About Hijo
HIJO is a globally-competitive group of companies with core values in
Entrepreneurship & Stewardship, Collaborative Leadership, and Creativity & Innovation.
Who We are
A pioneer and pillar of the Philippine banana industry, Hijo Resources Corporation (HRC), based in Madaum, Tagum City, Davao del Norte was established in 1959.
The Company, founded by the late Jose “Boy” Tuason Jr., has expanded its realm from being a banana magnate into a successful agro-industrial, commercial, and tourism corporation.
In 1998, HRC turned over its 1,324 hectare banana plantation to the Government’s Comprehensive Agrarian Reform under the Voluntary Offer to Sell Program.
In 2007, the Tuason Group bought out the shares of the Ayala Group. In the same year, the Securities and Exchange Commission approved the merger of Hijo Resources Corporation, Twin Rivers Economic and Development Co., Inc, and Apo Estates Corporation.
Hijo Resources Corporation focuses on strengthening, developing, and modernizing its existing core businesses in Agriculture, Property Development, Leisure and Tourism, Foods, and Port Operations.
Today, Hijo takes a quantum leap in advocating inclusive growth and sustainable transformation in the lives of its people and the communities surrounding it.
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A pioneer and pillar of the Philippine banana industry, Hijo Resources Corporation (HRC), based in Madaum, Tagum City, Davao del Norte was established in 1959.
The Company, founded by the late Jose “Boy” Tuason Jr. has expanded its realm, from being a banana magnate into a successful agro-industrial, commercial and tourism corporation.
In 1998, HRC turned over its 1,324 hectare banana plantation to the Government’s Comprehensive Agrarian Reform under the Voluntary Offer to Sell Program.
In 2007, the Tuason Group bought out the shares of the Ayala Group. In the same year, SEC approved the merger of Hijo Resources Corporation, Twin Rivers Economic and Development Co., Inc, and Apo Estates Corporation.
Hijo Resources Corporation focuses on strengthening, developing, and modernizing its existing core businesses in Agriculture, Property Development, Leisure and Tourism, Foods, and Port Operations.
Today, Hijo takes quantum leap in advocating inclusive growth and sustainable transformation in the lives of its people, and communities surrounding it.
1959
A group of Americans led by William Odell Sold their 2,000 hectare abaca plantation, Inc., Twin Rivers Plantation and Utley Plantation, Inc.
1966
The companies were sold to a group headed by Ned Putnam. The newgroup under its manager, Sam Fukuda, included Fuji Fruits Co.
1968
Joose “Boy” Tuason, Jr. bought the Ned Putnam holdings through Tuason Enterprises Inc. Jesus V. Ayala was appointed manager of the new company. Production of export grade Cavendish bananas started.
1969
Hijo partnered with Philippine Packing Corporation, the philippine subsidiary of Del Monte International (DMI, for its marketing, financial and technical services. With DMI’s banana technological experties, the culvitation of bananas was accelerated.
May 21, 1969
Hijo sent its first shipment of Cavenish bananas to Japan. The Philippine Banana Industry was born.
1970
Hijo’s founder, Jose “Boy” Tuason, Jr., perished in a plane crash.
1971 - 1972
1971: Berth No. 1 of the pier was completed.
1972: Hijo registered its banana operation at the BOI under a Preferred Non-Pioneer status allowing for the full development of it’s banana lands. Utley Plantation was dissolved.
1976
LOI 790, a law that allows 25,00 hectares of land to be used for banana planting, was created. Davao Fruits Corporation (DFC) expanded to take advatage of this government mandate.
1982
The partnership with DMI was cancelled. The function marketing merger of Davao Fruits Corporation (DFC), Hijo and TR as one of the four large banana exporters to Japan started. Known internally as DAHITRI, the group included Sumitomo Fruits and Fuji Fruits as their Japanese partners. The group now owned 6,400 hectares of banana land with export targets of 15 million boxed per annum. Bert No. 2 of the Hijo pier was completed.
1983 to 1991
Profit growth reached unprecented levels for consortium. At the behest of the Fuji group, the general management contract of Tuason Del Rosario (TDR) was terminated. JVA Management Corporation (JVAMC) took over.
1988
Republic Act 6657 known as the comprehensive Agrarian Reform Law (CARL) took effect. Hijo chose to avail of the 10-year deferment period coverage. Under the supervision of the Department of Agriculture (DAR), the company entered into a production and profit sharing scheme with the worker-beneficiaries.
1990's
Successive climate changes and weather phenomena caused major setbacks to banana production causing significant impact to the company’s financial strength.
1992
Three cooperatives were created in preparation for the turnover of the farms under the CARP Law. Each of these cooperatives entered into a marketing and production contract with Hijo for their respective production.
1994
As part of its compliance to the CARP Law, the companies offered the plantations to DAR on a Voluntary Offer to Sell (VOS) basis.
Late 1990’s
The Companies went into transition from banana production as its core business to the marketing of bananas and pier operation.
1997
Hijo and APO files just compensation cases on the land surrended under the VOS which were undervalued by the Land Bank at the time of purchase.
1999
A long term contract was entered into with Lapanday Agriculture Corporation for banana sales and marketing, port use, lease of port facilities, use of airstrip and shipping road.
2006
The Tuason group bought the shares of the JVA group under a modified leverage buy-out.
2007
The Supreme Court ruled in favor of Hijo’s just compensation case.
June 30, 2009
The Corporate life of Hijo Resources Corporation was extended for another 50 years. Hijo celebrated its Golder Anniversary.
2011
2007
2018
2019
Our MISSION and VISION
Guided by the FELICE Principle, an acronym for Food, Education, Leisure, Identity, Clothing, and Equity, Hijo works to be the premier, dynamic, and financially successful conglomerate in Mindanao through its,
The Hijo Vision
“Hijo nurtures nature today to benefit the generations of tomorrow” signifies the rise of the unified action towards the institutionalization of environmental sustainable principles and practices into HRC’s operations, products, and services. It provides focus to its operational and developmental functions. It defines the company’s role in proper management of Hijo’s abundant natural assets whose preservation and protection is integral to the security of its corporate future.
Nurturing nature also encompasses the preservation of the cultural legacy upon which the Hijo community is rooted. This heritage is one of the unique values offered by the company’s leisure and tourism segments. Its preservation is central to the success of these sectors.
Hijo’s vision supports the company’s belief in bringing maximum benefits to all stakeholders, as well as to strengthen its social and economic pursuit that positively influences the lives of its employees and actively contributes to community development and nation building.
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Guided by the FELICE Principle, an acronym for Food, Education, Leisure, Identity, Clothing and Equity, Hijo works to be the premier, dynamic, and financially successful conglomerate in Mindanao through its,
Vision
Hijo nurtures nature today to benefit the generations of tomorrow.
Mission
To build enterprises in Agribusiness, Property Development, Leisure and Tourism, Port Logistics, Renewable Energy in line with the FELICE principle.
The Hijo Vision
“Hijo nurtures nature today, to benefit the generations of tomorrow” signifies the rise of the unified action towards the institutionalization of the environmental sustainable principles and practices into HRC’s operations, products and services. It provides focus to its operational and developmental functions. It defines the Company’s role in proper management of Hijo’s abundant natural assets whose preservation and protection is integral to the security of its corporate future.
Nurturing nature also encompasses the preservation of the cultural legacy upon which the Hijo community is rooted. This heritage is one of the unique values offered by the company’s new leisure and tourism segments. Its preservation is central to the success of these sectors.
Hijo’s vision supports the Company’s belief in bringing maximum benefits of all stakeholders; also, strengthens its social and economic pursuit that positively influences the lives of its employees and actively contributes to community development and nation building.
Our Logo
Reminiscent of a shark’s gills, the HRC logo symbolizes the rich marine life of Davao. It also pertains to the local shark that was once abundant in the Davao Gulf lining Hijo Estate. In the local dialect, Hijo means “shark.”
The Logo also represents three summits symbolizing the group’s progressive movement and its unending pursuit for excellence.
Signifying HRC’s plans to develop Hijo Part Town, it also is a representation of two (2) things: a boat’s bow as it speeds forward and the corner silhouette of a building.Â
