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Bridging Communities 

2008 CORPORATE SOCIAL RESPONSIBILITY 

AND SUSTAINABILITY REPORT

ABOUT OUR REPORT 

This is Globe Telecom’s first corporate social responsibility and 

sustainability report. While this report discusses extensively actions done in 

2008, it also highlights major programs implemented in the past five years which 

can help show our transition towards a more strategically aligned framework and 

application of sustainability in our business. 

For several years, we have incorporated our CSR 

reporting in a dedicated section in our annual 

reports. This year, we have published a CSR 

report separately to highlight on greater detail our 

various initiatives that impact the triple bottomline: 

economic, social and environmental. Although CSR 

principles have always been part of our philosophy, 

we see the need to express them clearly through a 

report where we set out what we aspire to achieve 

and deliver on the economic, environmental and 

social issues that concern our stakeholders. As 

we progress in our reporting, we will strengthen 

systems and structures to meet our responsibilities 

and manage the environmental and social impacts of 

our business while continuing to deliver shareholder 

value. 

Scope and boundary of this report 

This report is modeled in compliance with the 

internationally recognized guidelines of the Global 

Reporting Initiative (GRI) G3 on profile indicators 

covering strategy and analysis, organizational 

profile, report parameters, governance and 

commitments, stakeholders’ engagements and 

relevant performance indicators covering our 

material CSR activities from January 1, 2008 to 

December 31, 2008 (unless otherwise stated). In 

selecting the sustainable development challenges 

that we consider to be the most significant for 

our activities, we have taken into account our 

stakeholders’ stated expectations as well as our 

business strategies. We aimed to highlight our 

achievements using aspects of our performance 

that we have already measured, and in the next 

years, we will strive to better measure the impact 

of our CSR programs to improve our planning and 

decision-making processes. This is a self-declared 

C level report. The scope of this report has been 

determined by available data and metrics tracked by 

the different business and enabling groups. Many 

of these indicators are already in practice. In the 

coming years, we will progress and include more 

performance indicators that allow for making our 

sustainability initiatives more strategically aligned to 

our core businesses. We are committed to publish 

our sustainability report on an annual basis and 

we will also elevate our reporting practices to meet 

higher GRI Application Levels and seek independent 

third party assurance on our report in the future. 

The details of Globe’s financial performance and 

operating results for the year ended December 

31, 2008 are discussed in our 2008 Annual Report 

which is available in the company’s website 

www.globe.com.ph alongside the company’s 

previous annual reports. 

Reporting is an opportunity for us to learn more 

about our stakeholders and ultimately enable us 

to improve our performance and reporting. We 

appreciate feedback from our different stakeholders 

to help us understand better how our programs 

impact the business and society and how to 

communicate the work we have done. To send 

feedback on the report, please send an email to 

bridgecom@globetel.com.ph.

BRIDGING COMMUNITIES 

Being a responsible business is an ongoing, evolving process. In many ways it’s like being 

on a journey. As on all journeys, corporate responsibility requires that we continually 

monitor our progress, take stock of where we are and assess the road ahead. Corporate 

Social Responsibility (CSR) is continuously increasing to be integrated in core business 

and significant resources are being applied to manage company impacts on society 

and the environment. 

In Globe’s core business challenges, commercial and CSR objectives are aligned. 

Meeting the Filipino society’s needs and addressing connectivity concerns can 

provide numerous commercial opportunities for a telecommunications company 

like Globe. In our major business areas, Globe’s strategy and its CSR strategy are 

inseparable. Growth in emerging markets and providing “total communications” 

are closely linked to responding to society’s challenges. This is a 

clear living out of our company mission “to transform and 

enrich lives” through our technology, products and services 

and through relevant social responsibility programs.

Message from Globe Leaders 

We are proud to introduce Globe’s first corporate social responsibility (CSR) and 

sustainability report. The story of CSR and sustainability in Globe is all about our people, 

our customers, our partners and our collective aspiration to contribute to national development. 

Through our programs in Entrepreneurship, Education and the Environment, we leverage off Globe’s 

unique position as a technology leader to help bridge the gap between what the Filipino can do and 

the bigger, wider world of knowledge and opportunity. 

Globe’s social responsibility programs have evolved. Its 

earliest CSR programs in the 1990s revolved around the 

quick deployment of communications for disaster relief. 

As an adjunct to our local exchange expansion, we also 

held medical and dental missions in the new communities 

we served and pursued advocacies in educational 

excellence by giving excellence awards to deserving 

students. 

Five years ago, we took a major step to bring CSR to the 

next level by launching Globe Bridging Communities 

or Globe BridgeCom. It moved Globe’s community 

investment beyond philanthropy and integrated it into 

its core business strategy and business execution in three 

specific areas: 

Entrepreneurship — We have invested in sustainable 

livelihood programs and supported local leadership 

and community cooperation. We have also provided 

leadership and entrepreneurship programs to 16,000 

barangay leaders and community entrepreneurs to focus 

on strategic development activities in their communities 

by enhancing local governance. We have helped people 

discover and hone their entrepreneurial skills through 

opportunities that Globe can provide as well as 

opportunities that people can create for themselves with 

Globe BridgeCom 

has reached all our 

country’s provinces 

and has implemented 

various programs in 

over 3,300 barangays 

and in more than 

2,000 public schools 

nationwide.

help from Globe and its partners. In particular, through 

Globe’s pre-paid and value transfer technology, we have 

been able to build a network of more than 600,000 overthe-air 

reloading retailers. 

Education — As a company with employees having a 

very young average age, our youthful passion has driven 

us to design, develop and support programs that empower 

young Filipinos to chart the future of our society. Basic 

to this is connectivity to the world of technology and 

the internet. Internet in Schools, Globe BridgeCom’s 

program to provide internet connectivity in schools and 

deliver teaching materials using mobile communications 

technology, has brought the internet to some 900 schools 

nationwide. We have also provided internet curriculum 

training for teachers, leadership training for the youth, as 

well as scholarships for the deserving. 

Environment — An important pillar of our business 

strategy is our commitment to sustainable business 

practices and environmental protection throughout our 

operations. In 2008, we made significant progress on 

our environmental initiatives through a comprehensive 

baseline assessment of our environmental performance. 

We organized our data, allowing us to identify and 

track Key Performance Indicators (KPIs) which we 

will report against in future years. As we acknowledge 

the threat of Climate Change, we aim to lessen our 

operations’ carbon footprint to help mitigate the impact 

of increased carbon dioxide emissions from our activities. 

Energy use and the associated generation of greenhouse 

gases is one of Globe’s most significant environmental 

impacts. We have begun the application of renewable 

energies in applicable infrastructures such as our cell 

sites. We are also continuously addressing the end-of-life

management of the lead-acid batteries that are generated 

from our telecom operations. Beyond managing our own 

environmental impact we also believe that our products 

and services offer significant opportunities to reduce 

society’s pressure on the physical environment. Changes 

in travel, work practices, and lifestyle made possible with 

our technology have significant effects on the quality 

of life. We are determined to harness this for positive 

change. 

Globe BridgeCom has reached all our country’s 

provinces and has implemented various programs in over 

3,300 barangays nationwide. Through our programs 

in entrepreneurship, we make critical contributions in 

developing the Filipino’s capacity to join the marketplace. 

When we help young Filipinos make it through college, 

we are building the skilled, diverse workforce that our 

country – and Globe – need. When we improve our 

business practices to reduce our environmental footprint, 

we encourage our employees to look at how, in their own 

way, they can help the natural environment sustain all its 

inhabitants. 

Our programs are driven by our employees’ intense 

volunteerism. It is our company’s pride that through 

our Globe BridgeCom programs, we have encouraged 

some 3,000 of our employees or more than half of the 

company’s workforce to volunteer in various socio-civic 

community activities. 

This report not only measures the investments Globe has 

made in these communities, but more importantly the 

impact these have made toward developing sustainable 

platforms for growth. This report uses Global Reporting 

Initiative (GRI) standards that conform to globally 

accepted metrics for measuring our company’s economic, 

social and environmental impact. 

While we have been reporting on our CSR initiatives in 

a special section in our annual financial report, this is our 

first attempt to publish a separate CSR and sustainability 

report. This demonstrates our vigorous commitment 

towards systematically building sustainable business 

models that are aligned with our social development 

goals. We realize that in the years ahead, business 

transformation will be increasingly critical in delivering 

growth not only for the enterprise, but for a much broader 

community of stakeholders. This certainly brings new 

challenges for our business, our CSR and sustainability 

strategies. 

We thank Globe’s CSR Team for preparing this report 

and actively leading our employees in our CSR programs 

all over the country. We thank the various departments 

of the Philippine government, local government leaders, 

international aid agencies, our suppliers and business 

partners who have extended valuable support. We 

could not have achieved all that we have without the 

many partners like you who share with us our vision of 

transforming and enriching the lives of Filipinos. Finally, 

we thank our employees whose spirit of volunteerism has 

touched and aided our CSR journey. We appreciate your 

commitment, your passion and your genuine concern to 

help Filipinos in need. We hope that we can continue to 

work together to truly make great things possible for the 

Filipino. 

Jaime Augusto Zobel de Ayala 

Chairman 

Gerardo C. Ablaza, Jr. 

Co-Vice Chairman 

Chang York Chye 

Co-Vice Chairman 

Ernest L. Cu 

President and Chief Executive Officer

1 About Globe 

7 Integrating CSR and Sustainability in our business 

11 Stakeholder Engagement 

14 Our Key Sustainability Issues 

17 Economic Responsibility 

25 Developing a Globally Competitive Workforce 

33 Health & Safety in the Workplace 

37 Community Engagement 

45 Employee Volunteerism 

49 Environmental Responsibility 

55 A Sustainable Future 

56 GRI Index 

contents

About Globe 

Globe Telecom is a leading telecommunications company in the Philippines. Our 

business is all about transforming and enriching lives through communications. 

Through our renewed commitment to enrich lives through ease and relevance, 

our goal is to enrich everyday communication by simplifying and removing the obstacles 

in communication technology so that we bring our customers closer to what matters to 

them most. 

As of the end of 2008, we served more 

than 25 million customers through our 

mobile, fixed line and broadband services. 

Our primary offices are located at the 

5F Globe Telecom Plaza 1, Pioneer 

cor. Madison Sts. Mandaluyong City, 

Philippines 1552. 

Our strategic shareholders are Ayala 

Corporation and Singapore Telecom, who 

are acknowledged as industry leaders 

in the country and in the region. Globe, 

a public utility company, is listed in the 

Philippine Stock Exchange and has a 

market capitalization of US$2.1 billion as of 

end 2008. 

The Globe Group is composed of the following companies: 

• Globe Telecom, Inc. (Globe) provides our wireless telecommunications services; 

• Innove Communications Inc. (Innove), a wholly-owned subsidiary, provides 

our fixed line telecommunications services, consumer broadband services, 

high-speed internet and private data networks for enterprise clients, services for 

internal applications, internet protocol-based solutions and multimedia content 

delivery; 

• G-Xchange, Inc. (GXI), a wholly-owned subsidiary, provides our mobile commerce 

services under the GCash brand. GXI is registered with the Bangko Sentral ng 

Pilipinas as a remittance agent; 

• Entertainment Gateway Group Corp., EGGstreme (Hong Kong) Limited and 

Karton Limited (collectively referred here as “EGG”), provide digital media content 

and applications; and 

• GTI Business Holdings, Inc. (GTIBH), a wholly-owned subsidiary, is primarily an 

investment company. 

Globe Telecom offers total communications 

services on both wireless and wireline 

technologies. The products and services 

are positioned at different market segments. 

This segmentation also reflects how Globe 

develops services, defines affordability and 

increases accessibility on the mainstream, 

broad and value-conscious segments of the 

market. It has also developed various top up 

facilities at each subscriber’s affordability 

and convenience. 

1 

Bridging Communities — 2008 Corporate Social Responsibility and Sustainability Report

perform international and domestic remittance 

transactions, pay fees and utility bills, income 

taxes, avail of micro-finance transactions, donate to 

charitable institutions and buy Globe Prepaid reloads. 

Net registered GCash user base at the end of 2008 

totaled 1.4 million. 

2 

Wireless business 

Globe Telecom offers its wireless services including 

local, national long distance, international long 

distance, international roaming and other valueadded 

services through three brands: Globe 

Postpaid, Globe Prepaid and TM. The TM consumer 

wireless prepaid service was previously operated 

by Innove. However, starting May 19, 2008 following 

the approval of the National Telecommunications 

Commission (NTC), the TM contracts were transferred 

to Globe which now operates all wireless prepaid 

services in the integrated cellular networks of Globe 

and Innove. 

Globe Postpaid leads the overall postpaid market 

with various plan offerings such as G-Plans, 

consumable G-Flex Plans and Platinum Plans for 

the high-end market. Recently, we expanded our 

postpaid plan offerings to include Load Allowance 

Plan, a group plan that allows up to four extension 

lines provided with fixed monthly allowances as 

low as P250, and Time Plans, which allow unlimited 

texting and low call rates for heavy off-peak users. 

Globe Prepaid and TM are the prepaid brands 

of Globe. Each brand is positioned at different 

market segments. Globe Prepaid is focused on the 

mainstream, broad market while TM is focused on the 

value-conscious segment of the market. In addition to 

these brand offerings, Globe has customized services 

and solutions to address specific market segments, 

each with its own unique positioning and service 

offers. 

Globe also provides its subscribers with mobile 

payment and remittance services under the GCash 

brand. This service enables our subscribers to 

Globe provides various top-up options and facilities 

to its prepaid customers including prepaid cards 

and through bank channels like ATMs, credit cards, 

and internet banking. Subscribers can also reload 

airtime value or credits using the Company’s overthe-air 

reload facility, AutoloadMAX. As of year-end 

2008, Globe had over 600,000 AutoloadMAX retailers 

nationwide. 

Wireline business 

Our wireline business offers voice services, data 

services, internet and business solutions to serve 

various consumer and corporate segments. 

For wireline voice services, we provide local, national 

and international long distance and other valueadded 

services through postpaid, prepaid and 

payphone offerings. 

For wireline data services under our Globe business 

brand, we offer end-to-end solutions for corporate 

clients based on value-priced, high speed data 

services over a nationwide broadband network. 

These include domestic and international data 

services, wholesale and corporate internet access, 

data center services, and segment-specific solutions 

customized to the needs of vertical industries. 

For internet services under our Globe Broadband 

brand, we offer both wired and wireless broadband 

connectivity at competitive speeds using our DSL 

and 3G with HSDPA networks. We also provide an 

unlimited, fully mobile internet plan marketed under 

Globe Broadband Tattoo (previously called Visibility) 

brand name that allows internet access at speed of 

up to 2.0 mbps via Globe 3G with HSDPA, EDGE and 

GPRS. In the second half of the year, we launched a 

prepaid version of our fully mobile broadband service 

and lowered customer entry costs by reducing the 

price of the modem from P4,500 to P1,895. 

Globe also offers business solutions customized for 

specific business segments ranging from SMEs (small 

and medium enterprises) to corporate and enterprise 

clients. 


Globe is greatly fulfilled by the way our overarching 

mission and vision have materialized over the past 

decade as we measure the modest contributions 

we have made until now to the broader community. 

From less than 100,000 subscribers just ten years 

ago, Globe now serves over 24 million wireless and 

over 400,000 fixed line subscribers. From less than 

Php3 Billion in revenues in 1997, it now generates 

revenues in excess of Php62 billion, while re-investing 

significant amounts of capital – Php85 billion the past 

five years alone, into new and often and pioneering 

technologies that enhance the way we keep 

connected, informed and entertained. 

In our industry, we are focused on numerous 

opportunities such as new products and service 

development, mobile internet services and 

broadband usage. In each case, aligning the 

commercial opportunity with our CSR objectives 

will form an important part of our success. Bringing 

telecommunications and internet access to poor or 

un-connected communities in emerging economies, 

often in rural areas, improves quality of life and 

enables participation in economic activity. 

A commitment to good governance 

A strong commitment to good corporate governance 

practices, transparency, accountability, and integrity 

remains central to the conduct of our business. This, 

we believe, ultimately lays the foundation for effective 

value creation for all our internal and external 

stakeholders. While we have set out basic principles 

in our Articles of Incorporation and By-Laws, we have 

supplemented these with our Manual of Corporate 

Governance, which has been actively implemented 

and adopted throughout the organization. We have 

also adopted a Code of Conduct, Conflict of Interest 

and more recently, a Whistleblower Policy that 

defines policies and guidelines concerning unethical 

practices and sets the tone for discipline in the 

organization. These cover employees at all levels, 

including members of the Board. 

Given the realities and uncertainties pervading in 

the operating environment, we have also adopted 

an expanded corporate governance approach in 

managing business risks, and have developed an 

Enterprise Risk Management Policy. This provides 

a better understanding of the different risks that 

could threaten the achievement of the Company’s 

vision, mission, strategies and goals. The policy 

OUR MISSION 

Transforming and enriching lives through 

communications. 

OUR VISION 

Globe is indispensable to people’s lives — 

• We provide our customers with superior 

experience. 

• We are a center of excellence for innovation 

worldwide. 

• We create a rewarding environment where people 

strive for excellence and grow. 

• We attract people who are innovative, passionate 

and results-oriented. 

• We create superior value for our shareholders. 

• We make great things possible. 

OUR CORE VALUES 

Customer First 

Our customers are our greatest passion. We are 

personally responsible for satisfying and even 

exceeding their expectations. 

Accountability 

We take ownership of and responsibility for our 

actions, decisions, and their results. 

Excellence 

We strive to be best in everything we do, in an 

environment that is nurturing and fulfilling. We 

learn and make ourselves better everyday. 

Innovation 

We relentlessly create and improve products, 

services and processes for our customers. 

Teamwork 

We respect each other as individuals. We work 

as a team and support each other’s goals. 

Integrity 

We honor our commitments. We are fair, ethical 

and honest. Ultimately, these are what count to 

our Nation and God. 

3 


4 

also highlights the vital role that each individual in 

the organization – from the Senior Executive Group 

(SEG) to the staff – plays in managing those risks and 

in ensuring that the Company’s business objectives 

are attained. We continue to pursue new initiatives 

to develop and adopt best corporate governance 

practices in the organization. 

The Board of Directors 

The Board is the supreme authority in matters of 

governance. The Board establishes the vision, 

mission, and strategic direction of the Company, 

monitors over-all corporate performance, 

and protects the long-term interests of the 

various stakeholders by ensuring transparency, 

accountability, and fairness. The Board also ensures 

the adequacy of internal control mechanisms to 

safeguard company assets, reliability of financial 

reporting, and compliance with applicable laws and 

regulations. In addition, certain matters are reserved 

specifically for the Board’s disposition, including the 

approval of corporate operating and capital budgets, 

major acquisitions and disposals of assets, major 

investments, and changes in authority and approval 

limits. 

The roles of the Chairman of the Board and the Chief 

Executive Officer (CEO) are clearly delineated and are 

held by two individuals to ensure balance of power 

and authority and to promote independent decisionmaking. 

Of the eleven members of the Board, only 

the President & CEO is an executive director; the rest 

are non-executive directors who are not involved in 

the day to day management of the business. The 

Board includes two independent directors of the 

caliber necessary to effectively weigh in on Board 

discussions and decisions. 

All Board members have the expertise, professional 

experience, and background that allow for a thorough 

examination and deliberation of the various issues 

and matters affecting the Company. The members 

of the Board have likewise attended trainings on 

corporate governance prior to assuming office. 

The Board conducts an annual self-assessment to 

ensure the continuing effectiveness of its processes 

and to identify areas for improvement. During the last 

meeting of every year, the Board meets in executive 

session to evaluate and discuss various matters 

concerning the Board, including that of its own 

performance and that of the Company’s management 

team. 

The Globe Management 

The President & CEO, guided by the Company’s 

vision, mission, and values statements, is 

accountable to the Board for the development and 

recommendation of strategies, and the execution 

of the defined strategic imperatives. The heads of 

each of the major business units and support groups 

report to the President & CEO. 

Every year, the Company reviews and formulates its 

strategic priorities which then guide the formulation 

of the key business strategies and goals for the year. 

Using the balanced scorecard framework, each 

business group identifies financial and non-financial 

objectives, including our sustainability issues and 

sets targets and initiatives to achieve them. This 

is captured in what is called the groups’ Terms of 

Reference (TOR). To ensure line of sight, the group 

TORs are cascaded to all employees, making 

sure that everyone understands and appreciates 

their contribution to the group goals. This helps 

in developing individual performance plans that 

are aligned with the key strategies. Rewards and 

incentives are given based on the achievement of the 

committed group and individual targets. 

Key programs, projects, and major organizational 

initiatives are taken up at the SEG, composed of the 

President & CEO, as well as the heads of each of the 

major business units and support groups. The Chief 

Operating Adviser, Chief Technical Adviser and Chief 

Legal Counsel also provide inputs to the SEG as 

required. The SEG meets at least twice a month. 

Management is mandated to provide complete and 

accurate information on the operations and affairs 

of the Company in a timely manner. Management is 

also required to prepare financial statements for each 

preceding financial year in accordance with Philippine 

Financial Reporting Standards (PFRS). 

Enterprise Risk Management 

Recognizing the dynamism of the business and 

industry, Globe Telecom aims to continuously 

improve its risk management capabilities to maximize 

profit and minimize loss. As early as the year 2000, 

the Company completed a risk self-assessment to 

identify risks and their likely impact to operations. 

The Company has adopted an expanded approach to 


manage its various business risks. It has developed 

an Enterprise Risk Management Framework 

that defines the fundamental structure by which 

to integrate and align strategies, management 

systems, culture, and processes, as well as build 

competencies towards identifying threats and 

managing risks. The overriding goal is to optimize the 

use of resources to manage critical risks and create 

value. 

Business continuity, a critical component of risk 

management, was given further emphasis in 2008. In 

February, the SEG approved the Enterprise Business 

Continuity Risk Management Framework to guide 

the Company in identifying threats, implementing 

risk-mitigating measures, and ensuring immediate 

resumption of mission-critical services and business 

functions. In June 2008, the Company completed its 

Corporate Business Continuity Plan which clearly 

establishes the Company’s business continuity risk 

policy, gears its organizational structure for business 

continuity risk management, and identifies the 

organizational units, workflows, and resources crucial 

for crisis management and recovery. 

Meanwhile, in the area of information security and 

following the principle that information security 

is everybody’s responsibility, the Company’s 

Information Security Policy Handbook was 

released and cascaded to all employees to ensure 

the confidentiality, integrity, and availability of all 

information. The policy provides guidance in areas 

such as classifying and managing information, 

controlling access to information and systems, 

securing hardware and other equipment, detecting 

and responding to information security incidents, 

ensuring staff awareness, and planning for business 

continuity. 

The Board has an oversight role over the Company’s 

risk management activities and approves Globe’s 

risk management policies and any revisions thereto. 

In 2008, the Board assigned to the Executive 

Committee oversight responsibility for specific nonfinancial 

(i.e., strategic, regulatory) risks. The Audit 

Committee continues to provide oversight of financial 

reporting and operational risks. 

Public Policy 

Globe engages with regulators and governments 

on a number of issues relevant to our industry as 

well as issues of broad public interest. The main 

areas relevant to our industry on which Globe 

engaged with regulators and governments in 2008 

are interconnection, spectrum assignment, and 

consumer considerations, among others. Many of 

our written submissions are made public by the 

government organization to which they are submitted. 

We work with key industry trade associations on 

public policy issues. Globe is a member of the GSMA 

and the International Telecommunications Union. 

Globe also seeks to support the government in their 

objectives in a number of issues relevant to broader 

public interest. These include jobs, innovation and 

prosperity, public service delivery and effectiveness, 

national and public security. We will increase our 

engagement to focus on a wider range of issues, 

such as climate change and the environment, poverty 

alleviation and social services. 

Recognition for Globe’s Excellence in 

Corporate Governance 

Globe has received awards and citations in 

recognition of its efforts in corporate governance. In 

January 2008, the Institute of Corporate Directors, 

together with the SEC and the PSE, named Globe 

among the country’s Top Five Publicly Listed 

Companies for Corporate Governance. In Finance 

Asia’s 2008 poll of Asia’s best companies, Globe 

ranked as one of the best in corporate governance 

and the second best managed company in the 

country. Other leading financial publications in the 

region such as The Asset have likewise cited Globe 

as one of the best in corporate governance in the 

country for 2008. In February 2009, the Management 

Association of the Philippines, together with the 

SEC, also awarded the Company Best in Corporate 

Governance Disclosure for a Non-Financial Institution 

and 1 st runner-up in the Best Annual Report category. 

5 


Integrating CSR and 

Sustainability in our business 

Corporate Social Responsibility is already an integral part of Globe’s business strategy 

and operations. CSR helps us focus on what we are good at and what we are 

passionate to do. CSR also helps us save resources, minimize the unknown risks 

within our value chain and helps us safeguard and bolster our reputation. Ultimately, we will 

be able to perform better and satisfy our customers’ needs for high-quality products and 

excellent service as well as manage our business in a responsible and sustainable manner. 

However, CSR means much more to us. We 

have been synergizing our financial strength, our 

innovations and our people to develop a more 

sustainable society. And in doing so, we focus our 

CSR commitments on our core competencies. 

After all, our technology know-how and customer 

focus put us in the best position to influence and 

initiate important tasks in areas such as access 

to communications, product development and 

delivery, people development, education, enterprise 

development and environmental protection and thus, 

ensure our society to develop sustainably. 

Globe employs more than 5,800 people around the 

nation. Our challenge is to ensure every one of our 

people understands and subscribes to our corporate 

values so that we achieve consistent implementation 

of our CSR strategy across the company. Our 

management of CSR mirrors the way we manage our 

business. 

Our CSR strategy sets clear priorities to: 

• Maintain high ethical standards in the conduct of our business; 

• Understand and respond to stakeholders’ priorities; 

• Deliver on our promises through four strategic CSR pillars: use our core competencies and skills to address 

social challenges; build on alliances and collaboration for scale and impact; engage our employees to lead in 

the community and understand better how we can serve the base-of-the-pyramid markets; 

• Capture the potential of telecommunications as a technology and a business to bring socio-economic and 

social inclusion values through greater access and usage of communications. 

Globe makes a direct contribution to the economy 

through the wealth we generate, the taxes we pay, the 

suppliers we support and the people we employ. We 

also stimulate economic development by giving wider 

access to communications that in turn extend access to 

finance, markets, education and other basic services. 

Globe makes a significant direct economic contribution 

– employing thousands of Filipinos; providing services 

and products that improve economic efficiency, and 

buying goods and services worth billions of pesos. As 

an Information and Communications Technology (ICT) 

company we have an indirect economic impact through 

our technology. 

We believe that our industry and our company 

play a significant role through applying improved 

communications to these challenges. 

7 


Our Commitments 

What This Means for Our Business 

Economic Responsibility 

By managing long term sustainability of our 

business and the industry with integrity and 

the highest ethical standards, we fulfill our 

economic responsibility to our stakeholders. 

Social responsibility 

By developing our technologies, 

competencies and our people, and by 

providing access to communications, we 

passionately contribute to initiatives that help 

uplift the overall well-being of society. 

• Implement innovative and effective management 

structures and methods 

• Strive to ensure low cost, high efficiency business 

operations 

• Engage in effective management and risk controls 

• Grow our business in a way that adds value 

and takes advantage of our key strengths as a 

business 

• Create new opportunities, continuously improve 

our capabilities and lead our industry 

• Expand our network coverage and infrastructure 

and provide access to as many people as possible 

• Develop a diverse set of products and services 

that satisfy our customers’ needs 

• Utilize our technologies in developing products 

and services that uplift the poor 

• Contribute to the overall advancement of society 

and culture 

Environmental responsibility 

By considering efficient and effective 

environmental protection initiatives, we 

contribute to sustainable development 

to preserve our planet and the future of 

young people. 

• Closely manage waste disposal and reuse, 

building an environmentally-friendly company 

• Continue to study and apply sustainable strategies 

in our network and properties — one that reduces 

energy use and helps us lower our emissions 

• Promote recycling and reuse 

• Continue to raise the public’s awareness of 

environmental issues and encourage public 

participation in environmental activities 

Our CSR management process 

Our CSR activities consist of four aspects: 

• Policy Management. We seek to ensure that our CSR goals and actions are aligned throughout the 

company. By taking into account our business strategies, we will make certain that CSR management 

targets, focus areas, policies and plans are systematically managed, both at headquarters and at our 

regional business operations and through our people. 

• Implementation Management. We want our CSR projects to have a strong impact, and thus, ensure that 

all major CSR projects are properly resourced, well-planned, monitored, and evaluated upon completion. 

8 

• Performance Management. We implement and monitor CSR activities against a set of key CSR 

performance indicators. Our progress on CSR are gradually being integrated into business performance 

reviews. 

• Communications Management. We share with our stakeholders how we are faring against our targets 

through various communication channels. We also continue to solicit for feedback to ensure that our CSR 

priorities are aligned with the greater interests of our stakeholders and society. 


Our approach to CSR reporting 

CSR Reporting is a key element in our CSR communications, enabling us to develop a clear profile for our 

internal and external publics and encourage our stakeholders to engage in dialog with us. Our stakeholders’ 

expectations in terms of transparency, completeness and the inclusion of existing stakeholder dialogs means 

we constantly need to fine-tune this medium. Our reporting approach to CR is to: 

Engage with stakeholders 

to understand their 

expectations. 

Respond to stakeholders 

with our evolving CSR 

targets and programs 

Report progress back 

to our stakeholders 

We recognise that as our business evolves, new CSR challenges emerge. We will conduct extensive 

stakeholder engagement initiatives to identify the issues most material to our business and shape our strategy 

accordingly. By listening to stakeholders and responding to their concerns, we make significant progress in 

our CSR programme. 

CSR Governance 

The Senior Executive Group (SEG) is responsible 

for our CSR policy and discusses CSR issues. CSR 

performance is reported to the Chief Executive 

quarterly and a report is made annually to the 

Board of Directors. The Chief Executive is ultimately 

responsible for Globe’s CSR performance. Our 

Community Relations team manages CSR issues 

and programs and is responsible for formulating 

implementation strategies and goals, monitoring 

performance across the group, stakeholder 

engagement, raising awareness among employees, 

reporting and helping management to ensure CSR 

standards are consistent across the group. 

Our Community Relations team works closely with 

strategic business units and regional business 

operations on all these activities. It also leads 

Globe’s CSR Task Force composed of HR Employee 

Programs, our Safety, Health and Environment (SHE) 

Department and Community Relations. The task force 

leads in the planning, development, implementation 

and reporting of our CSR and sustainability 

programs. 

We have an internal reporting system in place to 

collect data from various business units and regional 

business teams and to measure implementation of 

our CSR programmes across the company. Our key 

performance indicators provide a tool for reporting 

CSR data and also act as a management system to 

monitor CSR performance. 

9 


Stakeholder Engagement 

Over the last twelve months, we have initiated stakeholder engagement activities. We 

have held one-to-one meetings, focus groups, participated in partnerships, conducted 

surveys and community consultations. These dialogs show us where we ought to 

intensify our commitment and how we can further improve our processes and products. As 

a result we have a better understanding of the issues we face and are confident that this 

report includes some concerns and areas of interest of our stakeholders. 

In the next couple of years, we will find ways to 

improve our engagement strategies to take a deeper 

look at the most important emerging issues. By 

seeking to continuously build trust and sharing our 

values with our stakeholders, engagement is a key 

component of our CSR strategy and we will strive 

to engage and respond to our stakeholders in a 

timely way. The table below describes our regular 

engagements with major types of stakeholders: 

Stakeholder Type Method of Engagement Stakeholder Expectation 

Customers 

• Customer satisfaction survey 

• Customer complaint 

management 

• Customer service center 

• Providing high quality, 

innovative products and 

services to meet the needs of 

our customers 

Shareholders and 

Investors 

• Business presentations 

• Shareholder general meetings 

• Regular communication 

• Investor road shows 

• Stable and sustainable 

investment returns 

• Transparent, open, and fair 

disclosure systems 

• Sound management and 

corporate governance 

approaches 

>>> 

11 


Stakeholder Type Method of Engagement Stakeholder Expectation 

Employees 

• Employee Representatives 

Committee Meetings 

• Icon – Globe’s company 

intranet 

• Provide career development 

opportunities 

• Recognize and work on 

employee health issues 

and create a safe working 

environment 

• Work-life balance 

Government Authorities 

and Regulators 

• Regular communication 

• Comply with relevant laws and 

regulations 

• Access to communication for 

Filipinos 

Value Chain Partners 

• Training for value chain partners 

• Contract bidding and 

procurement management 

• Supplier assessment and 

management 

• Work with value chain partners 

to meet the needs of our 

customers 

• Contract fulfillment 

• Transparency 

• Mutually beneficial growth 

Industry Peers 

• Meetings 

• Industry discussion forums 

• Build a fair competitive 

environment 

• Promote sustained industry 

development 

Communities where 

we operate 

• Community engagement 

• Philanthropic activities 

• Frequent company engagement 

with communities 

• Access to communications 

• Actively engage in philanthropic 

activities 

• Protect the environment 

13 


OUR KEY 

STAKEHOLDER 

Customers 

SUSTAINABILITY ISSUES 

OUR ISSUES 

• Continuously expand our 

network to serve more people 

• Develop products and services 

that enable the low-income 

segment to participate 

in the economy 

• Continuously improve our quality 

of service 

OUR ACTIONS 

• Our network covers geographic and 

population coverage to 97% and 99%, 

respectively. 

• Innovating mass market distribution 

strategies that will eventually allow 

entrepreneurial opportunities for the poor. 

• We hear from our customers through our 

Annual Customer Satisfaction Study as 

well as our performance through internal 

customer metrics. 

Shareholders and 

Investors 

• Commit to ensure shareholder 

value and ensure the transparency 

of financial information 

• Protect the company’s reputation 

• Manage ethical and 

environmental risks 

• Globe’s service revenues remained 

steady in 2008 at Php62.9 billion, 

continuously focusing on improving price 

competitiveness, expanding its network 

and effectively managing its costs. 

• Organization in accordance with corporate 

governance standards 

• Internal risk control procedures were 

mapped and business continuity plans 

were made available. 

Employees 

• Develop globally 

competitive workforce 

• Support changes in the group 

• Develop skills and employability 

• Safeguard employee health 

• Promote volunteerism 

• People strategy is centered on 

empowering, engaging, and constantly 

energizing talents. 

• Managed change to refocus 

on priority areas 

• Provided leadership and competency 

development initiatives across all levels 

• Developed a company wellness program 

• Volunteerism programs nationwide are in place 

14 

Suppliers 

• Manage ethical and 

environmental risks related to 

sourcing 

• Continuously develop our code 

of ethical purchasing 

• Increased awareness of suppliers and 

internal staff on responsible sourcing. 

>>> 


Society and local 

communities 

• Serve communities where 

Globe’s operations are found 

through local community 

programs 

• Utilize our technology for 

education initiatives 

• Empower entrepreneurs in the 

countryside 

• Work with partners to achieve 

scale and impact 

• Globe Bridging Communities – our flagship 

corporate social responsibility program 

was implemented in more than 3,000 

communities nationwide 

• Provided access to educational content 

through SMS and connected public high 

schools to the Internet 

• Developed a corporate-community 

partnership program on community 

enterprise development 

• Engaged with organizations so programs 

can impact more people. 

Environment 

• Reduce our impact on climate 

change through sound energy 

use 

• Manage hazardous waste 

• Solid waste management 

• Developed programs that reduce energy 

across our organization and initiated our 

Greenhouse Gas accounting 

• Lead-acid batteries recycling was done 

throughout our operations 

• Solid waste management is present in all 

our facilities 

15 


Economic Responsibility 

Empowering Filipinos to Contribute to the Nation’s Wealth 

Globe has always been conscious of the discipline to provide shareholder 

value and returns. 

Intense competition and a weaker consumer 

environment made for a significantly more challenging 

2008 for Globe Telecom. The ripple effects of the 

global economic crisis dampened both business 

and consumer confidence. High food and fuel 

prices, particularly during the first half of the year, 

put a strain on consumers’ household budgets, 

impacting telecom spending. Heightened competition 

exacerbated pricing and margin pressures. These 

resulted in a slowdown in wireless industry growth 

to about 5% in revenue terms, from 11% the year 

before. The local financial markets were also not 

insulated from the global turmoil, which was reflected 

in the substantial declines in the Philippine market’s 

composite index and the market capitalization of even 

the large and stable blue chip companies. 

Notwithstanding this environment, Globe’s service 

revenues remained steady in 2008 at P62.9 billion. 

This was underpinned by the rapid growth of our 

consumer broadband and corporate wireline data 

businesses, which offset the marginal softness in 

wireless revenues. While our wireless SIM base 

continued to grow at a double-digit pace, reaching 

24.7 million SIMs or 22% above last year, usage and 

activity levels were noticeably lower and resulted in 

flattish revenues. Operating margins were squeezed 

by the higher operating expenses needed to maintain 

an expanded mobile and broadband network, and 

subscriber base. These factors, when combined, 

resulted in an after-tax net income in 2008 of Php11.3 

billion. Also, Globe has always focused on improving 

price competitiveness, expanding its network and 

effectively managing its costs. 

Despite the difficult environment, Globe 

demonstrated its ability to consistently generate 

strong cash flows, a key component to enhancing 

shareholder value. In 2008, we paid out regular and 

special cash dividends of Php125 per common share, 

an 8% improvement over the Php116 per share paid 

out in 2007. This was equivalent to a total of Php16.5 

billion and represents 125% of 2007 net income, a 

significant premium to our current dividend policy of 

distributing 75% of the prior year’s net income. This 

pay-out translates to a dividend yield of 8% —among 

the highest in the Philippine stock market and among 

the telecom companies in the region. 

Total operating expenses and subsidy showed an 

11% year on year increase to Php25.5 billion in 2008 

from Php23.0 billion in 2007 with increased operating 

charges associated with maintaining a larger 

broadband and cellular network and subscriber base. 

Meanwhile, staff costs were higher by 12% due to a 

6% increase in head count, merit-based increases, 

and the full year impact of structural pay adjustments 

implemented in the second half of 2007. Total 

marketing and subsidy expenses, which remained the 

company’s largest expense item, were steady at 9% 

service revenues for 2007 and 2008. We have also 

invested some Php27 million to voluntary donations 

to charitable organizations and communities. 

Capital expenditures totaled Php20.4 billion for 

the year, a 46% increase from the 2007 level of 

Php13.9 billion. This included amounts to expand 

the Company’s DSL and wireless broadband 

networks, additional investments in its 2G service 

to enhance network coverage in selected areas, 

17 


providing a platform for mobile and web-based VAS 

which will ultimately enrich our subscribers’ over-all 

experience with our service while improving customer 

usage and retention. 

18 

as well as redundancy investments and amounts 

related to Globe’s participation in the TGN-Intra 

Asia international cable system where Globe is the 

exclusive landing party in the Philippines. The TGN- 

IA system will expand bandwidth capacity for the 

country, diversify our risk with the opening of Globe’s 

second international cable landing station, and 

improve overall data and internet performance for the 

benefit of Globe’s customers. 

In 2008, Globe acquired the Entertainment Gateway 

Group (EGG), one of the leading content providers 

in the country. EGG is expected to complement and 

energize our value-added services (VAS) offerings by 

Economic Value Generated 

and Distributed 

Inflows 

Distributions 

Investments 

In Php millions 

Revenues 64,818 

Net Income 11,276 

Suppliers/contractors 19,182 

Employees (salaries and benefits) 5,077 

Government (taxes) 12,248 

Stockholders (dividends) 16,592 

Charitable Contributions 27 

TOTAL DISTRIBUTIONS P53,126 

Equity Investments 376 

CAPEX 20,354 

Total Investments 20,730 

Meanwhile, in line with our commitment to innovation 

and to play an active role in the country’s economic 

development, Globe entered into a Memorandum 

of Agreement with the Bank of the Philippine 

Islands (BPI) and Ayala Corporation last August 

to create the country’s first mobile micro-finance 

bank. The venture seeks to develop an array of 

financial products and services for the rural and 

lower income sectors, using mobile technology to 

expand the reach and lower the cost of delivering 

micro-banking services. The bank gives Globe the 

opportunity to expand the usage of our tested GCash 

micro-payment platform, helping provide credit and 

financial services to the entrepreneurial poor and 

providing additional value to our customers beyond 

connectivity. 

A Responsible Taxpayer 

Globe paid more than Php7 billion in taxes in 

2008. We believe it is important to state clearly and 

precisely our views on tax in the context of corporate 

responsibility. We believe our obligation is to pay 

the amount of tax legally due and to observe all 

applicable rules and regulations in the country. At 

the same time, we have a responsibility to maximize 

shareholder value and to manage financial and 

reputational risk – including minimizing our tax costs. 

Globe requires its employees and business partners 

to act with integrity and maintain the highest ethical 

standards in all of its tax activities. Globe aims to 

build value for the benefit of shareholders and for all 

our customers and employees and to build mutual 

trust and respect with government departments and 

other stakeholders. 

Access to Communications 

Access to communications offers one of the 

greatest opportunities for Globe to make a strong 

contribution to society. This is one of our most 

significant CSR issue and forms a core part of our 

CSR strategy. A considerable and growing pool 

of research shows that telecommunications – and 

mobile communications in particular – have the 

potential to change people’s lives for the better by 

promoting economic development. At the same 


time, this offers us a great opportunity to expand our 

business. We are encouraging economic growth by 

tailoring our services to developing market conditions 

and developing innovative and affordable prepaid 

services especially for the low-income groups. 

Built more than 6,000 Base Stations 

As of end 2008, our total number of base station sites 

nationwide is at 6,446. This brought geographic and 

population coverage to 97% and 99%, respectively. 

For mobile, we’re more into improving the depth of 

our network coverage focused on providing better 

service quality and the best customer experience 

across all market segments. 

We are also encouraged by the results of a 

recent benchmarking study by the National 

Telecommunications Commission which showed that 

Globe had the best performance in network service 

accessibility and signal quality by recording the 

lowest number of blocked and dropped calls. 

Responsible Network Deployment 

Our mobile services depend on a network of base 

stations to transmit and receive calls and data. Globe 

continually invests in network deployment to improve 

coverage and capacity to support new products 

and services. We are continuously reviewing our 

processes to manage the acquisition, operation 

and maintenance of these assets. We recognize 

that our network deployment has sometimes raised 

concerns from communities, usually about the visual 

impact of base stations or health issues from radio 

frequency (RF) fields. Community expectations 

are one of the many considerations we have to 

balance when choosing base station sites, including 

technical requirements, quality of service and 

license obligations. When people raise objections, 

our policy is to listen to and accommodate their 

views wherever possible. The way we engage with 

communities can greatly influence their reactions to 

our network deployment. We believe that providing 

clear information early in the process is the best 

way to offer reassurance and obtain consent. Clear 

communication and consultation help to increase 

public acceptance. We want people to feel confident 

that we have safeguards in place to ensure our 

networks are deployed responsibly. These include 

our policies and training requirements for employees 

and subcontractors involved in network deployment. 

We provide guidelines for contractors to explain 

our standards and we aim to certify them on our 

networks as a subcontractor before they start 

working with Globe. 

19 


Product Responsibility 

& Responsible Marketing 

By end of 2008, Globe subscribers represent 36% 

of the Philippine’s mobile subscribers and 27% 

of the country’s total population. For this reason 

developing harmonious relationships with our 

customers and protecting their interests is both an 

enormous challenge and an important priority for us. 

Our approach to customer relationships is based upon: 

• Providing fair, accurate and transparent billing 

and pricing information 

• Protecting customer data privacy and data security 

• Monitoring and improving customer satisfaction 

Measuring Customer Satisfaction 

Customer First is a core value in Globe. We put 

much value in gathering customer feedback in order 

to constantly improve our customers’ experience. 

We hear from our customers through our Annual 

Customer Satisfaction Study. Results of this study are 

cascaded to the entire organization to be collectively 

addressed by various internal stakeholders. Progress 

of our action items are then tightly monitored and 

reported all the way up to Globe’s Board of Directors. 

We also conduct monthly satisfaction surveys among 

customers who experience our different service 

channels. Results and insights from these surveys 

are also cascaded to all our frontliners to ensure 

that we are constantly on our toes in delighting our 

customers. 

On top of our customer surveys, we also measure 

our performance through internal customer metrics. 

One set of metrics are based on the top satisfaction 

drivers that are derived from our Annual Customer 

Satisfaction Survey. These also cover the customer 

lifecycle – from the time he opens a relationship 

with Globe all the way to termination of the line and 

eventual win-back. We monitor close to 50 internal 

indicators on a monthly basis and work towards the 

achievement of each target. 

Examples of these metrics are: 

• % of postpaid applications approved 

and activated within the same day 

• % of customers who call the hotline that 

are answered within x seconds 

• % of bills delivered within 7 days from cycle date 

• % of customer requests handled within 

target turn-around time 

• % of successful prepaid top-ups 

• % of dropped calls 

By measuring and focusing our efforts on improving our 

performance versus these targets, we are able to drive 

up the results of the customer satisfaction surveys. 

New processes, systems or tools were recently introduced 

in the company that contributed to the improvement of the 

quality of our products and services. Among these are the 

Enterprise-wide Prioritization and the Enterprise Business 

Architecture Programs. 

To help our frontliners effectively manage inquiries 

and concerns on newly launched products and 

services, web tools are developed, thoroughly tested 

and eventually deployed at the Hotline and business 

centers. These tools enable the frontliners to resolve 

most customer concerns at point of contact. 

Internally, this customer service culture is being 

nurtured by our Customer First Circle program. 

Championed by our President and CEO, the program 

aims to rally employees to look at how they can 

further improve work processes in the organization 

by capitalizing on eliminating bureaucracies and 

established bottlenecks. This is an ongoing program 

in Globe that targets to change things for the better in 

the hope of putting the Customer First – always. 

Responsible Advertising 

The advertising campaigns of Globe’s products, 

services and promos respect the beliefs and the 

values of the target public besides giving accurate 

information on the features and ways of use of the 

services/ products being promoted. Messages 

used in campaigns are built in a conscientious and 

responsible way, appealing to the benefits of the 

brand, of the product and/or service. 

In every campaign coming out, there are one or 

more contact alternatives – an electronic address, a 

site and/or a telephone number – through which the 

customer or potential customer will be able to clarify 

doubts, request detailed information or subscribe the 

product /service promoted. 

In order to safeguard the integrity of our promotional 

materials, we abide by the Code of Ethics in 

Advertising set forth by the Advertising Board of the 

Philippines. This code foresees a set of sanctions 

applicable to the subscribers that violate it and 

prescribes, among others, that advertising must be 

legal, honest, decent and true and must be seen as 

part of the sustained development process of minors 

as current and future consumers. 

21 


22 

Business at the Base of the Pyramid 

Globe has invested in developing various products 

and services that serve the low-income segment 

because we believe that these communities 

also represent commercial opportunities if we 

designed and tailored our services specifically to 

their needs. Tailoring meant smaller value top-up 

denominations, innovative distribution models 

and technology breakthroughs for millions of 

subscribers. 

Enabling Technologies for a New 

Entrepreneurial Class 

Through our Globe AutoloadMax – an over-the-air 

reloading scheme, mobile business “democratized 

technology” through practical and entrepreneurial 

products and services. Globe Autoload Max created 

a new class of entrepreneurs. By simplifying retailer 

requirements, the company has helped generate job 

opportunities and created a new revenue stream for 

these entrepreneurs. As a result, the benefits are 

being felt by an army of proprietors; their numbers 

have swelled from 50,000 in 2003 to more than 

670,000 today. In addition, subscribers can also top 

up using various bank channels like ATMs, credit 

cards and internet banking facilities. 

Providing Connectivity for a New 

Breed of Heroes: 

Overseas Filipino Workers 

To enable Overseas Filipino Workers (OFW) to stay 

connected with their families in the Philippines, 

Globe and TM lowered the prices of its OFW SIM 

packs and partnered with international roaming 

operators to expand coverage. We introduced a 

first-in-market OFW Family Pack which includes a 

pre-activated, zero maintaining balance, roaming SIM 

for the OFW and two SIMs for the family. In addition, 

Globe increased its base of overseas partners as 

well as expanded our sales and reload channels 

abroad so that many more OFWs are able to connect 

back home. We also launched our lowest IDD rates 

via our tipIDD card, made even more affordable 

with the introduction of lower denomination cards. 

To ensure that international roamers always stay 

connected, Globe has partnered with commercial 

airline operators, maritime and satellite operators and 

providers to offer roaming services and coverage 

to subscribers who are onboard aircraft, ships or in 

areas covered by satellites. 

Additionally, Globe Bridging Communities provide 

programs for OFWs and their families which include 

capacity building on financial management and 

entrepreneurial opportunities. These are being 

implemented all over the country. 

Trailblazing Mobile Technologies as 

Financial Tools for the Underprivileged 

Globe also provides its subscribers with mobile 

payment and remittance services under GCash. 

Now on its fourth year, this service enables 

our subscribers to perform international and 

domestic remittance transactions, pay fees, utility 

bills, interest and amortization loans, insurance 

premiums, income taxes, avail of micro-finance 

transactions, sales commissions and payroll 

disbursements, wholesale payment facility, tuition 

fees, micro tax payments and business registration, 

electronic loads and pins, ferry and airline 

tickets, online purchases and donate to charitable 

institutions. This groundbreaking initiative which 

initially aimed towards money-transfers, purchase of 

goods and services from retail outlets and sending 

and receiving remittances has spurred alliances in 

the field of mobile commerce. 

In 2008, GCash had a net registered user base of 1.4 

million with almost 4,000 participating partners and 

merchants locally and abroad. A growing number of 

rural banks and microfinance institutions currently 

utilize GCash’s platform for money transfers and loan 

collections. 


PEPITO AND G-CASH 

With the advent of mobile technology, the telco’s invention 

of over-the-air stored value transfers of prepaid credit, 

and the opportunities in providing financial services to a 

predominantly unbanked market in the Philippines, mobile 

commerce and mobile banking have become inevitable. In 

October 2004, Globe launched it’s mobile money transfer 

service, called GCash, capitalizing on it’s low costs delivery 

systems and wide distribution network. With an open 

platform strategy of partnering with intermediaries and 

using it’s mobile network for delivery, GCash has grown it’s 

subscriber base to 1.4 M by the end of 2008. 

Pepito is a 42 year old business man in a rebel infested 

area in the southern Philippines. He used to travel several 

miles by paddle boat to deposit his hard earned money 

to a rural bank. With his boat travel are his efforts to hide 

his cash as inconspicuously as he could in fear of being 

robbed while traveling through unsafe territories. 

Our partnership with The Rural Bankers Association of the 

Philippines (RBAP) to extend their reach through GCash 

intermediaries and using Globe’s mobile network has 

helped people like Pepito. RBAP has developed Texta-Deposit 

(remote deposit), Text-a-Withdrawal (remote 

withdrawals), Text-a-Credit (remote loan disbursements), 

Text-a-Payment (remote loan payments), and Text-a- 

Sweldo (remote salary disbursements). 

Now, Pepito can deposit, withdraw, receive his loan 

proceeds and pay his loan amortization remotely using his 

phone. A local GCash merchant-partner provides him with 

Cash-In/Cash-Out services to load/unload his cash from/ 

to his GCash wallet (1,900 exchange outlets across the 

Philippines). Pepito in turn can do all of these transactions 

using an SMS syntax to fulfill the transaction. With our 

ecosystem approach, this remote area where Pepito 

lives now has grown to 8,900 subscribers in two years of 

business development. 

Utilizing the Internet for Business 

Opportunities for the Underprivileged 

The Internet revolution has also enabled Globe to 

provide entrepreneurship opportunities to many 

Filipinos. Globe developed an Internet Café Kit which is 

a business-in-a-box solution to help entrepreneurs start 

their own internet surfing or gaming business which 

includes hardware, software, connectivity options, 

marketing support, consultancy and after-sales support 

in partnership with other service providers. 

Advocating Entrepreneurship 

to Small & Medium Enterprises 

The SME sector is the backbone of the Philippine 

economy. It comprises about 99.6% of all registered 

firms nationwide, employs 69.9% of the labor force, 

and contributes 32% to the economy. It is in this light 

that Globe also continued to support the growth of 

small and medium enterprises in the Philippines not 

just by developing products and services that suit 

their needs but also by sharing helpful information 

and advice on running their enterprises through the 

MASIGASIG magazine. Masigasig is a Filipino word 

which means determined, persistent, motivated or 

with a strong sense of direction in terms of goals to 

be achieved. From the magazine, SMEs learn about 

tips on how to grow their businesses and connect 

them to more people and technologies by featuring 

stories of successful entrepreneurs and the values 

that made them resilient, relentless and rich in growth 

and opportunity. 

23 


Developing a Globally 

Competitive Workforce 

In Globe, we believe that nurturing a strong performance-driven environment is essential 

in driving growth for the organization. Given the challenging business and economic 

environment and intense competition in the industry, our people who strive to excel, 

grow, and develop into a dynamic workforce help steer our business aspirations. 

Business 

Strategy 

Requirements 

People 

Requirements 

of Business 

Employee 

Needs 

Balanced 

Measurements 

Our People 

Strategy 

Empower Engage Energize 

Customer 

Medium Term Priorities 

Satisfaction 

Learning 

Organization 

Relevant 

Total 

Rewards 

Affinity 

Building 

Events 

Employee 

Engagement 

Broadband Structure 

Shared Service Center 

Anchored on our Mission, Vision and Values 

Globe is committed to enhancing not just human 

capital but also human potential. The Company’s 

people strategy is centered on empowering, 

engaging, and constantly energizing its talents so 

that no business challenge proves impossible. Our 

goal is to recruit and retain the most talented and 

motivated people in order to build the best Globe 

team. We aim to do this by providing an inclusive 

working environment, promoting well-being, 

treating people with respect, encouraging employee 

involvement, and offering attractive incentives and 

opportunities. 

In Globe, we have put in place an integrated 

framework that is both business and people-aligned 

that ultimately looks into the value of the customer. 

25 


Understanding people requirements of the 

business allows us to nurture an environment that 

is empowering, engaging and energizing through 

relevant people programs and initiatives. 

Globe believes that leadership and talent 

management is a competitive advantage for winning 

the future. As such, succession planning and talent 

development processes are institutionalized. These 

are reinforced by feedback, coaching, and career 

planning programs. Opportunities are also provided 

for key talents to learn from other best practice 

companies here and in the region. Various talent 

pipelines have been put in place to make sure 

that Globe is able to grow and develop the next 

generation of leaders who will drive the business of 

the future. 

Striving to be the Employer of Choice 

In Globe, we see our employees as partners in 

executing our strategies guided by our mission, 

vision and values. As we nurture a strong 

performance-oriented environment within the 

Globe Employees as of end 2008 

Group 

Business CFU 

Carrier Services 

Consumer Broadband 

Consumer Wireless CFU 

Corporate & Regulatory 

Affairs 

Finance and Administration 

Human Resources 

Information Systems 

Multimedia Business 

Network Technical Group 

Office of the President 

Pipeline Management Group 

Product and Service Delivery 

Grand Total 

Total 

464 

18 

681 

2,215 

60 

394 

67 

254 

67 

1,440 

44 

48 

98 

5,850 

Gender AGE RANGE CBU Band A Band B Band C Band D Band E Band F Grand Total 

Female 20-24 66 194 65 3 328 

25-29 190 528 211 45 974 

30-34 111 363 290 115 15 2 896 

35-39 31 107 154 99 38 8 437 

40-44 9 29 47 49 24 5 163 

45-49 2 7 21 18 16 2 2 68 

50 & above 3 1 10 11 11 2 1 39 

Female Total 412 1,229 798 340 104 19 3 2,905 

Gender AGE RANGE CBU Band A Band B Band C Band D Band E Band F Grand Total 

Male 20-24 34 215 36 3 288 

25-29 108 454 187 35 2 786 

30-34 79 274 277 114 18 2 764 

35-39 50 152 241 167 55 6 671 

40-44 17 59 75 71 33 9 1 265 

45-49 9 15 22 30 23 5 1 105 

26 

50 & above 12 6 20 13 11 3 1 66 

Male Total 309 1,175 858 433 142 25 3 2,945 

Grand Total 721 2,404 1,656 773 246 44 6 5,850 


organization, we ensure that we acquire the most 

competent talents in the market today from our 

strategic talent attraction, recruitment and retention 

initiatives. We attract employees in every part of the 

country, understanding that their knowledge of the 

local area will bring benefits to our strategy. 

In 2008, there were a total of 1,063 new hires 

registered in the employee database. Fifty six 

percent (599 employees) joined the organization due 

to the career opportunities the organization offered. 

The fact that career opportunities are cited as the 

primary reason that people joined the organization 

indicates that our structures and systems attract the 

kind of talent that we need. Embarking on a fastgrowing 

and exciting career, after all, is the number 

one engagement driver in Globe. 

Retaining Our Employees 

As our people strategies revolve around our 

talents, we also look at other indicators on top of 

Employee Engagement scores. We have become 

more effective in attracting and retaining talents as 

evidenced in a better compa-ration for IT/Technical 

talents. Starting 2005, we have had significant 

improvements in lowering attrition rates, from 14.9% 

in 2005, 14.9% in 2006, 14% in 2007 and 13.5% 

in 2008. From an Asia-Pacific perspective, our 

attrition rates are among the lowest in the industry. 

In terms of increased efficiency rations, our per 

capita revenue has been increasing since 2005; from 

Php11M in 2005, Php11.1M in 2006, Php11.5M in 

2007 and Php10.7M in 2008. 

Putting Our Employees First! 

We recognize and reward talents who demonstrate 

and create value for the organization and its 

stakeholders. With the goal of attracting, engaging, 

and retaining highly-productive talents, we do the 

needful to deliver a total rewards experience that 

encompasses continuous learning and development, 

competitive and market-driven compensation, 

flexible and innovative benefits, and engaging 

relationships between leaders and team members. 

Globe provides competitive and fair rates of pay and 

benefits to attract and reward the best employees. 

Competitive rates vary in the regions but Globe 

follows the minimum salary rates in Manila (the 

highest in the country) across all regions. There 

are healthcare, security and protection (e.g. 

Gender 

FEMALE 

MALE 

Grand Total 

Age Range 

20-24 

25-29 

30-34 

35-39 

40-44 

45-49 

50 & Above 

Grand Total 

Total 

380 

342 

722 

Total 

83 

280 

182 

114 

49 

10 

4 

722 

Attrition Rate 

13% 

12% 

13% 

Attrition Rate 

13% 

16% 

11% 

11% 

12% 

6% 

4% 

13% 

insurance, retirement) time-off/leave and other 

benefits provided to full-time employees that are not 

provided to temporary or part-time employees. 

In 2008, the company adopted the Flexible Benefits 

Program, a strategic initiative aimed at driving 

competitiveness in the organization’s benefits 

package, allowing employees to personalize their 

benefits package to meet their individual needs 

and lifestyles. A resounding 80% of the total target 

27 


employees enrolled in the program on its first 

enrollment year and enjoyed the benefits that fit their 

lifestyle and needs. 

Developing Leaders at All Levels 

As Globe aggressively expands its systems 

infrastructures, it takes on the responsibility to 

develop leaders at all levels of its organization. 

Leadership is a quality expected of every employeeone 

of Globe’s core competencies. 

Every year, we open our doors to fresh graduates 

in our various cadetship programs in IT, Network 

Technical Operations, Marketing, and Management. 

We also boast of having very young leaders (average 

of 25-34 years old), who are experts in their own 

fields, infuse the vibrancy our business needs to 

connect well with one of our major markets- the youth 

segment, as well as keep our senses open to the 

newest technology in the industry. 

We recognize as well the many facets and diverse 

talents of our organization that contribute to 

Globe’s success. Succession planning and talent 

assessments are institutionalized. These are being 

reinforced by feedback, coaching and career 

planning programs. 

Average Training Hours in 2008 

Senior Management 

Middle Management 

27 hours 

32 hours 

Ensuring Employability 

Each one in Globe is given the opportunity to 

develop our competencies through various training 

programs. Employees acquire and sharpen knowhow 

on diverse fields to build our capabilities to take 

on the challenges of the industry and their roles. 

Globe provided approximately 13,266 training man 

days – equivalent to 2.3 days training per employee 

– in 2008. 

We spent approximately Php108 million (USD2.26M) 

on training in 2008. We have adopted e-learning as 

part of our skills development strategy and begun 

web-based training by introducing an initial of 23 

courses including topics on leadership, technical 

skills, customer engagement and finance. 

We have designed our uniquely-Globe core, 

leadership and functional competency models that 

allow us to quickly spot gaps that are promptly 

addressed through creative knowledge and skills 

building initiatives. In 2008, 71% of our leaders were 

tooled up to be better people and process managers 

while 3,200 or more than half of our workforce were 

Rank and File 

21 hours 

targeted to undergo and actively participated in 

foundational and highly specialized learning events 

for knowledge and skills upgrades. 

Over 120 talents experienced the challenges and 

rigor of our Pipeline programs through the Globe 

Management Development Program, Globe Sales 

Development Program, Information Technology and 

Engineering Cadetship Programs and the Business 

Management Associate Program. Collectively, our 

pipeline programs commit to developing the potential 

of our future leaders who will drive our business 

towards continued growth. 

Significant opportunities for best practice sharing and 

networking were created for our people within the 

broader SingTel and Ayala communities. Continuous 

exchange of knowledge is shared through summits 

for specialized disciplines such as IT, Network, HR , 

Audit and Corporate Social Responsibility. 

29 


30 

Evaluating Performance 

We hold an annual performance planning and 

evaluation dialogue process to enable our people 

to review their performance annually and set clear 

goals and development plans for the year ahead. 

All our non-union employees, which comprise 88% 

of our total work force, are required to complete an 

annual performance dialogue with their immediate 

superiors. One hundred percent of those employees 

accomplished this in 2008. Our performance 

management system is tied with our rewards 

system. 

Ethics 

Globe’s success is underpinned by our commitment 

to sound business conduct and the way we interact 

with our key stakeholders. Our Code of Conduct 

defines how we intend to conduct our business and 

our relationships with stakeholders. They require 

employees to act with honesty, integrity and fairness. 

In 2008, our Human Resources Group together 

with our Corporate and Regulatory Affairs Group 

embarked on a review of the existing Code of 

Conduct. The objective is not only to enhance the 

existing Code to align it with the dynamism of the 

company but it is more of a proactive effort to engage 

employees to be more aware of the behaviors that 

they should and should not manifest. As a result of 

this initiative we only had 12 cases filed against the 

company for the whole year of 2008. Furthermore, 

we had ZERO labor cases filed by a third party 

in 2008. This is attributed to the increased 

consciousness of employees and line managers 

regarding the Code of Conduct. 

Finally, the Labor Relations department together with 

our Legal department crafted our own “Whistleblower 

Policy”. Employee-whistleblowers can get in touch 

with our Labor Relations department and inform them 

of certain irregularities in their own department or 

group. The employee whistle-blower is assured that 

whatever information he/she has disclosed will be 

taken with strict confidentiality and he/she will also be 

protected by the company. 

In Globe, recognizing civil and political human rights 

is of key importance in all our activities. In 2008, 

there were no reported human rights violations in the 

company. We continue to build the capacities of our 

key personnel especially our leaders to ensure and 

effectively address human rights issues including 

training and internal procedures. Our Security 

Division requires our partner security agencies to 

have human rights training for all security personnel 

who guard Globe’s sites and conduct quarterly audits 

to ensure compliance. 

Ensuring Industrial Peace 

Globe believes in a mutually beneficial and 

harmonious coexistence between our labor force 

and management. We believe that fostering 

industrial peace is based on respect, justice and 

fair play. Globe is a unionized organization. Globe 

Telecom Employees’ Union (GTEU) formerly known 

as Globe Telecom Workers’ Union (GTWU) is 

affiliated with the Federation of Free Workers and 

was established in 1982. In the 25–year history 

of Globe and GTEU, there has been only one 

major disagreement which resulted to a labor 

strike last 1986. The event was resolved and since 

then, management and GTEU through its officers 

embarked on various programs that foster industrial 

peace. 

As of end 2008, GTEU has a total of 721 union 

members or 12% of total Globe population. The 

recently signed Collective Bargaining Agreement last 

February 2009 proved that the company has a longstanding, 

cordial, and constructive relationship with 

the GTWU characterized by industrial peace. It is a 

partnership that mutually agrees to focus on shared 

goals – one that has in fact allowed the attainment 

of higher levels of productivity and consistent quality 

of service to customers across different segments. 

The collective bargaining agreement also includes 

health and safety topics including medical, dental 

and optical care, leave programs, emergency and 

special loans, group and hazard insurance and 

CBU-employees retirement benefits. 

Committed to Continuous 

Employee Engagement 

In 2006, we started to gauge whether we were on 

track with our People Initiatives through our Employee 

Engagement Survey. The results of the 2007 

Employee Engagement Survey posted a 4% increase 

in overall employee engagement from 58% in 2006 

to 62%. Seventy-five percent said great things about 

the company. They said that it would have taken them 

a lot to even consider moving somewhere else to 

work, and were being inspired to do their best work 


everyday. Ten percent was not engaged, indicating 

a 1% decrease in those not engaged from 2006. Our 

next employee engagement survey will be held in the 

second quarter of 2009 and we will include the results 

in the next sustainability report. 

Free from Child Labor 

We have also ensured that measures versus child 

labor in all our operations are observed in the 

company. There are no operations considered to have 

significant risk for incidents of child labor and young 

workers exposed to hazardous work. 

31 


Health & Safety 

in the Workplace 

Since 1997, Globe Telecom has had in its organization a unit that oversees the safety of 

its operations and activities. But it was only in 2003 when an integrated management 

system was adopted for Safety, Health, and Environment. Through the Safety, Health, 

and Environment Management System (SHEMS), the campaign for Safety and Health grew, and 

provided a more focused approach to the programs that were already being implemented. 

Employee Occupational Safety 

• Motor Vehicle Safety Guidelines 

(including Authorization-to-Drive) 

• Office Safety Guidelines 

• Personal Protective Equipment 

Guidelines 

• Tower Safety Guidelines 

• Life Safety Systems 

• Radiation Safety Guidelines 

• Safety Guidelines in Handling 

Spills 

Incident and Disaster Management 

• Emergency Preparedness and 

Response Plan 

• Procedures for General 

Evacuation and Responding to 

Fire Emergencies 

• Medical Emergency Response 

Guidelines 

• Emergency Infectious Disease 

(EID) Management Plan 

Property Loss Control 

• Construction Safety Guidelines 

• Electrical Safety Guidelines 

• Hotwork Guidelines 

• Procedure for BSS Emergency 

Shutdown 

Our Safety, Health 

and Environment Policy 

Globe Telecom is committed to provide protection to 

ensure the safety and health of our employees and 

the communities within our operations. We are also 

committed to the preservations of the environment. 

It is Management’s primary objective and the 

employee’s collective responsibility to meet this 

commitment. To this end, we shall: 

• Continuously assess all health and safety hazards 

in the workplace and provide programs toward their 

elimination; 

• Comply with all safety, health and the environmental 

laws applicable to our telecom business; 

• Implement programs to reduce our waste generation 

and conserve our natural resources to minimize our 

operations’ environmental impact; 

• Train and motivate our employees to work in a 

safe and environmentally responsible manner and 

encourage our contractors and suppliers to adopt 

these principles; 

• Communicate openly our safety, health and 

environmental performance to all interested internal and 

external parties 

• Conduct a regular review of our management system 

to ensure that the commitment of this policy is met, 

and that we strive for continuous improvement. 

SHE Management 

System Policies & Procedure 

Policies and procedures are in place to ensure the 

safety & health of field personnel involved in all the 

critical and non-critical operations and activities 

of the organization. Guidelines on construction & 

electrical safety, equipment installations, motor 

vehicle safety, tower safety, radio frequency (RF) 

radiation and management of hazardous materials 

are outlined in the SHEMS manual disseminated 

33 


to key operational groups and available to the 

employee populace through the company’s internal 

communications portal. 

In addition to operational procedures, policies, 

standards and procedures on Property Loss 

Control has been established to ensure that existing 

infrastructure and facilities are properly maintained (fire 

defense, storage, housekeeping and maintenance, etc. ) 

and New Builds and Structures (design considerations) 

are constructed and installed in compliance with the 

company’s standards and with all governing codes 

and laws. Control of contractors is being implemented 

through Safety Orientation and close coordination with 

project implementing groups. 

Guidelines on exposure to radio frequency (RF) 

emissions from base stations are also in place, with 

at least four accredited RF radiation officers and over 

15 personnel from operations and project groups 

have undergone RF Radiation Training. 

34 

Emergency Response Teams, 

Safety Committees and Disaster 

Management 

The program for emergency preparedness and 

response established response teams (ERTs) in 31 

key facilities of the organization nationwide. These 

sites include the major corporate offices, Mobile 

Switching Centers, Fiber Optic Backbone Networks, 

Local Exchange Carriers and Cable Landing Stations. 

Currently, there are 670 personnel that are assigned 

to the different locations; these include key site 

administrators, regular personnel, and operational 

third-party contractors. They are tasked to be the 

“front-line” responders in a site emergency and 

monitors occupational health & safety at the site 

level. In 2006, the Emergency Preparedness Program 

for critical facilities was enhanced to cover disaster 

management planning at the site level. This is in line 

with the company’s initiatives on ensuring business 

continuity in the event of disruption of operations, 

whether natural or man-made. Site administrators 

were trained in hazard identification, risk ranking 

and risk prioritization to identify endemic threats 

to facilities and operations and to provide control 

measures in handling them. Since then disaster 

management and recovery plans are continuously 

being updated and integrated to critical operations 

and business functions. 


Accident Summary Reporting 

Our Safety & Environmental Management Section 

(SEM) submits a periodic accident summary report 

to the Department of Labor and Employment-Bureau 

of Working Conditions (DOLE-BWC) in compliance 

with Rule 1050-Notification and Keeping of Records 

of Accidents and/or Illness -of the Philippine 

Occupational Safety and Health Standards. Since 

2003, SEM has initiated the Accident Summary 

Reporting and was refined through the years. Data 

from 2003 to 2008 showed an increase in number of 

incidents reported, reflective of improved reporting. 

While there were 253 accidents in 2008, there were 

no reported disabling injuries or deaths arising from 

these. 

Safety Training and Education 

Program 

The program for Training & Education includes all works 

from the different operations of Globe that require 

personnel development in Occupational Health & 

Safety. About 4500 employees have been trained since 

1997, with about 13% of the population being trained 

every year. The following are the different trainings 

conducted: 

• Advanced Defensive Driving 

• Risk Management 

• Planned General Inspection 

• Emergency Preparedness & Response 

• Disaster Management Planning 

• Behavior-Based Safety Training 

• Industrial First Aid and Basic Life Support 

• Home Fire Safety 

• Trainer’s Training 

• Industrial Climbing & Hauling 

• Ergonomics 

• Management Of Hazardous Waste 

• Construction Project Management 

• Modern Accident Investigation 

• Forklift Safety 

• Electrical Safety 

• Water Safety & Rescue 

• Industrial Safety 

• Office Safety 

• SHE Orientation 

• Industrial Fire Brigade 

• Outside Plant Works 

• Basic Occupational Safety & Health 

• Documentation Training 

• Emerging infectious disease medical response 

The Safety Training Program is used to ensure 

compliance to the company’s SHEMS guidelines for 

Occupational Safety. The requirement of Emergency 

Preparedness for critical facilities is also being 

supported by training programs on Industrial First 

Aid, Emergency Response and site drill activities. 

A Proactive Strategy for Wellness 

We bring to our employees opportunities to lead a 

healthier lifestyle through our wellness program. We 

believe that a healthier workforce supports a higher 

morale and our employees are more productive. The 

program aims to help our employees take better control 

of their health and well-being. Complementary to this is 

our vaccination program that provides our employees 

access to more affordable vaccines. Yearly, flu 

immunization fairs are conducted nationwide to 

ensure that our employees and their family members 

are protected against the influenza virus. Other 

vaccines for Hepatitis A, Hepatitis B, Typhoid Fever, 

Chicken Pox, Mumps, Measles, Rubella and Cervical 

cancer are also being offered every month as we 

make our rounds to advocate disease prevention. 

35 


Community Engagement 

Globe Bridging Communities (Globe BridgeCom) is the flagship corporate social 

responsibility (CSR) program of Globe Telecom. The program aims to serve 

communities throughout the Philippines by empowering community leaders and 

micro-entrepreneurs through various community and enterprise development projects and 

by supporting and improving education initiatives by harnessing mobile and information 

technology and empowering the youth. 

This initiative is strategic to maintain our current 

momentum in CSR and to focus our efforts on the 

three biggest social challenges: 

• The need to prepare global young Filipinos through 

education and information technology 

• The need for sustainable economic growth through 

micro-enterprise development and empowerment 

of community leaders 

• The need for sustainable development through 

excellence in operations and protection of the 

environment; 

Globe BridgeCom is designed to strengthen the 

company’s presence in identified communities 

nationwide. Globe BridgeCom’s areas of community 

engagement are divided into five: Education, 

Entrepreneurship, Environment, Youth Development 

and Community Involvement and Volunteerism. 

Globe BridgeCom is being implemented through a 

three-step process: Consultation with the Barangay 

officials/stakeholder leaders, Community project 

implementation and sustaining initiatives. 

Since July 2004, Globe Bridging Communities has 

implemented programs in 3,388 barangays nationwide. 

Powering Education with Mobile and 

Broadband Technologies 

In today’s society, knowledge is the new currency, 

and technology is the tool most commonly used to 

transfer, share and apply that knowledge. By utilizing 

our mobile and broadband technologies, we continue 

Community Stakeholders Supported 

by Globe BridgeCom since 2005 

Barangays 3,388 

Micro-Entrepreneurs 15,645 

Public Schools 1,618 

Public School Students 

over 1M 

Public School Teachers 1,220 

PCs donated 457 

Youth Leaders 2,410 

Employee Volunteers 4,121 

Volunteer Hours 41,615 

Non Government Organization Partners 206 

37 


for their own computer laboratories and internet 

access. Tapping into its core business competency, 

Globe created the Internet-in-Schools Program 

(ISP). While it is true that internet connectivity is 

only half of the solution to bridging the digital divide, 

bringing students from zero internet experience to 

internet-assisted learning is already a big step in 

empowering Filipino students. 

to enable public elementary and high school students 

and teachers nationwide gain knowledge. 

Our Text2Teach Program brought in educational 

content to public elementary schools all over the 

archipelago through educational videos downloaded 

via Short Messaging System (SMS). Text2Teach 

proved that multi-media assisted learning were 

effective teaching aids, firing up the imagination 

of pupils with moving images and boosting their 

knowledge gains. Teachers can order some 380 

educational videos in Science, Math, English and 

values. Today, about 900,000 students from 282 

public elementary schools found in Quezon City, 

Manila, Isabela, Ilocos Sur, Batangas, Calapan, 

Oriental Mindoro, Antique, Cagayan de Oro City, 

Maguindanao, Cotabato City, North and South 

Cotabato, Sharif Kabunsuan, Isabela, Cagayan 

Valley, Ilocos Sur, Benguet and Pangasinan are able 

to use Text2Teach. The Text2Teach consortium 

also includes Nokia, Ayala Foundation and the 

Southeast Asian Ministers of Education Organization- 

INNOTECH. Globe is the technology development 

leader in the consortium. 

Globe’s Internet in Schools Program (ISP) has 

historically connected more than 950 public high 

schools to the world wide web (as of 1st Quarter of 

2009), pioneering the use of the latest Information 

Technology (IT) platforms, such as Wi-Max (Wireless 

Inter-Operability for Microwave Access), in the public 

educational system. We also have our partnerships 

with the Gearing Up Internet Literacy and Access for 

Students (GILAS), Growth with Equity in Mindanao 

(GEM)-US Agency for International Development 

(USAID)'s Computer Literacy and Internet Connection 

Project for public high schools in ARMM and Conflict 

Affected Areas in Mindanao (CAAM) and with the 

Coalition for Better Education. Likewise, by donating 

internet subscriptions to a number of institutions, 

we have helped empower young Filipino learners 

to develop their technology skills and be able to 

compete in the global economy. 

The program also encourages teachers and students 

to use the internet as an integral tool for learning and 

to sustain the presence of internet through means 

best managed by them. 

We continue to enrich the lives of students through 

the Internet-In-Schools Program. Schools have sent 

letters sharing their inspiring stories with the internet 

– how it has made classroom teaching richer and fun 

because of unlimited access to information, how their 

38 

Globe’s Internet in Schools Program 

By yearend 2008, there are 6,500 public high 

schools in the Philippines and some 32% have 

computer laboratories with internet access available 

for student use. There are 4,398 schools still waiting 


school administrators have been challenged to think 

of out-of-the box fundraising activities to support 

computer lab activities, and how students have been 

motivated to join more competitions and dream 

big – as the world is now just a click away. With the 

Internet-in-Schools Program, being a student in a 

remote public high school no longer puts him or her 

at a disadvantage. 

Supporting the Country’s Mind Museum 

Globe is supporting the construction of the first 

world-class science museum in the country 

dubbed “The Mind Museum” which will soon rise 

in Bonifacio Global City (BGC) in Taguig. The Mind 

Museum, a Php1 billion project led by the Bonifacio 

Art Foundation Inc. (BAFI), aims to contribute to 

the country’s science education as well as inspire 

students to specialize in science and technology. The 

galleries in the museum will feature science facts, 

the process of discovery and their applications in 

technology. 

Preparing Global Young Citizens 

Since 2007, Globe Bridging Communities embarked 

on various youth development initiatives which 

enabled Filipino youth leaders to chart the future 

of our societies. Various leadership training camps 

and workshops were conducted in Iloilo, Bicol and 

Cebu including a Youth Heritage Camp in Bohol. 

More than 60 college students also benefit from our 

annual Globe Future Business Leaders Conference 

which prepares business and management students 

for the competitive world of telecommunications. 

Globe BridgeCom also partnered with the Education 

for Youth Enterprise Foundation to implement the 

WIWAG Business Week program in selected state 

colleges and universities nationwide. 

We also participated in the Global Xchange program 

in partnership with the British Council, VSO 

Bahaginan, VSO Philippines and the British Embassy. 

Two batches of nine Filipino youth leaders and nine 

British youth leaders embarked on a nine month 

volunteer experience in Southampton and London 

in the United Kingdom and in Iligan City, Lanao Del 

Norte and in Davao City, Philippines. 

Empowering Entrepreneurs 

in the Countryside 

Since 2005, our Globe BridgeCom Sa Bayan 

enterprise development program gave communitybased 

capability-building assistance to barangays 

where our more than 6,000 cellular sites are 

located. In all, Globe BridgeCom Sa Bayan covered 

leadership and livelihood training programs 

involving more than 15,000 barangay leaders and 

micro-entrepreneurs, cooperatives, micro-finance 

institutions, youth groups and families of overseas 

Filipino workers from almost 2,600 Barangays. This 

program has incorporated Globe products and 

services to enable the growth of the participants’ 

micro-enterprises enabling technology to either 

develop new enterprises and expand small 

businesses. By making enterprise skills development 

available in the far flung areas, Globe BridgeCom Sa 

Bayan democratized entrepreneurship to those who 

need it most: small entrepreneurs in the countryside. 

We forged partnerships with the private sector 

to develop community-based tourism and help 

39 


COMPLETING THE SUCCESS 

FORMULA 

For the Aguiting Community Association (ACA), which 

assists the people of Kanangga, Leyte to engage in 

livelihood activities in between harvest seasons, it only 

needed the intervention of Globe BridgeCom for it to 

complete its equation for entrepreneurial success. 

Barangay Aguiting is home to hectares of land dedicated 

to citronella, the oil of which is used extensively in the 

soap, perfumery, cosmetic and flavoring industries. While 

the community was equipped to harvest and produce 

the citronella oil, they realized that they needed training 

on how to turn their produce into marketable products. A 

visit made by Melinda Dayon, an ACA member, to one of 

Globe BridgeCom Sa Bayan meetings made it all happen. 

She brought up the challenge of marketing their citronella 

to Globe’s Community Relations team who immediately 

saw the opportunity for a partnership that would result 

to improved incomes for the community members while 

promoting stronger community ties. In no time at all, Globe 

BridgeCom gathered people from relevant industries to 

discuss areas of collaboration for the citronella project. 

In addition, it planned a training workshop for the ACA 

members where top resource persons from the Department 

of Biotechnology of the University of the Philippines in 

Los Baños were flown in to conduct a two-day hands-on 

seminar on how to manufacture citronella-based personal 

care products. Globe BridgeCom played a key role in 

introducing to the community new technologies for the 

development of citronella-based products, as well as skills 

needed in sustaining their business, including marketing 

and accounting. 

barangays manufacture, package and market local 

goods. Since 2005, this project has already reached 

75 of the country’s 80 provinces. 

Globe BridgeCom Sa Bayan aims to promote valuebased 

leadership as a discipline and way of life 

for barangay leaders to further develop their own 

leadership skills, styles, and competencies in their 

barangays. It actively involves barangay leaders and 

community microentrepreneurs on entrepreneurial 

activities that will help their barangays earn additional 

income. This project is in partnership with ABS-CBN 

Bayan Foundation and Bayan Academy. 

Both Globe and Bayan developed a special training 

program which includes Barangay Leadership and 

Business Development as well as livelihood specific 

modules. Speakers come from UP Institute for 

Small Scale Industries, Department of Agriculture, 

Department of Science and Technology, Bureau of 

Fisheries and Aquatic Resources, Technology and 

Skills Development Authority, and other partner 

organizations. This also saw the development of 

back-home plans and livelihood manuals which the 

communities may refer to after the training. 

One of the significant steps was the conduct 

of an impact assessment of the program to the 

communities. The study showed significant 

contributions to the individual participant’s 

leadership and entrepreneurship skills as well as 

the community’s overall well-being. Some valuable 

insights include the following: 

• 70% of the respondents say that they used their 

back-home plans to guide them in starting and/or 

developing their local business. 

40 

Today, a factory now stands within the community. It 

produces hand sanitizers, solid and liquid soaps, and 

mosquito repellents which are all made from the citronella 

plant. “With the continued help of Globe BridgeCom, we 

now have better livelihood opportunities and stronger 

community partnerships, and have started using bazaars, 

mall exhibits, and the like to introduce our products to the 

general market,” she said. 

• 76% mentioned that they were able to administer 

their business better after the training, saying 

that they were able to address problems and 

challenges more scientifically. 

• 67% of the respondents say that they learned 

marketing their products and services better. 

• 53% believe that in general, their means of 

livelihood had improved after the training. 

• 63% said that they are much better today than 

before the training (while 93% of the control 

group surveyed which did not attend the program 

said that they are poorer today due to lack of 

economic opportunities). 


• The program also showed impact in family 

relationships, bolstering greater cooperation in 

the family and financial management. 

We also launched our Globe Bridging Communities 

Entrepreneurship Fair which showcases 

communities and organizations based in a particular 

region. It featured their successful enterprises and 

programs that led to the economic self-sufficiency 

of their families and members and the greater 

development of their communities and provinces. 

It was conceptualized to bring together microentrepreneurs 

and community leaders who were 

successful in putting up and running their own 

businesses after attending the Globe BridgeCom 

Sa Bayan Livelihood and Skills Training Program. 

Micro-entrepreneurs from Nueva Ecija, Nueva 

Vizcaya, Pampanga, Tarlac, Pangasinan, Aurora, 

Cagayan Valley, Isabela, General Santos City, 

Benguet, Iloilo, Capiz, Sarangani, Batangas, Laguna 

and Quezon have already participated in the activity. 

Globe believes that the marginalized sector of 

our society has an equal stake in growth and 

development. Through BridgeCom Sa Bayan, Globe 

makes a critical contribution in developing their 

capacity to join the marketplace, and eventually bring 

them to the mainstream of society as contributors 

and consumers. 

Disaster Relief 

In 2008, several natural and man-made disasters 

left the Philippines battered causing tremendous 

damage to life, livelihood and property. There was 

Typhoon Cosme which wreaked havoc in several 

provinces in Northern Luzon — including Pangasinan 

and Zambales. With only a month in between them, 

RENEWED HOPE FOR SITIO IHAN 

What was once a rebel stronghold torn by strife, Sitio Ihan 

in Brgy. Datal Anggas, Saranggani Province in Southwest 

Mindanao is now a thriving community. Sitio Ihan is home to 

marginal farmers who grow corn, banana and cassava for a 

living. Continuous infighting had hindered the development 

of this community. Fortunately, the recent wave of 

“laying down of arms” provided opportunities for various 

government and private sector groups, including Globe 

BridgeCom, to intervene and participate in the rebuilding 

and reintegration of Sitio Ihan. 

The area being rich in raw materials like nito, rattan, abaca 

and bamboo, Globe BridgeCom sa Bayan, in cooperation 

with other social services groups, initiated an integrated 

livelihood program where 75 of its residents participated in 

a three-day training on basket weaving and basic concepts 

of entrepreneurship. This endeavor was capped off by an 

educational field trip to various handicrafts establishments 

in Intramuros and Quiapo in Manila to expose them to 

different handicraft designs, as well as to enable them to 

learn more about the culture and heritage of the Philippines 

beyond their immediate community. 

This gave birth to Sitio Ihan Livelihood Association (SILA), 

composed mostly of women who want to help their 

husbands by augmenting the family income. Recently 

accredited by the Department of Labor, SILA now caters to 

small orders of woven plates made of nito and rattan from 

individuals and food establishments in Alabel and General 

Santos City. Caris Salimama, barangay chief of Sitio Ihan 

and one of the participants, remarked that one of the most 

important things he learned since the start of Globe’s 

BridgeCom sa Bayan program was that “what we used 

to throw, burn and treat as garbage in Sitio Ihan actually 

has value.” He promised that the nito and rattan in the 

community would be protected from hereon, and that they 

would no longer burn or cut rattan, bamboo and nito to give 

way to other crops. 

Although it still has a long way to go, SILA’s goal is to 

become a fully-established woven handicrafts business. 

Today, members of SILA have sold much more than the 

handful of baskets that they first produced for Globe, and 

have expanded their product line-up to include pitchers, 

chimes, and other bamboo handicrafts. “SILA has plans 

to expand their customer base, and will be coming out 

with a brochure showcasing their products. It is their hope 

that through bazaars, hotel and mall displays, people from 

all over the Philippines, especially the ‘balikbayans’ and 

tourists, will get the chance to appreciate and buy their 

bamboo and nito handicrafts,” said Loradelle Solarte, one 

of the SILA organizers. 

41 


arangays and treated more than 10,000 indigent 

patients. In 2008, Globe held its 50 th medical mission 

since it started doing this activity in 1998. 

Engaging in Partnerships 

Social responsibility is not a task to be completed – 

it is a process that requires continuous action and 

engagement. By working together with more than 200 

partners from the government both local and national, 

people’s organizations, non-government agencies, 

indigenous peoples, the academic community, 

industry partners and international organizations, 

we progressed and made positive changes in the 

communities and individuals nationwide. These 

achievements are the result of the extraordinary 

partnerships and alliances we forged and the 

innovative thinking of our peoples working together. 

Typhoon Frank hit the Philippines’ central islands 

and left the provinces of Panay Island — including a 

neck-deep flood in Iloilo — devastated. Then recently, 

war erupted in southern Philippines brought about by 

disagreements between the MILF and government 

forces, displacing thousands of civilians from their 

homes in Cotabato, Maguindanao and the Lanao 

provinces. 

Part of our commitment and responsibility to the 

community is to help those stricken by natural 

disasters. In addition to our own philanthropic efforts, 

we seek to use our business competencies to provide 

support by using our mobile network through our 

Libreng Tawag (Free Calls) program and by creating 

value-added services to collect donations from 

employees and the public for disaster relief efforts, 

and by supporting post-disaster reconstruction and 

rehabilitation. An integral part of the project is a 

strong partnership and coordination with the local 

government units, barangay councils and national 

agencies such as the Philippine National Red Cross, 

the Corporate Network for Disaster Response, the 

military and police. 

Recognition by Various Stakeholders 

Since its integration in 2004, Globe BridgeCom has 

been recognized by its various stakeholders in many 

ways. The Public Relations Society of the Philippines 

has recognized Globe BridgeCom with the Grand 

Anvil Award in 2008 plus 12 other Anvil Awards of 

Excellence and Merit since 2005. The International 

Association of Business Communicators has awarded 

Globe BridgeCom with the International Gold Quill 

in 2008 plus 16 other Philippine Quills since 2005. 

Text2Teach won the Asian CSR Awards for Support 

and Improvement of Education in 2006. Likewise, 

organizations such as the Employees Confederation 

42 

Medical Missions 

We also implemented several medical missions in far 

flung communities including the Lumads of Davao, 

the ethnic tribes in Kalinga, communities in Silang, 

Cavite and in the poor communities of Ballesteros, 

Cagayan. These medical missions served almost 225 


The Globe team received the Grand Anvil Award in 2008 from the Public Relations Society of the Philippines. 

of the Philippines, Venture for Fund-Raising and the 

United States Agency for International Development 

(USAID) have recognized Globe BridgeCom for its 

various projects. 

2008 Awards 

• Grand Anvil Award from the Public Relations 

Society of the Philippines for Globe Bridging 

Communities 

• Anvil Award of Excellence for Globe Bridging 

Communities (PRSP) 

• Anvil Award of Excellence for Globe BridgeCom Sa 

Bayan (PRSP) 

• Anvil Award of Excellence for Globe BridgeCom 

Entrepreneurship Fair (PRSP) 


Youth Development Programs (PRSP) 


Employee Volunteerism Programs (PRSP) 

• Anvil Award of Merit for Communicating CSR 

through Media (PRSP) 

• Philippine Quill Award of Excellence for Globe 

BridgeCom Sa Bayan – Economic, Social and 

Environmental Development Category (IABC) 


BridgeCom Partners Night (IABC) 


Bridging Communities – Community Relations 

(IABC) 

• Philippine Quill Award of Merit for Globe BridgeCom 

Sa Bayan – Community Relations Category (IABC) 

• Philippine Quill Award of Merit for Globe 

BridgeCom’s Sagot Ka Ni Kap (IABC) 


BridgeCom’s Disaster Response (IABC) 


BridgeCom’s Internet-In-Schools Program (IABC) 

• Philippine Quill Award of Merit for Communicating 

Globe’s Social Responsibility through Media (IABC) 


BridgeCom’s Employee Volunteerism (IABC) 

• International Gold Quill from the International 

Association of Business Communicators (IABC) in 

New York City, New York USA. 

43 


Employee Volunteerism 

Globe employees believe in human potential – one’s own and others – and this 

has inspired over 4000 of them to volunteer their time, treasure and talent and 

contribute to disadvantaged communities around the Philippines. Through Globe 

BridgeCom’s Employee Volunteerism program, every Globe Employee realizes each of his 

own individual corporate responsibility and makes meaningful and transforming change in 

communities they touch. 

There is a long history of employee volunteerism 

in Globe since the company became active in the 

early 1990s. In the past five years, our various 

employee volunteerism programs enjoined more than 

4000 employee volunteers which generated 41,000 

volunteer hours. 

Globe Tulong Eskwela 

Our Globe Tulong Eskwela (GT Eskwela) mobilizes 

employee volunteers to teach students in adopted 

public elementary schools nationwide. Our employee 

volunteers tutored 3,000 students from adopted 

schools in Payatas, QC, Binondo, Manila, four 

schools in Carmen and Carcar, Cebu. They visit 

them at least twice a month, mentoring them in 

various subjects especially on computer literacy and 

introducing new media teaching methods for teachers 

as well as enterprise development for the students’ 

parents. The program also provides Educational 

TV packages, books and computers. GT Eskwela is 

one of the best examples of an employee managed 

project. From the planning, consultations until the 

implementation of the project, these are all managed 

by our employees. 

Volunteering for the Environment 

As a major component of the company’s environment 

initiative, the Earth Day Coastal Clean-up campaign 

aimed to decrease the pollution and destruction 

of marine resources through organized and 

collaborative action within the community. In 2008, 

the municipalities of Cordova in Cebu, Province and 

Nasugbu in Batangas Province were chosen by the 

volunteers for this activity. Through the initiative of 

our volunteers to consult with local environment 

authorities, their efforts strengthened and taught the 

community the importance of preserving our marine 

ecosystem being one of the marine biodiversity 

hotspots in the world. 

Aside from the institutionalized programs, 

employees also readily volunteer in times of 

disasters and calamities. Employees are always 

ready to share their time, effort and even resources 

to our countrymen who are severely affected by 

both natural and man-made calamities. In 2008, 

Globe mobilized employee volunteers for relief 

operations in Iloilo, Zambales and Pangasinan and in 

the war ravaged area of Pikit, North Cotabato. These 

volunteers placed their free time on-hold to be able 

to share and help victims of calamities recover and 

not lose hope. 

Globe and Gawad Kalinga 

In October of 2006, Globe broke grounds for its 

first Gawad Kalinga (GK) village in Bagong Silang, 

Caloocan City and named it Globe-TM Village. 

Bagong Silang is a squatter community where a 

hundred thousand families live. Bagong Silang is also 

the birthplace of Gawad Kalinga. 

Gawad Kalinga’s vision is to achieve a slum-free, 

squatter-free Philippines by providing land for 

the landless and homes for the homeless. While 

these are truly audaciously big goals, its greater 

dream leaped beyond building physical shelters. It 

45 


46 


provided the poor with homes fit for human living and 

unleashed the creativity and productivity of a person. 

In the first six months of our partnership with GK, a 

total of 1,200 Globe people, or about one-fourth of 

our entire organization, had volunteered themselves 

and their personal time. This extensive volunteerism 

by the Globe people enriched our relationship with 

GK, and elevated our engagement beyond a mere 

sponsorship to a true partnership. Globe leaders and 

employees also participated in building the Globe- 

TM Productivity Centers and Farming Institutes in 

Bacolod City, Negros Occidental and in Malaybalay, 

Bukidnon to help ensure sustainability in the GK 

communities that Globe helped built. Globe leaders 

also provided support to Gawad Kalinga through 

advising for sustainability strategies, community 

marketing and leadership management in the 

communities. In March 2009, Globe expanded its 

productivity and sustainability advocacy by adopting 

35 GK Bayan Anihan Farms all over the country. This 

latest initiative hopes to address the growing hunger 

incidence in the country. 

47 


Environmental Responsibility 

Climate change is widely recognized as the greatest global sustainability challenge. 

Its implications are far‐reaching for the environment, for people, and for the global 

economy – of which Globe is a part. Strengthening our contribution to climate 

change is a priority. We’ve been on a green journey for many years as embodied in our 

Safety Health and Environment (SHE) program that ensures responsible use of resources in 

our business. Globe recognizes that environmental challenges require systems‐thinking and 

holistic solutions covering our operations, supply chain and the marketplace. 

Environmental protection is important in how we go 

about our daily business. We have implemented a 

management system based on ISO 14001 standards 

to ensure that we proactively address our key 

environmental issues. We subscribe to the principles 

of sustainable development and attune our long 

term strategies to this. We intend to do more to 

address our key environmental sustainability 

issues. 

Climate Change Program 

We acknowledge the threat of Climate Change 

and we want to lessen our operation’s carbon 

footprint to help mitigate the impacts of increased 

carbon dioxide emissions from human activities. 

Climate protection has long been an important 

issue for Globe. While the risks of climate change 

are clear to us, they also represent a market 

opportunity for us – our involvement not only benefits 

our environment, it also helps us to minimize our 

consumption of resources and thus, our costs. We 

have every reason to believe that as the discussion 

on climate change grows, customer demand for 

ecological products and manufacturing conditions 

will rise as well. 

In 2008, we took a big step towards environmental 

protection through a voluntary initiative on 

Greenhouse Gas (GHG) Accounting. We established 

our baseline for our operation’s carbon footprint and 

commit to work progressively on reduction measures. 

Working with a team representing groups that 

maintain data of our carbon dioxide emission sources 

(electricity consumption, fuel consumptions from 

generators and fleet and business travel), 

we were able to create a profile that shows which of 

the identified sources contribute the biggest chunk 

of our carbon dioxide emissions. With this baseline 

information, we will move forward to achieve our goal 

of operating with less – less fuel dependency for less 

emission. 

49 


Overall, our energy use in 2008 resulted in a total 

of 123,977.78 metric tonnes of carbon dioxide 

emissions. 

For the year 2008, all of the Greenhouse gases 

defined in the Kyoto Protocol (CO2, CH4, N2O, HFCs, 

PFCs, SF6 ) emitted from the company’s operations 

from January 1, 2008 to December 31, 2008 were 

considered, although only CO2, CH4, and N20 

were included in the actual inventory. The emission 

sources were identified by the cross-functional Core 

Team for GHG Accounting through a workshop. 

Company activities that emit any of the six GHGs 

were listed and categorized as described in the table 

below: 

Sources of Emissions 

Scope 1 : Direct 

Core Emission Source GHG 

Onsite electricity generation – 

diesel and gasoline 

Transportation mobile source – gasoline, 

diesel 

Scope 2 : Indirect 

Purchased electricity 

Scope 3 : Other Indirect Sources 

Primary and standby generators used 

in the facilities 

Owned vehicle fleet 

Electricity consumption of all owned 

and leased facilities 

Air business travels by employees 

CO2, CH4, N2O 

CO2 

CO2 

CO2 

Notes * HFC agent is not included since the company utilizes non-HFC refrigerants in all 

facilities since 2000. Leased vehicles are not included in this accounting. 

Summary of Greenhouse Gas Emissions for Globe Telecom 

Emission 

Sources 

SCOPE 1 - Direct 

Transport 

Vehicles 

GHGs CONSIDERED 

CO2 CH4 N2O HFC PFC SF6 

Total Emissions 

(in units of CO2-equivalent) 

Metric ton CO2 

7163.24 

Diesel 3721.75 0 0 0 0 0 

Gasoline 3441.49 0 0 0 0 0 

GenSets 11,011.55 

Diesel 10916.3545 1.4732 0.0884 0 0 0 

Gasoline 36.0342 0.0052 0.0003 0 0 0 

SCOPE 2 - Indirect 

Electricity 104,397.47 104,397.47 

SCOPE 1 & 2 

Sub–Total 

50 

SCOPE 3 - Other Indirect 

Business Travel - 

via Air only 

Air Travel 

(Short Flight) 

Air Travel 

(Medium Flight) 

Air Travel 

(Long Flight) 

1405.52 1405.52 

258.82 0 0 0 0 0 

897.22 0 0 0 0 0 

249.48 0 0 0 0 0 

T O T A L 123,977.78 


Core emissions are classified as follows: 

Scope 1 – Direct GHG Emissions: 

Emissions that result from the combustion of fuel to produce electricity from stationary sources like generators 

(excluding Innove gensets), and from mobile combustion sources (all company-owned vehicles). 

Scope 2 – Indirect GHG Emissions: 

Emissions that result from the purchase of electricity used in the operation of equipment and facilities 

Scope 3 (optional) – Other Indirect GHG Sources: 

Emissions from transport-related activities like employee business travel (via Air only). 

Renewable Energy 

Renewable energy - such as wind and solar energy - 

not only provides a stable source of power for base 

stations located in the remote areas, but also helps to 

reduce the environmental impact of these stations. 

To date, we have 32 cell sites running on solar energy 

and three on wind power. We continue to study 

and apply to as many sites as possible the use of 

renewable energy. 

Light Eco uses an autotransformer to switch 

from normal to economy voltage. After a start up 

period of three to five minutes, the autotransformer 

switches to the reduced voltage. The drop in current 

thereby reduces or minimizes the use of electricity 

which translates to financial savings. Adopting the 

technology in two of our corporate offices in Valero 

Telepark in Makati and in GT-IT Plaza in Cebu has 

brought about significant savings in electricity costs. 

Since its adoption in 2006, an average savings of 

Php4.2 Million has been realized. 

Saving on Energy Costs and 

Reducing Emissions Through 

the LIGHT ECO Technology 

Our company has always been in the forefront of 

finding ways on how to cut down or reduce our 

electricity consumption. So far, the most effective 

method on cutting down our electricity cost 

from lighting consumption is thru the Light Eco 

Technology. 

Water Management 

Globe continuously seeks ways to reduce water use 

through the design and operation of our facilities as 

well as measures to prevent water pollution. While 

our water use is not very significant in our major 

operations, we continue to advocate water usage 

responsibility among our employees. In 2008, the 

net consumption of fresh water in our major offices 

– Globe Telecom Plaza 1 and 2, Valero Telepark and 

Globe Telecom IT Plaza in Cebu was at 54,146 cubic 

meters. 

51 


Used Lead-Acid Battery Disposal 

The primary environmental issue that we have 

initially addressed is the end-of-life management 

of the lead-acid batteries that are extensively being 

generated from our telecom operations. Categorized 

as hazardous wastes under the Republic Act 6969 

due to its lead metal and sulfuric content, these used 

lead-acid batteries require proper disposal through 

an accredited treatment and recycling facility. 

Our company took on the challenge of properly 

disposing these “wastes” by coming up with the Used 

Battery Disposal Program in 2003. For this program, 

we forged a partnership with Bantay Kalikasan for the 

Bantay Baterya Project. This is a joint undertaking by 

ABS-CBN Foundation, Environmental Management 

Bureau (EMB) of the Department of Environment 

and Natural Resources (DENR) and the Philippine 

Recyclers, Inc. (PRI). 

Through the Bantay Baterya Project, promoting our 

goals of clean and safe environment through efficient 

management of used lead-acid batteries became 

possible. The partnership allows our company to 

efficiently dispose all the spent batteries generated from 

our operations nationwide through the enabling features 

of the Bantay Baterya Project. ABS-CBN Foundation 

through Bantay Kalikasan, provides the logistics 

support and ensures the timely and safe transport of 

batteries to Philippine Recyclers, Inc., a government 

accredited recycler for lead acid batteries. For this, 

our company donates all the proceeds from the sale 

of the batteries to ABS-CBN Foundation to help fund 

environmental programs like Save the La Mesa Dam, 

Bantay Kalikasan Hotline and the Magandang Pilipinas 

Ecotorism Project. 

Summary of Environmental Gains from 

Used Lead-Acid Battery Disposal Program 

Year 

Weight of 

Batteries (kg) 

Sulfuric Acid 

(liters) 

Lead (kg) 

Landfill Area 

Saved 

(Cu. Meters) 

2003 5,220 1,044.00 3,654.00 131.75 

2004 157,123 31,424.60 109,986.10 3,965.83 

2005 87,110 17,422.00 60,977.00 2,198.68 

2006 18,160 3,632.00 12,712.00 458.36 

2007 170,112 34,022.40 119,078.40 4,293.68 

2008 49,794 9,958.80 34,855.80 1,256.82 

52 

TOTAL 487,519 97,503.80 341,263.30 12,305.13 

The volume of Used-Lead Acid Batteries turned-over to Bantay-Baterya Project is equivalent to 97,503.80 

liters of sulfuric acid treated and prevented from polluting our waters and soil, 341,263.30 kilograms of lead 

recovered, and 12,305.13 cubic meters of landfill space saved. 


Solid Waste Management 

Our Solid Waste Management at Globe is anchored on the 3Rs philosophy – we promote waste Reduction, 

material Reuse and Recycling to help us achieve waste minimization and resource efficiency. We implemented 

processes that motivate employees to practice paper recycling. We organized Recyclables Collection Events 

to provide venues where trash, both from home and office, gets converted to cash and premium items. 

Over four hundred employees swamped at the redemption booths to exchange their recyclables for some cash 

and premium items. 

Summary of Volume of Recyclables Generated (2005-2008) 

As a result of our company’s Solid 

Waste Management and Recyclable 

Collection Events, a total of 132,984.16 

kg. of recyclable items were collected 

from years 2005-2008. This total volume 

represents the volume of wastes that 

were diverted from the landfill with 

a resource recovery value of Php 

716,247.35. 

Papers and 

Cartons 

Aluminum 

Cans 

Recyclable 

Collection 

Events (Kilos) 

Solid Waste 

Monitoring 

at GT Plaza 

(Kilos) 

Total (Kilos) 

9,316.85 120,979.00 130,295.85 

88.45 329.00 417.45 

Environmental Gains 

Paper and Cartons 

• 2,215.03 Trees saved 

• 534,212.99 kwh of energy saved 

• 3,452,562.49 liters of water saved 

• 298.86 cu. Meters of landfill 

space saved 

PET and 

other Plastics 

Broken 

Electronic 

Items 

Used Car 

Batteries 

463.95 1,306.50 1,770.45 

464.41 — 464.41 

36.00 — 36.00 

Aluminum Cans 

• 8.35 cu. Meters landfill space saved 

PET and other Plastics 

• 1,752.75 kilos of plastics recycled 

TOTAL 10,369.66 112,192.50 132,984.16 

Broken Electronic Items 

• 5,572.92 grams of base metals recovered 

• 696.92 grams of precious metals recovered 

• 46.44 cu. Meters of landfill space saved 

Used Car Batteries 

• 284.40 kilos of lead recovered 

• 204.41 liters of sulfuric acid treated 

53 


A Sustainable Future 

Globe believes that the greatest contribution it can make to poverty alleviation 

is through sustained corporate social responsibility programs. This is in line 

with its effort to ensure that the economic, social and environmental impacts of 

these involvements are positive. And that one of the better ways to participate in national 

development would be the effective use of its core products and services to uplift the lives 

of marginalized Filipinos. 

Trying to end social ills will require a strong network 

of cooperation among all of us. In Globe, we have 

tried to abide by the guiding principle, that in our CSR 

work, our business must play the part of an enabler 

rather than a dole-out machine. Integrating CSR and 

sustainability into the business strategy would be the 

most powerful way forward. 

We have only scratched the surface in discovering 

how we can become a more sustainable business 

and a more meaningful member of society. The 

challenges remain daunting. Responses to these 

can no longer be postponed, what with the world 

becoming more and more competitive. Goalposts 

keep moving. Boundaries keep changing. 

Competition keeps intensifying. Expectations 

of shareholders keep rising. As daunting as the 

challenges are, it is riskier to do nothing. 

Effective management—of corporate responsibility 

and sustainability—is about consistency, 

accountability, discipline and transparency. Our goal 

is to make these empowering technologies as widely 

available as possible and to use our leadership and 

resources to create new solutions to big problems. 

That commitment to operational excellence has 

helped us accomplish some big, ambitious goals: 

building a robust wireless network, investing in worldclass 

innovations, strengthening our people to be 

globally competitive, managing our environmental 

footprint and uplifting the lives of Filipinos in 

communities where we operate. 

We believe that we will be more successful in 

achieving our corporate objectives by being a 

responsible business. By continuing to deliver 

relevant CSR programs that will transform and enrich 

the lives of the communities we have the privilege 

to serve, Globe will continue to play a valuable 

and indispensable role in addressing the defining 

challenges of our time. 

55 


GRI Index 

1. Strategy and Analysis 

1.1 Statement from the most senior decision maker(s) of the organization Message from Globe Leaders 

2 . Organizational Profile 

2.1 Name of the organization About Globe, p.1 

2.2 Primary brands, products, and/or services About Globe, p.2 

2.3 Operational structure and major divisions About Globe, p.1 

2.4 Location of the company headquarters About Globe, p.1 

2.5 Countries of operations Not Applicable 

2.6 Nature of ownership and legal form About Globe, p.1 

2.7 Markets served About Globe, p.2 

2.8 Scale of the reporting organization Developing A Globally Competitive 

Workforce, p.26 

2.9 Significant changes during the reporting period Not Applicable 

2.10 Awards and recognitions received during the reporting period Recognition for Corporate Governance, p.5 

Recognition by Various Stakeholders, p.43 

3. Report Parameters 

3.1 Reporting period About Our Report 

3.2 Date of most recent previous report Not Applicable 

3.3 Reporting cycle About Our Report 

3.4 Contact point for questions about the report and its contents Back cover 

Report Scope and Boundary 

3.5 Process for defining report content About Our Report 

3.6 Boundary of the report About Our Report, 

3.7 Limitations on the scope or boundary of the report About Our Report 

3.8 Basis for reporting on joint ventures, subsidiaries, and other related entities About Globe, p.1 

3.10 Explanation of the effect of any re-statements of information provided in Not Applicable 

previous reports 

3.11 Significant changes from previous reporting period Not Applicable 

3.13 Current policy and practice dealing with external verification About Our Report 

GRI Content Index 

3.12 GRI Content Index Page pp. 56-57 

56 

4. Governance, Commitments, and Engagement 

4.1 Governance structure of the organization A Commitment to Good Governance, pp.3-5 

4.2 Indicate if the Chair of the highest governance body is also an Executive Officer A Commitment to Good Governance, pp.3-5 

4.3 Number of Independent and non-executive members A Commitment to Good Governance, pp.3-5 

4.4 Mechanisms for shareholders and employees to provide recommendations A Commitment to Good Governance, pp.3-5 

Stakeholders Engagement 

4.14 List of stakeholders groups Stakeholder Engagement, pp.12-13 

4.15 Basis for identification and selection of stakeholders groups Stakeholder Engagement, pp.12-13 


Economic Performance Indicators 

EC1 Direct economic value generated and distributed Economic Responsibility, p.18 

EC5 Range of ratios of standard entry level wage compared to local minimum Putting our Employees first, p.27 

wage at significant locations of operation 

EC8 Development and impact of infrastructure investments and services provided 

primarily for public benefit 

Integrating CSR & Sustainability in our 

Business 

Environment Performance Indicators 

EN3 Direct energy consumption by primary energy source Environmental Responsibility, p.50 

EN4 Indirect energy consumption by primary source Environmental Responsibility, p.50 

EN6 Initiatives to provide energy-efficient or renewable energy based products Environmental Responsibility, p.51 

and services 

EN16 Total direct and indirect greenhouse gas emissions by weight Environmental Responsibility, p.50 

EN22 Total weight of waste by type and disposal method Environmental Responsibility, pp.52-53 

Social Performance Indicators 

SO1 Nature, scope, and effectiveness of any programs and practices that assess Community Engagement, pp.37-43 

and manage the impacts of operations on communities, including entering, 

operating, and exiting. 

SO5 Public policy positions and participation in 

Leadership and Governance, p.5 

public policy development and lobbying 

PR5 Practices related to customer satisfaction, 

Measuring Customer Satisfaction, p.21 

including results of surveys measuring customer satisfaction 

PR6 Programs for adherence to laws, standards and voluntary codes related Responsible Advertising, p.21 

to marketing, communications, including advertising, promotion and 

sponsorship 

LA2 Total number and rate of employee turnover by age group gender and region Retaining Our Employees, p.27 

LA3 Benefits provided to full time employees that are not provided 

Putting Our Employees First, p.27 

to temporary or part-time employees by major operations 

LA4 Percentage of employees covered by collective bargaining agreements Ensuring Industrial Peace, p.30 

LA7 Rates of injury, occupational diseases, lost days and absenteeism 

Accident Summary Reporting, p.35 

and total number of work related fatalities by region 

LA8 Education, training, counseling, prevention and risk control programs in Safety Training & Education, p.35 

place to assist work force members, their families or community member 

regarding serious diseases 

LA9 Health and safety topics covered in formal agreements with trade unions Ensuring Industrial Peace, p.30 

LA10 Average hours of training per year per employee by employee category Average Training Hours, p.29 

LA12 Percentage of employees receiving regular performance 

Evaluating Our Performance, p.30 

and development reviews 

HR6 Operations identified as having significant risk for incidents of child labor, Free From Child Labor, p.31 

and measures taken to contribute to the elimination of child labor 

HR8 Percentage of security personnel trained in the organization's policies 

or procedures concerning aspects of human rights that are relevant to 

operations 

Ethics, p.30 

57 


We include this GRI Application Level table in our 

report to support our self-declaration of this report at 

Application Level C. 

Report Application Level C C+ B B+ A A+ 

Standard Disclosure 

G3 Profile 

Disclosures 

G3 

Management 

Approach 

Disclosures 

G3 

Performance 

Indicators 

& Sector 

Supplement 

Performance 

Indicators 

Output 

Output 

Output 

Report on: 

1.1 

2.1 - 2.10 

3.1 - 3.8, 3.10 - 3.12 

4.1 - 4.4, 4.14 - 4.15 

Not Required 

Report on a minimum 

of 10 Performance 

Indicators, including 

at least one from each 

of Economic, Social 

and Environmental 

Report Externally Assured 

Report on all criteria 

listed for Level C plus: 

1.2 

3.9, 3.13 

4.5 - 4.13, 4.16 - 4.17 

Management 

Approach Disclosures 

for each Indicator 

Category 

Report on a minimum 

of 20 Performance 

Indicators, at 

least one from 

each of Economic, 

Environment, Human 

Rights, Labor, 

Society, Product 

Responsibility. 


Same as requirement 

for level B 

Management 

Approach Disclosures 

for each Indicator 

Category 

Report on each 

core G3 and Sector 

Supplement Indicator 

with due regard to the 

Materiality Principle 

by either: a) reporting 

on the Indicator; or b) 

explaining the reason 

for its omission. 


The Global Reporting Initiative (GRI) is an organization 

that focuses on developing a set of sustainability 

reporting guidelines that cover an organization's 

social, economic and environmental performance. 

It develops and advocates a reporting framework 

that will enable businesses to disclose information 

absent from conventional financial reports. It is 

considered the most comprehensive and credible set 

of sustainability performance disclosure guidelines 

ever produced, to which thousands of sustainability 

reports have been checked against. 

GRI G3 is the third and newest set of standards 

issued by the GRI in October 2006. 

58 


Globe CSR Council and CSR Report Editorial Team 

Atty. Caridad Gonzales, Head, Corporate & Regulatory Affairs 

Jeffrey O. Tarayao, Head, Community Relations 

Fernando C. Esguerra, Senior Specialist, Community Relations 

Jose Wilson Caisip, Head, Employee Programs 

Melissa Besa, Head, Safety, Health and Environment (SHE) Program 

Cherry Chan Tan, Head, Investor Relations 

Reporting Consultant 

Maria Fatima Reyes, Sustainability Strategics 

Design and Layout 

Affinity Express Philippines, Inc. 

Printed by 

Sweet Dynamics Printing & Graphic Design 

Photography by 

Lemer Kim Sy 

Fernando Esguerra 

Stephen Militante 

Raymond Saldana 

Globe Cebu Click Club 

Globe’s 2008 Corporate Social Responsibility and Sustainability Report 

cover page and inside pages use Beckett Expression recycled paper, 

which contains 30% post consumer waste recycled fiber.

Bridging Communities 

Globe’s 2008 Corporate Social Responsibility 

and Sustainability Report 

For further information, please contact: 

Jeffrey O. Tarayao 

Head, Community Relations 

E-mail: jotarayao@globetel.com.ph 

Telephone number: (632) 7302624 • Fax: (632) 7393075 

Or write to 

Globe Bridging Communities 

5F Globe Telecom Plaza 1 

Pioneer corner Madison Streets 

Mandaluyong City, 1552 Philippines 

E-mail: bridgecom@globetel.com.ph

Click here to view the 1st Corporate Social Responsibility ... - Globe

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