San Miguel has been expanding in the right places, focusing strategy on the greater good.
San Miguel’s vision statement says that as a company it stands for something far larger than profit, and tells everyone who might care to read it, that the Philippines' largest diversified conglomerate understands its responsibility to match word and deed. It says that a strong company makes for a stronger country and that its success is predicated on the success of the Philippines.
With its growing ability to participate in many of the country’s growth sectors, San Miguel has always believed that economic growth and social progress go together and as such, has taken an active role in nation-building.
“Profit with honor” has been one of the company’s guiding precepts. And its objectives—job creation, to be of help where and whenever it can—whether by creating new cities, teaching essential livelihood skills, or building homes for those who have lost theirs—come from a company driven not just by profit but by a sense of purpose and renewal and a 18,000-strong employee force working together to achieving these ends.
Having participated in industries that serve as the backbone of economic development, San Miguel has created cities in virtually every corner of the Philippines where it has set up shop: San Fernando, Mandaue, and soon: Pagbilao, Caticlan, and Tagoloan.
This track record is no accident, but the result of a clear strategy that the company has steadily pursuedto achieve growth and create positive impact. Its consistent focus to grow its home market reflects SMC’s continuing confidence in the Philippine economy.
San Miguel Food and Beverage, Inc., is expanding to meet the demands of a growing population. The Food Group alone is implementing a massive 17-facility expansion plan and San Miguel Brewery is building a new brewery in Misamis Oriental, its second brewery in Mindanao—the last having been built over 20 years ago.
Through its expressways, the company now manages over 200km of operating toll roads, providing a safe and efficient means of transport between rural and urban areas, facilitating the exchange of goods and services from north to south and virtually the entire Central Luzon.
Subsidiary SMC Global Power Holdings Corp. manages a mix of clean coal, natural gas, and hydroelectric power plants and accounts for 19% of the power generated on the national grid.
Petron Corp. manages over 2,400 stations nationwide—more than the total number of stations managed by three of its closest competitors combined. It supplies roughly a third of the country’s total fuel requirements through the operation of our 180,000 barrel-per-day refinery in Bataan—the country’s most advanced integrated oil refining and petrochemicals facility.
The company’s Bulacan Bulk Water project provides stable, potable water to six municipalities in the province and by the time it’s completed toward the end of 2019, it will serve 24 separate water districts.
The ability to dream big and the ambition to solve intractable problems are part of the animating spirit of San Miguel. As such the company has been pushing for a new airport for many years now. The world-class four-runway airport will have an international and domestic passenger handling capacity of 100 million passengers per year. Strategically located in Bulacan, the initial construction phase could generate over one million jobs and would improve the country’s global and regional competitiveness, and position the Philippines as a potential regional hub.
By participating in industries that can propel our country forward, San Miguel is not only creating new jobs, but also sustaining the ones that are already there—creating opportunities that will provide people better pay and creating an economy that is strong enough to put every Filipino to work.
As a company that’s chosen to take on a larger role in nation building, San Miguel sees itself at its most successful when it combines its need for profit with tackling major problems, effecting scalable positive change, and significantly improving lives.
