Baguio City, Philippines — tipón Federation Chairman Mr. Gabriel U. Quemado II delivered a comprehensive and detailed address at the National Cooperative Summit 2025 (October 9-10). His speech centered on sharing tipón’s operational model, demonstrating how their core philosophy of "Bawat isa, mahalaga" (Every single person is important) has created a successful, sustainable, and socially impactful cooperative blueprint for the entire Philippine cooperative movement.

The Human-Centric Foundation: "Bawat isa, Mahalaga"

Gary began by asserting that tipón's 26-year journey is guided by a vision to create a community where "no one is left behind." This mission is more than a slogan; it is a call to action ensuring that every worker-member is cared for, empowered, and uplifted.

• Core Purpose: The central driving force is "To inspire meaningful and fulfilled lives with our Members."
• Ethical Alignment: The Chairman elaborated that this philosophy is deeply rooted in the Social Doctrines of the Church. This commitment translates into practical action by focusing on the Preferential Option for the Poor and Vulnerable and vigorously upholding the Dignity of Work and Rights of Workers in every policy and decision the federation makes.

Sharing Best Practices: The PLOC Operational Blueprint

Gary detailed tipón's management structure—Planning, Leading, Organizing, and Control (PLOC)—as a robust, replicable model that secures both the enterprise's stability and the members' future.

Strategic Planning: The GO, GROW, GLOW Framework

The three-year strategic framework is designed to deliberately balance business imperatives with member welfare, treating the well-being of its people as a central strategy for success:

• GO (Forging Ahead): This is the expansion strategy. It focuses on operational efficiency and market expansion to ensure the cooperative remains financially robust. A strong enterprise provides secure, long-term work and reliable returns for all its members.
• GROW (Investing in Our People and Stability): This is the investment strategy. It dedicates resources to Talent Development and comprehensive welfare programs. By treating the individual well-being of every member as an essential business investment, the cooperative improves skills, satisfaction, and long-term retention.
• GLOW (Elevating Our Reputation): This is the quality strategy. It upholds high quality standards in service and utilizes Future-Ready Systems (like advanced ERPs) to solidify its position as a reliable, ethical partner, thereby enhancing the long-term value of the cooperative's membership.

Operational Excellence and Member Empowerment

tipón’s structure ensures that leadership is professional and that opportunities are maximized for members:

• Professional Leadership: The model stresses the importance of Hiring Accomplished Leaders and using continuous programs like the Management Development Program to ensure the members' collective enterprise is governed with the utmost professional acumen.
• Value Creation and Diversification: The federation employs smart strategies like the Formation of Specialized Business Platforms (e.g., Agribusiness and Aviation & Logistics Groups) and Cornerstoning (building ancillary support businesses like purchasing and trucking services). These efforts diversify income streams and secure sustainable, varied work opportunities for members.

Demonstrating Impact: Socio-Economic Results

The Chairman concluded by showcasing key metrics that demonstrate the real-world, scalable results of the Bawat isa, mahalaga model in action, providing concrete evidence of the cooperative's effectiveness for its members:

• Financial Inclusion on a Massive Scale: The Common Wealth Credit Cooperative reported a total of P11.27 Billion in loan value across 1.8 million loan counts since 2017. These figures illustrate the cooperative’s success in providing essential, affordable financial services directly to its working members.
• Ensuring Social Security Coverage: The federation demonstrated its role in formalizing work and ensuring member protection by facilitating substantial total remittances to government agencies from 2020 to present, including P6.4 Billion for SSS, P834.5 Million for Pag-IBIG, and P1.7 Billion for PhilHealth.

Post-Summit Achievement: A Testament to Quality

The efficacy of the member-centric model was further highlighted shortly after the summit. Asiapro Cooperative, an affiliate under tipón, was officially listed as the only cooperative belonging to the Philippines’ Best Employers for 2026 list by the Philippine Daily Inquirer in cooperation with Statista. This achievement, announced just weeks after the Summit, serves as a powerful, external confirmation of the high standards for member care and quality employment practices discussed by the Chairman.

• Asiapro made a significant jump in the ranking, rising from 198th to 143rd in 2026 among the Top 300 Employers.
• It secured an impressive 11th place in the Business Process Outsourcing (BPO) Industry, reflecting the cooperative’s ability to create high-quality, respected work environments.

Gary’s speech provided the cooperative community with a detailed and successful operational framework, demonstrating that a deep commitment to "Bawat isa, mahalaga" can and should drive both superior organizational performance and profound socio-economic impact across the Philippine cooperative landscape.