Aboitiz Power Corporation

HISTORY

As early as 1905 and all the way through to pre and post -World War I era, Aboitiz &
Co. Inc. had invested in the power distribution businesses. These investments included
the Visayan Electric Company, Inc., Davao Light & Power Company, Inc., Cotabato Light
& Power Company, Ormoc Electric Light Company, and the Jolo Power Company. In
December 1978, the Aboitiz Group divested its interests in the electric utilities of Jolo and
Ormoc when these were sold to the Philippine Government for conversion into electric
cooperatives during the Marcos years. The Company would later add distribution utility
networks in special economic zones, such as in Subic Freeport Zone, Mactan Export
Processing Zone, and West Cebu Industrial Park.

Sometime in the late 1990’s to early 2000’s, there were precedent-setting changes being
studied for the power industry’s regulatory framework. Deregulation of the power industry
and Privatization of National Power Corporation (NPC) was put on the legislative agenda.
For the Aboitiz Group, it saw that its strategic horizon required a focused consolidation of
all its power generation, distribution and related power assets into one corporate basket,
AboitizPower.

AboitizPower was incorporated on February 13, 1998, as a wholly-owned subsidiary of

Aboitiz Equity Ventures, Inc. and became the designated corporate vehicle of the Aboitiz
Group for its investments in power and power related businesses. As envisioned,
AboitizPower would invest in, hold, own, acquire or purchase business assets and
facilities for electricity generation and distribution of hydropower facility and other related
businesses. AboitizPower was also expected to provide operations, management, and
technical services and advice for commercial, industrial manufacturing and other kinds of
enterprises engaged in electricity generation and or distribution, any electricity generation
and distribution of hydropower facility, including business entities that construct, own
lease and operate electricity generation, distribution, hydropower plans or related
businesses; as well as carry on the general business of manufacture, generation, and
transmission of electric power.

Deregulation and privatization of the power industry were finally legislated through the
passage of the Electric Power Industry Reform Act of 2001 (EPIRA). This landmark
legislation would change the way the power industry would be structured and more
importantly, it would change the business model of the Aboitiz Group’s power business.
Its distribution utilities, albeit a relative to the Manila Electric Company, they are widely
respected for being efficient and low-cost producers. The proposed competition
undertaken under EPIRA further challenged the utilities’ efficiency and its ability to survive
in the new performance-based rate making regime and ability to gear up for the open
access.
Responsibilities:
 Sets the Operations Department's operational objectives and production targets in
support of the Company’s strategic plans.
 Develops and implements the Department's operating programs, defining over-all
action plans, schedules, and responsibilities to achieve its objectives and targets.
Systematically monitors and evaluates progress and status for management
information and decision-making.
 Plans and coordinates the human, equipment, financial and other resources
required to implement the Department's operating programs.
 Directs and coordinates the implementation of prescribed operational policies,
standards, and procedures as well as housekeeping measures, safety rules and
regulations, and environmental laws to ensure proper compliance.
 Directs and coordinates the work of subordinates in the execution of the
Department's operating programs to achieve its objectives and power generation
targets, making sure that responsibility and accountability for delegated work are
clearly defined and understood.
 Reviews, analyzes, and evaluates plant operational performance, and implements
improvements or corrective measures as needed to ensure optimum efficiency.
 Maintains current knowledge of new concepts, trends and methods on power plant
operations and associated government laws and regulations to keep plant
operations updated and operating in compliance at all times.
 Reviews, develops and/or revises plant procedures as well as emergency
response procedures.
 Coordinates with the Maintenance Department on the implementation of
preventive, corrective, and emergency operating programs to ensure safe, reliable,
and efficient performance of all main and auxiliary equipment and machineries at
all times.
 Coordinates with concerned department on the development and implementation
of quality assurance and control programs and procedures to ensure boiler water,
steam, and coal quality, as well as the quality of environmental parameters.
 Develops and/or implements the Department's approved organizational chart to
ensure effective and efficient workflow.
 Implements the company's performance evaluation system as well as its career
development program for the Department's personnel.
 Coordinates the development and implementation of Training Programs and other
interventions to improve job skills and enhance performance.
  Ensures continuous compliance to environmental criteria to prevent adverse
effects to Plant personnel and the environment
 Implements and ensures strict compliance to safety, security, health and
environmental policies.
 Prepares and manages the Department's budget to ensure effective and efficient
flow of operations.
 Prepares, accomplishes, and submits reportorial requirements such as progress,
status and performance reports, financial reports, and other relevant reports for
management information and decision-making.
 Coordinates with pertinent regulatory government agencies, local government
units, suppliers, and contractors on matters affecting Plant operations.
 Participates in CSR and other external relations programs to promote the good
image of the Company to the public.
 Keeps abreast with industrial updates through contacts with professional
associations and other coal-handling and related utilities.

Main Objectives:
The leadership dimensions are mentoring and development, fostering teamwork,
courageous authenticity, achieving results, sustaining growth, and integrity. These are
intended to create a deep bench in the Aboitiz organization with the objective of achieving
sustainable breakthrough performance.