Driving People Experience The Meralco Story

TALENT & PIPELINE DEVELOPMENT GAME-CHANGING PEOPLE PROGRAMS TALENT & PIPELINE DEVELOPMENT LEADERSHIP COMMUNICATION TOTAL HEALTH & WELNESS DEMOCRATIZED LEARNING INNOVATION HR ANALYTICS DIGITAL SOCIAL MEDIA SAVVY HR STRATEGIC PARTNERSHIPS HR STRATEGIES TO DRIVE PEOPLE PROGRAMS

Corporate Profile The largest electric distribution company in the Philippines covering 36 cities and 75 municipalities, including Metro Manila. 114 years in service in 2017. Franchise area of over 9,685 km2 where half of the country’s Gross Domestic Product (GDP) is produced. Serves over 6 million customers.

We DrivE GAME-CHANGING ENGAGEMENT PROGRAMS TALENT & PIPELINE DEVELOPMENT LEADERSHIP COMMUNICATION TOTAL HEALTH & WELNESS DEMOCRATIZED LEARNING INNOVATION

TALENT & PIPELINE DEVELOPMENT We DrivE GAME-CHANGING ENGAGEMENT PROGRAMS TALENT & PIPELINE DEVELOPMENT LEADERSHIP COMMUNICATION TOTAL HEALTH & WELNESS DEMOCRATIZED LEARNING INNOVATION

Building the Talent & Leadership Pipeline POWER INNOVATORS for high-potential recruits JR. POWER CAMP for Senior High Students POWER CAMP for Graduating College Students L&D, together with recruitment and talent management work together to make Talent Pipeline development succeed. Hiring and Development Programs LEADERSHIP & TECHNICAL DEVELOPMENT Inspiring Future Generations of Energy Talents Proactive Talent Pipelining Projects

2015 – 37 2016 – 59 2017 - 35 2015 – 15 2016 - 19

THE POWER CAMP EXPERIENCE Top performing students entering their graduating year On-the-job training and immersion Leadership and Innovation Weekend Coaching and Mentoring by Senior Leaders & Experts Community Involvement Live Case Presentation Graduation

We DrivE GAME-CHANGING ENGAGEMENT PROGRAMS TALENT & PIPELINE DEVELOPMENT LEADERSHIP COMMUNICATION TOTAL HEALTH & WELNESS DEMOCRATIZED LEARNING INNOVATION

LEADER’S BRIEFING. CORPORATE VALUES. LABOR-MGMT DIALOGUE.

We DrivE GAME-CHANGING ENGAGEMENT PROGRAMS TALENT & PIPELINE DEVELOPMENT LEADERSHIP COMMUNICATION TOTAL HEALTH & WELNESS DEMOCRATIZED LEARNING INNOVATION

ORANGE FIT. COOLTURAL FESTIVAL. CLUBS. MERALCO CAMPUS.

We DrivE GAME-CHANGING ENGAGEMENT PROGRAMS TALENT & PIPELINE DEVELOPMENT LEADERSHIP COMMUNICATION TOTAL HEALTH & WELNESS DEMOCRATIZED LEARNING INNOVATION

We DrivE GAME-CHANGING ENGAGEMENT PROGRAMS TALENT & PIPELINE DEVELOPMENT LEADERSHIP COMMUNICATION TOTAL HEALTH & WELNESS DEMOCRATIZED LEARNING INNOVATION

COSTARing the Next Innovation Project

Innovation Studio

DrivING HR STRATEGY HR ANALYTICS DIGITAL HR SOCIAL MEDIA SAVVY HR STRATEGIC PARTNERSHIPS

1. HR Analytics

How many engineers does MERALCO have? 2011 How many engineers does MERALCO have?

Early State of MERALCO HR Analytics SAP on Premise Mainframe Desired State Self-service analytics Dynamic & Cost efficient Business sensitive Line Manager Friendly Slow (Centralized) Costly (Mainframe-based) No link to Business Impact Minimal Analytics Recommendation: Establish a Center of Excellence in Analytics

PEOPLE SCORECARD

The same information can be sliced and diced How Many Engineers? 743 out of 5575 The same information can be sliced and diced Further, we can slice and dice the information provided (By Gender, Age, Pay Grade, Org Group) By Gender By Age Group By Grade Level By Org Group

Lowest risk of turnover are highlighted in the red boxes. HR METR-O (Tableau): Predictive Sample Then we can PREDICT – where we see trends based on cuts we have selected. Where we saw data that told us that the ‘turning point of our millennials to decide to stay more long term or Leave is when they hit the 5 year mark. Once they hurdle that, the likelihood of staying increases. Historical data establishes trends that provides for “What can happen?” scenarios Lowest risk of turnover are highlighted in the red boxes. Indication of the flighty millennials plus Boomers/Xers desire for early retirement. For targeting engagement activities, succession planning and knowledge transfer.

BPER per Business Center HR METR-O (Tableau): Prescriptive Sample BPER per Business Center 2012 2016 2015 2013 2014 Here we see total bills per business center employee. When we breakdown number of bills per BC versus employees in the BC, it will provide insight on BCs that have more work to manage versus other BCs with less Bills to employee ratio. In this chart BC’s above the line are those with maximum customer to employee ratios, while those below the line receive less customers vs employees. Line shows the average bill per employee Motion charts allow for a time series observation of data.

2. DIGITAL HR THE HR-IT CONVERGENCE

DIGITAL HR Processes Human Capital Management E-Recruit E-Wellness

Online Performance Management System Powered by:

Learning Management System & E-Learning

Mobile Workforce Management

HR ‘SOCIAL MEDIA’ SPACE 3. HR ‘SOCIAL MEDIA’ SPACE

Strategic Partnerships 4. Strategic Partnerships

My Three Pieces of valuable advice. 1.  Be a general management or business person first with HR as specialization.   2.  Do not accept the status quo.  Disrupt and innovate. 3.  Grow and develop yourself and others.

Driving People Experience The Meralco Story