Results of the GOLDEN coding

On average, the company carried out 98 initiatives per year from 2011 to 2016. A growth has been observed in terms of total number of initiatives per-formed starting with only 59 initiatives in 2011 and almost doubled at 117 initia-tives in 2016. These initiainitia-tives are described below based mainly on the activity type, tackled societal issues, and stakeholder recipients.

Types of initiatives performed

In 2011, the company underwent changes in its operations evidenced by the high number of initiatives coded as Asset Modification and Modification of Procedures (see figure 6). Examples of these Asset Modification initiatives are:

1) Replaced desktop computers with laptops which consume less power and do not need an Uninterruptible Power Supply (UPS) system;

2) Operated network equipment on natural cooling methods allowing at least 30% worth of fuel savings;

3) Adopted solar/wind power for selected sites; and

4) Replaced flourescent lights to LED lamps allowing savings in power consumption

Some of the initiatives involving a modification in the company’s proce-dures include:

1) Turned off lights in the offices during lunch break and 6:30pm onwards;

2) Recommended the use of teleconference to avoid business air travels;

3) Implemented a recycling program in partnership with a governmental office.

The codes Donation & Funding and Training both tied in third place in 2011 and experienced a sharp increase in the following year. Training became the main CSR activity of the company in 2012. Some examples of this type of initia-tive are:

1) Launched the Globe Labs program where regular trainings are conduct-ed to introduce new technologies and platforms to developers and any-one interested, including those with no background on IT/computer software;

2) Conducted acquisition and financial literacy caravans to the residents of marginalised communities and organisations;

3) Relevant employees were provided a safe driving and fuel economy trainings/awareness program.

Worth mentioning, through the Globe Labs program, at least three differ-ent training evdiffer-ents/programs were conducted for the year. Modification of Proce-dures initiatives remained as the second highest in 2012 and was followed by Donation and Funding. Some organisations/programs that were supported by the company during this year included Philippine Eagle Foundation, Pusod, Inc., Cordillera Conservation Trust, Taal Volcano Protective Landscape gram, Code Blue artificial reef project Shark Shelter marine conservation pro-gram, and Carood Watershed conservation program.

The company continued to carry out more Donation and Funding activities in 2013 and 2014. This was driven by the devastating effects of the Typhoon Haiyan (local name Yolanda) in 2013 although a good amount of donations were also made to organisations and programs not related to the Typhoon. Some products and services donated by Globe to the affected areas include prepaid load, mobile phones, sim cards, Libreng Tawag (free call) stations, Libreng (free)

0 30 60 90 120

Year

2011 2012 2013 2014 2015 2016

Communication Association Donation & Funding Volunteerism

Adoption of Standards and Rules Modification of Procedures Assessment and Measurement Training

Organizational Structuring Pricing

Incentives R&D Investments New Products Asset Modification

FIGURE 6 Types of CSR initiatives carried out by Globe from 2011-2016

Charging stations, and Libreng (free) Internet stations. Noteworthy, another Do-nation and Funding initiative from the 2014 Report may have triggered the tran-sition in the company’s mission statement as it was worded as follows:

“We created wonderful experiences for children in typhoonstrick-en provinces on mobile vans called Classroom on the Go. These are Globe Store caravans that were turned into mobile learning centers for students while their schools were being rebuilt. The vans are equipped with educational materials that would help students get back on track with their studies and encourage them to stay in school. To augment the severe classroom shortage, we deployed 70 tent classrooms in these areas.” (Globe, 2015, p. 96)

As the country recovered from the effects of Typhoon Haiyan, Globe’s Donation and Funding initiatives minimised while Communication and Training became more frequent in 2015. Communication initiatives was the highest for the year with examples of which include:

1) Communicated public advisory on expected service downtimes through SMS or self-service channels;

2) Held the Attorney At Iba Pa event to provide legal services in the form of legal consultation, promotion of various regulatory and government services, and plenary discussions to Globe employees

3) Reminded employees to fill out gift disclosure forms

4) Disclosed related party transactions to the public by making it accessi-ble on the company website and other applicaaccessi-ble media channels

Meanwhile, most of the activities in 2016 were focused on the expan-sion of the company’s product and service portfolio. Examples of the initiatives involving the launch of new products or making available new product features are directly quoted as follows:

1) “With Shopify, Filipino entrepreneurs can start their own business in less than 5 minutes – their gateway to building and managing their own online store. Globe myBusiness has also developed an online bazaar called Digimall powered by Shopify that showcases products from local businesses over the web. A weekend

“bazaarista” can now sell to anyone with an internet connection, nationwide, or around the globe, at any time or day.” (Globe, 2017, p. 32)

2) “There are over 400 million people in Southeast Asia who remain unbanked and underserved. Through Mynt, a wholly-owned fi-nancial services company of Globe, these sectors in the Philippines can now partake of economic growth without going through

for-mal banking channels. Mynt has so far over three million cus-tomers doing P4 billion transaction value per month serviced through a network of more than 12,000 partner outlets.” (Globe, 2017, p. 55)

3) “Through GCash, Filipino taxpayers can also pay their annual income tax with greater ease. Globe teamed up with the Bureau of Internal Revenue (BIR) and the United States Agency for In-ternational Development (USAID) in developing the mobile pay-ment system — a significant milestone for the governpay-ment’s tax collection effort. (Globe, 2017, p. 56)

Collaboration efforts with other organisations (coded as Association) and volunteerism initiatives were also frequent in 2016. Examples of Association initiatives for this year include:

1) Supported the Department of Trade and Industry in their event Nation-al Summit on Startups and Innovation;

2) Collaborated with HOOQ, a video-on-demand service, to produce a six-episode story revolving around a hard-hitting topic in Philippine soci-ety;

3) Jointly entered into a memorandum of agreement with Hineleban Foundation for a five-year rainforestation program; and

4) Signed the Memorandum of Understanding with UNICEF Philippines and Ateneo Human Rights Center to protect children against online ex-ploitation.

Meanwhile, the volunteerism initiatives were activities organised by Globe to be participated by their employees, contact centre agents, business partners, and customers, among others. Examples include the rebuilding of houses devastated by natural disasters, classroom painting and repair, coastal cleanup, and participating in arts and crafts sessions, storytelling, sports, and other games for the youth. Aside from extending help by providing their time, energy, and talent, these participants also donated their money and various per-sonal items.

Worth noting, throughout the 6-year period, no initiatives were found to be under the Research and Development (R&D) Investments type despite the sudden increase in New Products observed in 2016. Other types of initiatives that remained low throughout the study period are Organisational Structuring and Pricing.

Societal issues tackled and stakeholder recipients

As per the GOLDEN Codebook (2016), there is a strict correlation between the societal values and stakeholder recipient and should therefore, be under-stood together. The findings on both categories are then presented hand-in-hand. There are 10 possible codes for Societal Issue that have already been de-termined by the Golden framework for coding. These codes and their corre-sponding descriptions can be found in table 3. Meanwhile, the different stake-holder groups that may be coded under Stakestake-holder Recipient or Stakestake-holder Vehicle are listed and described in table 4.

Since 2011, the focal company showed a strong commitment towards addressing environmental concerns. All initiatives related to the environment are automatically considered as benefiting Local Communities and Society due to the “transboundary” nature of environmental issues. In terms of percentage share, initiatives tackling environmental issues was highest in 2011 versus other years with 67% share of the total. In other years, the share remained below 50%.

Most of these initiatives were basically the modification of the company’s assets or procedures previously discussed in the previous section (4.2.1. Type of initia-tive). Other issues tackled by the company in 2011 include Health, Self Realisa-tion, Wealth Distribution, and Individual Equality. In 2012, the company also con-ducted a good amount of initiatives aiming to improve Health and Self-realisa-tion on top of Environment. Relevant to their vision statement on the same year,

0 30 60 90 120

Year

2011 2012 2013 2014 2015 2016

Fair competition Wealth Distribution Environment Self-ownership Economic Security Individual Equality Health

Education Self Realization Generic CSR

FIGURE 7 Societal issues tackled by the initiatives of Globe from 2011-2016

Employees were the main recipient of the Health and Self-realisation initiatives al-though Local Communities and Society also had some share. Other societal values contributed by the initiatives for this year are Wealth Distribution, Fair Competi-tion, Economic Security, EducaCompeti-tion, and Individual Equality. With the exception of Fair Competition, Self-ownership, and Generic CSR, all other societal issues were tackled by the company in 2013. For this year, Self-realisation targeted to Employees and Local Communities and Society was the second highest societal value but has been surpassed by Wealth Distribution in 2014. This was partly driven by donations made to the affected families of the Typhoon Haiyan in 2013 previously discussed. Health, or more particularly avoiding harm, became the main focus of the company in 2015 as it adopted various programs and measures to make Employees, Customers, and Local Communities and Society (via government agencies) be more prepared in times of disasters. Some examples are regular safety drills and trainings, “transmittal of free mobile alerts via SMS, first implemented when Typhoon Koppu struck Luzon in October”, and “Ayala ASSIST—the Ayala Group’s emergency management mobile app”, among oth-ers. In 2016, Wealth distribution was the main societal value contributed by the new product/product features offered by the company.

Certainly, the focal company has tried to tackle a wide variety of societal issues especially from 2014 to 2016 where all societal issues (excluding Generic CSR) were tackled by the company with at least 2 initiatives per year. The initia-tives were mostly targeted to the Local Communities and Society throughout the years. Meanwhile, Shareholders and Suppliers appeared to have the least number of initiatives that were intended for them. It is worth noting that the few initia-tives that were specific to suppliers only mentioned those where they procure items that are not related to the main operations such as coffee beans, planners, and eco-bags. Initiatives for suppliers of their telecommunication equipment and infrastructure were not found. With regards to the Shareholders, it can be implied that most, if not all, profit-maximising or cost-minimising initiatives of the company are beneficial to them.