In an era when global corporations are under pressure to clean up their operations, one Filipino family business is leading by example. Uratex, a household name in mattress and foam manufacturing, has quietly built one of the most comprehensive sustainability roadmaps in the local manufacturing sector. With 366 trucks, 37 facilities, and a goal to achieve net zero emissions by 2050, the company is proving that climate action is possible even in traditional industries.
Behind this bold vision is Peachy Cheng-Medina, the company’s Managing Director, who has made sustainability a central pillar of Uratex’s long-term business strategy. In an exclusive interview with Financial Adviser PH, Cheng-Medina shared the thinking behind their green initiatives, the regulatory challenges they’ve navigated, and how family values continue to shape the company’s purpose.
A Business Born from Gratitude
“My father came from nothing,” Cheng-Medina began. “When he built Uratex, it was not just about business. It was about giving back, about making a difference.”
This mindset is embedded deeply into the company’s culture. Long before “sustainability” became a corporate buzzword, Uratex had already earned the DENR’s Ozone-Friendly certification in 1996, making it one of the first local manufacturers to phase out harmful CFCs.
That milestone laid the foundation for what would become a broader, company-wide sustainability strategy that spans environmental compliance, renewable energy, and now, carbon neutrality.
The Road to Net Zero: Strategy in Motion
Uratex’s commitment to sustainability took a decisive turn in 2021, when it formally included Sustainability as a core strategy, championed by its Corporate Strategy and Business Development Division.
The company adopted science-based targets, aiming to:
Reduce Scope 1 and Scope 2 emissions by 72% by 2030
Achieve Net Zero by 2050
“We knew it wasn’t enough to make small, incremental changes,” Cheng-Medina said. “We needed a roadmap that aligned with global climate goals, but grounded in operational feasibility.”
The strategy includes investment in solar energy, waste diversion through the Extended Producer Responsibility (EPR) law, electric vehicle adoption, and a future playbook for tackling Scope 3 emissions, which cover their supply chain and logistics network.
Solar Energy: Lighting the Way
One of Uratex’s most visible successes has been its transition to renewable energy. In 2016, the company installed its first solar panel system at its Alabang facility. As technology matured and costs declined, Uratex expanded installations across its network of factories.
As of 2024:
73% of facilities (27 out of 37) are powered in part by solar energy
55% of the company’s energy use now comes from renewable sources
The shift is not just environmentally beneficial. It’s economically sound. Over three years, the company reported ₱210 million in savings, and avoided 46,000 tons of CO2 emissions—equivalent to planting over 2 million trees.
A key partner in this initiative is ACEN, which helped boost Uratex’s renewable energy share through customized clean energy solutions.
Regulation as a Catalyst: EPR and Clean Water Compliance
For Cheng-Medina, regulation is not a roadblock—it’s a catalyst.
“The EPR law gave us the structure we needed to scale up our impact,” she explained.
Through the Extended Producer Responsibility Law, Uratex teamed up with Republic Cement to collect and co-process over 500 tons of plastic waste. These are converted into alternative fuel, drastically reducing landfill dependence.
Equally important is their compliance with the Clean Water Act. In their Valenzuela plant, Uratex installed a state-of-the-art Sewage Treatment Plant (STP) and implemented rainwater harvesting systems and waterless urinals.
“Our pilot of just three urinals already saves 40 cubic meters of water a year,” Cheng-Medina noted. “That’s small scale—but imagine the impact when it scales across 37 facilities.”
366 Trucks and the Road to Electric Mobility
With a fleet of 366 delivery trucks, logistics is both an operational strength and an emissions challenge. Uratex recently began testing electric trucks and e-trikes as part of its move toward greener transport.
“We classify ourselves as early adopters,” Cheng-Medina said. “We’re not always the first to try a new technology, but once it’s proven, we scale fast.”
Currently, one pilot electric truck consumes 450 kWh of electricity monthly, replacing 203 liters of diesel and cutting 123 kg of CO2 emissions.
The long-term plan? Full EV fleet integration, once costs and infrastructure allow. “We’re watching battery technology closely,” she said. “Once the numbers make sense, we will move.”
From the Factory Floor to the Boardroom: Culture-Driven Innovation
Uratex’s sustainability journey isn’t solely driven by leadership. It’s embedded across the entire organization.
“We started with small group activities, quality circles, and employee-led innovation platforms. Some of our best ideas came from the factory floor,” said Cheng-Medina.
Employees are involved in initiatives such as:
Tree planting and river cleanups
Blood donation drives
CSR projects like AGAPP classrooms and Gawad Kalinga villages
These acts aren’t incidental. They are part of the family values passed down from Uratex’s founders, who believed that kindness, generosity, and community responsibility belong at the heart of business.
Education as Empowerment
One of Uratex’s flagship CSR initiatives is its scholarship program. “It’s ironic that my parents didn’t finish college, yet they believed so strongly in education,” Cheng-Medina said.
The company has supported nearly 500 scholars, giving young people a chance to break the cycle of poverty and build a better future.
“Education is transformative,” she added. “It aligns perfectly with our belief that business should be a force for good.”
Looking Ahead: Scope 3 and Beyond
The next frontier in Uratex’s sustainability roadmap is addressing Scope 3 emissions, which include upstream and downstream activities in its value chain. This will involve working more closely with suppliers, distributors, and third-party logistics.
“We’re developing a playbook for Scope 3,” Cheng-Medina confirmed. “It’s complex, but necessary.”
At the same time, Uratex is exploring:
New recycling technologies for end-of-life mattresses
Better climate control systems for its factories
Expanded renewable energy storage solutions using next-gen batteries
These initiatives will bring the company closer to its 2050 Net Zero goal, while ensuring that operational excellence and customer satisfaction remain intact.
Advice to Leaders: Start Bold, Stay Real
Cheng-Medina had a clear message for other business leaders:
“Don’t be afraid to dream big, even if it feels unreasonable at first. Sustainability starts with ambition—but it only succeeds with execution.”
She stressed the importance of timing, noting that Uratex did not act on every trend immediately. “You have to wait until the technology is viable. But once it is, you must be prepared to move quickly.”
Final Word: A Legacy Worth Building
As Uratex moves toward its 55th year, it is clear that this is no ordinary family business. It is a case study in how Philippine enterprises can lead the charge toward a low-carbon, high-impact future without compromising on business goals.
As Cheng-Medina summed it up in her interview with Financial Adviser PH: “We exist to make a difference—to our customers, to our employees, to our communities. That’s the legacy we want to leave behind.”
