Accountability is the most important corporate process that each operating company under our umbrella must strengthen. It is not a concept confined to compliance checklists or audit manuals; it is the lifeblood of corporate integrity and sustainability. Without accountability, even the most promising businesses collapse under the weight of mistrust, inefficiency, and corruption. With accountability, companies can weather storms, prevent fraud, and drive sustainable growth.

In our corporate journey, accountability has been both our most elusive challenge and our most vital lesson. From revenue generation to operational functions, from reporting losses to celebrating profits, accountability is the backbone of proper governance. Yet for many years, it was precisely this area where we struggled most.

The Missing Foundation

Since the inception of our holding company, accountability has been the recurring issue. Our inability to create strong accountability mechanisms allowed weaknesses to take root. Employees and executives who should have acted as guardians of the company instead found ways to conceal their true intentions. Instead of stewardship, some engaged in exploitation. Instead of protecting the company, they milked it for personal gain.

Milking the company is not merely poor practice; it is fraud. Fraud in any form—whether small manipulations of reports or large-scale siphoning of funds—destroys not only financial resources but also the moral fabric of an organization. Unfortunately, our operating companies experienced this reality. Control measures were often managed by the same individuals who had the power to manipulate them. As a result, accountability became a façade, not a functioning system.

This cycle of failure repeated itself. Year after year, the same problems resurfaced, driven by a culture where people believed it was acceptable to steal without consequence. Fraudsters thrived in the shadows of weak governance, emboldened by the absence of strict accountability protocols.

The Turning Point

Recognizing that the same issues kept returning, we had no choice but to act. The holding company could not continue on this trajectory without jeopardizing its very existence. A painful but necessary process of reform began.

First, we identified that the legal system within the organization was compromised. The very legal team that was supposed to defend the company’s interests had become part of the problem. Instead of rooting out fraud, their actions—or inactions—allowed it to persist. The absence of decisive legal action emboldened wrongdoers, creating a dangerous cycle of impunity.

This realization led us to replace the legal team entirely. A new set of professionals with integrity, independence, and determination was brought in. Their mandate was clear: pursue accountability without hesitation, and ensure that fraud was addressed with the seriousness it deserved.

Second, we initiated legal cases in court against individuals who had exploited the company. This step was not taken lightly. Legal battles are long, costly, and draining. But they are necessary. They send a clear message that fraud will not be tolerated, that theft is not part of corporate culture, and that accountability is not optional—it is mandatory.

The Dimensions of Accountability

To prevent the same failures from recurring, we redefined accountability in clear and practical terms. It must permeate every dimension of the business:

1. Accountability in Revenue – Every peso earned must be transparently recorded, monitored, and reconciled. Revenue is not simply a measure of success but also a test of honesty. Inflated sales figures or misreported income are red flags that can no longer be ignored.
2. Accountability in Function – Every employee, from the highest executive to the most junior staff, has a defined role. Functions must be carried out with precision, efficiency, and transparency. Responsibilities cannot be blurred or outsourced to those with conflicting interests.
3. Accountability in Losses – Losses are not always signs of failure; they are often part of the business cycle. But when losses occur, they must be reported honestly and analyzed carefully. Concealed losses are far more dangerous than visible ones, for they breed denial and prevent corrective action.
4. Accountability in Earnings and Profit – Profit is the goal of every enterprise, but it must be declared truthfully. Profit figures must not be manipulated for personal bonuses or to mask underlying problems. True profit must reflect true performance.

Breaking the Culture of Fraud

Perhaps the hardest challenge in building accountability is not just fixing systems but changing mindsets. For too long, some individuals within our organization acted as though corporate resources were their personal entitlement. They convinced themselves that small thefts were harmless, that manipulated reports were necessary, or that their actions would go unnoticed.

To break this toxic culture, we had to make examples of accountability. Cases were filed. Fraud was documented. Employees were terminated not quietly, but with clear justification. New leaders were brought in, not only for their skills but for their proven integrity.

Equally important, we began embedding accountability in daily processes, not just crisis response. Regular audits, dual controls, transparency in procurement, rotation of responsibilities, and whistleblower mechanisms became part of our organizational fabric.

Accountability as Strategy

Accountability is not just about preventing fraud. It is a strategy for growth. When revenue is accounted for accurately, management can plan wisely. When losses are admitted openly, teams can pivot quickly. When profits are reported transparently, investors gain trust.

Accountability also builds confidence with external partners—investors, banks, regulators, and communities. A company known for accountability attracts better partners and enjoys stronger reputational capital. In contrast, a company plagued by fraud and weak governance repels the very allies it needs to grow.

For our holding company, strengthening accountability has become central to our restructuring plan. Operating companies now function with independent boards, clear separation of roles, and independent oversight. The holding company serves not as an operator but as a guardian of accountability across its subsidiaries.

The Road Ahead

The journey toward accountability is not complete. It will never be. Accountability is not a project with a start and finish date—it is a permanent discipline. Every day, in every transaction, accountability must be demanded, practiced, and reinforced.

We acknowledge that our past failures allowed fraud to fester and eroded trust. But we also recognize that these failures have given us the most valuable lesson: without accountability, no business can truly succeed.

As we move forward, accountability will remain our most important corporate priority. It is the standard by which leaders will be judged, the culture that will define our companies, and the assurance we will give to all stakeholders.

Accountability is not optional—it is essential. It is about more than compliance; it is about character. It ensures that revenues are real, functions are fulfilled, losses are acknowledged, and profits are honest. It prevents fraud, protects resources, and sustains growth.

For too long, we allowed weaknesses in accountability to define our struggles. But those days are over. With new systems, new leaders, new legal safeguards, and a renewed commitment, we are embedding accountability at the heart of everything we do.

In the past, accountability was our greatest weakness. In the present, it is our urgent task. In the future, it will be our strongest strength.

Because without accountability, there is no company. With accountability, there is hope, trust, and a future worth building.