In 1969, Meralco became the very first billion-peso company in the Philippines.

This was all the

more remarkable because much of it had been achieved without recourse to government
guarantees. The Philippine Government made it a state policy for the government to own all
major generating facilities by 1970. Meralco sold its generating plants to the National Power
Corporation, and electric distribution became its core business. Indeed, in the first half of the
1980s, Meralco's franchise area tripled in area from 2,678 square kilometers to 9,337 square
kilometers, mainly because provincial consumers preferred the rates and service of Meralco to
every other alternative.

Upon the request of government in 1980, Meralco organized, started up and operated the
country's first elevated light rail transit (LRT) system in Manila between Baclaran and Caloocan.
It was reminiscent of the prewar role of Meralco in the city's streetcar system. At the end of the
decade, Meralco turned over the efficiently functioning system to the government.
During 1995, Meralco's management has been directed towards enabling the organization
to react nimbly to the changing structures and environments in which it operates, despite its
continuing status as one of the oldest and biggest Philippine companies. Drives have gone under
different names and slogans, e.g, TQM, re-engineering, Meralco Transformation Program, etc.,
but they share certain common emphases: customer satisfaction, world-class efficiency and
productivity, performance-driven rewards, good corporate citizenship, transparent good
governance, and process, organizational and human resource development towards these values.

In 1969, Meralco became the very first billion-peso company in the Philippines. This was all the
more remarkable because much of it had been achieved without recourse to government
guarantees. The Philippine Government made it a state policy for the government to own all
major generating facilities by 1970. Meralco sold its generating plants to the National Power
Corporation, and electric distribution became its core business. Indeed, in the first half of the
1980s, Meralco's franchise area tripled in area from 2,678 square kilometers to 9,337 square
kilometers, mainly because provincial consumers preferred the rates and service of Meralco to
every other alternative.

Upon the request of government in 1980, Meralco organized, started up and operated the
country's first elevated light rail transit (LRT) system in Manila between Baclaran and Caloocan.
It was reminiscent of the prewar role of Meralco in the city's streetcar system. At the end of the
decade, Meralco turned over the efficiently functioning system to the government.
During 1995, Meralco's management has been directed towards enabling the organization
to react nimbly to the changing structures and environments in which it operates, despite its
continuing status as one of the oldest and biggest Philippine companies. Drives have gone under
different names and slogans, e.g, TQM, re-engineering, Meralco Transformation Program, etc.,
but they share certain common emphases: customer satisfaction, world-class efficiency and
productivity, performance-driven rewards, good corporate citizenship, transparent good
governance, and process, organizational and human resource development towards these values.