‘As a family of organizations, our priority has always been about people. That’s always been our passion, whether it’s the well-being of our own employees or the well-being of communities where we have our businesses. It’s really always been about people.’
There is something quite riveting about Ana Margarita "Ginggay" Hontiveros-Malvar. Her gaze direct, her rhetoric fluid, she shares stories of immersing in conflict areas, of being in Leyte post-"Yolanda" and in Marawi post-violence, and within the same conversation, of her corporate hat within the "power, banking, food, land and infrastructure sectors." Not so much as a vein mars her refined features.
If not for those eyes, which reveal a depth of thought and feeling, hers would likely be a face some might take as just another classic beauty.
Then again, her relationship with similarly strong-minded women cannot be discounted. She says, from the get-go, that she would rather not talk about herself or her sisters (Risa, the senator, and Pia, the broadcast news personality). Unlike them, she took the private route, but now unwittingly finds herself in the limelight.
The Aboitiz Group, for which she handles a vital role, has many exciting things to share, Ginggay says. Smiling, she proceeds to rattle off some of these pillars — in education ("to create future leaders" who are solutions-oriented), in climate action and in enterprise and jobs.
"For over 35 years, we've delivered probably over 5,000 CSR (corporate social responsibility) projects, spread over all the business units all over the Philippines. We've partnered with something like 600,000 individuals and organizations and we've invested the amount of P5.1 billion in all these different programs. We're trying now to reevaluate what it is that's next for Aboitiz Foundation, and then how we can serve our stakeholders better, and what are some of the things that we want to scale. Maybe to create a bigger impact in the country, help the country more, I think is what we want to do."
In the pipeline toward this goal of creating a bigger impact on development, Aboitiz Foundation is seeking more collaboration — "more conversations between organizations that are doing a lot of work already here in the country, and probably having a stronger voice and then putting that voice out there," she enthuses.
Clearly, Ginggay is in her element in the world she inhabits — at the heart of an "old legacy conglomerate," her words, that now sees the need to transform along with the climactic times.
"I lead a department called Reputation Management. We cover brands, media, corporate communications, sustainability
— the ESG (environmental, social and governance) journey for the Aboitiz Group. We provide strategy, direction, governance and then very recently, just this year, we have our CSR arm which is called Aboitiz Foundation. It was recently also placed under us. Because at the end of the day, Aboitiz Foundation is like the big 'S' in our ESG — it's really all about the social impact, the social good that we want to continue," Ginggay tells the DAILY TRIBUNE in an interview on Pairfect.
Ginggay is currently vice president for Reputation Management and Sustainability at Aboitiz Equity Ventures Inc., a holding company of the Aboitiz Group. For the Aboitiz Foundation, meanwhile, she works to help "scale its impactful programs for systemic change."
The mother of two is also communications lead for the Philippines' Private Sector Advisory Council and team leader for APEC Business Advisory Council, which are areas where the visionary leader, Aboitiz Group chief executive officer Sabin Aboitiz, holds key roles. Grateful her children are adults now, Ginggay keeps her nurturing side on overdrive with her current responsibilities.
"Aboitiz is a group," she emphasizes. "And as a family of organizations, our priority has always been about people. That's always been our passion, whether it's the well-being of our own employees or the well-being of communities where we have our businesses. It's really always been about people.
"We don't feel it's right that a business does well and then the community that it's in doesn't. It cannot be like that — it has to go hand in hand. So, we've always been like that. Very people-centric. I think what we're trying to change now in our transformation or evolution is to see how can we use more of technology and innovation and balance it with our people-centric approach. So maybe we can be a little bit faster, be better, be more data-driven in the kinds of things that we're doing," she says.
And has her heart always been in this kind of work — one she freely admits is demanding and sometimes even emotion-driven?
"My dad was pretty laidback. And he usually let us do what we want to do as long as you know, like, please do well in school, and things like that," Ginggay recalls. "My mom was very attentive to us and she just wanted to make sure that aside from doing well in studies, you also had to do well in something else. And then, very ingrained, I think, in our DNA, I think as a family also, is that aspect of service, whether it's public service, or you know, just service in general — whether it's to your community or to your family, or your immediate set of, I suppose, stakeholders. So, it's almost been like part of my DNA or something like that, or probably my character as well."
With so much on her plate, and a daily grind that consists of steering various teams to ensure the conglomerate is moving toward its goals smoothly, Ginggay makes sure she takes time — even just 30 minutes a day, she says
— disconnecting from it all and connecting with herself.
"Our days are very fast — they are jam-packed with schedules, meetings, a lot of stakeholder engagement activities," she says. "There's a lot of collaboration also that goes on between our team and the rest of the business units in the Aboitiz Group, and then a lot of meetings as well with the board just to check in on directions and things like that. It's very fast-paced. It's very demanding. It takes a lot of time and I think a lot of commitment… and this is what I see from all our team leaders and team members — people are really passionate about what they do. I think that's important."
For Ginggay, certainly, such passion is necessary to lead the company toward its goals including "delivering on communications and brand that are integral to the transformation of the group into the Philippines' first techglomerate."
Techglomerate, she explains, "is a dream in Aboitiz Group, something that we have really been working hard on for the past few years. We kind of coined the term from 'technology' and 'conglomerate,' putting it together — and it is really about trying to be more technologically advanced but we also want to incubate exciting businesses which are more in the techspace or, say, data science. To incubate all these new companies and hopefully lead in certain industries… and I think at the end of the day we realized we have a much greater responsibility to the country."
And what's next?
"We realized that to stay ahead, we also need to transform… and I suppose that transformation should happen first and foremost at the level of the person. We're also really focused on building a new kind of culture for the Aboitiz Group, still very much rooted in our core values of responsibility, innovation, teamwork, integrity. But now, probably trying to imbibe more of the behaviors like being more entrepreneurial, trying to be more articulate, being better storytellers, being more open to new things, being more data-driven in our decisions, you know, and a lot of other things that we're trying to do in terms of helping to develop this new culture."
In her capacity as first vice president at Aboitiz, as well as in her other roles — senior adviser for Agripreneurship at Go Negosyo, for example — Ginggay keeps her "eye on the prize" no matter what challenges come along.
This "multi-disciplined, results-oriented and multi-awarded leader," as she is described in the Women of the Future, may prefer to keep herself below the radar, but Ginggay Hontiveros-Malvar will certainly not stay unnoticed.
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