MAPping the Future

Our commitment to social inclusion began in 2004, when a 15-year-old boy on the autism spectrum got lost in one of our malls.

 

The noise, crowds and unfamiliar setting overwhelmed him, causing anxiety and an outburst.

 

One security personnel mistook this for unruly behavior and waved him off. Thankfully, other guards helped his family find him.

 

That event transformed the way we served our customers. It taught us that inclusion begins with awareness, but only matters when it leads to action.

 

Since then, we have worked to make our people and spaces more compassionate.

 

Our teams undergo continuous sensitivity training to better assist persons with autism, Down syndrome, and other disabilities.

 

Our malls have golf carts, resting areas, accessible paths, and family-friendly spaces so everyone—regardless of age and ability—can move around with ease.

 

Inclusion also extends to how we run our companies.

 

At SM, family members and professional managers work together with a shared commitment to good governance. It guides how we make decisions and how we choose our leaders.

 

Our company presidents are non-relatives chosen for their expertise and integrity, whether they grew within the organization or joined from outside.

 

We also have independent directors who are leaders in their fields, and respected in both business and public service.

 

Their common denominator is a deep sense of malasakit and accountability, grounded in the values that have shaped SM from the beginning.

 

Last in the equation is resilience, which began not as a concept but as an experience.

 

In 1988, a fire raged for four days and gutted SM Makati. It was one of the hardest moments of my life. I will never forget it because it happened on my mother’s birthday.

 

My father asked me to oversee the rebuilding of the store. When I went to the site during clearing operations, the heat was intense.

 

The air was thick with smoke and ashes, and nothing could be salvaged. I told myself that no one should ever have to go through that.

 

From then on, safety became a personal mission.

 

In every SM property, we installed sprinkler systems, even before it was a requirement.

 

We improved our design and planning by using both data and experience. We learned from every incident, no matter how small.

 

That fire, while scary and traumatic, taught me the importance of prevention and preparedness.

 

The events of the past few weeks remind us why values and ESG+R matter. They also show how losing integrity—at a time when we are building climate resilience—can have serious consequences.

 

Like everyone here, I am affected by what is happening. It is painful to see our country suffer because of the faults of a few.

 

But when the road gets rough, you do not stop and turn back. You keep your hands on the wheel and stay the course.

 

We in the private sector have a responsibility to create value, opportunity, and stability. That duty does not disappear when times are difficult. This is when it matters most.

 

In the 1970s, when capital was leaving the country, my father chose a different path. He kept his money in the Philippines and invested in the expansion of SM Makati. It was a bold choice, but it was the right one.

 

We are making the same choice today. Despite the weak sentiment and perceived risks, the SM Group continues to invest and believe in the Philippines.

 

Nation-building is hard work. But if we do what is right, even when it is difficult or unpopular, we can build a future where Filipinos live with dignity and hope.

 

Receiving this award is both an honor and a responsibility. It is a reminder to do more for our country.

 

With this in mind, I will devote more time and resources to help strengthen the Philippines. I will focus on the areas where I can make a meaningful difference.

 

First, education. At the National University, we will continue expanding access to affordable, quality learning. Our goal is to reach 100,000 students by 2027, by opening more campuses and offering more courses.

 

Second, resilience. Through ARISE Philippines, we will keep working with LGUs to strengthen disaster preparedness and climate adaptation. We cannot stop natural calamities, but we can prevent them from causing greater harm.

 

Third, community rebuilding. The Cebu earthquake damaged homes in SM Cares Village. After relocating the affected families and listening to the residents, we chose not to rebuild. Instead, we will build a church for the community.

 

And finally, the future. We will keep investing in developments that reflect what Filipinos truly deserve: smart cities, sustainable communities, modern infrastructure, and green spaces that promote progress, inclusivity, and well-being.

 

With these efforts, I hope to honor the privilege I have been given, and the legacy of my father.

 

As I close, I want to thank the people who made this recognition possible.

 

The MAP Board of Governors led by President Al Panlilio, as well as the members of the Search and Judging committees.

 

My wife and children for their unconditional love, support, and understanding.

 

My siblings, who have given so much of themselves to realize our father’s dreams, and who have stood by our family through every challenge.

 

Our employees and professional managers for their hard work, discipline, and commitment to delivering the SM magic to our customers every day.

 

Our customers, tenants, suppliers, and stakeholders, for allowing SM to be part of their daily lives and success.

 

Most of all, to my father who taught me everything I know and my mother who raised me to be the person I am today.

 

Thank you.

 

(The author is Management Association of the Philippines’ “MAP Management Person of the Year 2025” Awardee.  He is the Chairman of the Executive Committee of SM Prime Holdings, Inc. Feedback at <map@map.org.ph> and <info@smprime.com>).