Thesis, Graduate (Master in Management)--University of the Philippines MIndanao,April 2007.

Confidential

Nurturing may not be a word one would associate with Globo Philippines, Inc. (GPI) on its 12th year operation in Mindanao. Nevertheless, it is never too late for the company to care more for things beyond power generation by giving back to the environment, the community and the men and women who work hard to maintain its world-class status. GPI was incorporated under the Philippine Laws in 1993 in connection with the Operation and Maintenance Agreement for 2 x 100 megawatts Barge-Mounted Power Plants of National Power Corporation (NPC) and an Operation & Maintenance Consortium (O&M Consortium) for a period of 15 years. Since the start of its operation in Mindanao in 1994, the company has exhibited a good financial position and positive profit margin due to the increasing service demand in power-generated electricity. Today, GPI is still assessed as internally strong and more than capable of delivering the provisions of its sub-contract agreement for the operation and maintenance of the Power Barges. This assessment is based on the analyses of the organization's external and internal environments which were conducted as part of the strategic management process developed using a strategic management framework adapted from F.R. David (1999), More so, the data gathered from a number of interviews with various stakeholders, review of the internal documents, and the references collated from other secondary sources were useful in validating and completing the entire process, rather than revealing only the organization's strengths and weaknesses, opportunity and threat. Undoubtedly, the organization's continuing efficiencies in the Organization of General Management, Human Resource Management, Financial Management, Purchasing and Logistics Management and Barge Operation and Maintenance, are still very important for the remaining 3 years of the same sub-contract agreement. However, beyond these operational efficiencies should also be strategic approaches that would keep its power generation facilities running for the years to come, make sure continually that no harm is brought to the environment, that the communities that host its installations are well taken cared of, and that its people are also prepared for the end of its sub-contract agreement or even its possible furtherance beyond year 2009. Thus, for the next 3 years, the organization's strategic goals are set to (1) recognize the legitimate rights of all stakeholders; (2) take on a proactive role in corporate citizenship; (3) develop a strategic approach to employees? motivation and retention; (4) develop a comprehensive program on employees? training, re-training, and development, while increasing their employability and marketability; and, (5) strengthen its leadership and general management. Using analytical tools such as the SWOT Matrix and the Simplified Prioritization Method, these strategies were formulated and pursued around core values, sustainability, teamwork, transparency, action, ability and reforms in the workplace. Accordingly, a 3 year action plan and control systems were also conceptualized to ensure that these strategies are properly implemented and continually evaluated at GPI ? with the hope to promote the same responsible intentions for the environment, the community, and its valued human resources.