In this series, we see how the future generation is doing in preserving the legacies of their elders—particularly in terms of values—for a business conglomerate that is built to last. For the month of June we have Christopher James “Chris” Moore Lopez, 31, eldest son of ABSCBN Global chief operating officer Raffy Lopez and the fifth great-grandchild of EL Sr.
On his upbringing and the values taught to him:
My childhood and upbringing were very middle-class America, and I am very thankful for that. I grew up in the Northern California suburb of San Mateo and my experience is very reflective of that. My father instilled in me the importance of humility, hard work, frugality, patience, gratitude and not being greedy or expectant of anything. My mother raised us to be kind, caring, compassionate, empathetic and accepting, and taught us the value of delayed gratification; when she would take me with her shopping as a child, I was allowed to play with a toy while we were in the store but would have to give it back at the checkout.
As the fourth eldest greatgrandchild of Eugenio H. Lopez Sr., Jorge Ernesto Miguel Lopez Vargas, 31, is pretty sure he gave his parents a hard time growing up, as his candid and humorous answers show.
Being named after a famous great-grandfather, grandfather and father did not ensure an easy, luxurious life for Eugenio C. Lopez IV.
He would rather stay on the sidelines, taking photos instead of being in them. He would also prefer not to be written about as he found it self-promoting. But after a lot of convincing and prodding, and finally telling him jokingly that he was holding up this month’s issue of LopezLink, Jose Eugenio Martin Lopez Vargas, 35, finally—as in “photo finish”—gave in and agreed to be interviewed. “Oh boy, am I in trouble?” he anxiously asked. “Yes, you are in trouble if I don’t submit this article on you in a few hours,” I said.
LopezLink begins the series entitled “The New Values Vanguards.” The objective of this series is in line with the concept of how the Lopez companies are built to last—and how it will be done starts with knowing the successors of the current third generation who may or may not lead the Lopez companies in the future.
This month,