Human Capital
Empowering an Agile Workforce
In line with our mission, vision, and values, EDC is committed not only to provide clean, renewable power, but also to contribute to national development for our country’s regenerative future. We hold ourselves to the highest standards for leadership and excellence in the social arena. We believe that doing good is good business and it entails going beyond sustainability by elevating everything we touch–our environment, customers, communities, investors, and co-creators (including employees and contractors/suppliers).
In the course of our operations, we engage with a network of internal and external stakeholders and we commit to uplifting and improving their condition where we are able. We also recognize that we must work with others in order to broaden our reach and extend our positive impact. Our partners in social development include our employees, contractors, suppliers, host communities, energy industry alliances, media, the academe, non-government organizations, people’s organizations, local government units, government regulatory agencies, and our customers.
We seek to bring out the best in our people and our employment practices and workplace culture reflect this ambition. We seek to promote the development of our external stakeholders as well, through our corporate social responsibility programs.
In all our operations and locations, we ensure compliance with national and local regulations. We uphold the highest standards of governance in accordance with our policies. We operate in accordance with international best practices and respond to global investor expectations concerning sustainability. We seek to protect human rights and to provide and enhance development opportunities for people, within our areas of influence.
To us, this is what it means for a company to be Powered by Good.
Our people are at the frontlines of our operations and they make it possible for us to achieve our goals. Their welfare and development is therefore of primary importance to us.
To ensure that our people grow within the organization, we have established performance management systems in all our offices and sites, and implement individual development plans as well. Regular discussions and transparent feedback between immediate supervisors and staff help guide career growth and ensure high levels of employee engagement and satisfaction. Where possible we hire locally to fill our vacancies.
With respect to compensation and benefits, we understand the need to stay competitive in the industry and market. EDC complies with minimum wage standards and updates its minimum hiring rates for rank and file employees in all our operation sites based on current wage orders. EDC also benchmarks its rates with energy industry standards. EDC aims to send the right message and deliver the appropriate total value. At the same time, EDC strives to identify the optimal mix of rewards and recognition mix (monetary and non-monetary) to attract, retain, engage and effectively motivate all employees. EDC also provides retirement benefits for its regular employees.
In all our operations, we demonstrate respect for human rights. EDC does not practice forced or compulsory labor, nor do we employ child labor.
Good management-employee relations help maintain industrial peace. We manage any risks of work stoppage by actively promoting harmony in the workplace through regular communication and dialogue, good faith and transparency, fairness and cooperation.
EDC’s Policy Manual contains a specific labor-relations policy. This includes provisions for the creation of labor-management councils in all our collective bargaining agreements.
We respect freedom of association and establish strong and cooperative relationships with our labor unions. Regular dialogue helps EDC manage the needs and concerns of the workforce and allows us to assess and evaluate our performance in this regard.
Our workforce and contractors’ health and safety is our top priority.
EDC’s OHS management is aligned with the requirements of ISO 45001. Our new Corporate Health and Safety Policy provides for a safe and healthy working environment for all employees, contractors, and various stakeholders. Our Health and Safety Center of Excellence translates this policy into health and safety strategies, programs, and standards, which are communicated and applied consistently across EDC. We also comply with international guidelines and standards on labor and occupational health and safety (OHS).
EDC employees comply with our OSH programs and policies. Our partner contractors share in this responsibility for health and safety and are required to have their own OHS initiatives that are aligned with EDC’s programs. We conduct fleet-wide safety training with experts for employees and contractors to ensure safety management throughout operations. We have a Contractor Health and Safety Management Program, which requires them to attend and pass the Safety Passport Training before entry and work in EDC workplaces. Our third-party agreements also require compliance with the Independent Contractor Health, Safety, and Environment Requirement.
We measure our performance and the effectiveness of our Health and Safety Management System. We practice incident reporting and record management to collect, maintain, and monitor all necessary health and safety performance data.
EDC exerts significant effort to improve on safety performance. To do this, we conduct regular assessments, as well as internal and external audits to ensure that we are meeting our goals and effectively managing OHS risks in our workplaces. Our targets are zero fatality, zero lost-time incidents, and a total recordable incident rate of 0.1.
EDC provides our people with the training and development that will help them be the best in their chosen fields. Well-trained and motivated employees will strengthen our leadership in geothermal power and boost our global reputation. Therefore, it is our policy to support employee training and education, both in the Philippines and abroad, and to finance relevant postgraduate courses and training in specialized non-degree courses.
EDC also implements a leadership development program to support succession planning and management. We monitor the career development of each person on our team to ensure their growth in the company. We EDC also invests in upgrading skills and promotes lifelong learning programs to ensure their continued employability and to facilitate their transition to retirement.
EDC is an equal opportunity employer and we uphold this principle in our workplace and across all our sites. We do not discriminate against any persons seeking employment with the company and treat everyone with the respect and dignity that they deserve. EDC’s Wage and Salary Administration Policy guides our approach to promotions in the company. We evaluate, appraise, and compensate our employees based on their performance in the company.
We remain cognizant of the direct and indirect impacts of our business operations to our host and neighboring communities within all our project sites. At various stages of development and in the course of our operations, our facilities may have varied levels of impact on our neighboring communities.
Guided by our Corporate Social Responsibility (CSR) Policy, we strive to enhance the positive impacts we bring to our host communities and address development issues such as poverty and lack of access to basic services. We firmly believe that our presence helps catalyze our host communities towards positive and productive action.
Ultimately, our strategic CSR programs aim to empower our different stakeholders and partner communities towards becoming proactive and self-reliant agents of their own development to break the cycle of poverty and dependence.
We monitor and measure our impacts based on project objectives, quantitative targets, and simple cost-benefit analysis. We also monitor and evaluate each project through our bi-annual Social Acceptability Monitoring, Sustainability Assessment Tool, and Social Impact Assessment, all of which have been developed based on widely accepted local and international literature and methods. Our social development initiatives are guided by both local CSR regulations and international standards and best practices in community engagement.
Guided by a strategic framework, our approach to social responsibility supports not only the growth and profitability of our business, but also the continued protection and sustainability of the environment and its natural resources and the long-term improvement of the quality of life of all our host communities.
Our commitment to social responsibility is evident in how it is managed—it is an issue that is tackled at the highest level of our organization. Our board of directors has a CSR Committee, composed of at least three members of the board. As such, they provide leadership and oversight over the management of our strategic CSR programs, which, in turn, enable the company to deliver effective CSR initiatives that contribute greatly to our triple bottom line.
Our Corporate Social Responsibility Head Office Team (CSR-HO), on the other hand, oversees the systems and structures related to our strategic CSR portfolio and provides direction on policy implementation. As such, it provides technical assistance to our on-site CSR and Watershed Management Section (WMS), both of which form teams on the ground and at the national level which activate partnerships to help us achieve our strategic CSR goals.
Accordingly, EDC establishes a Community Partnerships Department (CPD) in each of its project sites across the country. At the community level, the CPD teams develop and operationalize our CSR agenda and serve as the company’s front-liners to implement its strategic CSR programs and activities.
EDC respects the rights of indigenous peoples to their ancestral domains and their ways of life. We ensure that our operations and activities do no harm to these communities and implement programs to promote their development.
EDC is committed to upholding and protecting human rights at all levels of the organization. We exert efforts to ensure that the rights of our people are respected and protected. These rights include the right to a safe workplace and protection from unjust practices. We assess our operations, including investment agreements and contracts, for any potential risks or impacts on human rights.
EDC’s shares its commitment to protect our labor force and promote employee rights with our network of suppliers. We only engage with legal contractors that operate in compliance with labor laws and with no labor or human rights cases filed against them. The terms and conditions of our contracts require that our independent contractors strictly abide with all applicable laws governing labor, employment, and contracting.
Our contractors must fulfill all its legal obligations to their personnel. This includes the provision of compensation, wages and or fees, and all mandatory benefits related to labor, social security, health and taxes. We require our business partners to submit an affidavit of compliance with minimum wage and other government mandated benefits, such as SSS and PhilHealth. This submission comprises part of our vendors’ documentary requirements for payment.
EDC operates in compliance with the labor laws and upholds human rights in all our sites and facilities. We also engage our stakeholders –employees, customers, and shareholders—in this effort.
EDC has a Whistleblower Policy, which encourages our stakeholders to raise serious concerns involving labor practices and human rights violations. This includes reporting illegal and questionable activities or omissions, unethical behavior, fraud, and other malpractices prior to seeking resolution outside the company. The policy also protects those who report on such matters from harassment, retaliation, reprisal, or any adverse consequences. Our Whistleblower Policy provides the procedures for whistleblowing, as well as the rights and responsibilities of the involved parties.
Despite the challenges posed by the pandemic, EDC, through its Human Resources Management Group (HRMG), was able to conduct an Engagement Pulse Survey, a subset of its more comprehensive Employee Engagement Survey. Also known as the EDC Pulse Check, the survey aimed to get our employees’ pulse on different life aspects, especially in the context of the COVID-19 pandemic. These included survey items on Work, Health, Safety, Resources, Finance, Relationships, Personal Time, and Leisure.
The results of the EDC Pulse Check show that our employees were able to cope with the demands of work despite the challenges of the pandemic. As is expected, Safety and Health were highly prioritized, while Personal Time and Leisure were both found wanting. Overall, however, on a scale of 1 to 10, a majority of our employees ranked themselves between 7 to 8, which reveals moderate to high satisfaction across all categories surveyed.
The EDC Pulse Check was conducted in the middle of 2020, at the height of the lockdown period, to see if key priority areas have gained traction since the comprehensive Employee Engagement Survey was completed in 2019. The priority areas in this survey were Change Management, Collaboration, Organization, Understanding, and Drive. All five priority areas saw marked improvements compared to our 2019 scores, a good indication that we are moving in the right direction.
An important aspect of ensuring the physical safety of our employees is ensuring both their safe return home and their efficient work-from-home arrangements. Even before the national government declared a lockdown during the second week of March 2020, EDC already declared a work-from-home arrangement for all employees whose work did not require them to be physically present in the project sites and power generation facilities.
However, for employees whose physical presence is vital to our continued power generation operations, we undertook extraordinary measures to ensure their health and safety on-site as they performed their duties. These health and safety measures applied to our employees, partners, and contractors working in our geothermal facilities in Bicol, Negros, Leyte, and North Cotabato, as well as our combined solar and wind power farm in Ilocos Norte and our hydroelectric power plant in Nueva Ecija.
Amid the community quarantines, many of our employees got stranded in different project sites. As such, EDC worked towards bringing them home safely and securely so that they can be reunited with their families. As early as April 2020, we formed a dedicated task force to plan and execute the safe homecoming of our stranded employees.
In all, our work-from-home arrangements covered 1,200 employees, effectively mitigating their risk of exposure to the virus by eliminating the need to leave their homes just to perform their work functions. To date, EDC continues to enjoy zero reported cases of COVID-19 infection or exposure amongst our employees on site.
Our return-to-home operation, on the other hand, safely and successfully repatriated 54 employees and contractors to their respective residences in Metro Manila and their respective hometowns in Bulacan, Batangas, and Ilocos Sur. Before being flown home, these employees endured being stranded for more than 70 days, all while continuing to work while being sheltered-in-place in our project sites when the strict enhanced community quarantine was first implemented in Metro Manila and other parts of the country at the start of the pandemic.
Repurposed Employee Benefits. To better address the emerging and immediate needs of our employees during the COVID-19 pandemic, our Human Resources Management Group (HRMG) reviewed our existing employee benefits and allowances.
This allowed employee allowances to be repurposed for the following needs, namely: (1) for the purchase of personal healthcare, such as personal protective equipment (PPE), medicine, and vaccines; (2) for the upgrade of Internet plans, to ensure better and longer access to Internet services; (3) for telecommunication charges related to the use of mobile phones; (4) for the purchase of ergonomic equipment and furniture, to ensure better work-from-home conditions; and (5) even for philanthropic actions, such as for personal donations to their respective communities or charitable institutions of choice.
All our 1,526 employees benefited from these repurposed allowances. Of this number, 558 employees who were in the supervisory level and above received transportation expense allowance and supervisor allowance, both of which were disbursed in advance and allowed for use in COVID-related needs. Specific employee benefits, such as uniform allowance and outpatient medical benefits, were also disbursed for better use in COVID-related expenses.
Special COVID-19 Assistance. Recognizing the various difficulties our employees faced as they continued to work amid the pandemic, we also provided additional forms of assistance specific to the challenges posed by the pandemic. For example, EDC provided additional allowances to employees and contractors required to shelter-in-place in our facilities for an extended period as they ensured the continued operations of our power plants. EDC also provided a total of PHP238 million in additional COVID-19 Resiliency Assistance, which benefitted 1,444 employees across the company.
Civic engagement has always been a hallmark of a highly engaged workforce. As such, even during an unprecedented crisis, our employees continued to look beyond themselves and responded to the needs of communities beset by the negative impacts of the COVID-19 pandemic.
“Let us consider sharing what we have,” says Richard B. Tantoco, EDC President and COO. “Here lies an opportunity for us to help. We must stand solidly with so many who are going hungry at this time.”
Indeed, while EDC as an organization was well-prepared to face this period of disruption, we also recognize that not all businesses, organizations, and communities have the same privilege. For one, work suspensions due to the community quarantines, while ensuring safety from the virus, means our contractors, workers, and other daily-wage earners will be hit hard and lose their much-needed livelihood.
To extend much-needed support to healthcare workers and families affected by the quarantine and lockdown, EDC employees launched a fundraising campaign, Tindog Pilipinas, Dili Mo Namo Pasagdan (“Rise Philippines, We Will Not Let You Down”). The campaign generated donations that would provide over PHP200,000 worth of PPEs and food packs to healthcare frontliners in hospitals not only in Metro Manila but even in other parts of the country. All donations were coursed through Franco’s Friends and the Kaya Natin Movement.
EDC employees, likewise, contributed to the Pantawid ng Pag-ibig campaign of ABS-CBN, which provides food to families who can’t make a living due to the quarantine in place. The total amount of donations pooled by the employees of EDC has reached PHP1.8 million. This is in addition to the PHP100 million pledged by its mother company, First Philippine Holdings (FPH), to the Pantawid ng Pag-ibig campaign. The Lopez Group donated another PHP100 million to the Department of Transportation (DOT) to aid in their efforts to repatriate overseas Filipino workers (OFWs) safely.
In addition, our on-site employees pooled together their own personal funds to help the communities that were affected in their areas. Our Negros facility, for instance, was able to raise PHP175,000 and PHP82,500 through the Tabang Dumaguete and Shoulder-to-Shoulder internal fundraising campaigns, respectively. The donation drives benefited marginalized sectors, medical frontliners, and the daily wage workers of contractors in their facilities to supplement their family’s needs.
Meanwhile, the Ladies’ Club in our Leyte geothermal facility has extended its assistance to more than 475 individuals affected by the pandemic by providing food packages and personal protective equipment (PPE). The facility’s Corporate Social Responsibility (CSR) Team encouraged the Lim-ao Integrated Farmers for Empowerment (LIFE) cooperative to temporarily shift from their operations farming and bags production to making face masks for local residents and barangay health workers. This is to aid in the shortage of face masks that were badly needed by our frontliners at the onset of the pandemic. EDC placed an initial order of 1,000 masks and, eventually, other local companies, hospitals, and even the Rotary Club of Ormoc have ordered not only masks but even other PPEs from the farmers’ cooperative.
The outbreak of the COVID-19 pandemic inevitably presented a challenge to the continued implementation of our Leaders Coaching Leaders (LCL) Program. However, with the help of virtual conferencing technology, participants were able to adjust quickly and proceeded with the regular sessions under the LCL Program.
First rolled out in 2018 in response to a major organizational change, the six-month LCL Program aims to train supervisors and senior managers in their new leadership roles. Through coaching sessions, the LCL Program imbues EDC’s “APC” values to the participants. APC stands for Accountability, Performance Orientation, and Collaboration, all of which are values and behaviors deemed critical to organizational transformation.
The LCL Program is a unique, cost-effective, and time-efficient approach to meeting our goals and objectives in terms of internal communications, employee engagement, and skills training. The “leaders coaching leaders” approach, also known as group coaching, is a proven strategy to not only strengthen management capabilities, but also create a desired organizational culture and transformation through a series of pass-on training.
The LCL Program has remarkably improved the culture of EDC, enhancing work efficiency as well as improving interpersonal relationships all through coaching. The first batch of nine leaders pioneered the LCL Program, which, in turn, produced 28 internal coaches for Batch 2. These second-generation coaches are now coaching 108 new internal coaches for Batch 3. By the end of 2020, EDC had a total of 156 internal coaches across the organization.
The challenges of the COVID-19 pandemic, coupled with the added strain of new work arrangements, are indeed taking a toll on the overall mental health of our employees. Recognizing this new lived reality, EDC doubled its efforts towards taking care of its employees’ mental and emotional well-being.
We engaged with MyGolana, a digital healthcare company based in the United States, to support the mental health needs of our employees. MyGolana, which started as a counseling organization, was founded to provide accessible and affordable counseling solutions for people struggling with their mental health. As a public health service, MyGolana has specifically focused on digital and online services to widen its reach and impact.
As our mental health provider, MyGolana offers hotline and counseling sessions for all our employees. The service also added Cebuano-speaking associates for a more inclusive approach, especially for our employees based in Visayas and Mindanao. Experts and partners from MyGolana also conducted several online learning sessions which tackled a wide array of topics for our employees, such as Making WFH Work, Love Languages, Managing Personal Energy, and Understanding Anxiety and Depression, among other topics.
Through MyGolana, we were also able to offer free online counseling sessions for employees who felt the need to avail of such services to cope with the disruption brought about by the pandemic. Employees were able to select a counselor of their choice and seek professional help from the comforts of their homes.
Knowing that existing contracts for Collective Bargaining Agreements (CBAs) will expire by December 31, 2019, the management of EDC and its ten recognized unions were already gearing up for negotiations come early January 2020. However, nobody was geared up for the outbreak of the COVID-19 pandemic at around the same time.
In the spirit of organizational agility, EDC and its ten recognized unions had to negotiate, conclude, and sign the agreements all via digital platforms. A total of four whole-day Zoom meetings were carried out during this historic occasion, which was attended by 30 participants, namely: 10 representatives from EDC management, 10 union presidents, and 10 union representatives. The negotiations were then concluded with an online signing ceremony.
Collectively, the ten recognized unions were able to secure economic and employee benefits for the welfare of 970 employees who are part of the bargaining units. The conclusion of these agreements is a testament to the strong ties and amiable industrial relations between EDC and its workers’ associations. This is also the first time in the history of local labor relations where agreements were negotiated, concluded, and signed virtually.
More importantly, this is the first time that all ten recognized workers’ unions and employee associations negotiated their terms as a single, unified bargaining panel. This feat would not have been possible if industrial relations between EDC and the workers’ associations were not founded on mutual trust and respect, primarily driven by the common goal of providing reliable energy during a trying time for our country.
UPHOLDING OCCUPATIONAL HEALTH AND SAFETY
While EDC’s commitment to the health and safety of its employees has always been integral to its operations, it has never been more pronounced as in 2020, when the health and safety of all our employees was compromised by the invisible threat of COVID-19. As such, our Occupational Health and Medical Services (OHMS) Team had to act fast, collaborate well with other groups, and then pivot its programmed activities several times to better respond to emerging and imminent needs related to the pandemic.
Proactive Health Response Amid the Pandemic
With the Taal Volcano eruption opening the year, which impacted Batangas, Cavite, Metro Manila, and nearby locations, we immediately distributed face masks to all our Head Office-based employees. This was coupled with an intensive information drive on how to use the masks properly, and how to keep safe and healthy amidst continuing volcanic activities.
At the first instance that the novel coronavirus was discovered to be transmissible among humans, EDC convened a Corporate Incident Management Team to enforce proactive preventative measures to protect employees from the risk of COVID-19. While these measures had been put in place as early as February 2020, we continuously improve and adjust our policies and protocols as the situation unfolds and as more robust scientific information becomes available.
As both the company and its employees are relatively new to the work-from-home and shelter-in-place arrangements, we made sure that medical services will continue to be available to all our employees despite the new work setups. Consultations with doctors and dentists were made available via a teleconsulting platform and have even been extended to our employees’ dependents.
Additionally, we also made sure that the clinics and teams which support our continued operations at the project sites have sufficient medical supplies. As such, we regularly shipped medical equipment and infirmary supplies such as PPEs, surgical and N95 masks, thermometers, and medicines, among others. Recognizing the scarcity of masks, especially during the early part of the pandemic, EDC facilitated the distribution of face masks to all its employees across the country.
To further strengthen our employees’ level of protection, we also pushed through with our vaccination program. Apart from the usual flu vaccines given annually, we also provided pneumococcal vaccines, both of which were provided for free to all our employees. For the vaccination program, we conducted both pick-up and house-to-house vaccinations to ensure that our employees and their families do not get exposed to risks during the administration of the vaccines. The vaccination program was also extended to our employees’ dependents for a lower negotiated rate compared to suggested retail prices.
To help our employees monitor their health status while minimizing contact, risk, and exposure, we also explored the delivery of our fleetwide Annual Health Examination (AHE) through drive-thru and home services. For employees who needed to go to an actual clinic or hospital, we checked our accredited health facilities across the country to ensure that they have COVID-prevention protocols in place. In cases where an employee or their dependent has been exposed to or afflicted with community-acquired COVID-19, we also fully supported them by referring them to testing and treatment facilities until their complete recovery.
Mindful of their current home office setups, we also offered to provide ergonomic chairs and computer accessories to our employees who were working from home. We also facilitated the pilot run of a fleetwide wellness program for Control Room personnel who were sheltered-in-place in our project sites. The program aims to identify and address various ergonomic issues in the workplace, as well as aspects of well-being such as nutrition, mental health, and lifestyle. If successful, the wellness program will be rolled out fleetwide to the rest of our employees.
The OHMS Team, as our subject matter experts on health, has also taken a critical role in strengthening our partnerships with local governments and health facilities. This includes working with the Corporate Social Responsibility (CSR) Team and the local governments to set up RT-PCR testing laboratories in the communities where EDC’s project sites are located. Members of the OHMS Team continue to hone their knowledge and skills in various areas related to the curtailment of the COVID-19 pandemic, such as contact tracing and workplace infection management.
The Human Capital
Our human capital consists of our highly engaged workforce and their combined knowledge, skills, capacities, and experience. We rely on their unwavering commitment, motivation, and willingness to lead and respond in growing our business and even more during challenging times.
Our sense of organizational agility compels us to deliver customer-centric solutions and innovations through self-organized teams who can pivot and prioritize quickly in an ever-evolving business environment. In pursuing this chosen path, EDC will unlock the potential of its diverse workforce to create a mission-driven organization that makes work fulfilling and fun, and gives our people a deep sense of belonging.
Our sense of organizational agility compels us to deliver customer-centric solutions and innovations through self-organized teams who can pivot and prioritize quickly in an ever-evolving business environment. In pursuing this chosen path, EDC will unlockunlocks the potential of its diverse workforce by creating a mission-driven organization that makes work fulfilling and fun, and gives our people a deep sense of belonging.
We know that our people are our most important asset to achieve this new mission. We will thus continue to develop our workforce by integrating various human resource management systems, as well as creating a common culture across the organization, to benefit from the deep well of their expertise and experiences. We focus on key competencies that serve as our foundation for hiring and recruitment, training and development, performance management, and remuneration and rewards.
All these are implemented and combined with our efforts as a good corporate citizen, wherein we ensure compliance with all applicable national labor laws and standards, as well as all applicable international labor conventions entered into by the Philippine government. According to these standards and conventions, we have adopted policies on human rights, diversity and inclusion, and corporate social responsibility (CSR) for all our internal stakeholders. Additionally, we conduct a regular risk assessment to evaluate where we stand with regards to our human capital performance, and then develop and adopt appropriate measures to address these risks.
Harnessing the potential of our workforce and drawing the best from them is one of our primary responsibilities. EDC strives to create a work environment where people can not only learn and advance their careers, but where they can also feel valued, recognized, and rewarded. Beyond this, we strive to make our mission and vision resonate with our employees by helping them find meaning and purpose in their work.
The Human Resources Management Group (HRMG) leads EDC’s initiatives related to the care and promotion of our human capital. The HRMG adopts the same collaborative approach taken across our entire business and works with the teams that tackle strategy, culture, organizational development, and talent management, all while taking overall direction from the Senior Leadership Team. As a result, our human resource management is fully aligned and integrated with our overall business objectives and goals.
While EDC’s commitment to the health and safety of its employees has always been integral to its operations, it has never been more pronounced as in 2020, when the health and safety of all our employees was compromised by the invisible threat of COVID-19. As such, our Occupational Health and Medical Services (OHMS) Team had to act fast, collaborate well with other groups, and then pivot its programmed activities several times to better respond to emerging and imminent needs related to the pandemic.
At the first instance that the novel coronavirus was discovered to be transmissible among humans, EDC convened a Corporate Incident Management Team to enforce proactive preventative measures to protect employees from the risk of COVID-19. While these measures had been put in place as early as February 2020, we continuously improve and adjust our policies and protocols as the situation unfolds and as more robust scientific information becomes available.
To help our employees monitor their health status while minimizing contact, risk, and exposure, we also explored the delivery of our fleetwide Annual Health Examination (AHE) through drive-thru and home services. For employees who needed to go to an actual clinic or hospital, we checked our accredited health facilities across the country to ensure that they have COVID-prevention protocols in place. In cases where an employee or their dependent has been exposed to or afflicted with community-acquired COVID-19, we also fully supported them by referring them to testing and treatment facilities until their complete recovery.
Mindful of their current home office setups, we also offered to provide ergonomic chairs and computer accessories to our employees who were working from home. We also facilitated the pilot run of a fleetwide wellness program for Control Room personnel who were sheltered-in-place in our project sites. The program aims to identify and address various ergonomic issues in the workplace, as well as aspects of well-being such as nutrition, mental health, and lifestyle. If successful, the wellness program will be rolled out fleetwide to the rest of our employees.
The OHMS Team, as our subject matter experts on health, has also taken a critical role in strengthening our partnerships with local governments and health facilities. This includes working with the Corporate Social Responsibility (CSR) Team and the local governments to set up RT-PCR testing laboratories in the communities where EDC’s project sites are located. Members of the OHMS Team continue to hone their knowledge and skills in various areas related to the curtailment of the COVID-19 pandemic, such as contact tracing and workplace infection management.
Human Capital Data
Total Number of Employees
Gender | EDC | % | FG Hydro | % |
Male | 1,077 | 74.1 | 14 | 21.2 |
Female | 376 | 25.9 | 52 | 78.8 |
Total | 1,453 | 100 | 66 | 100 |
Total Number of New Hires
Gender | EDC | % | FG Hydro | % |
Male | 19 | 45.2 | 2 | 66.7 |
Female | 23 | 54.8 | 1 | 33.3 |
Total | 42 | 100 | 3 | 100 |
Hours of training 2020
Job Category | Employee Count | Total Hours | Average Hours |
Senior Management | 18 | 1,166.50 | 64.81 |
Management | 101 | 7,081 | 70.11 |
Supervisors | 466 | 27,424 | 58.85 |
Non-Supervisors | 966 | 41,156 | 42.6 |
Total | 1,557 | 76,827.50 | 49.34 |
Programs for Upgrading Skills and Transition Assistance Programs
Program | Skill Addressed | No. of Participants |
Leaders Coaching Leaders | Leadership | 117 |
Booster Program | Personal Effectiveness | 325 |
Blended Learning on Project Management | Functional | 76 |
G Suite Learning Series | Employee Effectiveness | 102 |
Counter Attack Cyber Attack: Learning the Basics of Cyber Security | Employee Effectiveness | |
Agile Learning Series | Core | 96 |
Business Casing 101 | Core | 18 |
Excel in EDC through MS Excel | Employee Effectiveness | 62 |
Managing Difficult Conversations | Leadership | 30 |
New Supervisor Development Program | Leadership | 45 |
Managing Anxiety and Building Resiliency in this Time of Crisis | Personal Effectiveness | 444 |
Technical Report and Business Writing Workshop | Personal Effectiveness | 128 |
Innovation through Design Thinking | Core | 25 |
Learning the Language of Business: Accounting 101, Understanding Financial Statements, Basic Financial Modeling | Functional | 81 |
The Complete Digital Instructor Course | Functional | 25 |
Total Number of Employees Trained on Human Rights Policies or Procedures
FG Hydro | 67 |
EDC | 1,490 |
OCCUPATIONAL HEALTH AND SAFETY
Health and Safety Performance 2020
Total Recordable Incidents | EDC | Contractor |
Fatality | 0 | 0 |
Lost Time Incidents | 0 | 0 |
Restricted Work Activity | 0 | 2 |
Medical Treatment | 1 | 2 |
Days Away from Work Cases | 1 | 4 |
Total Recordable Incidents | 10 | |
Cumulative Man Hours | 14,842,885 | |
Total Recordable Incident Rate | 0.1347 | |
Our 2020 Integrated Report
