Started right sizing its network, crew, ground support, and administration staff.
Launched ‘URLearning’, a platform where employees can access webinars, modules, and courses at their own pace and time.
Conducted trainings to help employees become Certified Supply Chain Specialists and Certified Supply Chain Managers.
Anchors its strategy on the principles of “Adjust, Adapt and Affirm” for managing change and rethinking ways of working in the new normal.
Implemented “Accelerate Leadership Development” program that aims to provide high potential and emerging leaders a unique learning path that will allow them to experience critical leadership skills in both classroom and experiential settings.
Continuity plans, protection of wellbeing, securing tenure, financial support, and other related matters were transparently shared across the organization.
Created its digital organization. Continuously strives for the improvement of its employees through 372 training programs, covering 25,208 RBankers.
Hired two directors specializing in portfolio management for local and regional investments.
Maximizes the use of digital platforms to drive employee engagement, productivity and commitment.
Introduced Agile Ways of Working in Malls division by appointing Agile champions.
Hotels division went reorganizational change in 2020 by redelegating responsibilities to improve overall efficiency and productive output.
During the second quarter of 2020, we shifted to a safer alternative for our learners through e-learning, online training and virtual communication which can be successfully implemented throughout the workforce, even from home.
We launched the JGILED Virtual Learning Program (VLP) to support 12 weeks of learning focused on courses on health and safety, remote working environment, psychosocial support and leading through crises. It aimed to increase employee awareness and levels of productivity while under lockdown.
After launching the VLP, we partnered with LinkedIn Learning in June to activate digital learning systems and platforms which can provide self-directed learning content, and can offer our employees the flexibility to learn anytime, anywhere.
LinkedIn Learning has over 10,000 courses in its library taught by hundreds of industry leaders and experts. This powerful tool supported us as we mapped out a competency-based learning architecture with a more expansive and curated content linked to the JGS Competencies. It has been piloted to 1,000 users, across all levels, in the conglomerate for 6 months.
While we strengthened our digital delivery, we also embarked on key transformations with the embedding of the Purpose, Values and Ambition (PVA), a purposeful OGSM-based strategy model and the Corporate Center Units’ (CCU) redesign – making the Strategic Business Units (SBUs) more empowered. These provide JGS leaders and employees with new mindsets, behaviors and capabilities to continuously compete in this era of hyper change.
L&D harnessed the organization’s critical capabilities by implementing the 7 JGS Thought Leadership Series among targeted JGS leaders with 292 graduates. We have also organized targeted leadership development cohorts in collaboration with key 7 JGS consulting partners. In addition, we crafted and presented L&D strategies and restart plans to support a competency-based JGILED curricula by introducing relevant core leadership programs year-round. JGS leaders also facilitated “echo sessions” for specific groups through the Harvard Business Review learning platform which uses the 3-Person Teach strategy to help propel a robust learning organization.
Another milestone in L&D is the introduction of the Conversations with JGS Leaders. The sessions explore the core values of Entrepreneurial Mindset, Integrity and Stewardship and how the behavioral dimensions are practiced in the context of JG Summit. Mr. Jody Gadia, Managing Director of Robinsons Supermarket talked about Entrepreneurship; Mr. Irwin Lee, URC President and CEO, spoke about Integrity and Mr. Lance Gokongwei stressed the importance of Stewardship.
Stewardship warrants that we are well guided as we go through this learning experience. Investing in people needs to be well managed as they are vital in the company’s continuous growth. As our President and CEO, Mr. Lance said,
“ This period in our company’s history belongs to us. And in each of us lies the power to define this period. Let us all work hand in hand, to ensure that by owning it, by building it better, and by empowering each other, we will be able to make this period a shining moment in our company’s history. ”
The organizational transformation of the Gokongwei Group has undergone adjustments given the current business realities and market dynamics. At the corporate level, the group has revisited its parenting model, adapting to new ways of working while maintaining competitiveness. The corporate center is evolving its control over the various SBUs from a highly centralized authority to a leaner and more flexible center with governance and collaboration at the forefront. The new ways of working are anchored on digital acceleration and values- based leadership. All these transformational initiatives are aimed at maintaining the group’s competitive advantage and overcoming uncertainties and difficult business conditions. As a result, the corporate center has undergone an organization redesign focusing on the consolidation of the corporate offices from eighteen (18) to seven (7) direct reports to the JG Summit President and CEO. This allows the President and CEO to focus on strategic group-wide efforts while empowering the SBUs to drive their own operations.
We aim to look after the holistic well-being of our employees. When it comes to wellness, we provide better choices to meet various employee needs. Given the events of 2020, all the more that we had to ensure that we put in extra effort to take care of our employees.
Health and Safety was of paramount importance. Through COVID Care at the Gokongwei Group, our telemedicine service, we had a dedicated channel where employees could seek proper medical assessment and monitoring in relation to COVID-19.
We exercised heightened Health and Safety Protocols in all of our sites. This included the accomplishment of Daily Health Monitoring, which was further digitized through the JG Health App. We facilitated RT-PCR testing for employees and dependents through our partner facilities, and assisted with access to hospital rooms in coordination with our nationwide hospital network.
The Pride in Performance Awards, our group wide annual recognition program, continued onto its landmark 10th year through an online broadcast to the whole conglomerate.
Moving forward, we will continue to adapt our employee well-being initiatives. By knowing the pulse of the people and adjusting to the current landscape, we can continue to provide support for our employees in relevant ways.
These initiatives were supported by information campaigns and regular webinars so that employees would be equipped with the latest information in the battle against COVID-19. Employees could also avail of the JGS Voluntary Benefits Program wherein they could choose flexible health and life coverage to put their minds at ease.
Given the strain of COVID-19 on the economy and on people, we had to ensure that we looked after our employees’ mental health. To this end we provided seminars and other avenues wherein employees could learn to better support themselves.
Across the group, we implemented Engagement Activities in line with the current situation. We held regular townhalls and catch-up sessions at various levels, online quiz nights, virtual fitness sessions and more, engaging our people through digital means so that the distance would not be felt.
Launched SMART Kargo and Enterprise Data Warehouse.
Implemented several digitalization initiatives like 100% Digital HR Processing, Contactless and Digital Frontline services and digital vendor transactions (Invoice Management and Payment Processing).
Launched various dashboards for sales, headcount, employee attendance, operating expense monitoring.
Utilizes its state of the art Transport Management System (TMS) with several interacting systems such as GPS, PowerBI, DeliveryConnect, and MySupplyChain Track and Trace.
Provides real-time delivery milestones through a mobile application used by the drivers, DeliveryConnect.
Implemented information management systems for data reliability, process control systems for plant operations, automation of workflows, and digital infrastructure and applications development for business continuity.
Strengthened its digital channels in order to provide accurate and timely information to the public.
Fast-tracked a wide range of digital transformation initiatives such as utilization of Microsoft Teams as a platform for online meetings, document sharing, and etc.; and revamped its company website.
Launched new digital products/ services to customers which include RBank Sign Up, RBank QuickR, RBank Digital.
Hired a strategy and collaboration director to introduce SBUs to new technologies in line with the Group’s digital transformation.
Introduced several digital platforms for its Malls such as Mall Dash, a virtual mall that allows customers to order online from stores within a specific Robinsons Mall; and Partners’ Portal, a web-based portal for tenant-partners; and virtual mall directory.
Set up sellers & buyers portals, online systems for booking & payments, and appointments, and virtual tours for its Residential Division.
As a center of excellence, the Digital Transformation Office (DTO) develops digital fluency and competency across the conglomerate. The DTO’s Launchbox program, where participants learn to apply digital frameworks in real- life projects, produced two batches of graduates in 2020.
The first season of Launchbox was all about the process of developing digital products, starting with the discovery of the customer problem that needs to be solved, all the way to value creation by delivering desired outcomes. The first batch of Launchbox graduates produced the following output:
Robinsons Bank’s QuickR feature for contactless fund transfer transactions using QR technology
Robinsons Land’s myRLC Homeowner’s Portal which streamlined communication and processes between RLC condominium residents and their building administration offices
URC Global Exports division’s Order Management System (OMS) which addressed external export clients’ concerns with placing orders manually, and the Global Export Product Availability Dashboard (GxPAD) for internal URC users to have a single source of truth for status of clients’ orders
The second season focused on growth hacking, a technique that combines elements of marketing, data, and technology in order to grow the user base or gain new customers. In the second season of Launchbox, the digital transformation leads trained teams representing:
Moreover, the DTO constantly partners with SBUs to identify synergies and generate business value from digitally-enabled projects.
Introduced Omni-X for better online customer experience to drive traffic digitally, availability of RT-PCR Tests for only P700, and Test Before Boarding initiative.
Provided timely COVID-19 updates to its customers and revitalized refunds and travel voucher process.
Introduced alternative selling channels for better customer service such as eCommerce (partnership with Lazada), Social Commerce and Direct to Consumer (URCommunity Mart).
Improved its rank in the Advantage survey, which is answered by retail partners, from 13th to 7th.
Meets its customers’ needs by having real-time data visibility of milestones through a web-based interface called the MySupplyChain Track and Trace.
Established the Market and Product Development Division as a response to polymer customers’ evolving needs.
Successfully executed initiatives such as the joint packaging development work with various converters that resulted to reduced polymer consumption and energy inputs, and conversion to polypropylene; and product development work for hygiene bags that conform to United Nations specifications for containment of infectious substance and medical waste (UN 3291).
Set up One Stop Shop which provided passengers and repatriates with seamless and hassle-free arrival experience.
Created new products and services to fulfill the customers’ needs which include RRewards Savings, e-Ayuda, and seamless payroll solution (in partnership with Sprout Solutions, Inc.).
Expanded its geographic reach with three new RBank branches, 29 new RBank ATMs, and two new LSB branches.
Partnered with Facebook to launch a first in the world online to offline solution - Collaborative Ads for Store Sales (CASS).
Teamed up with NielsenIQ to provide customized product offers to Robinsons Rewards members through big data analytics.
Implemented healthy and safe protocols in its premises across all divisions. Tapped alternative platforms to reach out to customers such as Viber communities, personal shopper, etc.
In 2020, a key priority was continuously improving the Employee Experience by enhancing key touchpoints in the employee journey. This served as a foundation for building a customer-centric culture and sustaining an engaged workforce.
One of the key milestones in 2020 was the successful implementation of the Employee Service Portal in most of our SBUs. This initiative transformed how the major employee services are requested and processed, such as benefit claims, certificates and loans.
For 2020, it achieved a 90% overall Customer Satisfaction (CSAT) score based on feedback from our employees for services availed. Adoption was high as the Employee Service Portal, which is powered by the ServiceNow Platform, welcomed more than 177,000 visits from our employees. It paved the way for employees to track their requests digitally, access information in one central location, and facilitate self- service where possible via our HR Online Library.
In addition, Employee Listening continues to be a key ingredient in further iterating and enhancing key touchpoints and ways of working. For 2020, we turbo-charged how we pulse our employees through the Qualtrics Platform, which is one of the leading solutions globally in conducting survey research.
Because of our upgrade to a more digital way of collecting employee feedback and external
benchmarking capabilities, we have implemented Engagement Surveys, COVID-19 & Remote Work pulse surveys, and other Employee Listening mechanisms in the employee journey to serve as an input for data- driven actions to improve the employee experience.
These frequent pulses were helpful for agile action planning, especially with the changes that the pandemic has brought to the workforce.
Optimizes its fleet by maximizing NEOs and preserving inactive aircrafts (as of end-January 2021, 14 aircrafts are in Alice Springs, Australia for storage).
URC partnered with the Department of Agriculture to implement Sustainable Potato Program to help the local farmers increase their yield and scale-up productivity. Since the program started in 2019, URC has distributed 270 metric tons (MT) of Granola potato seeds to 643 farmers from select cooperatives.
Installed solar panels in one of the biggest facilities in the Philippines. Panels have been designed to reduce approximately 900 metric tons of CO2 every year.
Provided and distributed several tranches of food aid throughout the year, in partnership with the Gokongwei Brothers Foundation to its host and neighboring communities.
Under its One Million Trees Project, a total of 86,594 seedlings were donated in 2020.
Continued rehabilitation work in Boracay Wetland No. 8 which includes information, education and communication campaigns for community residents and students, clean-up drives and tree-planting activities, and the completion of a biodiversity center that now houses a tree nursery.
Secures its future by having a reputable customer base and continuing to expand within and outside the JG Summit ecosystem.
Tapped as a financial service provider for the 2nd tranche of the DSWD’s Social Amelioration Program for unbanked beneficiaries.
Continuously offered loans such as Microfinance, Motorcycle Financing, Teachers Loans, Schools, Regional Lending and Countryside Development.
Earned the Airport Health Accreditation from Airports Council International, proving that the airport’s health and safety measures are aligned with international aviation standards.
Malls division maximized solar power output and use of energy saving equipment; and fostered partnerships with companies and local government units that promote green energy such as e-trikes and e-jeepneys.
Residential division launched
Green Initiatives for water
and energy conservation.
The company recognizes sustainability as a fundamental element of its business, in line with subsidiaries’ targets to give Filipinos access to products and services that improve their quality of life and to strive for inclusive growth for the benefit of all stakeholders. Additionally, sustainability practices highlight the importance of safeguarding the business units from external risks. As captured by the group-wide sustainability agenda Thriving Through Generations, these targets pave the way for an enduring Gokongwei Group legacy of economic, environmental, and social impacts that contribute to long-term inclusive development.
From this vision and anchored in our core purpose of maintaining an unrelenting commitment to provide our customers with better choices, creating shared success with our stakeholders, the Sustainability Framework emerged. It is articulated supported with five key areas of focus: Shared Success, Climate Action, Resource Efficiency and Circularity, Better Choices, and Leadership and People Development.
