He championed programmed activities and managerial development. Jose Locsin Araneta was born in Silay, Negros Occidental and got his early education in public elementary and secondary schools. It was in a private college, Jose Rizal College, however, that the businessman in him began a budding. Armed with his Bachelor-in-Commercial-Science degree, he got the job of chief clerk at the chemistry department of the Isabela Planters in Negros Occidental. In 1929, he was made assistant supervising auditor of the Philippine Sugar Central Agency under the Philippine National Bank. Two years later, he became an auditing-staff member of PNB-Manila. In 1937, with Miguel Cuaderno, he organized the Philippine Bank of Commerce; in the same year, he established the Vidal, Araneta and Co, becoming its President and General Manager. Joining Jorge Araneta interests, he acted as cashier of the MAAO Sugar Central Co., Inc. and of the Central Securities and Investment Co. Inc. Before the outbreak of the Pacific war, Araneta left for the U.S.A. Upon his return in 1941, he was appointed the representative of the Johnston Lumber Co., Inc. After the Liberation, he became Relief Officer of the PCAU No. 6, as well as Assistant Director of the Civilian Relief Supply Distribution in charge of warehousing transportation. Later, he accepted his appointment as regional representative of the American government’s Foreign Economic Administration, covering Zamboanga, Basilan, and Sulu. (The Administration was to become the United States Commercial Corporation, he would become Manager of). Araneta then transferred to Philippine Air Lines, where he worked as a commission agent until mid-1947 .He decided to join the Jos. S. Johnston, interest. On November 12, 1947, he was elected President of Johnston Lumber Co; then, on May 9, the following year, he became Administrative Officer of the Jos S. Johnston & Sons, Inc. In 1962, he organized and became President and General Manager of Jollier, Inc. Due to his active leadership in the YMCA (Makati), he came to be this organization’s Vice President in 1973. Indeed, when he was elected Grand Master, he was Vice President of the Y’s men. On June 19, 1940, he married Mary Elizabeth Johnston, with whom he had two daughters. His Masonic background is just as impressive as the commercial one. He petitioned for degrees in Noli Me Tangere Lodge No. 48 and was raised as a Master Mason on November 21, 1931. When his lodge surrendered its charter, he affiliated with Kasilawan Lodge No. 77 in 1938. In 1940-41, he served as the Junior Warden of this lodge. After WW II, he demitted from Kasiwalan Lodge No. 77 and affiliated with Mt. Apo Lodge No. 45 and served as its Master in 1952-53. He helped in organizing the Zamboanga Lodge of Perfection, A&ASR and he was Master of Kadosh of Pulong Bato Consistory, M.R.S. for two terms. Having contributed much to Scottish Rite Masonry, he was crowned Sovereign Grand Inspector General and active member by the Supreme Council 33°, A. & A.S.R. Freemasonry of the Philippines. He served as Grand Secretary General of the Scottish Rite in 1972 as well as in 1974. He was also one of the organizers of the Manila Court No. 4, Order of the Amaranth. Verily, he spearheaded the establishment of several Amaranth Courts in the Philippines. On December 6, 1975, he was elected Grand Royal Patron, of the Grand Court of the Philippines, Order of the Amaranth. (His wife, too, was so active in the Order that she was elected in Oklahoma, US as the first Filipino Supreme Royal Matron of the International Order of the Amaranth). Araneta the Grand Master wanted to see the Masonic Fraternity expertly managed and its civic-concern activities truly institutionalized. Hence, in his inaugural address, he declared that the officers who lead or serve institutions could not depend for their performance upon intuition or hearsay. “Decision making,” he said, “has to be guided by principles upon which skills are developed for purposes of execution. Ordinarily, performance in the Lodge by either the officers or the members is the product of experience.” It is generally self-motivated and self-taught,however, where its relative worth and its degree of excellence, depends upon intuition or personal charisma, this could not be enough. Thus, he added: …While the tradition of pakikisama and utang na loob has desirable moral values in personal relations, it is not the principle in the official performance or observance of Masonic obligations. The pakikisama and utang-na-loob tradition; where management and managerial relations are concerned, should not be heavily relied on, because it is subject to personal whims, temper, and even abuse. Hence, the need for training in, adherence to, and practice of sound administrative/managerial principles. He also reminded his fraternity brothers that Freemasonry as an institution is not publicity known or heard of, like other institutions and civic groups in our social milieu. Listen: …While individual Masons may be known publicly, they are recognized precisely as individuals like Jose Rizal, Apolinario Mabini, Emilio Aguinaldo, Andres Bonifacio and many of our country’s contemporary leaders. Why is this so? It is because Freemasonry, as a matter of tradition, does not project itself publicly. Its measure of service to fellowmen and humanity lies almost wholly in the individual’s exemplification of the tenets of the Craft. This kind of anonymity is a direct contrast to services rendered by other institutions which are known by their names as incorporated in the SEC under the laws of the land. And so, a thousand Masons may individually render valuable and invaluable services in their various communities, yet the public may not identify them with the Masonic Fraternity. Yes, to the man who was elected Grand Master in 1976, this dilemma cannot be perpetuated. He, therefore, proposed : …Freemasonry should come out publicly as an institution in the service of human kind. Institutionalization of services should be a policy of Lodge administration and has to be instituted so as to meet the problems of communication in a fast changing society. Communication with national leaders in all sectors and with the people of all classes will not only make for effective involvement, but, will also help bring about amity and unity which the world needs most. Like a fellow Mason, Andres Bonifacio who had declared, “Our responsibility in the performance of our duties will be the example that our countrymen will imitate,” Grand-Master Araneta cited an example for the Masons to follow. Our Fraternity put up the Masonic Hospital for Crippled Children (housed in Mary Johnston Hospital) and the ACACIA Mutual Aid Society, Inc. an insurance scheme for members of the Fraternity. The Brethren officially participated in certain national celebrations like the Jose Rizal Day, December 30 (which has not been regularly observed), as well as the dialogue with the Knights of Columbus through such forums as seminars and luncheons. Grand Lodge involvement in civic concerns he believed, should be purposive; members should be attuned to the needs of various communities. To him, if Masons are to project the Fraternity into the limelight in the interest of national development, as an institution, they must carry out their concern both on the community and on the national level through sound management and administration. Grand Master Araneta’s program thrust, consequently, was on programmed activities, managerial development, Masonic education, and institutionalized services. He laid specific lines of managerial active action as standards or principles of performance. In these changing times, Araneta’s ideas decidedly, may serve as guides to Masonic thinking and action.