abandoned Philippine Village Hotel beside the Ninoy Aquino International Airport (NAIA) by next year to make way for a new terminal, a company official said.

“The Philippine Village Hotel, we want to start the demolition and construction by early next year, although there are many problems surrounding this plan,” NNIC General-Manager Angelito A. Alvarez told reporters on Friday last week.

Mr. Alvarez said that the NNIC is now coordinating with the local government of Pasay City, together with the Transportation department and the Manila International Airport Authority to have the building demolished.

“I think the local government saw the merit of our request. From the looks of it, in the next few days they will issue a permit,” he added.

Mr. Alvarez said the demolition of the Philippine Village Hotel faces many legal issues.

“We have a plan for this new terminal. We need this to decongest (our airport) because our airport capacity is only 35 million, but by the end of the year, it is projected that we will hit about 50 million,” he added.

NNIC Chairman Ramon S. Ang said the new terminal will add 36 passenger boarding bridges and accommodate 22 million passengers annually. He added that construction might take at least three to four years to complete.

The NNIC is also working on the renovation and upgrade of Terminal 4, which started on Nov. 6.

The new upgraded terminal, which has a budget of more or less P200 million, will reopen in February 2025.

With the ongoing upgrade of Terminal 4, all airlines operating there, such as AirSWIFT, Sunlight Air, and the regional brand of budget carrier Cebu Pacific, Cebgo, transferred to Terminal 2, where the domestic flights of Philippine Airlines are currently operating.

The new NAIA operator said that it is still ironing out its planned terminal reassignments to ensure minimal impact on operations.

The new terminal reassignment is expected to be implemented by the first quarter of 2025, Mr. Alvarez said.

“This terminal reassignment would only be the first phase. The first thing to do is to renovate Terminal 4. Once finished, we will relocate AirAsia from Terminal 2 to Terminal 4,” he said, adding that the terminal reassignments would be in a gradual manner.

To recall, NNIC said it plans to designate Terminal 1 for Philippine Airlines, Terminal 2 for domestic flights, Terminal 3 for all foreign airlines including Cebu Pacific and AirAsia Philippines’ international flights, and Terminal 4 for AirAsia Philippines’ domestic operations. — Ashley Erika O. Jose

ACEN unit plans to expand Palauig solar farm

ACENRENEWABLES.COM

ACEN Corp.’s subsidiary Giga Ace 8, Inc. plans to expand its solar farm in Palauig, Zambales to 420 megawatts-peak (MWp) from 346 MWp for P26 billion.

In a document submitted to the Department of Environment and Natural Resources, Giga Ace 8 proposed increasing the capacity and land area of its solar farm under its existing environmental compliance certificate (ECC).

Giga Ace 8, a special purpose vehicle for developing renewable energy projects in the Philippines, plans to expand the land area to 369.83 hectares from 275 hectares.

The project will include a battery energy storage system (BESS).

“The Giga Ace 8 Solar Power Project aims to achieve sustainable development and supply electricity to the Luzon grid to address the expected lack of supply and increasing demand for power,” the company said.

The integration of the BESS with the solar power plant will have an output of up to 200 MW, which is planned to be from 9 a.m. to 9 p.m. or until BESS is fully discharged.

“During solar hours, the plant’s output will primarily come from solar generation. Any excess solar generation will be stored in the BESS, while any energy deficit during the period will be supplied by the BESS,” the company said.

The company said it chose the project site in Barangay Bulawen and Salaza for its accessibility and high solar irradiance potential.

“The existing and the proposed expansion areas do not encroach on any protected areas and historical cultural properties,” Giga Ace 8 said.

The proponent is currently in the feasibility, permitting, and licensing, and detailed engineering phase for the proposed additional area.

Construction of the components under the existing ECC is ongoing and is slated for completion by the first quarter of 2026.

The target for commercial operation is the second quarter of 2026.

Construction for the additional area is scheduled from the first quarter of 2026 to the third quarter of 2030, with commercial operation expected by the fourth quarter of 2030. — Sheldeen Joy Talavera

How Kindred aims to bridge the healthcare gap for rural women

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By Beatriz Marie D. Cruz, Reporter

FEMALE-CENTERED healthcare technology (femtech) solutions provider Kindred plans to open three hybrid clinics outside Metro Manila to expand healthcare access for women in rural areas, its founder said.

“We’re still building our new solutions, new physical clinics… Right now, we’re constructing in three provinces, and even outside Luzon,” Maria Jessica J. de Mesa-Lim, founder and chief executive officer of Kindred, told BusinessWorld on the sidelines of an event on Nov. 7.

Kindred, offering online and in-clinic female health services, has two hybrid clinics in Taguig City and Quezon City.

In its rural expansion, Kindred aims to “hyperlocalize” its hybrid clinics to meet the needs of women in underserved areas, Ms. Lim said.

“It’s easier to have a template and replicate a one-size-fits-all strategy,” she said.

“But in healthcare, you’re dealing with people’s lives and health, so as much as possible, if we can customize per geographical area or category, it will be a big step toward positive change.”

Opening a women’s clinic in the province offers lower costs and minimal competition, but lack of awareness will be a challenge for femtech, Ms. Lim said.

“The hard part is more women are not aware that they actually need it… It’s harder to do a lot of awareness and education in areas where they didn’t have a lot of access to that education, so there’s much more work that needs to be done in increasing awareness there rather than here in Metro Manila.”

Women’s access to healthcare remains underfunded and under-researched due to a lack of funding and existing social stigmas.

Many women also fear being judged or do not know the options to protect themselves from sexually transmitted diseases or unwanted pregnancies, among others, she added.

The Philippines lags behind its Southeast Asian peers in women’s healthcare access, ranking 93rd out of 143 countries in the 2022 Global Women’s Health Index.

The index measures healthcare access in preventive care, emotional health, health and safety opinions, basic needs, and individual health.

Vista Land Q3 income rises to P2.64B; Villar optimistic on provincial demand

VISTAESTATES.VISTALAND.COM.PH

VILLAR-LED Vista Land & Lifescapes, Inc. recorded a 9.5% increase in its third-quarter (Q3) net income to P2.64 billion from P2.41 billion a year ago on higher revenue.

Revenue climbed by 2.4% to P8.87 billion from P8.67 billion last year, Vista Land said in a regulatory filing.

For the first nine months, Vista Land grew its net income by 10% to P9.08 billion from P8.22 billion in 2023.

The property developer saw a 7% increase in consolidated revenue to P29.1 billion. Vista Land launched P32.6 billion worth of new projects nationwide during the period.

“We are now reaping the fruits of our various Vista Estate projects across the country, which is one of the factors in the sustained growth in our reservation sales which amounted to P58.4 billion as the end of period,” Vista Land Chairman Manuel B. Villar, Jr. said in a separate e-mailed statement over the weekend.

Real estate revenue rose by 12% to P13.6 billion while rental income increased by 5.1% to P12.4 billion.

“We remain optimistic with the industry especially in the provincial areas where demand continues to rise,” Mr. Villar said.

Vista Land said it is not affected by the recent government ban on Internet Gaming Licensees, formerly known as Philippine Offshore Gaming Operators (POGOs).

“Our presence in 147 cities and municipalities across the country became apparent when we saw softening demand in Metro Manila due to the effect of the POGO ban,” Mr. Villar said.

Meanwhile, Vista Land President Manuel Paolo A. Villar said the company is reinforcing its position in the residential and commercial sectors.

“We have also seen steady growth in our 1.6 million square meters gross floor area of commercial portfolio which includes 42 malls, 59 commercial centers and seven office buildings as foot traffic returns to pre pandemic levels and we anticipate that we will see more in the coming holiday season,” he said.

Vista Land’s capital expenditures totaled P21.2 billion, equivalent to 71% of the P30 billion budget this year.

Of the amount, 70% was allocated to project construction, 28% to land development, and 2% to land acquisition.

The property developer said it has 2,969 hectares of landbank, allowing for growth in provincial areas and Metro Manila.

Vista Land subsidiary VLL International, Inc. previously issued $350 million in senior guaranteed notes due 2029 under a $2-billion medium-term note program, which will be used for refinancing, working capital, investment and other general corporate purposes.

“We are done with the 2029 dollar notes issuance. What we will be looking at next year is a liability management exercise for our dollar notes maturing in 2027,” Mr. Villar said.

Vista Land shares were last traded on Nov. 15 at P1.66 apiece. — Revin Mikhael D. Ochave

The Dragon Lady

JOSIE NATORI, née Almeda Cruz, once had her eyes set on the stage, to be a successful concert pianist. Fate took her to a different field, which led to her becoming one of New York’s most successful bankers. Even that was not enough, and Ms. Natori, in the 1970s, decided to clothe the world’s wealthy during their most private moments through her line of luxury loungewear.

At a show at the Grand Hyatt’s Garden Pavilion on Nov. 14, Ms. Natori “relaunched” twice: her Fall/Winter 2024 line had been launched in New York back in February (the show merely signaled the items’ availability in stores), but more importantly, the show is a reimagining of her 1984 “Natori State of Mind” campaign.

In the Philippines, Natori is carried in Rustan’s department stores.

The show was held in a lavish set done up in red, with a dragon as the backdrop. It opened with a performance, dancers clothed in Natori sarongs. What we saw on the runway included luxurious batik-like patterns with jewel tones, dragons on pajama sets, prints of peonies on white silk, and rich red caftans.

A second part, this time opened by a dance with lamps, showed more abstract Impressionist prints on pastel pinks, on items like shirtdresses and soft suits. A black skirt and sweater set with prints of blue hydrangeas evoked midnight, and for this line, blues were everywhere, looking like shadows: especially enviable was a black pajama set with a robe of black with white embroidery.

Giant opaque fans opened the third part of the show, showing pieces embroidered in white and gold. The motif was seen on a mantilla, a bomber jacket, a belted wrap dress, and a rich velvet lounge suit. We saw sequined pieces, even presented as a corset, a shift; the metallic theme was carried over to a kaftan embroidered with a gold dragon, as well as another dragon-themed piece, this time a kimono and slip set. I don’t know how she does it, but the cling of the silk suggested a life that inspires deep envy.

The show ended with a dance with gossamer fans (like moth wings), and an invitation for the audience to shop, with racks brought out on the runway. The easy audience took the invitation, with women flocking onstage and Ms. Natori herself recommending pieces.

“It’s very much exotic,” she said in an interview, expressing that the scrolls (what she calls the luxurious batik-like patterns) and the dragons, were a part of the brand identity. “That’s iconic to Natori.” We noted her renewed energy, her slim figure in a sleek silver suit. “What do you mean? I’m 77.”

“I keep working. I work 24/7.”

Aside from it being a dragon year in the Chinese Zodiac, Ms. Natori spoke about her use of dragons (a previous collection showed them off in bone white). “It says very strongly of strength. When you think about Natori, you think dragons. Maybe it’s the Dragon Lady. I don’t know. But it’s the idea of strength, and power, and spirit.”

In some superstitions, her age, 77, would be doubly lucky. She’s not slowing down, either way: “There’s an expression: ‘I’ll die with my boots on’.” — Joseph L. Garcia

CLI to push Metro Manila entry despite oversupply — COO

CEBULANDMASTERS.COM

PROPERTY DEVELOPER Cebu Landmasters, Inc. (CLI) is still pushing through with its planned entry into the Luzon market despite the oversupply of condominium units in Metro Manila, a company official said.

“We’re definitely still on with our Luzon expansion. This includes one horizontal development in the Cavite area and potentially a condo development in Metro Manila,” CLI Chief Operating Officer (COO) Jose Franco B. Soberano said in a virtual briefing last week.

“If we do acquire land, we’re looking at launching in 2026. We are expecting this Metro Manila oversupply to correct,” he added.

Last month, Leechiu Property Consultants said there is an oversupply of condominium units in Metro Manila worth 29 months, equivalent to 67,600 units across 510 buildings, due to high interest rates and the change in homebuyers’ preferences.

Quezon City and Ortigas (plus fringe areas) have the most unsold condominium units at 18,000 and 13,500, respectively.

Despite the oversupply, Mr. Soberano said that CLI is banking on demand from the middle class for the planned Luzon developments.

“Our market is just too strong, and we will see that shining through with our emerging middle class and people entering the workforce,” he said.

“For condo development, we’re really looking at good value-for-money sites. When it comes to housing, we are very confident. We are looking at more than 20 hectares or 2,000 units,” he added.

CLI is expecting to launch two additional projects for the remainder of 2024. These include the two-tower upper mid-market project The North Grove at Pristina Town in Cebu with over 1,000 units, and the first three towers in the 14.3-hectare Manresa Town township in Cagayan de Oro.

For the first nine months, CLI recorded a 7% increase in its net income to P2.3 billion, led by the core business and recurring income streams.

Revenue climbed by 9.2% to P14.1 billion as property sales grew by 8.7% to P13.8 billion on strong demand across residential, mid-market, and economic housing segments, along with commercial lot sales.

CLI stocks were last traded on Nov. 15 at P2.82 per share. — Revin Mikhael D. Ochave

An Indian giant

TITAN NEO WATCH

BY OWNING a Titan timepiece, what you’re looking at is just one of the products that the Tata Group produces, a veritable giant that casts a long shadow across India.

Kuruvilla Markose, chief executive officer – International Business, for Titan Company Limited,  discussed the hold that Tata has over India, in an interview with BusinessWorld on Nov. 8. “Sometimes, we call it a software to salt-kind of group,” he said. Through various subsidiaries, Tata owns India’s largest software company, sells industrial chemicals, but also tea (among other food products), and cosmetics. Through Tata Motors, it owns the Jaguar and Land Rover brands. Another unit, the one under which Titan belongs to, has interests in jewelry, watches, and eyewear. The Tata Group was founded by Jamsetji Tata in 1868.

“Fundamentally, one common thread that runs across us, the Tata Group is known for its professional practices, and also for consumer trust,” said Mr. Markose. “If you ask any consumer in India what Tata stands for, they’ll state that it stands for trust.”

Titan is the world’s fifth largest watch manufacturer, behind rivals in East Asia and Switzerland. Still, No. 5 is a big number: Mr. Markose said that they’ll end the year with 20 million watches manufactured and sold. “The reason why we are No. 5 is because we serve the Indian market. India today is now the world’s most populous country. It’s a huge market. It’s continuing to grow and from a per capita income perspective, and from an economy growth perspective, it’s the fastest-growing economy in the world.” In their home base, they have a 50% market share, and the watches are made across India.

The name does not come from the primordial giants of Greek myth. Titan’s name comes from the giants of Tata, as well as the Tamil government, operating as a private-public partnership since 1984. “Back in the ’80s, India was a regulated economy. Watches in India were a reserved sector. It was reserved for either the small-scale sector… or you had to be a government company. Only then can you enter and start the watch business,” he explained.

“We are not a high-end luxury brand. We are a brand for the people,” said Mr. Markose when asked about celebrities who wear their watches, within India and out. So who wears their watches? “Everybody.”

That’s not an exaggeration: their clientele ranges from first-jobbers to wealthy Emirati. The watches are present in 25 countries, including the Gulf nations, South Asia, Southeast Asia, Australia, and New Zealand, and are available online in the US and Europe.

The reason is in their pricing. In the Philippines, they’ve been distributed for about 10 years by Newtrends International Corp. (NIC), and are available at Watch Republic Shops, SM and Robinsons stores, and other department stores. There, they cost about P2,995, and a little bit higher. But they have another line that also ranges from 2,000 to 3,000 — dollars, that is. That’s the Nebula line, made completely of solid gold.

The company continues to make analog watches in an increasingly smart world, but then, Mr. Markose says, “Any watch is an expression of your personality. For men, there aren’t too many accessories that you have, and not all men are comfortable wearing jewelry.

“Using the watch to tell other people about you: just like your clothes, your hairstyle… is a wonderful way of letting other people know what you are like as a person,” he said. While smart watches can do things no analog watch can do (such as tracking your heart rate), “I’ll use a smart for functionality… but when I’m at work, or when I’m going to a party, I don’t want to wear a smart watch. I want to wear something nicer and more aligned to my personality… I don’t need to see my e-mail all the time,” he said.

That said, they’re introducing their own line of smart watches to the Philippines in about a month.

As mentioned earlier, their main rivals in the watch business are in East Asia and Switzerland. Aside from belonging to a giant like Tata, Titan has the whole of India backing up their rise across the charts. That’s not hyperbole: Mr. Markose talks about postwar manufacturing capabilities in Asia. “In the ’60s and ’70s, the Japanese sort of became a force to reckon with globally,” he said, talking about their cars, and their appliances, and their other goods. Korea followed, then China. “I believe that in the next 15 years, it’s going to be the time for Indian brands and Indian businesses.”

When watches were first invented, they were only in the hands of a few, ensuring that what they offered — the gift of knowing time, and thus, the movement of the world — were in their hands alone. That made timepieces a status symbol. With prices at P2,995, Titan’s watches are accessible to almost everyone.

“Feeling good is an important aspect of our existence as people. We all want to feel good about our jobs, our families, what we do. How we live. In a lot of ways, that expression of how you feel and the confidence that you get is in your appearance. That’s what we’ve tried to do, by giving people timepieces that make them feel good,” said Mr. Markose. — Joseph L. Garcia

Aion the prize

An Aion ES sedan (P1.358 million) sits on the showroom floor of the brand’s first facility in the country. — PHOTO BY DYLAN AFUANG

GAC’s EV brand expands in Southeast Asia, arrives in PHL

By Dylan Afuang

AION, the battery electric vehicle (BEV) arm of China-headquartered auto group GAC Motor — which claims to be the third-largest battery BEV brand globally — has arrived in what its officials describe as a “promising” market.

Serving as Aion’s local distributor is Dangdang New Energy Auto Service Philippines Ltd. Corp. “GAC Aion is accelerating its global expansion strategy and has already entered markets in nine ASEAN countries, including Thailand, Indonesia, Malaysia, Singapore, and Cambodia,” Aion Southeast Asia Regional Sales Director Ding Zhiwei stated during the event that marked the brand’s arrival, which also coincided with the opening of the brand’s dealership and headquarters in Makati City.

“The Philippines, as the fourth-largest automotive market in ASEAN, has a large population and immense potential. From January to June this year, the passenger car market here achieved 17.8% year-on-year growth despite challenging circumstances,” he reported, explaining the brand’s confidence in its local arrival.

Mr. Zhiwei also cited the Philippine government’s National Electric Vehicle Development Roadmap as another motivator for the company to establish a presence here. In a release, meanwhile, Aion said that it is “committed to investing in local talent and contributing to the Philippine economy through job creation and economic growth.”

Aion “ranks among the top three global new energy vehicle manufacturers,” Mr. Zhiwei continued. “In 2023, we achieved a total sales volume of 480,000 vehicles, reflecting 77% year-over-year growth, and setting a new world record by surpassing one million cumulative production and sales units in just four years and eight months.”

It was also boasted that GAC Aion, established in 2017 and whose name stands for “AI (artificial intelligence) on the road,” has pioneered notable EV technologies and operates a complete industry chain. These include a bulletproof magazine BEV battery that does not catch fire, and the Star Spirit architecture which supports Level 4 autonomous driving. “We have built (our own) supply chain for batteries, electric drives, and energy — making us one of the few automakers in the world with a complete industry chain,” the official added.

Located at 2287 Chino Roces Extension Avenue, Aion Makati is the brand’s first dealership in the Philippines. Aside from serving as the brand’s local headquarters, the facility, which spans 1,420 sq.m., features a six-unit display area, a vehicle magazine display, an EV platform, and an after-sales service area. The showroom is open from Monday to Saturday, 8 a.m. to 6 p.m., and on Sundays and holidays, from 9 a.m to 5 p.m.

The brand also confirmed the signup of three dealer partners in Bacolod, Cagayan de Oro, and Davao. As of this writing, Aion Philippines is offering the ES sedan (P1.358 million) and Y Plus crossover (P1.498 million and P1.698 million for its two variants). During the brand’s arrival event, the company handed over to its first 10 customers the keys to their vehicles.

“With driving range from 500km to 700km, Aion (cars) effectively eliminate range anxiety, making long-distance travel more accessible,” the company boasted in a statement.

For information on the brand and its lineup, the public is invited to follow Aion Philippines on Facebook (facebook.com/AIONPhilippines) and Instagram (instagram.com/AIONPhilippines).

Meralco eyes partnership with France for nuclear plant feasibility study

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MANILA Electric Co. (Meralco) plans to work with the French government on a feasibility study for a potential 1,200-megawatt (MW) conventional nuclear power plant, a company official said.

“We might be entering into a feasibility study with the French government. But this is for not the small ones but the bigger ones like conventional… feasibility study, especially on site selection,” Ronnie L. Aperocho, Meralco’s executive vice-president and chief operating officer, told reporters on Friday last week.

Mr. Aperocho said Meralco had a series of meetings with Électricité de France SA, commonly known as EDF — a multinational electric utility company owned by the government of France.

“The nuclear technology of the French government has matured. They started building nuclear power plants in 1948. Almost 75% of their energy mix is nuclear [energy]… They have a proven safety record,” he said.

For the Philippines, the nuclear energy technology is still young, with the government eyeing to have commercially operational nuclear power plants by 2032 with at least 1,200 MW.

Meralco and the French government are finalizing the terms of reference that are expected to be completed in the next two to three months.

Mr. Aperocho said that Meralco is “scanning all the available technologies.”

To recall, Meralco signed a memorandum of understanding last year with US-based Ultra Safe Nuclear Corp. for a pre-feasibility study on micro-modular reactors.

Meralco is eyeing the same for small modular reactors, which have a capacity of 300 MW and above, Mr. Aperocho said.

While Meralco fuels its nuclear power plants, Mr. Aperocho noted that development depends on the government’s direction.

“We’ll really depend on the legislation,” the Meralco executive said. “So, in parallel, we’re just preparing the groundwork already, all the studies, so that if there’s a law already, we can get started right away… because to build a nuclear power plant, it takes so many years. That’s why the timeline should be strategic.”

Under the Department of Energy’s Philippine Nuclear Energy Program, an independent nuclear regulatory commission is targeted to be fully operational by 2026, including the determination of the government’s role through policies and/or legislation.

Thus, the necessary laws on the nuclear legal and regulatory framework must be in place by 2025. By 2027, a legal framework for the mechanism for power contracting should be established.

“We see nuclear as the ultimate solution for our requirement for a reliable power supply baseload,” Mr. Aperocho said.

Meralco’s controlling stakeholder, Beacon Electric Asset Holdings, Inc., is partly owned by PLDT Inc.

Hastings Holdings, Inc., a unit of PLDT Beneficial Trust Fund subsidiary MediaQuest Holdings, Inc., has an interest in BusinessWorld through the Philippine Star Group, which it controls. — Sheldeen Joy Talavera

Louis Vuitton opens bold temporary store on NYC’s Fifth Avenue

EARLIER this year it was announced that the luxury goods brand Louis Vuitton (LV) would demolish and rebuild its Midtown Manhattan flagship location, a 20-story, glass-sheathed building at the corner of Fifth Avenue and 57th Street. But the label, owned by the French conglomerate LVMH, didn’t want to be without a shopping location near what is known as “billionaires’ row” — a stretch of real estate south of Central Park that’s home to luxury housing and high-profile brands such as Tiffany & Co., Chanel and Rolex.

On Wednesday in New York in a tour with Bloomberg, Louis Vuitton revealed its temporary home, across the street and a half-block away from its original, at 6 E. 57th Street. The building, formerly Niketown, was used by Tiffany (another LVMH property) as it went through its own remodel. Louis Vuitton, one of the world’s largest luxury players, used the opportunity to flex its might, introducing an impressive 36,000 square feet of retail spread across five floors. The store will open to the public on Friday.

There’s ample space for its money-printing leather goods on the ground floor, full women’s and men’s collections on the second and third floors, respectively, an appointment-only VIP salon on the fifth floor, and a restaurant and chocolatier. It’s a bold show of force at a time when the company has reported falling revenue because of a softening of the luxury market, particularly in China.

Once inside the store, visitors are greeted with a soaring atrium featuring four vertiginous stacks of Louis Vuitton trunks of different styles — an installation by Shohei Shigematsu, a partner at the internationally renowned architecture firm OMA.

“We wanted to create something that was spatial but also fun and sculptural,” says Mr. Shigematsu. His challenge was to construct an opening gambit that was arresting and surprising, that highlighted the brand’s history as a trunkmaker and that still left the sales floor feeling open.

“So we decided to use the trunk as a module, with these towers that are visible from everywhere and can show the variation of materiality,” he says. Indeed, the towers, which reach some 50 feet skyward, can be seen from all shop floors, which surround and look out on the central court.

The space is also a museum to Louis Vuitton. Along the crisscrossing escalators are pictures of various LV stores through the years, and in each elevator lobby an archival collaborative bag is displayed — including ones made with artists Richard Prince (2008), Yayoi Kusama (2003), Takashi Murakami (2003), designer Stephen Sprouse (2001), and streetwear brand Supreme (2017).

Other walls that at first glance appear to be a rippling metallic design are, in fact, mirrored versions of the brand’s popular Speedy and Keepall bags at various sizes. At opening there will be a collection of New York-exclusive products, including notebooks, baseball caps and handbags, often featuring an apple design.

The brand is particularly proud to introduce in North America its hospitality concept, which is already present at some locations in Asia.

On the fourth floor is a restaurant called Le Café that will serve light bites (which the brand winkingly calls “luxury snacks”) under the eye of New York-based chefs Christophe Ballanca and Mary George. They in turn were overseen by French chefs Arnaud Donckele and Maxime Frederic, who is the brand’s master chocolatier.

In the restaurant, which is also referred to as the “library” as it also sells books, diners can order caviar and waffles or hamburgers served on Louis Vuitton-branded plates. Innumerable luggage tags line the ceiling.

Not satisfied to have its construction scaffolding be an eyesore, Louis Vuitton continued the trunk theme across 57th Street at the original flagship store, where the smoky glass facade has been covered by a comically large structure that resembles a stack of LV luggage big enough for a giant on the go. In essence, the entire block now is a large advertisement for the brand — shiny, glamorous and impossible to ignore. — Bloomberg