VOL 8

SEPTEMBER 2016 DMCI group supports

Executive Q&A with JST
national rehab program

SMPC passes
government audits Multitasking Myths
The official newsletter of the DMCI Group

the
Stay

Course
DMCI

Hard Hat
1
2 Hard Hat DMCI DMCI Hard Hat 3

From the Editors Desk

Stay the Course

Stay the course is a phrase often used in politics

and diplomacy.
CONTENTS
United States presidents George W. Bush, George

12
H. W. Bush and Ronald Reagan have uttered this
NEWS
17
expression to motivate those around them to pursue Trends & Innovations Innovative Performance Management
their goals despite the associated difficulties.
DMCI group supports national rehab program
4 News Briefs
18 Work Eciency Tips Multitasking Myths
No one is immune to challenges and criticisms.
There are days when everything seems like an uphill
DMCI Holdings H1 Net Income Dips
5 19 Thats My Boss Marichu Dee: Passionate and Compassionate
battle. Problems abound. Complications linger. And SMPC passes government audits
6 20
14
many people seem against you. Corporate Citizenship DMCI Homes gives Boholanos new hope, new homes
DMCI Homes unveils storybook in Inquirer Read-Along
7 Executive Q&A w/ JST 21 Honor Roll Engr. Rolinda D. Escano: Averting a Crisis
When these things happen, it helps to keep things
in focus. Look inward to define what is important.
DMCI signs P4.4B new projects
8 22 On the Rader Karmina Alejandro: MIllenial and More
Assess the situation and determine the non-negotiables.
Hopefully, these non-negotiables are rooted in your
DMCI Power builds new Palawan plant 9 23 True Story Silvino Repolona: Learning should never end
values and principles. SLPGC starts commercial operation 10 16 Sustainable Creating
Safety and Wellnessa
24 Words of WisDM Dreaming the Subway

If in the end, your inner compass tells you to stay the

Maynilad clocks in 20M safe man hours 11 Safety Culture
course, then ignore the external noises and bravely push
on.

All the best,

Bim

Share with
the Group!
Cherubim Bim Mojica
is the Corporate Communications Officer of DMCI Holdings, Inc. We always welcome contributions from employees.
If you know of any inspiring stories or employees,
just email us the basic details (i.e. who, what, where,
when and why) and well take it from there.
Our email address is hardhatnewsletter@gmail.com.
4 Hard Hat DMCI DMCI Hard Hat 5

NEWS
DMCI Holdings
NEWS
H1 net income dips
DMCI group DMCI Holdings, Inc. posted a 5 percent dip in profitability in the first half of 2016.
From P6.6 billion, its consolidated net income slid to P6.2 billion due to lower
supports national contributions from its real estate, nickel mining and water businesses.

rehab program Since last year, we have been

The DMCI group of companies has vowed
to support the Integrated Comprehensive
Drug Rehabilitation Program of President
Rodrigo R. Duterte after a recent meeting
anticipating an earnings slowdown in
DMCI Homes because of the deferred
recognition of revenues from its completed
high-rise projects. The expiration of
Maynilads income tax holiday in 2015
also affected our bottom line, explained
DMCI Holdings Chairman and President
Isidro A. Consunji.

with the Department of the Interior and Local Depressed nickel prices and reduced
Government (DILG). Also present during the shipments converged to bring down
the performance of DMCI Mining
meeting were 12 of the biggest business Corporation during the first six months.
groups in the Philippines.
For the second half of the year, we
expect even weaker results from DMCI
Under the program, private the 700,000 who surrendered in Mining because of the suspended
sector partners will assist in the anti-illegal drugs campaign. operations of its mining units in Palawan
the governments anti-illegal The Department of Health and and Zambales, Consunji added. Off-grid energy supplier DMCI Power We expect income recognition to
drugs campaign by building the Dangerous Drugs Board Corporation contributed P241 million in rebound by 2018. This is really just a
rehabilitation centers in key areas revealed that 70,000 or 10 percent Excluding the one-time gain on sale of net earnings, a 12 percent upswing from timing issue for DMCI Homes, said
across the country. who require more thorough 10% stake in Subic Water, the core net P215 million, buoyed by the commercial Consunji.
and immediate care shall be income of DMCI Holdings declined 7 operations of its 15MW power facility in
According to government committed to the government-run percent to P6.1 billion from P6.6 billion Calapan, Oriental Mindoro. Net income contributions from
estimates, the existing rehabilitation centers. The rest last year. Maynilad contracted 4 percent from
rehabilitation centers can no longer shall undergo community-based Marked Decline P1.15 billion to P1.1 billion. Higher billed
accommodate the large volume of rehabilitation. Robust Growth DMCI Homes contributed P708 million volume (4%) and a 5 percent increase in
drug users and pushers who have Net income contributions from in earnings, a 59% fall from the previous average effective tariff muted the impact
surrendered to authorities. Surrenderees from rural areas Semirara Mining and Power Corporation year. Although it registered higher sales and of its income tax holiday expiration.
will participate in tree-planting, jumped 34 percent to P3.6 billion reservations during the first six months, its
The government plans to build help spearhead the green campaign compared to P2.7 billion as a result of deferred recording of accounting revenues Attributable net income from DMCI
two rehabilitation facilities in of the government or join the higher coal exports and additional revenue pulled down its overall profitability. Mining plunged 87 percent from P454
Luzon, one in Visayas and another livestock-raising scheme while from its new plant, Southwest Luzon million to P57 million while contribution
in Mindanao. Each rehabilitation those in the urban areas will be Power Corporation. Contrary to local industry practice, from DMCI Holdings and other
center will accommodate at involved in the cleaning of the DMCI Homes realizes sales only when investments dropped 19 percent to P42
least 500 drug surrenderees. esteros or waterways and acquire DMCI booked a 19 percent increase in the unit is fully completed and at least million compared to P52 million during
Another proposal also calls for the vocational skills through the net earnings during the first half of the 15 percent of the contract price has been the same period last year due to reduced
construction of one rehabilitation Technical Education and Skills year, from P333 million to P397 million collected. In 2015, the company shifted to interest in Subic Water.
center for each region. Development Authority. as cost overruns for a power plant project developing more high-rise projects, which
were fully recognized in 2015. normally takes around 3 years to complete.
The program aims to reform
6 Hard Hat DMCI DMCI Hard Hat 7

NEWS DMCI Homes unveils

storybook in Inquirer Read-Along
Following the successful launch of its Bata,
TARA Na! (Towards A Reading Adventure)
campaign, DMCI Homes unveiled its first
coloring storybook titled, A Place Called Home
NEWS during the Inquirer Read-Along.

SMPC passes
government
audits

The Department of The audit was undertaken in response
to the concerns raised by the Department
Energy (DOE) has of Environment and Natural Resources,
declared the coal mining which claimed that SMPCs coal
operations negatively affected mangroves,
operations of Semirara seaweed farming and poverty levels in
Mining and Power Semirara Island.
Corporation (SMPC) as
In its technical audit results, DOE
compliant with required verified that SMPC does not discharge
environmental rules after toxic materials to the mangroves, the
conducting a technical sulfur content of the coal is below
one percent, there is no seaweed farm
audit on August 25. affected, and the dumping of overburden
materials does not affect the nearby
housing communities.
The DOE report was issued after the
Environmental Management Bureau
(EMB), an agency under the DENR, also
found the company in compliance with
the conditions and requirements in its
Environmental Compliance Certificate.
EMB also reported that SMPC was
fully compliant with its commitments
to the community on the island through
various programs including education
and skills training, livelihood, economic
empowerment, inland and mangrove
reforestation among others.
SMPC is the single biggest employer in
Semirara Island. In 2015 alone, its direct
and indirect labor costs in the mine site
amounted to P1.09 billion.
The company also provides stable
electricity, potable water, quality
education, skills training and community
facilities to employees and island
residents.
SMPC is also instrumental in
the economic development of the
Municipality of Caluya. From a fourth
class municipality in 2004, Caluya
became a first class municipality in 2007
due mainly to the royalty payments of
SMPC. In the last five years, royalty
payments to Caluya reached over P1.4
billion.
Written by Ines Bautista Yao, A
Place Called Home is the story of a shy
boy whose family moved in to a new
community where he discovers new
friends and soon realizes he is in a place
he can finally call home.
Inquirer Read-Along is the
storytelling program of the Philippine
Daily Inquirer.Held twice a
month,theprogram aims to encourage
kids to read and learn values in life.
Actress Janine Gutierrez read the
DMCI Homes storybook in front of
around 120 children from Mandaluyong
Elementary School, Gregorio del Pilar
Elementary School, San Antonio Village
Elementary School, Makati Sporting
Association and Virlanie Foundation.
We were very happy at how these kids
actively participated in reading the story.
These kind of events really encourages
us to continue sharing the gift of reading
to kids, especially the less privileged
children. Bata, TARA Na! is DMCI
Homes one way of instilling in the
minds of young children to discover the
fun and learning experience in reading
books, shared Josephine Cruz, DMCI
Homes Corporate Communications
Manager.
Bata, TARA Na! was launched last
April with more than 50 less fortunate
children living in Pamasawata in Dagat-
dagatan, Caloocan City. Together with
advocacy group Books For A Cause
founded by DMCI Homes resident
Ramil Sumangil and non-government
organization Philippine Book Library,
the company donated to Pamasawata
Learning Center stacks of new and
pre-loved childrens books. The donated
books were collected from the Gift of
Reading, a book drive project of DMCI
Homes and its communities all over the
metro last year.
Bata, TARA Na! is one of DMCI
Homes corporate social responsibility
campaigns under its Kaakbay program.
8 Hard Hat DMCI
NEWS
DMCI signs
P4.4B new projects
D.M. Consunji, Inc. (DMCI), one of the leading
construction companies in the Philippines, secured
P4.4 billion worth of new contracts during the first
six months of 2016, bringing its total order book to
P27.9 billion.
Among its newly-signed projects are
the Spectrum BPO Building, City Gate
of Ayala Land, a 50ML water reservoir
in Quezon City and a 2X23MW gas
turbine plant in Batangas.
Meanwhile, major ongoing projects
include Metro Manila Skyway Stage
3, civil works for LRT Line 2 East and
several high-rise buildings.
DMCI booked a 19 percent increase
in net earnings during the first half of
the year, from P333 million to P397
million as cost overruns for a power
plant project were fully recognized in
2015.
The company anticipates more
construction projects to come from
the public sector, following plans
of the national government to hike
infrastructure spending to up to 6
percent of the gross domestic product.
We believe that DMCI is well-
positioned to assist in the infrastructure
renewal plan of the Duterte
DMCI Hard Hat 9
administration because of our track
record in implementing complex
and large-scale projects, said DMCI
NEWS
president Jorge A. Consunji.
Some of the key infrastructure projects
completed by DMCI are the Tarlac- DMCI Power
Pangasinan- La Union Toll Expressway,
LRT Line 1 North Extension Project builds new
(Joint Venture with First Balfour, Inc.),
South Metro Manila Skyway Project
(Stage 2), R10 to Tayuman Rail Line,
Palawan plant
Carmen and Magat Bridges, among
others.
Off-grid energy company DMCI Power Corporation is building a 2x4.95MW
bunker-fired power plant in Aborlan, Palawan to stabilize electricity
supply in the franchise area of Palawan Electric Cooperative, Inc.
(PALECO). The plant is expected to commence operations by year-end.
We are investing approximately have electricity connections.
P600 million in Aborlan to address
the continuing increase in electricity DMCI Power was established
demand in the province due to the in 2006 to provide sufficient and
rise of local tourism and commercial reliable electricity to areas that are not
establishments, said DMCI Power connected to the main transmission
President Nestor D. Dadivas. grid.
Aborlan is a first class municipality Aside from Palawan, the company
located 69 kilometers south of Puerto also provides power to Masbate,
Princesa City. Its population is Calapan, Oriental Mindoro and Sultan
estimated at over 32,000. Kudarat through supply contracts with
electric cooperatives. To date, DPC
As of June 2016, only 5,400 of the has a total contracted capacity of about
7,263 households in the municipality 56MW.
10 Hard Hat DMCI
NEWS
SLPGC starts
commercial
operation
Southwest Luzon Power Generation Corporation (SLPGC), a subsidiary
of Semirara Mining and Power Corporation (SMPC), recently started the
commercial operations of its units 3 and 4 at 140MW per unit. Coinciding
with the commercial operations is the participation of SLPGC in the
Wholesale Electricity Spot Market.
Testing and commissioning of the
300MW SLPGC power plant began
in 2015. Units 3 and 4 began to
run stably in the last week of March
2016 and synchronization to the grid
was completed in July and August,
respectively.
The facility uses circulating
fluidized bed (CFB) technology which
significantly lowers the emission of
pollutants. With this technology, up
to 95% of pollutants can be absorbed
before being emitted to the atmosphere.
The commercial operation of SLPGC
formally marks the expansion of SMPCs
power segment, which includes the
600MW coal-fired power plant of Sem-
Calaca Power Corporation (SCPC).
Another subsidiary, St. Raphael Power
Generation Corporation, is set to further
strengthen SCPCs presence in the power
industry.
Early this year, SMPC entered into a
joint venture agreement with Meralco
Powergen Corporation (MGen) to build
a 2x350MW coal-fired power plant in
Calaca, Batangas.
MGen is the the power generation
arm of the Manila Electric Company
(Meralco).
NEWS
Maynilad
clocks in
20M safe
man hours
Maynilad Water Services, Inc. (Maynilad) was recognized by the
Safety Organization of the Philippines, Inc. (SOPI) for attaining an
all-time high record of 20 Million Man Hour No Loss Time Accident
(MHNLTA) in all of its facilities and offices.
The outstanding safety achievement
is a testimony to Maynilads
uncompromising commitment to
strict health, safety, and environment
...this validates standards and practices.
the success of SOPI presented an Award of
our efforts to Excellence to Maynilad during the 10th
Gawad KKK (Kaligtasan. Kalusugan.
imbed a culture Kapaligiran) ceremony held recently
in Diliman, Quezon City. The award
of safety in recognizes SOPI member-institutions
Maynilad. that provide and maintain a safe and
healthy workplace that either result
to Zero Lost Time Accident Record
or a significant drop in accidents and
injuries.
Maynilad is the only SOPI member-
organization that has posted 20 million
man-hours without any incident or Loss
Time Injury (LTI).
DMCI Hard Hat 11
Maintaining a safe workplace is
important to us, and this commendation
from SOPI validates the success of our
efforts to imbed a culture of safety in
Maynilad, said Maynilad President and
CEO Ramoncito S. Fernandez.
Maynilad is the largest private water
concessionaire in the Philippines in
terms of customer base. It is the agent
and contractor of the Metropolitan
Waterworks and Sewerage System
(MWSS) for the West Zone of the
Greater Manila Area, which is composed
of the cities of Manila (certain portions),
Quezon City (certain portions), Makati
(west of South Super Highway),
Caloocan, Pasay, Paraaque, Las Pias,
Muntinlupa, Valenzuela, Navotas and
Malabon all in Metro Manila; the cities
of Cavite, Bacoor and Imus, and the
towns of Kawit, Noveleta and Rosario,
all in Cavite Province.
12 Hard Hat DMCI
News Briefs
SMPC
repurchases
shares
The Board of Directors of Semirara
Mining and Power Corporation
(SMPC) approved a P2-billion buyback
program to enhance shareholder
value and provide stockholders
the opportunity to liquidate their
investments.
Buyback was capped at 20 million
shares and set for a period of 60 days
from the opening of trading in the
Philippine Stock Exchange on August
18, 2016 at the prevailing market price.
SMPC is funding the buyback
program using its unrestricted retained
earnings as of December 31, 2015.
DMCI Power
ups Masbate
capacity
DMCI Power is set to install two units
of 1.0MW diesel generator sets in the
southern area of Masbate, to improve
power reliability in the municipalities of
Pio V. Corpuz and Esperanza.
The two areas have a combined peak
load of 700kw, with demand projected
to increase significantly once the new
power plant becomes operational.
Commercial operation is expected to
Mining companies suspended
Berong Nickel Corporation and
Zambales Diversified received
suspension orders from the
Department of Environment and
Natural Resources (DENR), together
with eight other metallic mining
companies.
DMCI Hard Hat 13
NAIA
Expressway
opened
Phase 2A of the NAIA Expressway,
which was constructed by D.M.
Consunji, Inc., has been formally opened
begin within six to eight to the motoring public to help ease traffic
months from the start of in Paranaque City and nearby areas.
construction date.
The said expressway connects
Diosdado Macapagal Avenue in Pasay
The two units will run to stabilize sys-
tem voltage and operate in an island City to Terminals 1 and 2 of the Ninoy
mode in case of distribution line in- Aquino International Airport (NAIA) in
terruption. Excess power of the new Paraaque City.
plant will also be used as reserve to
augment the power supply of DMCI Once all the systems are in place, the
Powers Cataingan plant. segment is expected to improve traffic
flow in the airport vicinity and cut travel
time by at least 60 percent.
Recommended for suspension are
Maynilad trains African water company
20 more mining firms while another
11 have been allowed to correct
infractions or face suspension.
Nairobi City Water and Sewerage to enhance their capabilities in million customers in Nairobi City,
Eighteen of the mining
Company Ltd. (NCWSC) recently visited water loss management, treatment Kenya is benchmarking with Maynilad
companies facing suspension or
Maynilad Water Services, Inc. (Maynilad) technologies and warehouse so it can develop strategies to effectively
already suspended are nickel mines
for a study tour training program aimed administration. manage its operations and water losses.
accounting for 18 million tons of ore,
or 55.5 percent of the countrys nickel
NCWSCa water and sewerage As part of the study program, the
production value based on 2015 data.
service provider with about three delegates were given a guided tour of
Maynilads La Mesa Treatment Plants and
its Central Warehouse in Quezon City.
Conducting the lecture and tour was
the Maynilad Water Academy, the first
learning institution in the Philippines
dedicated to the advancement of the
water and wastewater industry.
14 Hard Hat DMCI
Q&A
Executive
Q&A
This column aims to provide
employees with valuable
insights into the business
perspectives, growth strategies
and management styles
of senior executives within
the DMCI group. With such
information, employees can
adapt their decisions and
behavior to support their leaders
and the company.
In a sit-down interview with Hard Hat,
JST shares how living in Semirara Island
is like living in Big Brothers House. She
also describes her reaction to SMPC being
called a nightmare.
Her candid answers also reveal important
lessons on honesty, self-sacrifice and
teamwork.
1. When did you join Semirara Mining
and Power Corporation (SMPC)?
I joined the company on October 2, 1997,
just after DMCI bought the 40% stake of
Voest Alpine in Semirara. Before that, I
was with the Commission on Audit. That
was my first job. I was 21 years old.
An aunt would take me around Manila
because I had just relocated from Southern
Leyte. She was afraid that I might get lost
(laughs). My older officemates often teased
me, pinabili lang daw ako ng suka.
JST
with
Junalina S. Tabor
Semirara Mining and Power
Corporation (SMPC) Chief Finance
Officer (CFO) Junalina S. Tabor has
been with the company for nearly
two decades. During this time, she
has seen SMPC transform itself
and its host community.
2. What made you join the private
sector, specifically Semirara?
Ever since, I really wanted to join the
private sector because I knew it was more
dynamic than the public sector.
I discovered Semirara because I was
assigned as the team leader to audit the
company when it was a government owned
and controlled corporation. Semirara was a
sequestered asset that time.
3. How has the company changed
Semirara Island?
The first time I went to the island, I was
impressed because that was my first time
to see a huge mining operation. I was
impressed with the large continuous
mining equipment and facilities.
There was no public transport. We just
walked. And when you go around the
community, only a few houses were made
of concrete. Most of the houses were made
of bamboo and wooden materials. For
our supplies, we could only rely on the
company commissary.
After 19 years, growth in the area has
been exponential. I dont think theres SMPC has a higher purpose. When
an island-community in the Philippines
that has such beautiful, well-made houses
and structures. Now there are lots of
commercial and business activities in
the island, even a bank and a money
remittance center.
4. Before becoming CFO, you were the
accounting manager in the mine site.
What was it like to live in the island?
Semirara Island is a nice place. I stayed
DMCI Hard Hat 15
there for 11 years. Its peaceful and less
stressful. Your only concern is work. No
traffic (laughs).
Living there is like living in Big Brothers
House. You live, eat and work with
your colleagues. (laughs) But youre not
disconnected from the world because
theres cell signal, internet and cable
television. If youre a homebody, its okay to
stay there.
SMPC
5. SMPC was thrust in the limelight
has a
recently after it was called a
nightmare in the media. What was
higher purpose
your initial reaction upon hearing this?
I was hurt by that comment because
I work in the company. And I know
that somehow, others will associate that
8. What qualities do you value among So I told my team, kakayanin natin to!
impression with me. But after that initial
your subordinates? That was the biggest test and most difficult
reaction, I just disregarded the comment
I value honesty. I dont want them to hide time in my career.
because I know its not true. Besides, you
things. If you hide something, you cant
cannot criticize something that you have
address it if there is a problem. Initiative 10. Tell us something you enjoy doing
not even seen yourself.
din. You should have the initiative to do outside of work.
things. Openness is also important because I go out with my nephews and nieces on
6. If there is one thing you would like
open communication is critical to the weekends. Every year, I also take the time
current regulators to understand about
success of the company. to travel with family and friends.
SMPC, what would it be?
9. How would you describe your career 11. How would you describe yourself?
in SMPC so far? What has been your
Semirara Island was declared as a coal
toughest challenge? I am sacrificing. When my people have
reserve by the national government, the
problems or they have stretched their
objective was to attain energy sufficiency
The toughest challenge was when I was the limits, I step in to support them. Even if I
for the Philippines. We contribute to the
Accounting Manager at the minesite. That have to sacrifice in the process.
overall economy of the country, not just
was during the management transition in
the mining industry. So as long as SMPC
1999. I am also self-driven. When something
is complying with government regulations
needs to be done, I will do what is
and conditionalities, they should not close
I was tasked to handle the companys necessary. I call up people in the mine site
the company but support it.
overall Accounting Department, and power plants and talk to them so I can
including corporate accounting, not only better understand their situation. I also
7. Describe your management style.
minesite accounting. After more than a work beyond office hours because meetings
I dont like to micromanage. I want people
year with the company, my scope and sometimes take up most of my day.
to be proactive and to take the initiative.
function expanded to include head office
I want them to realize that theyre
accounting. Biglang lumaki yung trabaho! 12. What is your message to the rest of
accountable to the job or function being
I wasnt sure if I could do it. the SMPC group?
entrusted to them.
Ang naisip ko nun, kapag hindi ko makaya We need to be proactive. We need to
I want them to see me as a leader; that
yung trabaho, aalis na lang ako. (laughs) work as a team. We need to be open in
were part of a team and I am just their
But then I realized, if I leave, then the communicating critical issues so we can
leader. Ayoko yung nahihiya sila sa akin
people under me would likely leave, too. address them in a cohesive manner.
dahil ako yung boss o mas nakatataas. I
Mawawalan sila ng trabaho. At parang
am really just one of them.
tinakasan ko na rin yong responsibilidad Business issues should not be put in silos.
na binigay sa akin. We need to pull our act together so we can
address problems. Wala dapat silos.
 T Innovative
16 17

Creating a
Hard Hat DMCI DMCI Hard Hat

W Sustainable Trends Performance

Workplace
Wellness
A healthier, more productive
workplace can only be
achieved through the
disciplined observance of
safety and wellness practices.
Learn more about both in this
column.
Safety Culture &
Innovations
Management
Creating and sustaining a safety culture is a major challenge
Follow this column to learn
in any organization. Too often, safety procedures and about industry trends and
concerns are set aside because of deadlines, productivity, innovations which could
signicantly impact our
cost-efficiency and/or apathy. business and society.

In January 1986, the National Aeronautics and Space
Administration (NASA) of the United States federal
government experienced this first hand when its Challenger
rocket exploded mere seconds after its launch.
Following an investigation, it was discovered that a
combination of freezing conditions, faulty equipment and
poor organization caused the explosion.
It was also found that the company that designed the solid
rocket boosters ignored warnings about potential issues.
Worse, NASA managers were aware of these design problems
but failed to take action.
The tragedy led to a long suspension of all NASA activities,
until a total revamp of safety procedures was enforced for
subsequent missions.
A Culture of Safety
Various research show that a strong safety culture has the
single greatest impact on reducing accidents. For this reason,
developing and sustaining such a culture should be top
priority for any organization.
According to Dr. Judy Agnew, a recognized thought leader
in the field of behavior-based safety, there are four distinct
cornerstones that create a strong foundation for a sustainable
safety culture.
Below is an abridged version of her article, Building the
Foundation for a Sustainable Safety Culture, which appeared
on www.ehstoday.com.
Cornerstone 1: Leading Indicators
Too many organizations still measure safety largely or
exclusively via incident rate (or similar lagging metrics such as
DART, lost-time case rate, severity rate, etc.). Such measures
tell us how many people got hurt and how badly, but they
are not good measures of what leaders are doing to prevent
accidents and incidents.
While incident rate is a necessary metric, it should be one
of several. The majority of measures should focus on proactive
behaviors on the part of all employees measures that track
what people are doing to prevent accidents.
Cornerstone 2: Forward-Looking Accountability
Accountability is essential in all aspects of business, but
particularly for safety. In successful safety cultures, the focus is
on forward-looking accountability.
Forward-looking accountability acknowledges the mistake
and any harm it caused but, more importantly, it identifies
changes that need to be made, and assigns responsibility for
making those changes.
Cornerstone 3: Good Relationships
Great safety cultures are characterized by good relationships
at all levels, which enable open, honest conversations about
what is working, what is not, mistakes that have been made
and what needs to change.
Many leadership behaviors contribute to creating good
relationships. Setting clear expectations,providing helpful
feedback, acknowledging good work, seeking to understand
problems/issues rather than blaming, active listening, following
through on commitments, removing roadblocks and asking
for feedback on your own effectiveness are some of the ways
leaders can build and sustain good relationships.
Cornerstone 4: Discretionary Effort
Discretionary effort is that extra effort employees can
give at work, but dont have to. It is going above the basic
requirements. Many people think of safety as a compliance
issue getting people to comply with safety rules, regulations
and procedures. However, if you want to go beyond
compliance and create a high performance safety culture,
discretionary effort is a requirement.
Exceptional safety happens when people look for and report
hazards, give peers feedback on safe and at-risk behavior,
volunteer for safety committees, make suggestions for
improvement and, most difficult of all, admit when they have
made mistakes so lessons can be learned.
Accenture, Deloitte, and IBM are known for being highly successful,
innovative companies. Recently, they took a bold step towards reinforcing
their commitment to innovation by scrapping their annual employee
In todays highly connected and open
environment, employees want 1) frequent
feedback, 2) open communication,
3) personal development and 4)
collaboration with their peers instead
of structured, impersonal performance
reviews and ratings.
As a result, leading companies are now
revamping their decades-old performance
management systems to become more
responsive to their employees, hoping that
this will be enough to attract, retain and
motivate the talents they need to sustain
their superior business performance.
Accenture
Accenture eliminated forced rankings
and annual performance reviews after
realizing that both failed to accomplish
the companys main goal to drive
better employee performance.
The process is too heavy, too costly
for the outcome, Accenture CEO Pierre
Nanterme told The Washington Post in a
performance reviews.
2015 interview. And the outcome is not
great.
The company is now using an internal
app to help its employees receive
immediate performance feedback from
their managers. Rather than measure
the value of an employees work at the
end of the year, Accenture is committing
to regularly support and position its
employees so they can perform better in
the future.
Deloitte
Deloitte scrapped its once-a-year
performance reviews, 360 degree feedback
and objective cascading after calculating
that these processes consumed 2 million
hours a year of company time.
The companys new performance
management process now requires team
leaders to meet with each team member
once a week to discuss near-term work and
priorities, comment on recent work and
provide coaching.
To ensure these interactions take place
frequently, the informal meetings are
initiated by the team members rather than
the team leaders.
IBM
Early this year, IBM replaced its
10-year-old system with a brand new
approach-- an app-based performance
review system called Checkpoint. The
system was developed using IBMs internal
social media platform, with its Human
Resource department soliciting ideas from
its 380,000 employees in 170 countries.
The result: a system that requires IBM
employees to set shorter-term goals, with
managers providing feedback on their
progress at least every quarter. By year-end,
employees are judged based on five criteria
business results, impact on client success,
innovation, personal responsibility to others
and skills. Managers then assess whether
the employeeshave exceeded or achieved
expectations in each of the five criteria or if
they need to make improvements.
18 Hard Hat DMCI DMCI Hard Hat 19

W
T
Work
Efficiency Thats my
Tips Boss
Productivity is a function
of careful planning and Get to know the

Multitasking
focused execution. Learn
how to do both through this
inspiring bosses in the
DMCI group by reading Marichu Dee:
Passionate and
column so you feel satised this column.

Myths
and accomplished at the
end of every work day.

Multitasking is when someone tries to perform two or more tasks simultaneously
or in quick succession. In the workplace, it has become a common practice, with
some companies even requiring this skill from their employees.
However, a long line of research proves
that multitasking is more of a deterrent
than a solution to enhancing work
productivity. The benefits associated to
multitasking are also mostly myths than
scientific reality.
Myth 1: Multitasking saves time.
Switching tasks back and forth actually
slows you down because the brain has to
recall the instructions for how to do one
task, then put them aside and recall the
instructions for how to do the other, then
repeat the entire process again.
As a result, it will likely take you
longer to finish two tasks done back and
forth compared to completing each task
separately.
Experts estimate that switching between
tasks can cause a40% loss in productivity.
It can also lead to human errors, especially
if one or more of the tasks involves critical
thinking. To correct such errors, more
time and effort would be needed.
Myth 2: Multitasking makes you more
effective.
Frequent multitaskers have been found
to perform worse compared to those who
concentrate on singular tasks because
they had more trouble organizing their
thoughts and filtering out irrelevant
information.
A study at the University of London
found that research participants who
multitasked during cognitive tasks
experienced IQ score declines. Even more
surprising, their cognitive declines were
similar to those who smoked marijuana or
stayed up all night.
Myth 3: Multitasking is normal.
Neuroscientists agree that the brain can
only focus deeply on one task at a time.
When people do two things at once, they
fail to see obvious things right in front of
them.
Western Washington University
researchers call this inattentional
blindness, which they observed among
college students who were physically
looking at their surroundings while
walking and talking on the cellphone, but
none of what they saw actually registered
in their brains.
Myth 4: Theres no harm in multitasking.
Accidents associated to cellphone
use while driving or operating heavy
equipment are common around the world.
But even other forms of multitasking can
be dangerous.
According to neuroscience experts,
people rely on their temporary brain
storage or working memory when
multitasking. And when the working
memory is used up, it takes away peoples
ability to think creatively.
According to the 2010 study conducted
by the University of Illinois at Chicago,
too much focus can actually harm
performance on creative problem-solving
tasks which makes it more difficult for
multitaskers to think out-of-the-box and
generate innovative ideas.
Compassionate
One of the things employees look for
in a company is a mentor who genuinely
cares about their welfare. Marichu O. Dee,
Assistant Vice President for Treasury and
Risks Management, is one great find of a
boss in DMCI Power Corporation.
Fondly called Maam Marichu by her
subordinates, this executive cares about
what she can give to her team as much
as she cares about what her team can
contribute to the company.
A boss who leads by example, is her ability to relate with them sincerely is
how Treasury Supervisor Joyce Almario
describes her boss who has a natural
gift for motivating her people towards
excellence. I cannot think of an instance
that I feel unmotivated to go to work,
Almario disclosed.
Aligned with the companys vision,
Maam Marichu sees to it that the
employees under her wings are not only
motivated but are provided opportunities
to grow professionally. According to
Accounting Supervisor Marichelle Semilla,
Maam Marichu is consultative whenever
making decisions.
She is open to brainstorming sessions
with her subordinates allowing them
to contribute without fear of judgment
and be able to come up with better
decisions about an issue, Melanie Ubalde,
Accounting Manager at DMCI Masbate
Power Corporation agreed.
In spite of her senior position, Maam
Marichu values having a good relationship
with the people she works with and is able
to nurture both a personal and professional
relationship with them. She emphasizes
good personal relationship among
employees, Ubalde added.
Her staff is in unison in saying that
what sets her apart from other bosses. We
hardly have chances to interact but when
we do, she would really take time to listen
may it be work-related or not, Semilla said.
Though Maam Marichu is known to
be an approachable boss, she is not one
to tolerate mistakes. Almario shares how
her their boss corrects them whenever it
is necessary and does so with a genuine
concern for their development.
She makes it a point to explain
every detail. As a person she is very
compassionate and sensitive, said Almario
as she recalls the time when Maam
Marichu talked to her about a mistake.
Maam Marichus endearing ways with
employees also does not mean that she
takes her job lightly. According to Almario,
she is a model of high ethical standards
and sets similar expectations for them.
Recalling the time Maam Marichu
interviewed her for employment in the
company, Almario said that she was
amazed by her profound knowledge of
the industry. Coming from the banking
industry herself, Almario felt then that
there was still so much to learn when she is
talking to Maam Marichu.
Semilla recounts that during tough
situations, their boss is the epitome of grace
under pressure: Maam Marichu is able
to maintain poise and does not easily get
affected by the intensity of the problem,
she said.
She always looks cool and calm even
when we are rushing to meet a deadline.
She always handles stress in style, Ubalde
added.
Her staff has nothing but words of
appreciation and admiration for their
boss. They thank her for the lessons, the
guidance, and the inspiration. She is a
woman of substance, Uldabe remarked.
When I was hired by Maam Marichu
four years ago, I knew that theres
something in her that will make me stay in
this company, Almario added.
 20 Hard Hat DMCI
C DMCI Homes
gives Boholanos
Corporate
Citizenship
new hope,
new homes
Driving business and social by Jhops C. Cruz,
value across the Group DMCI Homes Corporate Communications Manager
and the communities we
serve is key to sustaining
our operations. In this
section, we share how the
different DMCI companies
make things better for our
stakeholders.
Three years after a 7.2-magnitude earthquake struck the
island of Bohol, locals are getting back on their feet with
renewed hope and strength.
I t was 8:12 in the morning of October
15, 2013 when a powerful earthquake
shook the island province. The quake, whose
epicenter was recorded in the municipality
of Sagbayan, levelled private properties and
public structures like centuries-old churches.
The disaster impacted the islands
topography and infrastructures, causing
power cuts, water shortages, and damages
to sources of livelihood. But more than the
physical beauty of Bohol are heartbreaking
tales that survivors cannot easily forget.
To this day, Sagbayan residents Anita and
Crestituto Tirol can still picture how the
earthquake had left them and their family
trembling. Nasa palayan kami kasama ang
bunso naming anak. Nataranta talaga kami.
Dumapa na lang kami sa palayan, ni hindi
ko agad namalayan na nasa likod ko pala ang
anak ko sa sobrang takot. Sinubukan naming
silipin ang bahay kahit lumilindol pa pero
wala nanasira na lahat ng gamit. Nawalan
na talaga kami ng pag-asa, 60-year-old Anita
tearfully recalled.
The couple was still grateful for the relief
goods given by different organizations, but
refused to return to their home because
they were afraid that another earthquake
might strike. Instead, they chose to build
a small hut, which they lived in for two
years. Ayaw ko nang bumalik, ayaw na
talaga. Nagtayo muna kami ng bahay-
kubo. Mababa lang kaya kailangan talagang
yumuko kapag dadaan. Ang hirap, wag na
sanang bumalik ang lindol.
For Juner Padayao of Bgy. Canmaya
Centro, damaged roads and levelled homes
could not stop him from reaching his
wife and kids. Nasa trabaho ako noon sa
Poblacion. Sobra talagang pag-aalala ko.
Kahit may aftershock pa, naglakad na talaga
ko pauwi. Pagdating ko, naabutan ko na
lang sila sa may bukid. Buti na lang walang
nangyari, shared Juner.
Though living in a tent was not the best
for his family, Juner was left with no other
choice, Siguro mga tatlong taon din kami
sa tent. Mahirap ang pagkain, minsan
maulan pa. Bago lang yung bahay namin
tapos nasira lang agad-agad. Isang iglap,
nawala lahat. The desperate conditions
led Juners wife to work as a househelper in
Dubai.
The Bohol earthquake undoubtedly
painted a sight of fear and misery among
the locals. But, a sign of hope came when
real estate developer DMCI Homes partnered
with the Philippine Department of Social
Welfare and Development (DSWD), the
provincial government of Bohol, and shelter
non-profit Habitat for Humanity Philippines
for ReBuild Bohol Projecta housing
program that aims to rebuild hard-hit areas
and build new homes for families in the
province.
Under this partnership, a total of 206 core
shelters were turned over to families from the
municipality of Sagbayan, in the following
barangays: Canmano, Canmano Centro,
Canmano Diot, Kabascan, Kagawasan,
Katipunan, Langtad, Mantalongon, San
Agustin, San Isidro, and San Ramon. The
new homes, built with reinforced steel frames
and tightly-woven bamboo strips plastered
with concrete, are meant to withstand strong
earthquakes and even typhoons.
Sharing Habitats belief that a decent
home helps transform lives, DMCI Homes
is thankful for the privilege to helping
Boholanos families like the Tirols and
Padayaos. This meaningful effort is part of
DMCI Homes corporate social responsibility
campaign under its Kaakbay Program.
As Bohol continues to rebuild itself from
the disaster, its residents are also starting to
rebuild their dreams and lives, thanks to their
new homesnew homes that will shelter
their renewed spirits and hopes towards a
brighter future.
H DMCI
Honor
Roll
In this column, we
recognize DMCI Group
employees who have made
inspiring and remarkable
accomplishments, whether
in their professional or
personal lives. By sharing
their stories, we hope to
lead other employees
towards the path of
excellence.
In 2016, the Subic Bay Freeport community hurdled one of the strongest El Nio
phenomena on record. Even as raw water supply in the area literally hit rock-bottom,
the critical situation went generally unnoticed because of the due diligence and
painstaking research of Engr. Rolinda Escao or Engr. Lyn to her colleagues.
A Process Shift Engineer of the
Binictican Filtration plant of Subic
Water and Sewerage Company
(SUBICWATER), Engr. Lyn has
been nominated by the company in
the annual search for Outstanding
Freeport Workforce of the Subic Bay
Metropolitan Authority.
Extraordinary Effort
To avert a water supply shortage in
Subic Freeport, Engr. Lyn researched on
all available water treatment compounds
and successfully developed a dosage
system that not only produced a 15%
reduction in chemical costs, but also
significantly reduced the volume of water
being consumed in the actual water
treatment cycle.
As a result, water that should have
gone to waste was recovered, treated and
supplied to the thousands of business
establishments and homes that cater to
the more than 100,000 Freeport workers,
residents and tourists during the El Nino
season.
Her commitment and contributions
to SUBICWATER are likewise
Hard Hat 21
Engr. Rolinda D. Escao
Averting
a Crisis
By Hernan Habacon
Head, Corporate Communication and Marketing Department
Subic Water and Sewerage Company Inc.
extraordinary. Through her works and Whether or not she receives a spot
initiatives, the companys operating ratios in the Ten Outstanding Freeport
improved, plant efficiencies increased and
manpower productivity rose.
Workforce, one thing is sure: Engr. Lyn is
a sterling example of professionalism and
hard work.
Sterling Example
Engr. Lyn obtained her Chemical
Engineering degree from the University
of Luzon in Pangasinan where she was a
Department of Science and Technology
(DOST) scholar. After graduating in
2009, she passed the licensure exam in the
same year.
Upon joining SUBICWATER in 2011,
she continued her exemplary record in the
Plant Operations Department. Over time
she established herself as a leader with no
ambition to gain title or power. Her take-
charge attitude during critical times also
earned her the respect of her peers.
Equally important, Engr. Lyns work
disposition and attitude make her
an enthusiastic advocate of a happy
workplace. The way she deals with
lower-rank employees also show her
compassionate side and soft spot for her
colleagues.

T
22 Hard Hat DMCI DMCI Hard Hat 23

Karmina Alejandro:
O True
Millenial Story
On and More This column features
personal essays from

the DMCI group employees.

Radar
In 500 words or less,
they share their most
inspiring life experience
and lesson so that each of
There are many remarkable us could benet from their

Learning
people at the DMCI Group. reections.
Through this column, we If someone were to ask me, What is
hope to recognize these
the secret to a thriving, meaningful
should
talented, extraordinary
individuals. career?, I will sum up my answer
in one sentence: Always find new

At first glance, Karmina Alejandro seems the typical millennial. Born that it was an opportunity for me to grow,
never end knowledge.

in 1990, she is a tech-savvy digital native who is passionate about
her advocacies. But contrary to the millennial stereotype, she is self-
motivated and far from self-obsessed.
Immediately after graduating from
the University of Philippines Diliman,
Alejandro applied for a job at Maynilad
Water Services, Inc. because of her keen
interest in the water industry.
Most of my major projects in school
feasibility studies and thesishave to do
with water. In fact, my feasibility study
was about designing a communal water
station for a community. That really
influenced me because I saw its potential in
influencing peoples lives, she said.
When Passion Meets Purpose
In April 2010, Alejandro joined the
Corporate Communications Department
as an Advertising and Promotions
Specialist and found herself establishing
roots. I really didnt think that I would
stick to Maynilad after graduation, but
after spending a few years here, its an
industry that I really fell in love with.
The idea that we can change so many
lives, so many communities through what
were doing is very special to me. Giving
people access to water is not just giving
them access to the productit gives them
opportunities to improve their lives, she
said.
This passion allowed her to move up
the corporate ladder, eventually becoming
Social Media Head of the largest water
company in the Philippines.
Social media is really a tool for
enhancing customer experience, she
said. In Maynilad, we try to understand
peoples needs, said Alejandro. Forcing a
program unto your stakeholders without
them feeling a sense of ownership over it
makes engaging with them extremely hard.
So what we try to do is really go to the
grassroots level to understand what they
need and thats when we develop programs
with them, she added.
Young Water Professional
Eager to advance in her chosen
profession, Alejandro applied for a slot in
the 2016 Young Water Leaders Summit
(YWLS) of the Singapore International
Water Week--a global platform for sharing
and co-creating innovative water solutions
among water industry professionals across
the world.
From a total of 250 applicants in 31
countries, Alejandro was among the 83
selected by the organizers.
I submitted my application because I felt
said Alejandro, who shared Maynilads
best practices in communication before
an audience of high-ranking international
professionals.
It was a fulfilling talk for me because
aside from the validation of our work
in Maynilad, it also raised awareness in
terms of the value of communicating to
stakeholders, she said.
Next Challenge
Alejandro and her colleagues are now
busy establishing the Philippine Young
Water Professionals group, a local chapter
of the International Water Associations
Young Water Professionals.
Their goal: To help water operators in the
country build their capacities, get as many
persons involved, and to touch a lot more
lives.
We are the generation which will be
inheriting the operations of the water
industry in the Philippines and its very
important for us to build the capability of
that generation, Alejandro said.
The moment you stop learningwhen
you start to think you know everything
there is to know about a jobthats when
you stop growing and lose your passion.
I have been with D.M. Consunji, Inc.
(DMCI) for over 40 years, and three
simple lessons have made all the difference
in my career.
Advice # 1: You dont need to be smart
to learn
I do not see myself as a smart individual.
But I am hardworking.
In the middle of 1976, DMCI
bought computers and tried to adopt a
computerized system. I was new to the
company back then, working as a payroll
clerk. The thought of working with the
machines excited me so much!
Unfortunately, I was not among those
chosen to undergo computer training.
But this didnt stop me from pursuing my
passion. I gave myself two months to learn
programmingand was able to produce a
simple program during that time.
For hours I would self-study in front
of the computer. I kept it a secret but
eventually my manager learned about it.
He called me to his office and said Oh,
balita ko nagkukulong ka sa loob ng
computer room!
Luckily, instead of reprimanding me,
he saw my passion and determination.
And so after a year, I was finally sent to
IBM Philippines for training.
Looking back, I realize that if I had
given up at that first roadblock, if I
didnt have enough determination to
learn, I never would have landed my
dream job.
Advice # 2: Be passionate about what
you are doing
I love my work. Or to be specific, I
love what my work does for others.
One highlight of my career is when
my team and I were able to create an
automated payroll system that computed
salary in just 4 days (versus one and
a half months under the previous
system). Natuwa ang mga employees
kasi nakakasahod sila ng mabilis. It was
fulfilling, seeing how happy they were.
When you have a purpose a
personal motivation for going the extra
mile youd naturally look for learning
opportunities to improve your craft.
Uplifting our employees lives is what
drives me forward and motivates me
to keep improving my talents through
training.
Advice # 3: Practice good work ethics
It pays to have good work ethics. This
means seeing a program through from
start to finish, showing up early during
workdays, and working with integrity
above all.
In everything I do, I give my 100%
-- maybe even more. I do not like the
thought of cheating my company.
Youll need this trait as motivation
to keep improving and up-skilling. It
compels you to be your best for the good
of the company. This is your malasakit in
action.
About the writer
Silvino P. Repolona, Jr. is the
Management Information System
Manager at DMCI. He credits his
good work ethics to his parents who
required them to do house chores
when he was growing up in Albay.
 Words
The DMCI Group was founded
by a builder whose values and
24 Hard Hat DMCI work ethics are nothing short

DM
of legendary. In this column, we
highlight not just the words but

of Wis the wisdom of our Chairman

Emeritus David M. DM
Consunji, so that each of us could
continue his exceptional work.

Dreaming
the Subway
On August 24, 1971, Engr. David M. Consunji
was appointed to head the Department of Public
Works, Transportation and Communication
(DPWTC) by then President Ferdinand Marcos.

One of the projects closest to his heart was

the construction of a mass transport system in
Manila. While those around him focused only
on the costs of the project, he saw its immense
benefits to the general public and the engineering
profession.

A mong the proposals that I promoted as DPWTC secretary

was a subway system for Metro Manila. Unfortunately,
it was not developed further, not because it was foolhardy, but
because of the enormous cost that it would have entailed.

In the 1970s, the cost for starting the system was estimated
at P6 billion, to be financed through a loan. My colleagues in
the cabinet balked at the huge figure, but I felt that the system
would ultimately pay for itself. [I]n the longer term, it is more
efficient and it generates more substantial economic benefits
than conventional transport systems.

Subways disperse populations more rationally between the

central areas and the suburbs. They help decongest the urban
centershelp erase conflicts in land use. Urban development
can be planned more rationally.

There are projects which government should have initiated,

despite the costs involved, because the benefits to society go
beyond monetary returns.

The payoffs would also be in terms of greater know-how,

better technology, more competitiveness, and scientific
knowledge. It would also teach s better construction systems,
processes and quality.

The subway, to me, was one of these projects.