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Holcim sustains HELPS campaign amid pandemic, assists over 160,000 in 2020

Holcim Philippines assisted more than 160,000 people in 2020, diverting more resources to community health and sanitation projects in response to the COVID-19 pandemic.

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Holcim Philippines assisted more than 160,000 people in 2020, diverting more resources to community health and sanitation projects in response to the COVID-19 pandemic.

Despite the impact of COVID-19 on its business and the challenges on bringing out support to local communities due to safety, the Company continued its corporate citizenship campaign Holcim HELPS, which benefitted 164,913 individuals in 2020. Community Health and Sanitation projects accounted for 35% of total Holcim HELPS expenditures as the Company focused more on this area to help strengthen host communities against the disease. The company leveraged on its strong partnerships with stakeholders and regularly consulted with communities to deliver the needed support. Infrastructure projects, which previously cornered the biggest allocation of the Holcim HELPS budget, slid to second in 2020 with 26% share followed by Community Donations (21%), and Community Water Projects (11%).

Holcim Vice President for Communications Cara Ramirez: “Our Company remains committed to support in any way that we can the communities that have been home to our people and facilities for decades especially during challenging times such as 2020. With the assistance from our partners and great dedication from our people on the ground, we provided much needed support that responds to our communities’ needs. As we grow our company, we will continue and strive further to support the sustainable development of our communities through the HELPS campaign.”

The centerpiece of this year’s Holcim HELPS campaign is on water access, sanitation, and hygiene (WASH) for schools and communities in partnership with the League of Corporate Foundations (LCF) and the Manila Water Foundation. Through these partnerships, Holcim Philippines communities received 5,300 information and education materials on proper hand washing and COVID-19 prevention, as well as 800 hygiene kits and children’s storybooks on WASH.  The initiative benefited 78,698 individuals in Bacnotan, La Union, Norzagaray, Bulacan), Mabini, Batangas, Lugait, Misamis Oriental, and Bunawan District, Davao City.

Another Holcim HELPS highlight was its donations to fight the COVID-19 pandemic that benefitted 45,901 community members and government and medical frontliners.  The Company distributed more than 15,000 food packs, 10,000 masks, 300 face shields and goggles, and 50 liters of soap and sanitizers to various stakeholders nationwide. 

Since the Holcim HELPS’ campaign launch in 2018, more than 770,000 community partners have benefitted from the social development initiatives of the Company through its cement plants and terminals nationwide.  For the next ten years, the company intends to help and an additional 1.6 million people.

Other Holcim HELPS highlights in 2020 were its partnership with the Manila Water Foundation to build 45 lavatories for an Aeta community at Sitio Monicayo, Mabalacat, Pampanga. This program provided water for waterless communities and sanitation facilities to promote proper hygiene and eliminate open defecation.  

For infrastructure, Holcim’s Bulacan plant supported the road and pavement improvement of host community, Barangay Matictic in Norzagaray so people can more easily access social services. Since 2017, the program has improved three kilometers of roads and pathways benefitting more than 6,000 residents. In 2020, the company’s Davao Plant turned over its second water system project that will provide clean and safe water to communities in the Bunawan District of Davao City. The two facilities now provide close to 500 households sustainable access to water and a future source of livelihood.

Meanwhile, the Company’s terminal sites in Calaca, Batangas is nearing completion of an artificial coral reef project developed in consultation with the local government and fisherfolk community.  Over the past two years, the terminal supported the fabrication of 145 concrete artificial corals to invigorate the marine life in the area. Two hundred households will benefit once these artificial corals are deployed in the site to be selected.

Finally, more than 260 houses for families displaced by the conflict in Marawi were built in 2020 under Holcim Philippines’ partnership with the United Nations Human Settlement Programme (UN-Habitat) and the Technical Education and Skills Development Authority (TESDA) to support the rebuilding of the city.

Close to 45,000 bags of Holcim Excel cement were used to build the structures assisted by the 116 workers who underwent masonry training under the company’s ‘galing Mason program. This is part of the Phase-1 of the project the UN-Habitat in partnership with the Government of Japan, the Task Force Bangon Marawi, and the Department of Human Settlements and Urban Development. The next phases are set for this year.

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LinkedIn lists top startups in PH, highlights rise of digital entrepreneurship, entertainment, education

The Philippines has always had a strong MSME (micro, small, and medium enterprises) sector. The pandemic further propelled its growth as Filipinos embarked on micro or solo entrepreneurship to augment their income and overcome financial challenges.

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LinkedIn, the world’s largest professional network, revealed its inaugural Top Startups in the Philippines list, which highlights the local startups that have shown resilience in an uncertain market environment and are continuing to innovate in 2022.  

LinkedIn analyzed data across four pillars to compile the list: employee growth, jobseeker interest, the attraction of top talent, and engagement with the company’s LinkedIn page and its employees. This is the first time LinkedIn has introduced the Top Startups list in the Philippines.

Satoshi Ebitani, Senior Managing Editor, LinkedIn News, said: “In an uncertain financial climate, what has proven resilient time and time again is the enterprising spirit that startups embody, especially those on this year’s LinkedIn Top Startups list. In the Philippines, we see a diverse mix in sectors such as e-commerce, education, and entertainment, which continue to lead the way in the future of skills by embracing innovation and attracting top talent with their robust cultures. Through this list, we hope to spark meaningful conversations surrounding the future of work and inspire professionals to equip themselves with the necessary skills to thrive, no matter the headwinds.”

New era of entrepreneurship

The Philippines has always had a strong MSME (micro, small, and medium enterprises) sector. The pandemic further propelled its growth as Filipinos embarked on micro or solo entrepreneurship to augment their income and overcome financial challenges. This new class of entrepreneurs behind startups such as SariSuki (#2), Shoppertainment Live (#3), Edamama (#5), Growsari (#6), Peddlr (#9), and Prosperna (#10) met opportunities to respond to the demands of the times.

Entertainment, E-sports, and Education companies are thriving 

The success of the live-streaming platform Kumu (#4), led by local creatives and talent, highlights the country’s growing demand for innovative and interactive digital entertainment that champions Filipino voices and perspectives. Meanwhile, gaming and e-sports company Tier One Entertainment (#1) shows the unique potential of this lucrative industry by investing in talent and technology.

“Investing in automation, the right people, and experienced leadership who are open to feedback and the ever-changing status quo of our industry was key for surviving and growing during the pandemic. Pivoting quickly through setbacks is vital to survival in these times,” Tryke Gutierrez, Co-Founder and CEO of Tier One Entertainment, said. “LinkedIn has helped us tell our story to the world. We’re able to share more long-form content that isn’t as readily digestible on other social media platforms to an audience that is more open to serious or nuanced discussion,” he added.

Education technology (Edtech) platform Edukasyon.ph (#8) saw an opportunity to be of service in response to the disruption in the education sector and emerging concerns about the future readiness of today’s youth.

Growth areas in digital finance

As digital finance becomes more mainstream in the Philippines, the rise of  PDAX (Philippine Digital Asset Exchange) (#7), a homegrown cryptocurrency exchange, indicates the Filipinos’ growing interest in exploring new frontiers in personal finance and investments to diversify and optimize their portfolios, navigate the current economic climate, and benefit from future growth potential.     

The top 10 startups in the Philippines are:

  1. Tier One Entertainment
  2. SariSuki
  3. Shoppertainment Live
  4. Kumu
  5. Edamama
  6. GrowSari
  7. PDAX (Philippine Digital Asset Exchange)
  8. Edukasyon.ph
  9. Peddlr
  10. Prosperna

More details on the LinkedIn Top Startups list in the Philippines are found here.

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Cash may not be most effective way to motivate employees

84 per cent spent more than $90 billion annually on tangible employee rewards, such as gift cards, recreation trips and merchandise in hopes of increasing productivity. 

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Photo by Andre Taissin from Unsplash.com

Tangible rewards motivate employees when they’re easy to use, pleasurable, unexpected, and distinct from salary, a new study found. 

A recent survey of firms in the US revealed that 84 per cent spent more than $90 billion annually on tangible employee rewards, such as gift cards, recreation trips and merchandise in hopes of increasing productivity. 

“We found that there is, at best, mixed evidence regarding the motivational efficacy of tangible rewards versus cash rewards,” said Adam Presslee, an associate professor at the University of Waterloo’s School of Accounting and Finance. “It is somewhat puzzling why so many companies go to the trouble of tangible rewards when cash rewards also lead to motivational differences.”

Presslee and his co-author, University of Wisconsin-Madison’s Willie Choi, used four experiments to investigate the factors driving the preference between cash and tangible rewards. The attributes examined include ease of use of the reward (fungibility), hedonic nature of the reward (want vs. need), the novelty of the reward, and how the reward is presented. 

“Rewards are constellations of attributes, and firms should focus more on the motivational effects of the attributes associated with a reward rather than the reward type itself,” Presslee said. “Results confirmed that each of these attributes – individually and in combination – increases employee effort and performance.”

The researchers recommend managers interested in motivating employees using tangible rewards would be best served to offer tangible rewards that incorporate these four attributes.

“If for whatever reason tangible rewards are the only tool available, our results show compelling evidence that employees are motivated by rewards that are perceived as distinct from salary,” Presslee said. “Therefore, firms looking to get the most out of their reward programs should emphasize the distinctiveness of those rewards, and the attributes above are four ways firms can do that.”

The study, authored by Presslee and Choi, was recently published in the journal Accounting, Organizations, and Society.

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Engaging leadership style may boost employee engagement

Supervisors perceived as engaged leaders in the initial survey did indeed enhance employee engagement as captured in the second survey. This impact appeared to occur via a boost in employees’ personal psychological resources of optimism, resiliency, self-efficacy, and flexibility—these results are in line with evidence from previous studies.

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Photo by UX Indonesia from Unsplash.com

A new analysis suggests that a particular leadership style dubbed “engaging leadership” can boost employees’ engagement and enhance team effectiveness within the workplace. Greta Mazzetti of the University of Bologna, Italy, and Wilmar Schaufeli of Utrecht University in the Netherlands present these findings in the open-access journal PLOS ONE.

An employee who is engaged typically has a positive state of mind relating to their work and shows vigor, dedication, and absorption in their work. Previous research suggests that more engaged employees tend to have greater well-being and better job performance.

Previous research also suggests that a certain style of leadership known as engaging leadership—involving leaders who fulfill employees’ need for autonomy, feeling competent, and feeling cared for—may boost employee engagement. However, most studies of workplace leadership styles have focused on a single point in time, without analyzing potential effects over time.

To provide new insights, Mazzetti and Schaufeli explored the impact of an engaged leadership style on work engagement and team effectiveness of 1,048 employees across 90 teams within a Dutch workplace. Participants each took two surveys, one year apart, which included questions about their supervisors’ level of engaging leadership, their own work engagement, and other personal and team characteristics.

Statistical analysis of the responses suggests that supervisors perceived as engaged leaders in the initial survey did indeed enhance employee engagement as captured in the second survey. This impact appeared to occur via a boost in employees’ personal psychological resources of optimism, resiliency, self-efficacy, and flexibility—these results are in line with evidence from previous studies.

Similarly, engaged leaders appeared to enhance team effectiveness by boosting team resources, which consisted of performance feedback, trust in management, communication, and participation in decision-making. Team resources also appeared to affect individual employee engagement.

These findings support the use of engaging leadership to boost employee engagement and team effectiveness in the workplace. Future research could compare the effects of engaging leadership versus other leadership styles on employees and teams over time.

The authors add: “A leader who inspires, strengthens and connects team members fosters a shared perception of available resources (in terms of performance feedback, trust in management, communication, and participation in decision-making), and a greater psychological capital (i.e., self-efficacy, optimism, resilience, and flexibility).”

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