Uratex, one of the Philippines’ most enduring homegrown brands, is proving that sustainability and profitability can go hand in hand. Under the leadership of Managing Director Peachy Cheng-Medina, the company has achieved a milestone many manufacturers only aspire to: reducing carbon emissions by 46,000 tons while generating cost savings of over ₱210 million.
In an exclusive interview with Financial Adviser PH, Peachy Cheng-Medina shared how the company aligned its business goals with a larger mission to protect the planet, and the specific actions that made this transformation possible.
The Spark: From Gratitude to Responsibility
“We have always been a company with a conscience,” Cheng-Medina told Financial Adviser PH. “That came from a deep sense of gratitude. My father, the founder of Uratex, came from nothing. When you start with so little and are blessed with so much, the only natural response is to give back.”
This ethos set the tone for what would later evolve into a bold, company-wide sustainability strategy.
Uratex’s environmental awareness was triggered in the mid-1990s when the United Nations called for the phase-out of CFCs, a chemical compound that was once widely used in manufacturing but is highly destructive to the ozone layer. In 1996, the Department of Environment and Natural Resources (DENR) certified Uratex as an Ozone-Friendly company. That recognition planted the seeds of long-term ecological thinking within the organization.
Going Solar: A Game-Changer in the Energy Strategy
In 2016, Uratex made its first major leap by installing solar panels at its Alabang facility. “We noticed a sudden drop in solar panel prices, and the investment finally made sense from a business perspective,” Cheng-Medina explained.
What began as a single pilot initiative quickly scaled into a full-fledged transformation. As of 2024, 73% of Uratex’s 37 manufacturing facilities are now powered by renewable energy (RE), representing a 55% share of the company’s total energy consumption.
This aggressive push into renewables was further accelerated by a strategic partnership with ACEN, one of the leading renewable energy providers in the country. “Without feasible battery technology, the most we could achieve alone was 20% RE,” Cheng-Medina said. “With ACEN, we were able to leapfrog to 55%.”
The Payoff: Carbon and Cost Savings
The environmental and financial results of this transformation are staggering:
46,000 tons of CO2 emissions avoided over three years
₱210 million saved in electricity costs
These results are equivalent to planting over 2 million trees, underscoring the profound impact of operational decisions on long-term climate goals.
Tech-Driven Culture: Fast Adoption, Smart Scaling
Cheng-Medina characterizes Uratex as an “early adopter” on the technology curve. “We don’t line up for the first generation of new tech, but we move quickly once the feasibility is proven.”
This pragmatic approach has led the company to embrace LED lighting, inverter air-conditioning systems, and even electric-powered handling equipment. More recently, they piloted an electric delivery truck, which saves 123 kg of CO2 emissions per month versus traditional diesel.
“We are monitoring battery technology closely. Once the price points become viable, we are prepared to electrify a large portion of our 366-truck fleet,” she said.
From Compliance to Strategy: A Regulatory Push
Regulations like the Extended Producer Responsibility (EPR) law have also played a key role in Uratex’s journey. “There is nothing like the law and the government to enable companies like us to dream bigger and act bolder,” Cheng-Medina told Financial Adviser PH.
Through the EPR framework, Uratex partnered with Republic Cement to collect and co-process over 500 tons of plastic waste. This collaboration transforms waste into alternative fuel, creating a circular ecosystem with other producers, collectors, and recyclers.
“We couldn’t have done this on our own. The EPR law helped connect the dots,” she added.
Educating for Impact: A Culture of Consciousness
According to Cheng-Medina, the turning point came when climate change began to impact operations directly. “The typhoons that tore off the roof of our Canlubang plant and shut down our Cebu facility for a month were wake-up calls. We had to act.”
To ensure internal alignment, Uratex launched a company-wide education campaign on sustainability. “You can’t achieve transformation from the boardroom alone. People make thousands of decisions every day across the organization. They need to be informed and empowered.”
This campaign wasn’t just lip service. Sustainability is now part of Uratex’s Corporate Strategy and Business Development Division, which tracks performance, educates employees, and evaluates new technologies.
Looking Ahead: Net Zero by 2050
The journey is far from over. Uratex has committed to reducing Scope 1 and Scope 2 emissions by 72% by 2030, with a net zero target by 2050. Scope 3—indirect emissions from its supply chain—is next on the agenda. A corporate playbook is already in the works.
“Don’t be afraid to have a higher ambition than you think is reasonable,” Cheng-Medina advised other business leaders. “Your bold goals will push science, technology, and even your own people forward.”
She added, “I’ve jumped the gun before on tech trends that didn’t quite pan out. But that’s the price of leadership. You try, you learn, and you lead again.”
The Bottom Line
Uratex’s sustainability journey under Peachy Cheng-Medina is a blueprint for how a traditional manufacturing company can reinvent itself for the future. It also illustrates how deeply rooted values, like gratitude and stewardship, can shape business strategy in powerful ways.
As she told Financial Adviser PH, “Sustainability isn’t just about the environment. It’s about making a lasting difference—for our customers, our communities, and the generations that come after us.”
