Strategic Business Units & Investments

URC delivered a resilient performance in 2025, navigating a year marked by elevated input costs alongside a still value-conscious consumer environment. Revenues grew steadily, supported by volume-led growth across categories. While margins were pressured by high-cost inventory, the business’s underlying momentum remained constructive. Core earnings declined modestly, broadly in line with operating performance, reflecting temporary headwinds rather than any structural weakness. Importantly, growth was driven by stronger execution in the Philippines and by improving scale and efficiency in the International business, helping offset these pressures. Across the portfolio, continued investments in brand building and innovation reinforced consumer relevance and supported long-term demand.

Looking ahead to 2026, URC is well-positioned to deliver quality growth. The company expects steady topline expansion, with earnings growth outpacing revenue as input costs normalize and operating leverage strengthens. This will be supported by continued improvements in in-store execution, sharper commercial discipline, and sustained investment behind core brands. URC will also continue to expand in priority markets and build the capabilities needed to drive sustainable growth, stronger margins, and improved returns over time.

Over the past 35 years, one of Robinsons Land Corporation’s (RLC) most significant milestones in advancing inclusive growth has been its expansion of accessible, well-integrated developments across key cities and emerging provinces in the Philippines. Through its diversified portfolio—spanning residential, commercial centers, offices, hotels, estates, and logistics facilities—the company has helped create jobs, stimulate local economies, and improve everyday access to essential services. Its growth beyond Metro Manila has enabled more Filipinos to benefit from quality developments closer to home, supporting regional progress and decongestion. At the same time, the company has introduced more attainable housing options, allowing a broader segment of Filipinos to participate in property ownership. These efforts collectively reflect RLC’s commitment to building not just spaces, but inclusive communities that uplift lives nationwide.

In 2025, RLC delivered several customer-focused developments that enhanced everyday convenience, accessibility, and quality of life. The opening of premium and value-driven hospitality offerings, such as NUSTAR Hotel Cebu, elevated travel and leisure experiences, positioning Cebu as a world-class destination and showcasing Filipino hospitality to both luxury and domestic travelers. At the same time, the expansion of integrated estates and regional office developments, like Cybergate Iloilo Tower 3, brought modern workspaces closer to emerging cities, enabling job creation and bringing families together. Across its malls and commercial centers, improved occupancy and sustained foot traffic reflected stronger retail experiences, offering customers greater variety, convenience, and community engagement. Logistics arm Robinsons Logistix and Industrial Facilities (RLX) continued to expand its industrial and warehouse footprint to better support the growing needs of e-commerce, retail, and manufacturing customers with the completion of RLX Taytay 2 and Calamba 2E. These developments helped businesses reduce delivery times and operating costs, ultimately improving product availability and service for end consumers. In residential developments, robust project completions and increased revenue recognition signaled the delivery of more homes, helping Filipinos achieve homeownership. Collectively, these developments demonstrate RLC’s continued focus on creating integrated, customer-centric environments that make everyday living more accessible, connected, and enjoyable.

RLC’s long-term strategy refresh is anchored on Vision 5:25:50—a five-year roadmap to deliver PHP 25 billion in net income by the company's 50th anniversary in 2030. The strategy is built around five strategic levers: 1) betting on core expertise by accelerating capital deployment into the investment portfolio—targeting 50% growth in mall GLA, 50% growth in office space, 25% more hotel room keys, and doubling RLX logistics capacity by 20230 to strengthen the recurring income base; 2) forming strategic partnerships through alliances, joint ventures, and co-investments to expand reach and manage execution risk; 3) aiming for premiumization by upgrading key assets, product lines, and the customer experience; 4) involving capital recycling through RCR property infusions and strategic share sales to unlock value while replenishing the portfolio; and 5) pursuing new concepts such as the Sports, Entertainment & Recreation (SER) division, ecosystem synergies, and sustainability-driven services that broaden the platform beyond traditional property formats.

One of the defining milestones for Cebu Pacific (CEB) has been sustainable growth that has brought families together, opened access to opportunities, and enabled new experiences across the country and beyond. Over the years, CEB has helped open doors for the next generation of Filipino travelers who seek to explore and share a world filled with new discoveries, yet are discerning about how they travel. From an initial fleet of four aircraft, Cebu Pacific has grown to operate 100 aircraft today and has flown over 280 million passengers across its network. Today, its reach extends beyond the Philippines, connecting the country to key markets across Southeast Asia, North and East Asia, the Middle East, and Australia. Covering 37 domestic and 26 international destinations, Cebu Pacific is the Philippines’ leading airline, achieving 56% domestic market share and 22% of international share by the end of 2025.

In 2025, CEB focused on two things that matter most to customers: a simpler journey and operational reliability. Enhancements to its digital platforms and booking systems made travel planning simpler and more intuitive, while more personalized offerings delivered better value. Amid global supply chain challenges, it proactively managed capacity and strengthened operational resilience by increasing spare coverage and implementing more robust processes. Stronger cross-functional coordination and faster decision-making in disruption management accelerated recovery and reduced passenger inconvenience. Together, these efforts laid a stronger foundation for a more seamless and dependable travel experience. 

CEB’s long-term strategy is anchored in continuing its purpose: to Commit as a sustainable low-cost carrier, Connect people and communities, and Create value for all stakeholders. The airline aims to be the LCC of choice in Asia-Pacific, backed by clear targets on revenue, margins, returns, and leverage. Supporting these targets, its key priorities remain rooted in operational resilience, achieved through product innovation, fleet expansion, and investment in business continuity. Amid the continuously evolving oil crisis, it remains committed to all its stakeholders. The focus on operational sustainability, financial prudence, and strong risk management enables CEB to navigate these challenging conditions with resilience and a positive outlook.