EDC PR 2016 (Social section)

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Our High Engagement Culture Employees are empowered to build their capabilities so that they can aspire for higher positions within the organization. Employees by Gender EDC FG Hydro In the rare event that we need to look outside the organization, the company engages executive search firms, both local and international, to widen our reach in hiring qualified personnel. For our contingent staffing needs, our stringent accreditation process also ensures that we deal only with legitimate and labor law compliant partners. We believe in upholding fairness in all our transactions. Our policies, including our Code of Conduct and Business Ethics, and our operations strive to meet all UN declared human rights except those that are outside our authority. Promoting Fairness and Equality We believe in decent work for all. We employ people based on their qualifications without regard to sex, race, ethnicity, belief, or political affiliation. There were no incidents of discrimination and corrective actions taken in 2016. Our employment policies and guidelines ensure against discrimination and hiring applicants below the allowed hiring age of 18 years old. We also promote gender equality as employees are given equal opportunities for growth and success, regardless of gender. Our employees gain a wealth of experience from their many years of working with the Company and they unselfishly share their knowledge. We also work closely with partner Local Government Units (LGUs) on top of employing local residents and members of cultural minorities. Six of our employees are of Manobo ethnicity and they work in various capacities in our Mt. Apo Geothermal Business Unit. As we do with all our employees, we aim to further hone their skills through a mixture of learning and development programs that will enable them to be the best in their chosen field of expertise, and contribute to our shared sustainable growth. Female 1,394 75% 1,866 100% 472 25% Employees by Age Group Male AGE EDC Count FG Hydro Count 30 – below 383 11 31 – 40 359 16 41 – 50 703 20 51 – above 421 19 TOTAL 1,866 66 IPs employed: 54 82% 66 100% 12 18% Manobos Training and Technology Transfer We believe that highly trained and motivated employees strengthen EDC’s leadership position in the renewable energy market and our reputation for global excellence. We have changed the way we train people using the blended learning framework, employing exposure and developmental assignments (50 percent), coaching (30 percent), and formal training (20 percent). We support employees’ training and education both locally and abroad by investing in relevant courses, and specialized degree and non-degree courses. This year, our employees embarked on short-term trainings such as the 2016 SAS Forum, 2016 Offshore Technology Conference, and the ICP-OES Application Training. Some of our employees are enrolled in postgraduate studies abroad: doctorate degrees in Engineering, and Geology; and masteral degrees in 103-1, 103-2, 103-3, 405-2 83
Petroleum Engineering, Engineering, and Science in Volcanology. We also support the masteral degree courses being personally pursued by employees under our Educational Refund Program where we give subsidy for tuition and reference materials subject to qualifying standards for courses such as Information Technology, Technology Management, Business Administration, Civil Engineering, Water Resource Engineering, and Industrial/Organizational Psychology. We partner with world-class training and academic institutions to advance learning and development of our leaders and employees. Our leadership development program supports succession planning and management. We also support the career development of each employee, as aligned with the business and as indicated in their respective performance plans. Training Highlights for EDC Job Category Employee Count Average Training Hours Executive 33 26 M 144 58 S 322 133 PT 900 123 RF 467 46 TOTAL 1,866 77 The EDC Training Council, composed of representatives from the SBUs and COEs actively searched for specialized trainings that functional units should have, and tapped internal subject matter experts to conduct such programs. Through this effort and despite a lower budget of PHP107 million in 2016, as compared to PHP204 million in 2015, we still achieved average training hours per employee of 77, higher than the global best practice of 40 hours per employee. Continuous Learning in 2016 EDC is dedicated to holistic development. Among the programs run this year were: • Coaching Skills Training This workshop hones the coaching skills of people managers. It focuses on the seven essential skills of coaching: giving and receiving feedback, listening with the heart, asking great questions, analyzing behaviors of coach and coachee, confronting/setting goals, and organizing a coaching session. These workshops were conducted with a global leadership and coaching development expert. • Technical Training Programs Our employees are given specialized training that is unique to their function. These include workshops such as Electrical Protection System, Condition Assessment of High Voltage Equipment, Reliability Engineering, Enterprise Asset Management, and Maintenance Planning and Scheduling. • Safety Leadership and Creating a Positive Culture This workshop for managers intends to build a better safety culture in the workplace. • Leading Effectively Through Discipline Administration This workshop breaks down the discipline administration (DA) process into: the critical role of people managers as disciplinary administrators; identifying the risks involved in poor handling of the DA process; and how to prepare, present, and critique the actual implementation of the DA process. 84 I Energy Development Corporation Performance Report 2016 404-1, 404-2
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EDC PR 2016 (Social section)

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