Reviving Livelihood Enriching Lives 4

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PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives

SUSTAINABILITY REPORT 2020
For the PLDT Group, pursuing sustainability means

contributing to a world that responds to the needs
and best interests of our stakeholders, in the best and
worst of times. Together with our employees, customers,
investors, suppliers and partners, we seek to bring the
best possible digital technology-enabled environment for
our families and communities. Learning from the lessons
of the pandemic, we intend to future-proof our network
and ensure the delivery of innovative solutions, services
and products necessary to endure in a rapidly changing
landscape. We will continue to redefine resilience and
empower our stakeholders with the tools to thrive in
unprecedented circumstances as we forge a path to
a truly sustainable world.
2
About the Report

102-46, 102-50, 102-53, 102-54
What’s Inside
This Sustainability Report covers initiatives and programs Introduction Our Sustainability Pillars
from January 1 to December 31, 2020 of the PLDT Group,
which is composed of its fixed line (PLDT and ePLDT) and 01 About the Report 51 Connect everyone everywhere
wireless (Smart ) businesses. through our products and services
03 Sharing Our Purpose
This report has been prepared in accordance with the 53 Awesome Customer Experience
Global Reporting Initiative Standards: Core option. SGV 07 2020 Highlights at a Glance and Quality of Service
& Co. did the independent external assurance on selected
disclosures. Please refer to SGV’s statement of assurance 09 2020 Awards and Recognition 65 Growth-Driven Innovation
on page 165.
10 Membership in Associations 71 Protect our planet through technology
We have also aligned this report to the Sustainability
Accounting Standards Board and United Nations Global 73 Responsible and Efficient Operations
Compact Principles and made relevant references in the
report. Please refer to page 162 for more details. Messages 87 Effective Environmental Stewardship
Learn more about our sustainability initiatives, specifically 11 Chairman, President and CEO 97 Build resiliency through human capital
under environmental stewardship, by following these and strong communities
social media pages: 13 Chief Revenue Officer
99 Excellence through Human Capital
PLDTSmartGabayKalikasan 15 Chief Sustainability Officer
115 Positive Community Impact
gabaykalikasan
129 Good Governance and
gabaykalikasan 17 Ethical Business Practices
COVID-19 Response
We welcome your feedback or questions regarding

this Sustainability Report. You may send your
comments or inquiries to the following: Our Sustainability Evolution Annexes
145 Performance Indicators
21 A Pivotal Year for Sustainability
Chief Sustainability Office
159 GRI Content Index
PLDT Corporate Office 23 Our Sustainability Journey
Ramon Cojuangco Building
162 SASB Index | UNGC Index
Makati Avenue, Makati City 1200, 29 Celebrating Our Progress
Philippines
163 Statement of Assurance
33 Stakeholder Engagement
Telephone: +632 88168024
Email: chiefsustainabilityoffice@pldt.com.ph 41 Building Our Children’s
Sustainable Future
PLDT Corporate Governance 43 Enterprise Risk Management

Email: corpgov@pldt.com.ph
47 Materiality and Sustainability
Reporting Framework

3
SHAREING OUR PURPOSE 4
Sharing Our Purpose 102-16
To create meaningful and resilient connections responsibly. We deliver our products and services through the following business units:
102-2, 102-6, 102-45
The PLDT Group is the largest and most diversified telecommunications

PLDT HOME
and digital services company in the Philippines, committed to connecting
everyone everywhere through innovation and technology to build the PLDT Home is the Philippines’ This means unlimited, uninterrupted
resiliency of people and communities. fastest fixed network and digital video streaming, lag-free gaming, and
services provider, serving 2.9 million seamless internet browsing experience
subscribers nationwide. PLDT Home at home. With its strong commitment to
offers broadband data services such fulfill subscribers’ digital home lifestyle
as fixed wireless (PLDT Home WiFi) needs, PLDT Home delivers product
VISION and fixed wired (PLDT Home Fibr) that bundles for high-speed internet and
Lead and inspire run through our superior Fiber-to-the- digital services under its Smart Home
Filipinos to Home (FTTH) network and reaches over banner – a digital ecosystem that is
create a better 429,270 kilometers of fiber cables. built on the pillars of Entertainment,
tomorrow. With its extensive FTTH network Security, and Automation.
roll-out, PLDT Home has over 626
Fibr-powered PLDT Smart Cities in This suite of multimedia services and
MISSION the country, serving approximately solutions helps Filipino families stay
Empower Filipinos 9 million homes nationwide. connected and provides them easy
everywhere with access to information and quality
customer-focused PLDT Home’s broadband services entertainment at the comfort of
digital innovations enable subscribers to enjoy up to their homes.
that unlock and 1 Gbps of symmetrical internet speeds
share their infinite or equal upload and download speeds.
potential.
Our Company is the leading our stakeholders with products, services,

telecommunications and digital services and operations that are innovative and PLDT ENTERPRISE
provider in the Philippines. We offer a environment-friendly, to build resiliency
wide range of telecommunications and in our communities. These points of Our corporate business unit, PLDT Enterprise, provides a suite of innovative
digital services across the country through collaboration and action allow us to work solutions across all forms of enterprise. A major partner of both enterprises
our fixed line, wireless, and other principal together to achieve shared economic, and small to medium-sized businesses that form the backbone of the
business groups. environmental, social, and governance Philippine economy, the unit gives clients the solutions for a wide range of
(EESG) goals. digital communication needs.
PLDT is listed on the Philippine Stock
Exchange (PSE:TEL) and its American This year’s report will show readers our These include internet, data networking, voice communication, data
Depositary Shares are listed on the commitment with increased engagements center, solutions for mobility, managed Information and Communications
New York Stock Exchange (NYSE:PHI). with sustainability partners and a drive Technology (ICT) and cybersecurity.
In 2020, our Company was listed as one to better define environmental goals and
of the largest in the Philippines in terms targets. We are focused on fine tuning our
of market capitalization. sustainability journey to fulfill our promise to
deliver services and innovations that provide
For many years, we have been diligently optimal benefits to target communities.
reporting on our sustainability journey We are motivated by our Seven Pillars
and sharing with stakeholders the actions of Sustainability, which we defined in
and choices the organization has made 2019 and are articulated in this report.
towards the pursuit of our sustainability Our Sustainability Pillars articulate our
goals. We have further refined our focus purpose, guide our initiatives, and strengthen
on “people, planet, and profit” to connect our resolve to move forward and deliver
a future that our people truly deserve.
SUSTAINABILITY SUSTAINABILITY
INTRODUCTION / MESSAGES / COVID-19 / / / ANNEXES
EVOLUTION PILLARS
Sharing our 2020 Highlights 2020 Awards Membership in

Purpose at a Glance and Recognitions Associations PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives
5
SHAREING OUR PURPOSE 6
ePLDT, INC. SMART COMMUNICATIONS, INC.
The Information and Communication Technology arm of our Group, Reinforcing integrated telecommunications superiority for our
ePLDT Inc. has led the industry in the development of end-to- group, our wireless arm Smart Communications, Inc. (Smart)
end technologies for enterprises across the country and the Asia serves over 95 percent of the country’s cities and municipalities.
Pacific region. The subsidiary delivers digital business solutions that The combined 2G, 3G, and 4G LTE, and now 5G network provides
are at par with global standards, with products and services that mobile communications services, high-speed internet connectivity,
include cloud, cybersecurity, purpose-built data center facilities, and and access to digital services and content. Through our Postpaid
managed IT services. These solutions are eyed to help organizations and Prepaid groups, as well as our value brands TNT and Sun, our
in varying industries to harness the power of technology in achieving services benefit approximately 73 million subscribers. Smart also
their goals faster. offers satellite communication services under the brand Smart World
to ensure communication accessibility to all Filipinos. Smart’s thrust
ePLDT currently owns and operates the largest data center footprint is to support the country’s growing digital economy and provide the
in the country with 10 facilities. The VITRO network of data centers best customer experience for the increasingly digital Filipino lifestyle.
has a total of 9,150 racks, powered by a combined 86 MVA total
power capacity, serving the mission-critical operations of industry- As part of the Company’s massive group-wide digital transformation
leading organizations. program, Smart fulfilled its commitment to give more than 96 percent
of the population access to the most advanced LTE network.Smart
increased the number of LTE or 4G base stations by 51 percent to
about 24,600 and augmented the number of 3G base stations by 19
percent to 13,800.
PLDT GLOBAL CORPORATION
PLDT Global Corporation (PGC) is a technology services company

that provides high-quality communication infrastructure and
innovative platforms to its global network of carriers, enterprise Mobile
customers, and retail partners enabling them to achieve their 72.9 Million Subscribers
desired connectivity, reach, and market relevance.
PGC, as the international business unit of the PLDT Group, builds

and delivers a full range of digital solutions that serve the evolving
needs of the Global Filipinos.
Fixed Line
3.0 Million Subscribers
10%
Broadband
3.0 Million Subscribers
43%
Mobile Network
Data Traffic Increase
2.9 exabyte from 2019
79%
EVOLUTION PILLARS

7
2020 HIGHLIGHTS 8
2020 Highlights at a Glance 102-7
Awesome Customer Experience and Quality of Service 102-6, 201-1, TC-TL-000.A, TC-TL-000.B Excellence through Human Capital 102-8, 401-2, 403-9, 404-2, 405-1
429,270 km Smart Coverage 17,571 97.7% 654

PLDT Fiber Optic
Network Coverage
96% 95% Employees
training reach rate
of unique employees
e-learning courses
for a total of 1,083 hours
of Cities
of Population
PHP188.3 BILLION 722,656 2,565,050

Direct Economic Value
Recognized by
training hours, PHP26.8 BILLION Total Man-Hours, PLDT
for the fastest fixed and mobile average 41.1 hours Employee compensation and benefits employees without
Generated (Revenues) networks in the Philippines for 2020 per employee lost time accidents
Growth-Driven Innovation TC-TL-520a.2, TC-TL-550a.2

Positive Community Impact 203-1
Investments of
Smart 5G speeds breach
PHP71.9 BILLION PHP30.4 MILLION 1,047
720 Mbps to invest and future-proof worth of medical equipment donated
to East Avenue Medical Center
total number of Gabay Guro
graduates since 2007
the network (CAPEX)
Responsible and Efficient Operations

PHP496 MILLION
302-5, 306-3, 306-5
investments to Community
552,820
Fuel cell technology Deployment of alternative
deployed in
cooling systems in about
200 cell sites

to reduce diesel
kilos of used lead acid
batteries properly disposed, 6,000 sites
treated and recycled to reduce energy Good Governance and Ethical Business Practices 201-1, 205-3
consumption
Effective Environmental Stewardship Principle 7, 8 & 9 PHP114.5 BILLION

Partnership with Sustainability Accounting Standards Board (SASB), Task Force
Economic Value Distributed
(includes operating costs, compensation and
PHP25.1 BILLION
on Climate-related Financial Disclosures (TCFD), United Nations Global Compact benefits, payments to government and providers
Paid to providers of capital
(UNGC), and Business for Social Responsibility (BSR) to monitor sustainability of capital, and community investments)
Partnership with the UP Marine Science Institute and Marine Environment

Resources Foundation to rehabilitate marine protected areas in 24 sites
Partnership with the Department of Environment and Natural Resources (DENR) to

PHP7.7 BILLION 0
Taxes paid to government Confirmed incidents
conserve the Caimpugan Peatlands at Agusan Marsh Wildlife Sanctuary of corruption
(please see Annexes for other tax matters)
Deployment of a bioacoustics monitoring system for the protection of the
Palawan rainforests, in partnership with the DENR and Huawei
Product Planet People
EVOLUTION PILLARS

9
AWARDS AND RECOGNITION 10
Awards and Recognition Membership in Associations

102-13
The Group has received a significant number of awards and

Local
commendations, including those specific to sustainability. These attest
• Earth Day Network Philippines • Association of Foundations
to our commitment to excellence and sustainable development not just • Emergency Telecoms Cluster, National Disaster • League of Corporate Foundations
Risk Reduction and Management Council • Healthcare Information Management Association
for the Company, but for all Filipinos. • Good Governance Advocates and Practitioners of the Philippines of the Philippines (HIMAP)
• Integrity Initiative, Inc. • IT & Business Process Association of the Philippines
• Philippine Association of Private Telephone (IBPAP)
Companies (PAPTELCO) • Semiconductor and Electronics Industries in the
• Philippine Business for Education Philippines Foundation, Inc (SEIPI)
• Philippine Business for the Environment • The Canadian Chamber of Commerce of the
• Philippine Business for Social Progress Philippines (CANCHAM)
• Philippine Chamber of Telecommunication Operators (PCTO) • Philippine Franchise Association (PFA)
• Supply Chain Management Association of the Philippines (SCMAP) • Philippine Retailers Associations (PRA)
• Philippine Disaster Resilience Foundation (PDRF) • Contact Center Association of the Philippines (CCAP)
• Philippine Society for Talent Development (PSTD)
2020 Digital Inclusion Benchmark GSMA Report: Digital Dividends • Philippine Center For Entrepreneurship (GoNegosyo)
• People Management Association of the Philippines (PMAP) • Australian-New Zealand Chamber of Commerce
of the World Benchmarking Alliance in Natural Resource Management • Employers Confederation of the Philippines (ECOP) Philippines (ANZCHAM)
#1 Leading Company in Asia (London, UK) • Philippine Council for NGO Certification
and Emerging Markets Featured Case Study: Connected
Mangroves and Rainforest Connection
#4 in the Top 100 Influential
Digital Companies Worldwide International
in terms of Digital Inclusion • Asian Carriers Conference Incorporated • International Inbound Services Forum (IISF)
18th Quill Awards • Business Continuity Management Institute (BCMI) of Singapore • International IP Interconnect Forum (i3F)
• Business for Social Responsibility (BSR) • International Telecommunications Union (ITU)
• Ethics and Compliance Initiative • International Telecoms Week (ITW)
• Global Settlement Council (GSC) • Metro Ethernet Forum (MEF)
• Global System for Mobile Communications Association (GSMA) • Pacific Partners Meeting (PPM)
• International Association of Privacy Professionals (IAPP) • Sustainability Accounting Standards Board (SASB)
2019 PLDT
Sustainability Report:
In Good Company External Initiatives / Charters 102-13
External Charter Participation

Business Intelligence Group
2020 Sustainability Awards Global System for Mobile
Smart is a founding signatory of the Humanitarian Connectivity Charter. Smart is a member
of the Mobile for Humanitarian Innovation, Climate Action Task Force, and Clean Technology
Communications Association
Sustainability Initiative of the Year: Technical Working Group
PLDT-Smart Gabay Kalikasan
Global Reporting Initiative Sustainability Reporting
Gabay Kalikasan omnibus campaign Forum of Incident Response and Membership provides the Group access to best practices
Security Teams (FIRST) in cybersecurity incidence response
Gabay Kalikasan “Power Over Plastic” ISO 22301 Business Continuity Management certification
Single Use Plastics ban
Organizational Information Security,
ISO 27001
Technical Security, and Physical Security certification
PLDT-Smart Gabay United Nations Office for Disaster PLDT and Smart are members of the Private Sector Alliance for
Risk Reduction (UNDRR) Disaster Resilient Societies (ARISE) in the Philippines
Kalikasan video series:
Paperless Billing Task Force on Climate-Related PLDT is the first Philippine telco and one of the pioneer local supporters
and Clean the Cloud Financial Disclosures of this international alliance
PLDT and Smart adhere to its set of recommended policies that integrate
United Nations Children’s Fund (UNICEF)
Children’s Rights and Welfare into business
United Nations Global Compact PLDT and Smart committed to support the UNGC’s 10 principles
United Nations Office for the Coordination Smart is a member of the UN OCHA Community
of Humanitarian Affairs (UN OCHA) of Practice on Community Engagement
55th Anvil Awards

For the full list of awards, please see pages 10-13
Silver Anvil Awardee: of the 2020 Annual Report.
The Good Fiber: PLDT 2018
Sustainability Report
EVOLUTION PILLARS

11
FOREWORD BY OUR CHAIRMAN, PRESIDENT & CEO 12
One step To our Stakeholders,
at a time is
In 2020, the whole world experienced what is Customers could work and study from home,
theorized as a black swan event – an extreme pay bills, and purchase necessities online.
phenomenon that is unforeseen but makes a Entrepreneurs moved to online platforms, enabling
huge impact on people and businesses. Rather
all it takes
them to reinvent jobs lost in the pandemic and
than panic, we adapted quickly to the challenges
create new opportunities amid the disruption.
of COVID-19 and delivered responsive and
Even better, people continued to connect with
102-14 comprehensive solutions to our stakeholders.
families and friends, consult their doctors, and
Lessons from the past year have shown that even attend church services, all online. We also did
" We are building the country’s most responsible and resilient leadership is the way not forget our target communities, and provided
out of the crisis. Our past efforts to future-proof
extensive digital infrastructure, to our business and our networks have built the
technology-driven programs for teachers, farmers,
students, senior citizens, and indigenous peoples
improve customer experience, serve foundations to weather events of catastrophic
to allow them to navigate this new digital world.
proportions. We are building the country’s most
target communities, and contribute extensive digital infrastructure, to improve
to sustainable development." customer experience, serve target communities, Throughout this process, we continue to invest
and contribute to sustainable development. in the business and our customers by improving
infrastructure, increasing base stations, and
Our long-term effort to strengthen advancing connectivity to address current and
the delivery of our core service – future demands. Our business journey is moving
digital connectivity – proved vital steadily towards sustainability and ensuring
as the pandemic hit. resiliency of our stakeholders and the world
we live in.
As homes, small businesses, and whole industries
increased their demand for digital services, our While our economic outlook remains unclear
dedicated staff worked around restrictions and for 2021, there is hope. It is certain that many
protocols to respond to immediate and urgent Filipinos now have the tools to not only survive
internet and communication concerns. Gaps
but thrive, throughout and beyond this crisis.
in connectivity were bridged through fiber
Seamless connections from wireless to fiber
integration, our distinct competitive edge.
have not only facilitated meaningful and resilient
Aside from sustaining our core services, the connections, but provided vital lifesaving solutions
pandemic required a pivot from business as crucial to generating incomes, continuing learning
usual. We adopted a people-first mindset, setting and education, reviving livelihood, and enriching
aside profit to prioritize the needs of people, lives despite unexpected and unprecedented
particularly those disproportionately affected by hardship. Together, we have forged a new path,
the pandemic. We boosted internet speed and and we will continue to explore ways of better
provided heftier data allocations. Reprieves and serving the Filipino people going towards a new
payment adjustments were offered to ease the and better normal, and a more sustainable world.
financial burdens of customers. More importantly,
we facilitated the digital transformation
of businesses.
One year into the crisis, we have helped reinvent MANUEL V. PANGILINAN
Chairman of the Board
resilience for the Filipino people by providing
President and Chief Executive Officer
the means for stakeholders to conduct the most
PLDT Inc.
necessary facets of their lives online.
MESSAGES
INTRODUCTION // MESSAGES /
SUSTAINABILITY /
COVID-19 /MATERIALITY / / PERFORMANCE // ANNEXES
ANNEXES
EVOLUTION PILLARS
Message from the Message from the Message from the Chief Message from the Chief
Chairman, President & CEO Chief Revenue Officer Sustainability Officer Sustainability Officer PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives
13
MESSAGE FROM THE CHIEF REVENUE OFFICER For legend information, please see page 07 14
One through
To our Stakeholders,
significantly improving the most robust network
When the COVID-19 pandemic hit Philippine in the Philippines - offering the widest range
Connectivity shores, we promised to keep our countrymen

connected. As we worked diligently throughout
the year, we kept and went beyond that promise –
of digital services, such as e-learning, e-health,
e-payments, e-commerce, and e-sports, among
others, enabling Filipinos to rebuild their lives
for our Future

by providing innovative solutions to thrive in and succeed in the new normal.
a new normal under the cloud of a pandemic.
102-14
Our revenue has grown as we work non-stop
While internet connectivity was already a to respond to the surge in demand for data and
necessity prior to the global health crisis, it connectivity. For this, PLDT and Smart fully
"We have been significantly became even more significant in the face of intend to repay the trust and loyalty of our
lockdowns, strict restrictions in movement, customers by increasing our investments into
improving the most robust and the immediate need to shift to remote the network to deliver quality services, increase
network in the Philippines— working and learning in the safety of the home.
Digital services provided the lifeline
base stations and service availability, and offer
superior connectivity products.
offering the widest range that would bring a semblance of normalcy
in such unprecedented circumstances. The future for us all is digital and sustainable.
of digital services." PLDT and Smart continue to expand and
The crisis may have caught everyone off guard, modernize digital infrastructure to meet
but heavy investments and the foresight to current and future needs. We have also started
future-proof our business allowed us to continue championing ecological efficiency in our
the delivery of our increasingly urgent services. operations, reducing environmental impact,
Our unrelenting efforts to build advanced digital fostering stewardship of the environment, and
infrastructure have certainly paid off. curbing the impacts of climate change on our
business, customers, and target communities.
We were able to quickly mobilize our This report provides information on efforts to
save energy, shift away from plastics, explore
resources, modify business models
renewable energy, address climate change, and
and strategies, and restructure forge partnerships in conservation, supported
organizational priorities to respond by digital technology and our network, and
to the extraordinary challenges of undertaken with a commitment to sustainability
the pandemic. by our people.
The pandemic has emphasized the importance

These resulted in a timely rollout of relevant of ensuring that business operations remain agile,
services so that despite the disruption, customers resilient and crisis-proof to best serve the interests
have been able to work and study from home, and needs of our customers. We will continue
purchase necessities and pay bills online, regain to learn lessons from this health crisis, apply
lost livelihood, create business opportunities, and these to operations and the conduct of business,
enrich their lives with sustained connections with and work with our partners towards creating
families, friends, and their faith. Our connectivity a stronger, more enriched, and sustainable world
and digital solutions have been crucial to rebooting for everyone.
lives and livelihoods, and reviving jobs.
One year into the pandemic, we have shown that

our network is more than ready to meet the needs
of our customers in times of crisis. We continue to ALFREDO S. PANLILIO
maintain service quality in terms of speed, reach, President and Chief Executive Officer
and reliability. More importantly, we have been Smart Communications, Inc.
Chief Revenue Officer

PLDT Inc.
MESSAGES
SUSTAINABILITY /
ANNEXES
EVOLUTION PILLARS
15 For legend information, please see page 07 16
One with
MESSAGE FROM THE CHIEF SUSTAINABILITY OFFICER
To our Stakeholders,
We at PLDT have been on a focused journey impact through financial-related disclosures
technology and to sustainability, to better serve our purpose of

creating meaningful and resilient connections
responsibly, well before the global pandemic hit
to transform our business and operations and
support environmental initiatives and communities
in preparation for a new climate reality. We also
Sustainability
the Philippines. As the country braced for the continue to use our technology and network
extraordinary impacts resulting from strict safety to conserve the country’s forests, peatlands,
102-14
protocols and lockdown measures, we rose to mangroves, and marine protected areas to
the challenge of meeting urgent demands for maintain ecosystem services that provide
connectivity in this unprecedented crisis. tremendous benefits to humankind.
“We are working with global All this effort would not have been possible
Lessons from the pandemic have shown that a
sustainability organizations to business built on sustainability contributes to without the support of conscientious leadership
the strength and resiliency of its communities. and committed personnel. The active participation
create resilient business models of all levels of staff in mainstreaming environment
Our ability to sustain the business into operations, as well as the conduct of our
and strategies and develop and keep providing quality service Gabay Kalikasan programs, shows our people’s
a science-based pathway to despite unexpected disruptions understanding of the need to live sustainably.
This Company-wide commitment is most evident
have helped our stakeholders cope,
setting environmental targets.” reboot, and recover from difficult
in our recognition at the 2020 Digital Inclusion
Benchmark of the World Benchmarking Alliance.
situations brought on by COVID-19. After a comprehensive evaluation, we were ranked
as the #1 Leading Company in Asia and Emerging
Our Company has provided outstanding support Markets and #4 out of the Top 100 Most Influential
to building the foundations of a new digital ICT Companies Worldwide in terms of digital
economy, which will be vital to Filipinos as we inclusion. We were commended for our extensive
move forward. In tandem with our business and programs to enhance access to digital technology;
economic initiatives, we have been making solid nurture technical skills for inclusion, employment,
headway in the path to sustainability. In 2020, we and entrepreneurship; strengthen user trust in our
formed partnerships to strengthen our sustainability products; and develop innovations to advance the
reporting, looked deeper into our impacts to progress of Sustainable Development Goals. Most
better craft environmental targets and goals, and significantly, we are the highest ranked company
solidified alliances with government, the academe, headquartered in a developing country based on our
development partners, and our stakeholders on the excellent performance on the benchmark.
stewardship of our planet.
Despite such a difficult year, these accomplishments
Addressing the impacts of the COVID-19 crisis inspired us more than ever to integrate sustainability
has only strengthened our resolve to help craft a and create a future-ready company.
more sustainable future. In 2019, the PLDT Group
established the Sustainability Office, a testament The crisis may not be over, but we now have
to the Company’s full commitment towards its the tools to thrive in adversity. Moreover, we are
economic, environmental, social, and governance empowered with the resolve to create a new and
(EESG) performance for the benefit of better normal – a sustainable future for our families
all our stakeholders. and communities. We are committed to consistently
innovating and improving, so that together, we can
We are working with global sustainability build a future and a world that we deserve.
organizations to create resilient business models
and strategies and develop a science-based
pathway to setting environmental targets.
These will help us prepare for what may be the
next global emergency – climate change – which
is already transforming businesses and life as JUNE CHERYL A. CABAL-REVILLA
we know it. We are working to understand its
Chief Sustainability Officer
MESSAGES
SUSTAINABILITY /
ANNEXES
EVOLUTION PILLARS
17
COVID-19 RESPONSE 18
COVID-19 Response
For legend information, please see page 07
Stakeholders
Employees, Government,
Reinventing resilience and extending compassion to our stakeholders 103-1 Customers, Communities,
Children; ESG: Social
Amid the COVID-19 pandemic, the Company invested in initiatives to create

a sound business environment that was quick to respond comprehensively to
the global crisis. The organization swiftly mobilized resources to strengthen Enhancing digital connectivity
203-1, 203-2
internet connectivity, address the needs of employees, and ease the way of
With connectivity as the lifeline that has kept We offered subscribers a six-month
doing business to sustain livelihoods – and we shall continue to innovate and communities functioning during this pandemic, installment payment program for
transform to ensure a crisis-ready economy and society even beyond the we reallocated 1,800 MHz frequencies from 2G outstanding monthly bills. Customers
to 4G/LTE to increase the volume of data traffic. could also reload phones from
time that the crisis is finally resolved. The Company also doubled data allocation “jeepalengkes” or mobile stores,
for postpaid subscribers, and enhanced data which also sustained the livelihood
packages for prepaid customers. of sales partners.
Providing communications support to key facilities
The Company also contributed by providing The Company also helped hospitals set
hotlines, pocket mobile WiFi, smartphones, up systems to conduct consultations
SIMs, e-load, and its online messaging platform, and dispense prescriptions. With the
Infocast, for the use of command centers all over Multi-Element On Wheels (MEOW)
the country. Free mobile access to StaySafe.ph, augmenting Smart’s LTE, 3G, and
which gathers health information from users, 2G services, high-speed internet was
helped in contact tracing. The deployment of free made available in high foot-traffic
fiber-powered, carrier-grade Smart WiFi in health areas such as airport terminals and
and quarantine facilities, hospitals, and local convenience stores.
government units (LGUs) addressed frontliners’
communication needs.
PLDT Donations
Donating medical equipment
and care packages
As healthcare systems struggled to keep PHP30.4 MILLION
worth of hospital equipment
up with the unprecedented demand, the to East Avenue Medical Center
Company donated medical equipment
and supplies to COVID-19 facilities.
The Makati Medical Center Foundation
received high-level decontamination 118,000+
Taking care of our people 403-3, 403-6, 403-7 services using Steramist Asia’s Binary personal protective equipment
Ionization Technology (BIT), while staff
As our employees carried out The PLDT Medical Services Team delivered from the Research Institute for Tropical almost 4,000
hygiene kits to LGUs,
extraordinary work amid the health free medicine, launched medical consultations Medicine and the National Kidney and communities, and frontline
crisis, the COVID-19 Command Center systems, supervised testing results, and Transplant Institute were provided health workers
supervised the Company’s response accommodated staff in quarantine facilities. with care packages. We also donated
plans, managed medical supplies, When COVID-19 vaccines became available, 200 scrub suits for frontliners from the
provided essential needs of personnel, it facilitated a vaccination program for employees Armed Forces of the Philippines (AFP).
and implemented safety protocols. and their families. We also addressed mental more than
health concerns through an internal 20,000
program called “Mind Your Health.” grocery packs for
families affected by
the pandemic slowdown
EVOLUTION PILLARS

19
COVID-19 RESPONSE 20
Fundraising for frontliners Delivering assistance to underserved communities
From online concerts to PLDT distributed food packs, face masks and
virtual musicals all filmed hygiene kits, and educational and livelihood
from the homes of various assistance to communities nationwide. Together
artists, we supported with the Philippine Business for Social Progress
numerous fundraising (PBSP), we supported the Sewers of Solidarity for
events and encouraged Orphans and Widows (SOW) in the production
subscribers to use the of face masks. On Global Handwashing Day last
Text-to-Donate Drive. October 15, 2020, we again worked with PBSP
and turned over two 200-liter handwashing
facilities to Brgy. 310 in Sta. Cruz, Manila.
Showing Compassion
Malasakit (concern) has been our

core value in our crisis response
efforts, particularly for the most
vulnerable members of our society.
We supported the Integrated Bar
of the Philippines-Quezon City
and provided the Bureau of Jail
Management and Penology (BJMP)
Quezon City Jail Male and Female
Dormitories with videoconferencing
equipment to speed up the hearing
Facilitating distance learning of cases and help decongest
jails. We also helped the Misamis
In support of the Learning Continuity Plan of A collaboration with the University of the Oriental Provincial Jail facilitate an
the Department of Education (DepEd), PLDT Philippines Open University (UPOU), the e-dalaw program so inmates can
offered digital tools, education strategies, PLDT Infoteach Outreach Program holistic have video calls with their families.
and trainings to help ensure continuous webinar series helped prepare teachers,
learning. Long-running education programs students, and guardians for the new normal
shifted to the digital space, with Gabay in education. The Smart-backed Central
Guro’s online trainings gathering close to half Visayas Institute Foundation - Dynamic
a million teachers in 27 e-learning sessions Learning Program (CVIF-DLP) independent
on Facebook, while its program app carrying learning strategy was also heavily endorsed
mobile learning resources generated over by DepEd for SY 2020-2021.
100,000 downloads.
EVOLUTION PILLARS

21
OUR SUSTAINABILITY EVOLUTION 22
Our Sustainability Evolution Cascading our sustainability framework

A Pivotal Year for Sustainability
The Company continues to cascade to all its employees the dynamic framework which is
anchored on its vision, mission, and core purpose of creating a responsible and resilient
In 2020, the Company made positive strides to accelerating our sustainability business. As a telecommunications and digital services company, our mandate is to contribute
to the country’s achievement of the United Nations Sustainable Development Goal (SDG) #9
leadership. The challenges of the COVID-19 pandemic underscored the
and help “build resilient infrastructure, promote inclusive and sustainable industrialization and
importance of a resilient foundation to weather unexpected disruptions foster innovation.” Our focus areas are:
and deepened our promise to contribute to development and inclusive
growth for our customers, communities, and stakeholders. Product Connect everyone everywhere through our products and services
Planet Protect our planet through technology
People Build resiliency through human capital and strong communities
We anchored our seven pillars of sustainability on these focus areas. This alignment allows
us to create the most value and meaningful long-term impacts for our stakeholders.
Our Sustainability Canvas

Responsible and Resilient Business
OUR PURPOSE Connecting and Empowering Filipinos Everywhere
OUR SDG ANCHOR # 9 Industry Innovation & Infrastructure
OUR STAKEHOLDERS Customers Employees Communities Shareholders Partners Government

& Investors & Suppliers & Regulators
Institutionalizing sustainability Adhering to Global Standards
OUR SEVEN
After establishing the Corporate Sustainability The Group advanced its environmental, SUSTAINABILITY
Office (CSO) and launching Gabay Kalikasan social, and governance (ESG) PILLARS Awesome
Customer
Growth-Driven
Innovation
Responsible
& Efficient
Effective
Environmental
Positive
Community
Excellence Good Governance
in Human & Ethical Business
in 2019, we created the Sustainability Board commitments by engaging leading Experience &
Quality Service
Operations Stewardship Impact Capital Practices
Committee under the Governance, Nomination, global organizations that monitor 1 2 3 4 5 6 7

and Sustainability Committee (GNSC) to corporate sustainability practices -
strengthen sustainability governance. Sustainability Accounting Standards
Board, Task Force on Climate-related
GLOBAL
Financial Disclosures, United Nations SUSTAINABILITY Economic Environment Social Governance
Global Compact, and Business for Social CENTRAL THEMES
Responsibility. In fact, our Company is
SASB's first telecommunications global
alliance member. These alliances will OUR AREAS Product Planet People
help embed sustainability within the OF FOCUS Connect everyone everywhere
through our products & services
Protect our planet through
innovation & technology
Build resiliency through human
capital & strong communities
organization, build capacity among staff,
1 2 3 4 5 6 7
and generate best practices. We are
also working with the Global System
OUR IMPACT
Jeffrey Hales, Chair of the SASB Standards Board, and
for Mobile Communications Association
Chaye A. Cabal-Revilla, PLDT-Smart Chief Sustainability Officer on environmental initiatives.
EVOLUTION PILLARS
Our Sustainability Celebrating Stakeholder Our Children’s Enterprise Risk Materiality and Sustainability
Framework Our Progress Engagement Sustainable Future Management Reporting Framework PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives
23
SUSTAINABILITY JOURNEY 24
Sustainability Journey
102-16 Sustainability Statement
Our sustainability journey inextricably links our We consider our seven-pillar strong
Our Vision Materiality and Sustainability purpose of connecting and empowering Filipinos sustainability framework as a canvas
Lead and inspire Filipinos Reporting Framework p. 47 everywhere, and contributing to the country’s on which our business imperatives and
to create a better tomorrow sustainable development. strategies are in a constant interplay with
programs that enable us to create
Our work in providing an extensive digital the best value for our stakeholders.
Our Mission Enterprise Risk Management p. 43 infrastructure that will enable the Philippines
to successfully navigate a world amid another These seven pillars are hinged on the focus
Empower Filipinos everywhere with wave of disruption—as Internet of Things, areas to connect everyone everywhere
customer-focused digital innovations that artificial intelligence and 5G permeate—and through our products and services, protect
unlock and share their infinite potential. meet the challenges to be better stewards of our planet through technology, and build
the environment and more equitable in resiliency through human capital and
Our Sustainability Journey social development. strong communities.
Our Values
− Deliver awesome customer experiences
− Take care of our people Three Sustainability Pillars Five Sustainability Pillars Seven Sustainability Pillars
− Collaborate to win
− Fast is better than perfect 2000 - 2014 2015 - 2018 2019 - 2020
− Malasakit (concern)
− Humility to listen and learn People Create wider opportunities for employment, Good Governance Adhere to the code of ethics Awesome Customer Experience Provide reliable customer experience
entrepreneurship, and the greater and observe the values of and Quality of Service and improve access to and quality
well-being of all Filipinos. accountability, integrity, of services.
fairness, and transparency.
Our Purpose Growth-Driven Innovation Develop innovations that create value
To create meaningful and to the business, consumers, and society.
resilient connections responsibly Ethical Business Comply with the applicable
Practices laws, rules and regulations,
and transparency Responsible and Efficient Achieve resource efficiency in all
through disclosures. Operations facets of business operations.
Our Promise
To enable meaningful connections Planet Invest in technical business solutions that Quality of Service Improve service quality and Effective Environmental Protect the environment and the
both cut costs and help save the environment. be the catalyst in the Stewardship country’s natural resources for
anytime and anywhere
formulation of solutions to sustainable development.
achieve corporate goals.
Global Standards
Social Strive to achieve resource Excellence through As an equal opportunity employer,

Responsibility efficiency in network and Human Capital cultivate a diverse and inclusive culture
facilities operations to develop transformational leaders.
Profit Expand the market of products and services. Positive Community Impact Contribute to nation-building through
community and volunteer programs that
support key priorities and engagements.
Responsible Improve the lives of Good Governance and Commit to the highest standards
Operations communities and contribute Ethical Business Practices of business ethics and corporate
to nation building. governance requirements.
EVOLUTION PILLARS
work in progress
25
Focus Areas Sustainability Pillars Objectives Material Topics SDG Targets Initiatives
GRI SASB TCFD
Stakeholders Employees, Customers, Shareholders & Investors / Suppliers, Government & Regulators / Communities, Media, & Children
Connect everyone 1 Provide reliable Service Quality, Access, • Ensure that all men and women, in particular the poor and the • Reallocated assigned 1800 MHz frequencies from 2G to 4G/LTE to increase
vulnerable, have access to appropriate new technology. (1.4) digital connectivity.
everywhere customer experience and Network
through our and improve Improvements • Enhance the use of enabling technology, in particular • Provided extensive digital communications support to COVID-19 command
products access to and quality information and communications technology, to promote the facilities, national government agencies, local government units, and hospitals
Awesome of services Data Privacy and empowerment of women. (5.B) all over the country.
and services Customer Information Security • Achieve higher levels of economic productivity through • Developed broad range of new products to transform communication, work,
Experience and diversification, technological upgrading and innovation. (8.2) business, education, sports, entertainment, and other facets of people’s lives
Quality of Service onto online platforms.
• Empower and promote the social, economic inclusion of all,
EESG Economic irrespective of age, sex, disability, race, ethnicity, origin, religion • Strengthened measures to protect customer data privacy.
or economic or other status. (10.2)
2 Develop innovations Product and Services • Significantly increase access to information and • Increased 5G deployment across the • Conducted PH Digicon to connect
communications technology and strive to provide universal and country. business leaders, technology
that create value to the Innovations
affordable access to the Internet in least developed countries by innovators, and other stakeholders.
business, consumers 2020. (9.c) • Developed advanced technological
Growth-driven and society solutions and innovations with • Crafted unique digital solutions,
• Promote the development, transfer, dissemination and diffusion international partners. such as SmartPlanet Bin,
Innovation of environmentally sound technologies. (17.7) School-in-a-Bag, and the Ka-
• Developed e-learning packages to Partner app, to address pressing
Economic AMBISYON 2040 • Fully operationalize science, technology and innovation ensure continuity of education. environmental, educational, and
capacity-building mechanism for least developed countries by microentrepreneurship needs.
EESG Promote technology 2017 and enhance the use of enabling technology, in particular • Partnered with Grab to provide way
adoption
information and communications technology. (17.8) access to products and services. • Deployed personnel and technology
Stimulate • Created campaigns to support the to maintain digital infrastructure and
innovation digital transformation of education technology during natural disasters.
and business.
Protect our 3 Achieve resource Resource Efficiency • By 2030, double • By 2030, achieve the sustainable • Maintained programs to manage resource use and reduce GHG emissions
the global rate of management and efficient use of and other environmental impacts.
planet through efficiency in all facets
improvement natural resources. (12.2)
technology of business operations Business Continuity and in energy efficiency. (7.3) • Standardized Business Continuity Management System to improve
Responsible Disaster Preparedness • By 2030, substantially reduce organizational resilience and protect critical business functions.
• By 2020, substantially waste generation through
and Efficient implement integrated prevention, reduction, recycling • Increased investments in cybersecurity to protect business operations and
Operations Asset Protection and policies and plans and reuse. (12.5) clients.
Risks Management towards resource
EESG efficiency, mitigation and • Strengthen resilience and
adaptive capacity to climate-
Economic Cybersecurity adaptation to climate
related hazards and natural
change, resilience to
Environmental
disasters, and develop disasters in all countries. (13.1)
AMBISYON 2040 and implement holistic • Integrate climate change
Ensure saftey and disaster risk management measures into national policies,
build resilience
at all levels. (11.b) strategies and planning. (13.2)
4 Protect the Environmental • Integrate climate change measures into national policies, • Strengthened Gabay Kalikasan • Partnered with UP Marine Science
strategies and planning. (13.2) with significant programs to protect Institute and Marine Environment
environment and Protection Initiatives
vulnerable ecosystems. Resources Foundation on the
the country’s • By 2020, sustainably manage and protect marine and coastal effective management and carbon
Effective natural resources Carbon Reduction ecosystems to avoid significant adverse impacts, including • Partnered with DENR, Huawei sequestration of 24 marine
for sustainable Projects by strengthening their resilience, and take action for their Technologies Philippines, and protected areas.
Environmental restoration in order to achieve healthy and productive oceans. Rainforest Connection and deployed
Stewardship development (14.2) solar-powered bioacoustics • Collaborated with the DENR on the
Environmental
monitoring systems to monitor protection of the Caimpugan Peatland
EESG • By 2020, ensure the conservation, restoration and sustainable forest activities in Agusan Marsh Wildlife Sanctuary.
AMBISYON 2040 use of terrestrial and inland freshwater ecosystems and their
services. (15.1) • Collaborated with Ericsson, and • Implemented energy saving
Ensure ecological integrity,
clean and healthy environment
Sasmuan, Pampanga LGU on initiatives to manage resources and
Connected Mangroves Project. reduce environmental impact.
EVOLUTION PILLARS
27
Build resiliency 5 As an equal Employee Health and Safety • By 2030, ensure equal access for all women and men to affordable and • Prioritized employee health and well-being.
quality technical, vocational and tertiary education, including university.
through opportunity employer, • Invested in the continuous learning and development of
(4.3)
human capital cultivate a diverse Diversity and Equality employees through e-learning courses and webinars.
and strong and inclusive • Adopt and strengthen sound policies for the promotion of gender equality
• Crafted the “Wellness Revolution: Digital Edition” program to
culture to develop Talent Attraction and and the empowerment of all women at all levels. (5.C)
communities Excellence energize and engage the workforce.
through Human transformational Retention • By 2030, achieve full and productive employment and decent work for all
• Ensured safety of staff, particularly those who need to report to
Capital leaders women and men, including for young people and persons with disabilities,
their respective offices.
and equal pay for work of equal value. (8.5)
Social EESG AMBISYON 2040
• Protect labor rights and promote safe and secure working environments for
Accelerate human Maximize all workers. (8.8)
capital development demographic
dividend
Reduce vulnerability
• By 2030, empower and promote the social, economic and political inclusion
of individuals of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or
economic or other status. (10.2)
6 Contribute to Upliftment and Technology • Build the resilience of the poor and those in vulnerable situations and Maintained the following programs to continue to
reduce their exposure and vulnerability to climate-related extreme events deliver essential services to stakeholders:
nation-building for Community Development
and other economic, social and environmental shocks and disasters. (1.5)
through community and Quality Education
volunteer programs that Partnership for the Goals • Ensure significant mobilization of resources to provide adequate and • Gabay Guro
support key priorities predictable means to implement programs and policies to end poverty in • School in a Bag
Positive all its dimensions. (1.A)
Community and engagements • Central Visayan Institute Foundation-Dynamic Learning Program
• Investment in rural infrastructure, agricultural research and technology • Smart Wireless Engineering Education Program
Impact development in order to enhance agricultural productive capacity. (2.A) • Smart Prepaid Innovation Generation
• #Cybersmart Caravan
• Strengthen the prevention of substance abuse, including narcotic • #LearnSmart eLearning Sessions
drug abuse and harmful use of alcohol. (3.5) • MVP Academic Excellence Awards
EESG • PNP Educational Grant
• Ensure that all children have access to quality education. (4.2)
Social • PLDT Infoteach Outreach Program
• Substantially increase the number of youth and adults who have
Improving Livelihood
relevant technical and vocational skills, for employment, decent jobs and
AMBISYON 2040 • Digital Farmers Program
entrepreneurship. (4.4)
Promote • Buy Local Buy Smart Campaign
philippine • Substantially expand globally the number of scholarships • WeHealAsOne: LGU Engagement Program
culture and values
available. (4.B) • Kalye Mabunga
Expand economic
opportunities • Substantially increase the supply of qualified teachers for Disaster Resilience
teacher training in developing countries. (4.C) • PSF support for the victims of the Taal eruption as well as other
Increase access typhoons
to economic • Enhance scientific research, upgrade the technological capabilities • #SafeAndSmart
opportunities
of industrial sectors in all countries. (9.5) • Cash-for-Work-Program
• Strengthen efforts to protect and safeguard the world’s cultural • Tuloy Pa Rin and Pasko Movement
and natural heritage. (11.4) • Philippine Disaster Resilience Foundation programs and activities
• Access to science, technology and innovation (17.6) Tourism

• Digital Catechism
• Fully operationalize science, technology and innovation (17.8) • #TravelSmart
7 Commit to the Good Corporate Governance • Encourage companies, especially large and transnational companies, to • Renamed the Governance and Nomination Committee to
adopt sustainable practices and to integrate sustainability information into Governance, Nomination, and Sustainability Committee.
highest standards
their reporting cycle. (12.6) The GNSC includes the Chief Sustainability Officer as
of business ethics Transparency and Disclosure Non-voting member.
and corporate • Promote public procurement practices that are sustainable,
governance Supply Chain Management in accordance with national policies and priorities. (12.7) • Formed the Data Privacy and Information Security Committee.
Good
Governance and requirements • Substantially reduce corruption and bribery in all their forms. (16.5) • Signed and participated in the United in the Business of a Better
World: A Statement from Business Leaders for Renewed Global
Ethical Business • Develop effective, accountable and transparent institutions Cooperation of the United Nations Global Compact.
Practices at all levels. (16.6)
• Discussed leadership amid the pandemic at the Annual In-House
• Ensure responsive, inclusive, participatory and representative Corporate Governance Enhancement Session for Board Members
decision-making at all levels. (16.7) and top management officials.
EESG • Promote and enforce nondiscriminatory laws and policies
Governance for sustainable development. (16.B)
EVOLUTION PILLARS
29
Celebrating Our Progress

A banner year for sustainability, our alliances with international
sustainability reporting partners, extensive assessment of ESG
performance and targets, and continued collaboration in
environmental stewardship underscored our drive to raise our
business profile while caring for people and the environment. Showcased best practices in sustainable
development at the Prince of Wales’
Accounting for Sustainability Summit (A4S)
Working with sustainability allies 102-12

Following the release of WBA DIB,
the benchmarking leader chose us
to showcase report findings at the
A4S, which upholds sustainable
decision-making in businesses.
Lauded at the 2020 Digital
Inclusion Benchmark of the
World Benchmarking Alliance
The in-depth analysis of the WBA

tracked how the PLDT Group is helping
advance a more inclusive digital
economy and society.
The study was developed in close

collaboration with an Expert Review PLDT-Smart Chief Sustainability Officer
Committee (ERC) of members from the Chaye A. Cabal-Revilla discussed efforts to
World Bank Group, GSMA, International strengthen our digital network and develop
Telecommunication Union, and more. affordable services for work-from-home
Stretching across 33 economies employees, entrepreneurs who need online
worldwide, the benchmark covers platforms for their business, and youth
digital systems across three industries: and teachers who need to continue with
telecommunication services; hardware, their learning.
consisting of the manufacture of digital
goods such as end-user devices,
network equipment and semiconductors;
and IT services, consisting of software
applications, data centers, cloud
computing and platform services.
DIB used four measurement areas—

access, skills, use, and innovation—
which are all aligned with the
UN SDGs and informed by research,
stakeholder engagement, and related
indexes. The WBA then evaluated
the companies according to
their disclosures, commitments,
and performance.
EVOLUTION PILLARS
31
Our environmental initiatives
Only telco worldwide and sole Philippine • We partnered with the University of
company to participate at the Sustainability the Philippines Marine Science Institute
Accounting Standards Board Alliance (UP MSI) and Marine Environment
Corporate-Investor Dialogue Resources Foundation (MERF) to
contribute to the natural regeneration
and rehabilitation of marine protected
“It is rare to see this level of transparency areas (MPAs) in 24 sites.
in these markets, and novel to have the
richness of the data. It shows a self- • Our collaboration with the Department
confidence of the company to share, track, of Environment and Natural Resources
and capture all this data, and gives a (DENR) targets the protection,
conservation, and restoration of
strong perception that the company
Caimpugan Peatlands at the Agusan
is run well and has reporting embedded
Marsh Wildlife Sanctuary.
in the culture.”
• In cooperation with the DENR and Huawei
- Alliance feedback on Philippines, we undertook a project called
PLDT’s ESG reporting Rainforest Connection, in partnership
with a US-based non-government
organization of the same name. Through
The Corporate-Investor Dialogue highlighted a solar-powered bioacoustics monitoring
the quality and implementation of SASB system deployed in forests, this innovative
reporting standards. Members praised the solution taps mobile technology to detect
substance and comprehensiveness of our ESG and record forest sounds that can help
data, as well as our efforts in human capital prevent illegal logging and poaching
reporting, specifically in the details concerning activities. Pilot sites include five DENR-
diversity and gender. designated areas in Palawan, which
is recognized as the country’s “last
ecological frontier.”
• We continued our partnership with

Ericsson on the Connected Mangroves
project, which uses Internet of Things
(IoT) solutions to restore mangroves for
coastal communities.
• Our massive environmental mural over

PLDT’s Makati headquarters exterior
Conducted the first assessment of climate aimed to raise awareness of wildlife
change-related transition and physical vulnerable to climate change. The 120-
risks to identify opportunities to address foot high artwork of an endangered
climate-related risks in line with TCFD Rufous-headed Hornbill is the tallest
environmental painting in Southeast Asia
recommendations. to date.
Read more on Effective Environmental

Stewardship on pages 85-94.
EVOLUTION PILLARS
33
Stakeholder Engagement
102-40, 102-42, 102-43, 102-44
We recognize the importance of maintaining collaborations based on

shared values with our various stakeholders whom we identified as
those we have impact on and those who have the potential to impact our
business. Our Stakeholder Engagement Management Plan details avenues
for communication between the Company and our employees, customers,
and investors to ensure open and transparent communications and
responsiveness to key concerns.
Employees
PLDT Group employees are spread geographically in the different offices,
business zones, digital stores, and cell sites across the Philippines.
Engagement Methods Frequency of Engagement

• Functional goals that are aligned • Cycle of goal-setting and performance
with management goals appraisal activities, at least once a year,
• Employee engagement surveys plus performance coaching sessions
to measure the level of spread across the year
engagement among the • Employee engagement surveys
employees of the Company every three years
• Pulse surveys • Pulse surveys at the end of major
• Regular training programs including engagement programs
those by Telecommunications • Regular skills training programs
Training and Education Center • Leadership development programs
(TelTEC) and at every promotion stage in the
PLDT Smart University employee’s life cycle
• Programs that support • Digital dialogues and cascades,
the well-being of employees two to three times a year
(MVP Olympics/health • Functional town halls at
and wellness webinars least once a year
• Online internal communication • Annual medical check-ups
platform to keep employees
informed and engaged with
relevant company and Key Concerns
business news • Employee experience Responses
• Comprehensive health and • Leadership development • Talent management and • Learning and development
medical benefits • Digital culture transformation
succession planning programs at all levels
• Product Knowledge trainings • Skills training
to better equip employees in • Career opportunities • Safe, secure, and healthy environment • Employee engagement to
promoting existing products • Health and Safety • Global certifications for encourage innovation and creativity
and services of PLDT • Work-life balance critical technical skills • Digital workplace
• Working conditions • Employee wellness programs • Business continuity and
• Compensation disaster management
and benefits
EVOLUTION PILLARS
35
Customers
Our customers include residential customers, micro, small and medium enterprises (MSMEs)
and corporate customers covering large companies, organizations, and government.
Responses
Engagement Methods Frequency of Engagement • Service access

• Market research studies to understand • Annual research program • Service quality and network
customer needs and pain points with planned quarterly activities improvements
• Market research and focus group • Year-round customer • Affordable services and access
discussion studies interactions • Customer data privacy and
• Voice of the Customer studies to monitor • Online customer panels one information security
• Innovation in products and services
company performance form the customer’s to three times a month
• Streamlined product portfolio
point-of-view (e.g. satisfaction, advocacy) and offerings
• Monitoring and analysis of internal customer across business units
metrics to optimize network, channel, Key Concerns • Digitalization and automation
and service delivery performance • Company image and reputation • Paperless billing
• Customer interactions across various • Products portfolio • Online payments and self-service
touchpoints and channels: Business offices, • Quality of service customer channels
Call centers, Online service, self-service • Pricing
facilities, sales agents, relationship managers, • Channels and means to contact
technicians and contractors, bill delivery • Effortless engagements with
service providers, SMS facility PLDT that promote positive
• Operation of online customer panels to customer experience
crowdsource customer feedback and ideas • Service Level Agreements
• myHome app/Giga for service provisioning, restoration,
• MVP Rewards and queuing,
and transaction times
• Billing process and delivery
• Payment and collection
• Data privacy
Communities
Responses
The PLDT group operates in communities all over the Philippines, which include local residents,
local government units, non-government organizations, and other sectors. • Response to natural disasters
and calamities
• Resource efficiency and
operations
• Provision of products and services that Daily-weekly basis
• CSR programs that positively
connect people and enable them to manage impact the communities’
the constraints of time and place education, health, livelihood,
more efficiently and overall well-being
• Creation of wider opportunities for employment, Key Concerns • Investments in various
entrepreneurship, and greater well-being • Improvement of lives through
environmental and livelihood
• Engagement with the communities through our products and services
programs nationwide
corporate social responsibility (CSR) projects in • Impact of our operations in
education, health, livelihood development, culture their community
and arts, youth development, sports, disaster
resiliency and preparedness, and
environmental protection
EVOLUTION PILLARS
37
Shareholders and Investors

We have a wide shareholder base in the Philippines and abroad due to our
PSE and NYSE listings.

Responses
• Public disclosures to investors and • Quarterly release of financial
shareholders through the Annual Report, statements, MD&A, and analyst
• Annual reporting and disclosure
which includes: Management Discussion and presentations
• Managing business risk
Analysis (MD&A), Financial Statements, Audit • Quarterly conference calls and
• Business continuity and
Committee Report, Corporate Governance briefings with the press, investors,
disaster management
Report, Enterprise Risk Management Report, and analysts to announce financial
• Business ethics and governance
and Corporate Social Responsibility Report and operating results, respond
• Sustainability Reporting
• Press releases and disclosures filed with to queries and clarifications, and
the regulators on important company provide outlook
developments • Face-to-face briefings: upon
• Meetings and conference calls with announcement of first half and
shareholders, fund managers, full-year results
investors, and analysts • Quarterly or as needed participation
in investor fora and conferences
• Quarterly dialogues with
shareholders, fund managers,
Key Concerns investors, and analysts
• Company’s operational and
financial performance
• Recent developments in the industry and
the Company’s outlook and future plans
• Company’s compliance with corporate
governance policies
Government and Regulators

These stakeholders include government agencies from the local, regional, and national levels,
such as the Department of Information and Communications Technology (DICT), Department
of Labor and Employment (DOLE), Department of Trade and Industry (DTI), National
Telecommunications Commission (NTC), Securities and Exchange Commission (SEC), Responses
and other external regulatory bodies, as well as local and national government officials.
• Business ethics and governance
• Compliance with regulatory and
Engagement Methods Frequency of Engagement environmental standards
• Operations that are within relevant As required • Sustainability Reporting
legislative and regulatory frameworks and
compliance with applicable requirements
• Participation in public forums and hearings
conducted by government and regulatory Key Concerns
agencies relative to initiatives in the Compliance with regulations, policy,
field of ICT and other matters in the interest of
our shareholders, customers, and
other stakeholders
EVOLUTION PILLARS
39 40
Suppliers
OUR SUSTAINABILITY EVOLUTION
The Company currently has accredited suppliers, which serve the requirements of the
business, ranging from items under capital expenditures to operating expenditures.
Responses
Engagement Methods Key Concerns • Compliance with
• Direct coordination with the procurement unit and Eagerness to offer regulatory standards
internal proponents partnerships, subject • Business ethics and
• Online portals such as the Enterprise Resource to appropriate governance
Planning (ERP) system and the Supplier transparency measures
Relationship Management (SRM) that
communicate with suppliers and serve as facilities
to ensure integrity of the bidding process
Frequency of Engagement
As needed
Media
Our stakeholders in media include representatives from working journalists
and publishers in print, TV, and radio as well as online and digital media.
Responses
Engagement Methods Key Concerns
• Quarterly press briefings
• Regular media engagements through the CEO, Newsworthiness of events,
that coincide with
company spokespersons, and public affairs press releases, and corporate
company disclosures
executives to provide accurate, reliable, vital, and movements
• Annual Reports and
timely information that is in
Sustainability Reporting
the public interest
• Online channels Frequency of Engagement
• Press briefings and press releases As required
Children
We believe that the welfare of Filipino children is an essential concern that
needs to be addressed in a truly effective sustainability mind-set and culture.
Responses
Engagement Methods Frequency of Engagement • Operator-level cooperation

• Partnerships with UNICEF and key industry At least twice a month with regulatory and
stakeholders on the development of industry stakeholders for
measures to promote the safety of Filipino coordinated measures
children online Key Concerns against OSAEC
• Agreements with the Philippine National • Prevalence of online sexual abuse • Development of key
Police Women and Children Protection and exploitation of children policies that integrate child
Center and International Mission for a citizen • Gaps in public awareness and safeguarding and online
reporting mechanism on online sexual abuse education on safe digital use protection in mainstream
and exploitation of children (OSAEC) and practices business practices
• Lack of proper parental guidance • CSR and community
on children’s use of digital devices engagements
More about this in the next page:
EVOLUTION PILLARS
41 42
For legend information, please see page 07

OUR SUSTAINABILITY EVOLUTION
Building our Children’s Sustainable Future

Stakeholders
Government, Communities,
Increasing Child Safety in the Digital World Principle 1 Children; ESG: Social
PLDT is the first Philippine corporate entity to integrate

children’s rights in business through the Child Safeguarding Policy.
This embodies our commitment to protecting Filipino children in a
rapidly increasing digital landscape and within the context of our
operations in the workplace, marketplace, and community.
Maintaining a safe online environment for children
Blocked
2,900 websites
with online sexual abuse and
exploitation of children content
Blocked more than
12 billion
attempts by subscribers to
open compromised pages
The PLDT Group is committed to upholding cases of online sexual abuse and exploitation
children’s rights to growth and development, of children in the Philippines. In cooperation
as well as safety from harmful influences, with the National Telecommunications
abuse, and exploitation. These are in Commission and key industry intelligence Working with Philippine Chamber of
hopes of safeguarding their welfare sources, we blocked access to inappropriate Telecommunication Operators (PCTO)
particularly in times of crisis. websites and domains. As this report to amend RA 9775 or the Anti-Child
goes to press, we have signed a corporate Pornography Act of 2009 to better
The Company has been working with membership to the Internet Watch protect children
UNICEF since 2018 to craft pro-children Foundation (IWF), the international
policies aligned with the Children’s Rights technology and intelligence alliance for the
and Business Principles framework. elimination of child abuse materials over
As a result, we incorporated children in the Internet. Meanwhile, Smart offered
the 2019 stakeholder management plan #CyberSmart: Cyber Security Beyond Digital
and recently released our landmark Child learning series with DepEd, UNICEF, and
Safeguarding Policy. National Privacy Commission (NPC) and
successfully trained more than 28,000
The Company reinforced its technology and students and teachers on Internet safety.
network security platforms to help eliminate
EVOLUTION PILLARS
43
Enhancing the Risk Management Process
Enterprise Risk Management The Enterprise Risk Management (ERM) updated ERM Framework. These will help
102-11 framework was updated and redeveloped with the Group Risk Management Department
related processes and policies. Enhancements (GRMD) meet regulatory requirements,
Our list of top risks is dynamic and varied, affecting our shareholders, include a revised approach to the implementation develop an intelligent risk culture within the
employees, customers, suppliers, and communities. It is important that Risk Appetite concept and the adoption Company, promote active risk assessment
of the Three Lines of Defense Model – a and monitoring, and facilitate real-time
we manage our risks properly in order to reduce the uncertainty framework designed to facilitate an effective reporting of risks.
associated with business performance, enable the organization to take risk management system that clarified roles of
management, various risk control and compliance The GRMD promulgates and encourages
advantage of opportunities, and promote planning for the allocation of oversight functions, and Internal Audit. the adoption of a standard risk
resources and management process, underlining the need
A new Governance, Risk, and Compliance to focus on properly identifying, analyzing,
Despite constantly evolving risk factors, our top long-term strategic risks have platform was developed to improve the collection evaluating, treating, and monitoring
not significantly changed. The Company, therefore, keeps abreast of various of risk information, enhance risk analysis and risks that may affect the achievement of
technological advancements and innovations to integrate them into products and monitoring capabilities, and help implement the business objectives.
services. We also keep aware of the competitive situation in the industry, especially
with new entrants and existing competition.
Improving Risk Governance
The Corporate Sustainability Office also assists The implementation of the Enterprise
Prioritizing Risks the GRMD in reviewing climate-related risks Risk Management process ensures that
and opportunities, including regulatory risks critical risks are well understood and
While profitability remained important in 2020, it Top Company Risks 2020 and risks associated with the global transition effectively managed across all our
took a back seat to the business’ more important to a low-carbon economy (transition risks). functions and units. We believe that
components: the health and safety of our employees, • Prolonged pandemic
We anticipate that the government will create an effective risk management program
maintaining connectivity and service to customers, regulatory directives in response to the potential will contribute to the attainment of our
and assisting the government in caring for those • Customer experience issues impacts of climate change, such as the new RA objectives, thus creating value for the
most affected by the crisis. COVID-19 required the and reputational risks 11285 or the Energy Efficiency and Conservation business and our stakeholders.
organization to quickly adapt work set-ups and Act. These new regulations may impact our
processes in order to continue effectively delivering • Delivery of transformation operations directly or indirectly through our
initiatives
high standard products and services. suppliers or customers.
• Competitive situation and
We managed risks from COVID-19 by offering economic conditions
innovative products and services to customers
and integrating operational changes to sustain • Rapid speed of disruptive Climate-related Risks and opportunities 103-1
the business. innovations and

new technologies The 2020 Global Climate Risk Climate change presents tremendous impacts
Index (CRI) ranked the Philippines on business, including:
• Regulatory changes /
Our Strategy political scrutiny
second as the country most • Damage to infrastructure
affected in 2018 and fourth as • Higher repairs and maintenance cost
The Company is committed to managing overall risk • Cyber security incidents and country most affected in the last • Service disruption
exposure systematically and in a way that supports data privacy breaches decade by climate change. The CRI • Reputational risk
our strategic decision-making process. indicates a level of exposure and • Employee and customer health and safety
• People risks vulnerability to extreme weather, • Supply chain disruption
Through a comprehensive and integrated risk which countries should interpret • Constraints on available resources
• Inability to design and prepare
management program implemented across all levels future mode of operations
as warnings to prepare for more
of the organization, the Company is able to identify, frequent and more severe future
analyze, and manage risks to a reasonably acceptable • Natural disasters / events. The Philippines is regularly The impacts of Climate Change adversely affect
level. This enhances opportunities, reduces risks, and climate change exposed to tropical cyclones due to
operations and financial conditions. The Company
sustains competitive advantage. its geographical location. The CRI
continuously ranks the Philippines has signed up in support of the Task Force on
among the most affected countries Climate-Related Financial Disclosures, one of the
both in the current year’s index and first Philippine companies to do so, seeking ways to
the long-term index.
transparently work together to mitigate impacts of
climate change.
EVOLUTION PILLARS
45
Analysis based on the TCFD Framework 201-2 Current Assessment of PLDT 103-2, 103-3
The Company has sought a third-party assessment that analyzed our climate-related transition Guided by the TCFD framework, the Company aligns the approach and strategy to
and physical risks. It also identified opportunities to improve processes to address climate- climate-related risk around governance, strategy, risk management, and metrics and targets.
related risks, improve disclosure, and respond to identified gaps. The assessment classifies
climate-related risks into transition risks and physical risks.
Current Approach Strategy
The Risk Assessment according to the TCFD Framework is as follows:
GOVERNANCE • The CSO, working with ERM, ensures proper Follow TCFD recommendations
management of climate-related risks and to evaluate how climate change
Transition Risk Transition Risk opportunities. The GNSC and Risk committees regulation may affect the
Policy risk exposure is low. Reputational risk then review the effectiveness of our climate prospects of our subsidiaries and
risk management. other entities whose securities
The government has not yet determined exposure is medium. • The standardized Business Continuity we hold, analyze how climate
carbon tax measurements to encourage We considered potential increased Management System (BCMS) is dedicated to change affects the value of our
action to reduce greenhouse gas (GHG) stakeholder concern or negative stakeholder improving organizational resilience through investments, and continue to
emissions aligned with the Paris Agreement. feedback as a climate-related reputational the protection of critical business functions, plan business strategies with
which may be affected by climate change- various climate change scenarios
To quantify this risk, we will (1) set an risk. The higher the overall reputation related risks. in mind.
internal carbon price to simulate policy risk risk exposure of a company, the more • The Enterprise Business Continuity and
relative to GHG emissions and (2) consider likely it is to face challenges in attracting Resilience Office (BCRO), which manages
carbon risk exposure in investment decisions strategies and programs to prepare PLDT to
or retaining talent, long-term customer
deal with different operational and business
to help us develop cleaner alternatives and relationships, access to capital, license to disruptions, looks into the BCMS.
reduce carbon footprint. operate, and investors. A matrix by the
Industry Group, Carbon Global Standard STRATEGY • Look at the potential business impact of risks • The BCP was institutionalized
Transition Risk Impact Classification, Carbon Intensity and opportunities and create mitigating actions to minimize impact and
or act on opportunities. restore normal operations and
Market risk exposure is low. Decile Ranking, GHG Transition Pathway,
• We strengthened our Business Continuity Plan service delivery as quickly and
This is based on calculated profit at risk and Climate Strategy Score determined (BCP) and formed the Crisis Management Plan safely as possible after natural
(EBITDA at risk) of the Top 100 customers the overall risk exposure. to respond to climate-related risk. disasters.
of the Company ( mostly Enterprise/Carrier • Focus on planning for more resilient • Ensure compliance with
infrastructure and processes. ISO 22301 certification of
clients) and assumed carbon pricing related Physical Risks identified key critical facilities.
to the client sector’s GHG emissions. This Both acute and chronic
focuses on market risk exposure for the physical risks are high. RISK • The GRMD encourages the adoption of a • The CSO assists the GRMD
consumer market in the second phase We simulated major climate risks and are standard risk management process to identify, in reviewing climate-related
MANAGEMENT analyze, evaluate, treat, and monitor risks risks and opportunities
of quantification, which is considered reviewing adaptation plans and mitigation that may affect business objectives. The associated with the global
immaterial on a standalone basis. measures at our facilities and cell sites ERM process ensures that critical risks are transition to a low-carbon
with high climate change physical understood and effectively managed across economy.
risk exposure. functions and units. • We will anticipate new
• We are considering these new policies to guide regulations that may directly
our energy-related GHG emission reduction in or indirectly impact our
our long-term outlook for energy. This serves operations.
as our foundation in determining our business
environment, strategies and investments.
Simulated Climate Risks • Base stations, switches, and data centers Prepare for disruptions caused
METRICS AND
provide service to customers and represent a by natural disasters with pre-
TARGETS substantial part of total GHG emissions. planned failover testing of critical
• We have focused our carbon reduction efforts network systems and testing of
on network operations, including movement to DRPs and Emergency Response
cloud and adoption of technology innovations Teams (ERT).
and solutions.
• We fortify infrastructure to manage climate
risks and continuously update the Disaster
Response Plan (DRP) for Weather Disturbance.
Stronger typhoons by 2021 to High water stress in 83% of Higher excess heat factor We will continue to future-proof our business and prepare for both expected
2050 will expose infrastructure our sites by 2030, especially that will put our facilities and emerging risks. We will maintain a responsive risk management system
to high risk of damage. in highly urbanized areas. in Southern Philippines and to keep our industry lead and connect people, whenever, wherever.
Metro Manila at risk.
EVOLUTION PILLARS
47
Materiality and Sustainability

Reporting Framework 102-46, 102-47
1 Operational Resource
Efficiency (type of
5 resources such as energy, 11 Business Ethics
The PLDT Group constantly works with our stakeholders to create a sustainability roadmap 3 20 water, materials, and Integrity
19 biodiversity impact)
that reflects significant stakeholder issues and provides the direction to enhance our 6
1
9
18
13 12 Regulatory Compliance,
performance. In 2020, we conducted workshops to identify our priority material focus 10 11 2 Electronic Waste Anti-Money Laundering,
Anti Corruption, Anti-
4 16 Management
and relevant internal and external factors that affect materiality. 7
Competitive Behavior
12
15 14 3 Climate-related Risk
8 Management (includes 13 Innovation
Three important business topics emerged as we defined our material focus. These emerging 17
2 transition & physical risks)
Importance to Stakeholders
issues were attributed to concerns brought about by the pandemic, as well as the anticipated 14 Intellectual Property
4 Climate Governance,
entry into the telecommunications industry of a third service provider: Policies & Opportunities
15 Environment &
Social Reporting
5 Employees & Customers’
• Employees and customers’ health and safety – the topic emerged as COVID-19 Health & Safety
16 Profits to Stakeholders
impacted business operations, and human health and well-being became an important
6 Employment (job-creation),
lever in business. Training, Development &
Talent Retention 17 Local Procurement
• Customer experience and managing disruptions – customer focus will ensure loyalty 7 Gender Equality,
Diversity & Inclusion 18 Infrastructure Investments
and achieve business growth, particularly in a heightened competitive environment.
8 Freedom of Association 19 Data Privacy / Security
& Rights of Indigenous
& Cybersecurity
• Climate-related risk mitigation – mitigating identified climate risks can Peoples
reduce business disruption, decrease vulnerability, and transform into a 9 Community Investments 20 Customer Experience &
& Digital Inclusion Managing System Risks
competitive advantage. from Technology Disruptions
Importance to Business 10 Supply Chain Environmental

& Social Assessment
Our material topics are identified across the EESG categories. The y-axis represents the importance of the
material topics to our stakeholders and the x-axis represents the importance of the material topics to our
business. The material topics are scaled from 1 to 10, with 1 being the lowest and 10 being the highest score.
3
1
8
The matrix represents the
level of importance of SDG-
12 related issues based on the
Company’s operating sectors
2 3
and geographies and the degree
of financial materiality of issues
underlying each Sustainable
14 11
Development Goal. SDGs in the
upper right-hand quadrant of
SDG Exposure
Low to High
the matrix are considered to
7
have a high financial materiality
1 16 and risk exposure. In the right-
10
hand lower quadrant are SDGs
15 6
that are considered high in
9
2 financial materiality, but lesser
in magnitude in terms of issues
related to the SDGs that may
5
17 affect or be affected
by the Company.
The Governance, Nomination and Sustainability Committee concurred and confirmed the materiality of the Financial Materiality
identified topics. These ESG topics are anchored on our vision and mission, and are more closely aligned with Low to High
the Philippine Development Plan Ambisyon Natin 2040 and the country’s commitment to the United Nations
2030 Agenda for Sustainable Development and the 17 Sustainable Development Goals.
EVOLUTION PILLARS
49
Institutional Alliances
PLDT began establishing global sustainability alliances in 2019. We have since gained
membership to the Sustainability Accounting Standards Board, Task Force on Climate-related BSR
Financial Disclosures, United Nations Global Compact, Business for Social Responsibility,
Global System for Mobile Communications Association, and Carbon Disclosure Project, gaining As the only member company from the Philippines,
recognition for our sustainability efforts in the telecommunications industry. our participation in BSR gives us access to technological
innovation and futures laboratories, more resilient business
strategies, and sustainable business models. Membership
Business for Social Responsibiliy
benefits also include access to global grant-funded
www.bsr.org
sustainability initiatives and research.
Sustainability Accounting Standards Board
PLDT is the first telecoms operator in the world and the

first company in the Philippines and the Asia Pacific to
become a SASB alliance member. The program supports
the need for more decision-useful and cost-effective GSMA
sustainability disclosures. Membership in SASB shows
our sustainability commitment to investors. As part of the GSMA-Climate Action Task Force, PLDT
SASB Alliance and Smart are able to forge a science-based pathway to
www.sasb.org reach zero net emissions via a Climate Action Toolkit.
We work with the GSMA on harnessing the enablement
effect of mobile and energy efficiency of mobile networks
Task Force on Climate-related in reducing carbon emissions. We will also collaborate with
Financial Disclosures them on setting renewable energy targets and sharing of
GSMA programs, best practices, and innovations.
We are the first Philippine telco to join and become www.gsma.com
a pioneer local supporter of TCFD. Set up by the
Financial Stability Board (FSB), the Task Force
develops recommendations for more effective
climate-related disclosures that promote
TCFD
informed investment, credit, and insurance CDP
www.fsb-tcfd.org underwriting decisions.
We submitted information based on CDP full disclosure
The Company also began working with S&P Global requirements for the first time in 2020. CDP runs the
to assess climate-related risks and impacts to align global environmental disclosure system and supports
with the TCFD framework and strengthen efforts governments, cities, states, and companies in information
CDP
in ESG focus areas. to manage their risks and opportunities on climate change.
www.cdp.net
United Nations Global Compact
PLDT and Smart are registered as Participants Active membership with these institutions We have defined and articulated a reporting
committed on a global level, higher than Signatories provide us with access to data, research, framework under the guidance of these alliances
limited to local engagement, to integrate the alliance’s and support to develop science-based and from insights of our stakeholders. We will
ten principles on environment, human rights, targets that will improve sustainability continue to track and monitor our progress and
UNGC labor and anti-corruption. reporting practices and guide decision- refine our programs to better contribute to shared
www.unglobalcompact.org making in all aspects of the business. sustainability goals.
EVOLUTION PILLARS

Sustainability Pillars
page
53 Awesome Customer Experience and Quality of Service
65 Growth-Driven Innovation
Connect everyone
everywhere through
our products and services
53
SUSTAINABILITY PILLARS 54
Our Awesome Customer

Experience and Quality of Service
Connecting people and communities to build a better normal TC-TL-000.A, TC-TL-000.B, TC-TL-000.C, TC-TL-000.D
72,933,839 3,042,815 3,090,118

mobile subscribers fixed line subscribers broadband subscribers
Growth in data traffic 8,210 5,944 2,860

(terabytes/day) 2020 2019 2018
Pandemic response through service with care and empathy
With quarantine restrictions keeping a great In addition, wanting to also help ease some
number of people in their homes and forcing financial pressures for customers navigating
schools to immediately shift to online classes through the crisis, the Company offered a
for the school year, majority of our customers payment deadline extension for accounts
were given a speedboost of at least 25mbps with overdue balances and proactively
to support activities such as work, study, implemented a six-month installment
and recreation purposes. Customers were payment scheme for accumulated bills. We
also given free NDD calls for a limited period also promoted digital channels for customers
In July 2020, Glenn Ong of Pasig City became Smart's first 5G customer.
of time to keep connected with family and to receive and pay their bills, which includes
loved ones during the imposition of the local auto-charge arrangements with partner
community quarantine. banks to ensure continued use of our
With a world under crisis, ensuring we were able fixed-line subscribers went up by 10 products and services.
to provide our customers the level of support and percent to about 3.04 million (from 2.76 Right at the start, when community
service they needed was essential. Recognizing million). Our m obile subscribers had a quarantines were announced, PLDT Home Additionally, to ensure that customers enjoy
the vital role we had in keeping families, slight decrease, standing at 72.9 million Wifi and PLDT Home Volume-based plan the best quality of internet connection, the
communities, businesses, and organizations compared with the previous 73.1 million. subscribers were given free access to Company is continuously expanding the
connected further fueled the Company’s verified government and news websites such roll-out of the latest fiber-to-the-home
deepened commitment to make every effort to All these translated to mobile data as the Department of Health (DOH), National technology in various areas nationwide.
enhance systems and processes enabling us to traffic increase as demand for digital Disaster and Risk Reduction Management Customers are proactively offered to upgrade
deliver memorable customer experiences. connectivity was a major driving force Council (NDRRMC), Philippine Information to a Fibr plan as soon as facilities become
that allowed economies to continue Agency (PIA), News 5, Philippine Star Global, available. The upgrade is free, which will
By end 2020, the growth in fixed-line and effectively functioning through the Business World, CNN Philippines, ABS-CBN ensure a more reliable internet experience.
broadband subscribers was expected as a result restrictive community quarantines. From a News, and GMA News Online.
of the market’s major shift to work-from-home daily average of 6,000 Terabytes per day
arrangements in many industries and online in 2019, mobile traffic grew by 38 percent
learning for all educational institutions. Our to a daily average of over 8,200 Terabytes
broadband subscribers increased by 43 percent in 2020. This current level is nearly triple
to almost 3.1 million (from 2.16 million) and that of 2018.
EVOLUTION PILLARS
Awesome Customer Growth-Driven Responsible and Effective Environmental Excellence through Positive Good Governance and
Experience Innovation Efficient Operations Stewardship Human Capital Community Impact Ethical Business Practices PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives
55
Aiming to keep customers and employees safe, the Company transformed most face-to-face PLDT Home launched an SMS Help It also introduced a PLDT Home Express
interactions into web services. PLDT and Smart beefed up online channels to make it easier for Channel in November to cater to simple Upgrade 170 hotline, an agentless hotline,
subscribers to settle bills, purchase prepaid load, and register to promos from home. billing and payment-related concerns of our which allows eligible customers to easily upgrade
customers. The SMS channel can be used by the speed of their internet plan without the need
our customers to quickly get answers about of reaching out to our after sales hotline, visiting
PLDT Home also partnered with leading their outstanding balance, to request for a our SSCs, or applying through the website.
e-commerce platform Shopee to make copy of their e-Statement of Account, and Upgrading is easy and convenient with no
bills payment more convenient for postpaid to get instructions on how to pay their bills required documents for submission and takes
customers. This was through its integrated using some of our authorized online just 24 hours to complete the upgrade request.
mobile wallet, ShopeePay, which enables payment channels.
postpaid customers to skip going out or
lining up at service and payment centers
just to settle their monthly service bills.
Meanwhile, the Company adopted
safety protocols in stores nationwide.
In cases where service teams needed
The PLDT Home Facebook Messenger to enter customers’ homes or business
chatbot was launched in May, which premises, they were equipped with
provided self-care solutions to prospective protective gear and trained in the proper
and existing customers including requests health protocols for before, during,
to get a copy of bills, pay bills, reconnect a and after site visits.
restricted account, report a service issue,
enroll to paperless billing, apply/upgrade
their subscription, and a lot more.
And in order to support continuous cater to reports of existing and prospective

The PLDT Cares FB page was launched improvement and strengthen accountability customers regarding alleged illegal installs
in July, which houses customer education among business partners and stakeholders done by contracted partners. This led to the
materials on common billing, payment, throughout the period, an email address, imposition of penalties on the erring vendors
troubleshooting, and account management which was later converted to an online form and the improvement of checks and balances
topics in the form of instructional videos, in the website, was created specifically to within the organization.
text, and graphics. Service advisories for
scheduled and emergency outages are
now actively posted in the PLDT Facebook
page (PLDT Inc.’s official corporate This was among the many ways that the
Facebook page) to advise affected Company showed it was ready to support
customers and the public. its partners in meaningful ways. For instance,
to equip its one million prepaid load sellers
amid the changing communication needs
of mobile customers, the Company provided
An online booking facility was made digital trainings for our PLDT-Smart
available on PLDT Home’s website to give Ka-Partners and introduced a new
customers the option to conveniently book Ka-Partner app that is designed as
store appointments and make face-to- support for micro-entrepreneurs.
face transactions through video chat with
our Sales and Service Center frontliners.
This significantly drove common customer
transactions typically done through store
visits to online appointments to support the
well-being and safety of our customers and
employees during the pandemic.
EVOLUTION PILLARS
57
Forming collaborations was indeed with the country’s top e-commerce solutions
a key strategy for companies looking companies such as PayMaya, UnionBank
to apply digital innovation for their GlobalLinker, Sulit.ph, and GrabExpress,
customers. For instance, the SM Store, PLDT Home provides Home Biz subscribers
in collaboration with PLDT, introduced with a complete e-commerce ecosystem for
its nationwide hotline number #14376 worry-free and safe payment options, digital
(I❤SM) to support the store’s Call to platforms, and delivery solutions.
Deliver service, which was an essential
service for them to address quarantine Meanwhile, Smart offers the Smart Bro
restrictions. The SM Store’s #MyNumber LTE Pocket WiFi as a handy solution for
hotline is powered by PLDT’s expansive professionals who need a fast and reliable
fixed-line network that will allow mobile internet connection on the go. Its
customers to dial the hashtag sign (#) GIGA data offers include GIGA Work,
followed by five digits, 14376 (I❤SM), which provides easy access to work and
which will connect them to the nearest productivity tools plus open access data,
The SM Store branch. and GIGA Pro for heavy data users.
Furthermore, the popular Smart Padala The move was fortuitously timed in Cebu, aligned Smart also launched GigaLife App for
and its agent network provided much- with the celebration of 500 years of Christianity. prepaid and postpaid subscribers, enabling
needed critical financial services We partnered with the Archdiocese of Cebu to them to seamlessly manage their digital
to Filipinos particularly during the kick off the event with the launch of the Panaw life. Through the app, customers can
early days of the quarantine. With sa Pagtuo (Journey of Faith) Mobile Exhibit App conveniently monitor their data usage,
many banks, financial institutions, and a digital series featuring 21 historical videos register to promos, pay their monthly bill,
and payment centers being forced to leading to 2021. and avail of exclusive perks and rewards,
temporarily close down, millions of among others.
Filipinos relied on their neighborhood At the same time, our enterprise arm powered the
Smart Padala agent to continue 133 Negosyo Centers of the Department of Trade And to further support customers’ passions,
performing financial transactions such and Industry (DTI) nationwide with connectivity Smart expanded its current suite of GIGA
as remittances, bills payments, and and digital services to support Micro, Small, and offers by launching GIGA Pro, Smart’s
mobile prepaid reloading. Medium Enterprises (MSME). biggest prepaid data pack for heavy
data users; GIGA Work and GIGA Study,
Another initiative was on re-tooling DTI’s Negosyo Centers play a pivotal role in which provide data allocations for work
tourism, one of the sectors most getting MSMEs back on track to survive the collaboration tools and learning apps,
impacted by COVID-19 restrictions. current economic climate. In support, PLDT specifically tailored for employees’ online
We were able to launch digital mobile Enterprise is deploying its BEYOND FIBER, Smart productivity needs and students’ online
applications, in coordination with the WiFi, and PayMaya services to the full-service education needs; and GIGA K-Video, which
Department of Tourism (DOT) that can Negosyo Centers, icluding 16 additional centers allows Smart prepaid subscribers to enjoy
be used for self-paced, contactless tours in the Bangsamoro Autonomous Region in ad-free streaming and unlimited downloads
in 20 locations all over the country. Muslim Mindanao (BARMM). of K-dramas via the VIU Premium video
streaming platform.
Smart also unveiled its new GigaPoints

Digital services to help people build back better rewards program, which offers a simpler and
easier way to earn, accumulate, and redeem
Going through the crisis has served was looking to recover from the impact of the exclusive treats through the GigaLife App.
to underline the value that digital pandemic as well as attempting to rebuild a Prepaid subscribers of Smart and TNT can
technology offers to the pursuit of better, more sustainable way of living. start earning GigaPoints on top-ups or by
sustainability in the modern era. The registering to their favorite GIGA promos.
PLDT Group’s drive for continuous A good example is the PLDT Home Biz, which
innovation and dynamic approach offers micro-entrepreneurs who operate home Smart maximized its LTE network to
to service delivery has allowed it to businesses with fast and reliable internet deliver a variety of online events to its
offer useful solutions to a market that connection and e-commerce tools. In partnership subscribers. Smart showcased world-class
EVOLUTION PILLARS
59
Inspiring communities to look BEYOND

entertainment, e-sports tournaments,
and other digital innovations through PLDT Enterprise led the transformation BEYOND FIBER—the group’s most expansive
GigaFest. This includes live events of the future of work through the 360-marketing campaign. Its official virtual launch
featuring local and international artists. introduction of new innovative garnered 100,000 views on top of the confirmation
solutions and services, putting together secured from 800 customers.
With people having to stay home and campaigns, and organizing several
find ways to entertain themselves virtual events to support and equip Then it set up Day Zero, an internal code name for
and their families, Smart offered more businesses as they embrace the the collection of initiatives to signify a new beginning
options as it gave active support to the shift to digital. for all businesses, aimed to personalize and tailor-fit
country’s e-sports industry by launching the group’s products and offers to support the needs
several online tournaments and holding Enabling businesses to work whenever of the customers. The campaign was launched via
one of the biggest events for the local and wherever, the PLDT Enterprise a thematic video intending to inspire customers to
e-sports scene, the Siklab Saya. It also group developed and implemented embrace this new business age with the tagline,
launched the Free Games For All promo, the #ONEwithYOU Campaign, “Step into a new day. Every day is a new day.”
which allowed Smart and TNT prepaid which was anchored on the value
subscribers to access more of their of “malasakit” for its employees and
favorite mobile games. customers. It immediately found ways
to pivot its operations by engaging
At the same time, Smart reignited fans’ with customers and supporting
passion for hoops with the launch of them amid the challenging times.
the NBA.Smart. The portal is part of #ONEwithYOU campaign encompassed
Smart’s exclusive multi-year partnership internal cascades, digital materials,
to make NBA content more accessible to and press releases along with the
millions of Filipinos. In 2020, Smart also release of stimulus packages and
announced its global partnership with telecommuting solutions.
FIBA, where Smart 5G technology will
play a vital role in the events leading up Inspiring businesses to look BEYOND
to and during the much-awaited FIBA and adapt to the challenging times,
Basketball World Cup 2023. The global PLDT Enterprise also put together
sporting event will be co-hosted by the
Philippines, Japan, and Indonesia.
For its part, PLDT Home Luzon PLDT Enterprise also ran a campaign that
subscribers for its Fibr Plan 1899 communicated its commitment to empower the
were given a one-month subscription education sector with technology. Using videos
to iflixVIP. PLDT Home also enabled that featured the perspectives of the educator
families to enjoy entertainment at home and student on eLearning solutions and initiatives
by conveniently charging their NBA of our Company, the campaign highlighted how
League Pass, the league’s premium children should not stop learning and dreaming
live game subscription service, to their despite the challenging times. With over two
PLDT Home subscription. What’s more, million combined views for the videos, it has
PLDT Home powered the first ever driven interest towards eLearning solutions
digital E-Sports and Gaming Summit that can aid both teachers and students’ remote
(ESGS), the country’s biggest gaming learning experience.
convention, and brought the gaming
experience to Filipino homes. And to further support the transition of
businesses towards the online and digital
platforms, PLDT Enterprise organized the Keep
Moving Forward campaign, with a live launch
event held on August 4 that amassed a total of
1,568,161 views on YouTube and Facebook.
EVOLUTION PILLARS
61
TC-TL-520a.2
In addition, the Company organizes Tech Talk,

a thought leadership forum, which facilitates In 2020, we achieved
PLDT: 0.445
We have seen an increase
stimulating discussions on our different digital a speed score of 27.78
in network interruption
solutions. The pandemic pushed the series

based on nationwide
Smart: 0.0083 frequency and duration in
2020 because of the impact
to use social and mass media to disseminate Average Network of the pandemic where
information on the latest trends across multiple customer-initiated speed restoration teams had
Interruption Frequency encountered a lot of
industries. Two iterations of Tech Talk On-Air tests. Top download constraints in quickly
resolving technical issues.
then came to life, which followed the same speeds reached 79.48
format but was done virtually.
PLDT: 8 hours There are different health
protocols set by the LGUs
Mbps while upload
speeds hit 92.18 Mbps.
Smart: 6.31 hours and building administrators
including strict curfew
Then there is Project IMPACT, designed to Average Network Duration implementation.
enhance customer experience by improving

service delivery, employee engagement, and
operational efficiency. Project IMPACT was
received positively by both customers and The Company therefore approaches business continuity in two ways—through
PLDT Enterprise employees. To date, over People and Processes and through Network Architecture and Design.
2,400 employees have been onboarded and
more than 200,000 client databases have People and Processes include the creation of the Crisis Management Team, and the
been migrated. This long-term change aims appropriate plantilla who are tasked to ensure the implementation of the Business
to streamline operation and make a positive Continuity Plan, Crisis Communication Plan, and Disaster Recovery Plan. These are
impact on every single business. discussed in detail in our Enterprise Risk Management on pages 45-48.
The Company also sponsored IMPACT: In terms of Network Architecture and Design, we have implemented the following:
The Philippine Digital Convention 2020.
Hollywood actress and global e-commerce Virtualization/Cloudification of Resilient Transmission and
entrepreneur Gwyneth Paltrow headlined this Core Network (CS/PS Pooling) IP Backbone Network
virtual event in October, alongside business
influencers, thought leaders, and technology For our Fixed and Mobile Data Network, The Domestic Fiber Optics Network (DFON)
experts from around the world. The convention mobile data network platforms are and Transport Network Transformation
aimed to inspire attendees to embrace the call strategically placed in various data centers (TNT) comprise our backbone network. Our
of making a positive impact on society by to serve particular areas. Each area – transmission network is composed of several
adopting innovations and technologies that specifically Northern Luzon, Northern Metro loops that interconnect our various network
will define the future of work. Manila, Southern Metro Manila, Southern and IT platforms. The ring architecture is
Luzon, Visayas, and Mindanao – has two resilient and ensures uninterrupted service
Enabling enterprises to do business beyond Americas and Europe as well as data centers each for data services, for a during emergency situations caused by
borders is another goal for the Company. This the Asia Pacific. This campaign total of 12 data centers across the network. incidents such as typhoons and other natural
is why PLDT Global Enterprise is focused on increased awareness of the Company’s The system is designed to automatically disasters. The TNT is a new Transport and
promoting the Philippines’ vast capabilities to international capabilities through events switch from one data center to the other in IP Backbone network equipped with the
hyperscalers. Through this campaign, PLDT made for the global teams, creation of the event of disruptions. latest and the best technology available. Its
Enterprise promoted its global arm and its a thematic video, and the launch of the high capacity network can cater to increasing
strategic points of presence across the PLDT Global Enterprise website. A similar structure is in place for the Voice data traffic. TNT is highly scalable, which
and SMS Network. Switches and Gateways facilitates easy and quick expansion. It also
are placed in various data centers to serve features a better resiliency scheme that can
voice and SMS traffic of the mobile network. provide more resilient routes depending on
Ensuring a strong foundation with network reliability and responsiveness The network is flexible and allows us to an area’s fiber network.
easily reroute traffic from one switch to
As a provider of essential communications or unforeseeable circumstances, also another when necessary.
and connectivity services to the public, the known as force majeure, and includes Flexible Network of Cable Landing Stations
PLDT Group considers all known risks that such events as weather disturbances, Meanwhile, to ensure reliability of the
may result in disruption of operations and earthquakes, volcanic eruptions, fire, Subscriber Database, the system is housed Our three cable landing stations across the
instills preparation and resilience into the labor unrest, civil unrest, war, in three different locations in the network, network increase flexibility and capability to
business continuity plans. Risks can be natural or a pandemic. which are constantly mirroring each other serve international data and voice traffic.
and allowing use of any of the databases
whenever the situation warrants.
EVOLUTION PILLARS
63
Protecting Customer Data Privacy 103-1, 103-2, 103-3, 418-1, TC-TL-220a.1
Processing personal information is a core Most of the data privacy incidents may be
business component given the nature of our characterized as insufficient protection of personal
business. The Company’s Data Privacy and We implement the following privacy information during the different stages of the data
Information Security Governance (DPISG) adopts standards to ensure compliance lifecycle and inadequate security measures employed
data protection as its primary goal to prevent with policies: by partners and service providers. The DPO counters 44% lower total
personal data breaches, as these may have data breaches with preventive security measures
social and economic impacts that may harm the 1. Standards on Records of Processing with the assistance of in-house data security experts. identified leaks, thefts, or
Activities help maintain our internal losses of customer data
Company’s reputation and ability to do business. We also alert customers with advisories on identity compared to 2019
The following policies safeguard personal inventory and map data processing theft and other frauds.
activities. These focus on identifying
data and protect the right to privacy under the
Core Processing Activities and Sub-
Philippines’ Data Privacy Act: Activities of the data lifecycle, from In addition to data breaches, we recorded 121
collection to disposal and involve substantiated customer complaints in relation to TC-TL-220a.2
• Personal Data Privacy Policy physical and electronic data materials. customer privacy. These are complaints we received 6,962,614
• Standards on Upholding Data Subject Rights The Records of Data Processing as exercise of rights of a data subject, as well as Number of customers
• Process Guidelines in Handling Exercise of Rights Activities are essential to the complaints from other customer channels that were whose information is used
• Updated Standards on Cookies, Privacy management of the privacy risk impact later on determined to be privacy-related. Two (2) for secondary purposes*
assessment process. of these were referred to us by the National Privacy
Notice, and Consent
Commission while the rest are from outside parties *Secondary purpose is defined as the
2. Standards on Privacy Impact intentional use of data by the entity (i.e.,
The Personal Data Privacy Policy mandates or customers. These complaints were all addressed
Assessment (PIA) detail the not a breach of security) that is outside
compliance of personnel and service providers requirements for conducting our privacy by management. The number of complaints has the primary purpose for which the data
to our Company’s programs, policies, measures, risk assessments. This decision-making been attributed to customers’ growing awareness was collected. Examples of secondary
purposes include, but are not limited
methods, and procedures adopted by the tool identifies and mitigates privacy risks of their rights under the Data Privacy Act and the to, selling targeted ads, improving the
Company to safeguard personal data and protect at the start and throughout the personal heightened role of digital connectivity as people were entity’s products or service offerings, and
the right to privacy of our customers, employees, data lifecycle of programs, projects, and forced to stay at home due to government-mandated transferring data or information to a third-
party through sale, rental, or sharing.
and partners. records of processing activities. community quarantines. In 2020, nine (9) customer
complaints were classified as identified leaks, thefts,
We adopted the Standards on Upholding Data 3. Personal Data Privacy Risk Management or losses of customer data, which is 44% lower than
Standards are necessary to coordinate
Subject Rights (the “Standards”) in August in 2019.
activities that will direct and control
2020. This establishes a consistent and effective group-wide risk management. It ensures
approach for customers and other data subjects the presence of appropriate controls In terms of data in electronic waste, the Physical with the Legal Department in advising other
to exercise their rights under the Philippines’ Data to address privacy risks from data and Environmental Security Standards ensures units on the submission of personal data of
Privacy Act. The Standards applies to all personal processing activities, processes, the secure destruction of documents or equipment employees and customers.
data collected and processed in connection with and systems. containing personal information following an
our business activities. We also adopted the established retention and disposition schedule. We made sure to provide guidance that
Process Guidelines in Handling Exercise of Rights 4. Standards for Exercise of Privacy Rights balanced regulatory reporting requirements
in relation to the Standards. enable data subjects to exercise privacy Specific to the COVID-19 crisis, the Company with the need to comply with data privacy
rights across our Company. It defines
adopted contact tracing measures in line with principles. We will continue to protect
requirements in effectively handling
In November 2020, the PLDT Board created the requests and complaints of the mandate of Republic Act No. 11332 or the personal and sensitive personal data by
Data Privacy and Information Security Committee data subjects. “Mandatory Reporting of Notifiable Diseases and embedding privacy practices and capabilities
(DPISC) to assist the Board in overseeing our Health Events of Public Health Concern Act.” The in our operations to ensure data integrity,
compliance with laws and regulations on Data 5. Data Breach Management Standards DPISG then ensured the security of personal data accuracy, confidentiality, and availability
Privacy and Information Security and ensure ensure that incidents and data beaches by: (1) guiding the implementation of COVID-19 at all points of the data lifecycle. We will
effectiveness of our privacy and security are properly handled. The standards reporting mechanisms and assuring employees that also adapt privacy rules and regulations
programs. The DPISC reviews and approves cover important phases in data breach data collection is undertaken in accordance with the in accordance with changes in data
privacy and information security organizational such as Planning that includes creation Data Privacy Act; (2) providing electronic contact and technology, in collaboration with
of a breach response team, incident
changes, processes, and policies to maintain tracing forms at Smart stores to protect customer the government and telecom industry
identification, investigation, remediation,
effective lines of accountability, responsibility, and notification to the National data privacy and establishing strict guidelines for partners, to strengthen network security
and authority for protecting information assets. Privacy Commission. employees on the retention of data; (3) collaborating and enhance data privacy.
EVOLUTION PILLARS
65
Growth-Driven
Innovation 103-1, 103-2, 103-3
Connecting through digital technology to bridge people and communities

PLDT Home offers innovative solutions TC-TL-550a.2
In 2020, PLDT Home was committed to PLDT Home then teamed up with top
keeping families strongly connected by technology provider ASUS to bring the
enabling them to continue working, studying, top-of-line ASUS WiFi 6 routers that can
playing, and earning safely at home. deliver up to 1000 Mbps speeds for lag-free
browsing, seamless streaming, and equal
PLDT Home partnered with Southeast upload and download speeds anywhere
Asia’s leading everyday app, Grab, to quickly and on any device at home.
deliver internet solutions straight to Filipino
homes. The collaboration allowed customers It also introduced PLDT Home Wifi Prepaid
to order PLDT Home Wifi Prepaid units Advance that offers LTE-Advanced (LTE-A)
through various online channels and have technology that can deliver the fastest
them delivered to their homes within a wireless internet speeds versus the previous
day. This service made it possible for every PLDT Home Wifi Prepaid modem. It is
Filipino to have quick and easy access to therefore more efficient compared to its
vital digital solutions. previous version with its carrier aggregation
features and ability to combine frequency
And as schools and educational institutions channels that enable faster LTE speeds
had to instantly shift to online classes for the and better customer experience.
safety of both students and teachers, PLDT
immediately rolled out PLDT Home Wifi PLDT Home then continued to set the
Prepaid Famload Study packages designed standard of PH home broadband by
to be affordable for families needing reliable introducing Fibr Plus, a home internet service
connections for their children’s home that comes with whole home wifi technology
schooling. PLDT Home introduced new data that replaces a collection of routers and
packages such as FamLoad Study 599 and range extenders with a smart mesh
FamLoad Study 999. Each prepaid package technology, eliminating dead spots anywhere
features open access daily data allocation at home for a seamless and uninterrupted
and free access to top learning sites and connectivity. It also comes with a mobile
apps including Microsoft 365 tools, app for easy installation and network
TV5 Media Center in Mandaluyong City became the Philippines' first 5G Media City in 2020, while Gariath Concepts Gabay Guro App, Canvas, and NEO. management for a secured connection.
e-sports venue in Quezon City became the first 5G-powered e-sports hub in the country.
The PLDT Group’s sustainability journey has always been abetted

by its continuous pursuit of innovations that bring value to our
stakeholders. This quest for fresh ideas on new ways to bring the
Company’s vision to fruition became even more significant as the
world struggled to prevail over a devastating crisis.
The Company, with the full support of its people, responded to the call
of the times and delivered innovations to keep people, communities,
enterprises, and organizations connected to the resources they
needed to overcome the challenges and find the path to recovery.
EVOLUTION PILLARS
67
ePLDT fortifies best-in-class capabilities Smart Apps and 5G Deployment
ePLDT was recognized with a number of awards Smart’s mobile network now covers 96 latency. Customers can enjoy the benefits
for its advanced technological solutions and percent of the population and is available of 5G connection with the introduction of
innovations. It secured the Philippines’ first and in 95 percent of the country’s cities and 5G-certified devices in collaboration with
only EF 3.0 certification for carrier ethernet municipalities. This extensive coverage top manufacturers such as Samsung,
services in the country, placing the Company allows Smart to launch apps and solutions Huawei, Apple, Vivo, Realme, OPPO,
among the list of top-tier global services providers, that cater to the needs of subscribers. and other partners.
which includes Bell Canada, SSE Telecoms in the In 2020, Smart launched its GigaLife App
UK, PCCW Global, and Orange of France. for prepaid and postpaid subscribers to Highlights for 2020 include firing up 5G
Fortinet, and Asus, and more than 50 certified enable customers to seamlessly manage at the Gariath Concepts e-sports venue in
ePLDT Inc. is also the first and only Philippine Microsoft professional practitioners recognized their subscriptions. Quezon City, the first 5G-powered e-sports
organizational member of the global leader in ePLDT with multiple awards and expertise hub in the country, as well as at the TV5
incident response Forum of Incident Response certifications. These signify ePLDT’s capacity As the leader in 5G deployment, Smart Media Center in Mandaluyong City, making
and Security Teams (FIRST), strengthening its to provide world-class services to partners introduced in July 2020 Smart 5G, the it the first 5G Media City. Smart also
cyber security capabilities and enabling it to and customers. It has also been granted Gold country’s first 5G commercial service in delivered the country’s first 5G-powered
respond better to security incidents. Level status in five key technology areas, which strategic areas in Metro Manila, Luzon, sports broadcast at the Philippine
demonstrates ePLDT’s best-in-class capabilities Visayas, and Mindanao. This ushered in the Basketball Association (PBA) in Clark
Furthermore, international partners such as Dell, in delivering Microsoft solutions for specialized next evolution of wireless communications Freeport in Pampanga.
Salesforce, Cisco, Hewlett-Packard Enterprise, areas of business. with superfast speed and ultra-low
PLDT Enterprise strengthens partnerships #SmartPlanet Principle 8
Our #SmartPlanet e-Waste Program uses

technology to present a proper way of
recycling discarded mobile devices, in order
to avoid harmful effects of electronic waste
on health and the environment.
Using electronic sensors, the bin sends out
Smart e-load in exchange for used phones,
chargers, and tablets.
This innovation was the winning entry

during the first MVP Geek Olympics, the
Company’s annual innovation competition
that is open to all employees of the MVP
Group. A brainchild of PLDT Innolab, an
incubator for startups and developer
communities wanting to scale extensible
partnerships, the prize was a week-long
PLDT Enterprise partnered with multinational and businesses. These thematic campaigns tour in Silicon Valley, California. The winning
cloud computing company Alibaba Cloud for focused on redefining the future of e-learning team visited top digital companies such
its data center services, metro Ethernet, and in the Philippines and communicated PLDT’s as Google, Facebook, and Twitter, where
other connectivity solutions to support its commitment to empower education with they met representatives working on these
overseas expansion and growth strategy in the technology to safeguard children’s learning organizations’ latest innovation projects.
Philippine market. needs during the crisis. More discussions on
these can be found in the Awesome Customer
PLDT Enterprise created campaigns to support Experience section of this report.
digital transformations for families, schools,
EVOLUTION PILLARS
69
School-in-a-Bag
Smart’s School-in-a-Bag is a portable

digital classroom that is specifically
designed to facilitate learning in basic
education for communities in remote
areas that have limited sources of
electricity. The program combines mobile
technology with innovative teaching
methods and K+12 content. The School-
in-a-Bag is best for schools in areas
that offer elementary, high-school, and
multi-grade classes, but have no access
to electricity and internet signal. In 2020,
Smart continued to deploy School-in-
a-Bag kits nationwide, some of which
went to the Department of Education to
support the agency’s Basic Education
Learning Continuity Plan.
Ka-Partner Communication as aid
There are about one million micro-

entrepreneurs, known as PLDT-Smart PLDT-Smart technology plays a key PLDT and Smart also contributed its extensive
Ka-Partners, who offer retail prepaid role in disaster response and recovery line of telecommunication products and services
airtime load. As the pandemic drastically and crisis management. To ensure that to COVID-19 command centers nationwide,
changed consumer behavior and shifted network operations continue despite including those run by the Department of
the communication needs of mobile typhoons and natural disasters, PLDT Information and Communications, Department
customers, PLDT-Smart enabled its and Smart pre-position emergency of Science and Technology, Department of
Ka-Partners to continue to earn incomes communications kits, equipment, Transportation, the Philippine General Hospital,
through digital trainings and tools, and personnel in areas projected to and the Research Institute for Tropical Medicine.
including the new Ka-Partner app. The be along the paths of typhoons. In
app eases load selling, management, 2020, engineers and other emergency The Company uses its expertise and
and monitoring, and gives more personnel chartered flights and worked collaborations to develop innovative apps
opportunities for the micro business with the Philippine Air Force to reach and solutions to make a difference for our
owners to earn from transactions. typhoon-hit areas to repair damage customers and target communities. We will
to infrastructure, activate Libreng continue to develop sustainable partnerships
Tawag, charging and WiFi stations, to address challenges and drive inclusive
and immediately send out texts and growth in our society.
calls from the site.
EVOLUTION PILLARS
page
73 Responsible and Efficient Operations
87 Effective Environmental Stewardship
Protect our planet

through technology
73
Responsible and
Efficient Operations
Connecting efficiency and resiliency to deliver sustainable solutions
Total Fuel Consumed (in liters) 302-1 Energy Consumption (Gj) 302-1, TC-TL-130a.1
2020 2019 2018 2020 2019 2018

Overall 16,728,444 15,314,297 13,619,021 Overall 620,787 574,200 514,886
Gas 4,156,026 2,564,671 1,386,287 Gas 139,389 86,017 46,495
Diesel 12,572,418 12,749,626 12,232,734 Diesel 481,398 488,183 468,391
Gas 4,156,026 2,564,671 1,386,287 Gas 139,389 86,017 46,495
Fixed 3,750,400 1,914,487 668,296 Fixed 125,785 64,210 22,414
Wireless 405,626 650,184 717,991 Wireless 13,604 21,807 24,081
Diesel 12,572,418 12,749,626 12,232,734 Diesel 481,398 488,183 468,391
Fixed 2,698,836 3,032,977 2,868,868 Fixed 103,338 116,133 109,849
Wireless 9,873,582 9,716,649 9,363,866 Wireless 378,059 372,050 358,542
Total Electricity Consumed (in kWh) 302-1 Energy Consumption (Gj) 302-1, TC-TL-130a.1
2020 2019 2018 2020 2019 2018

Overall 735,411,459 708,767,377 715,006,298 Overall 2,647,481 2,551,562 2,574,023
As the Company maintains focus on responsibly staying the course through its sustainability journey, it has found Fixed 242,679,241 245,120,055 239,893,349 Fixed 873,645 882,432 863,616
that operational excellence goes hand in hand with continuous improvement.
Wireless 492,732,218 463,647,322 475,112,949 Wireless 1,773,836 1,669,130 1,710,407
Seeking to always increase efficiencies in various processes and operations, which is

103-3
especially important in times of crisis, the Company relies on the dedication and support of
a professional and committed workforce that reliably delivers on the Company’s promises. We continue to improve our technology and
processes to reduce energy consumption. The
Facilities Management and Network Operations Inverter air conditioning
Energy Consumption and Conservation 103-1, 103-2 teams have also been implementing energy units deployed in
reduction initiatives on an annual basis. 6,000 sites
Efficient and responsible use of energy Energy consumption accounts for about
resources is an important part of the 20 to 40 percent of operating expenses In 2020, the Company deployed new cooling
Company’s sustainability strategy. and increase is expected as the Company equipment, optimized air conditioning unit
Fuel cell technology
expands its reach and services. 5G (ACU) temperature settings, installed more LED deployed in
Energy consumption is contributed by our technology, for instance, which requires more lights, and rationalized workplace areas for
fixed line and wireless facilities in the country, dense and complex networks, will potentially better energy planning. The PLDT Technology 200 cell sites
such as office buildings, fixed network increase energy use of the system. As such, Group also instituted automated monitoring for to reduce diesel
consumption
sites, exchanges, business offices, cell sites, these developments have also quickened fuel usage for gensets and decommissioned
warehouses, and Remote Digital Line Units/ the Company’s efforts to mobilize projects redundant sites.
Digital Line Carriers. The task of managing optimizing efficient energy usage and
energy consumption is shared by teams that exploring renewable energy sources.
are focused on long-term efficiencies of our
business operations.
EVOLUTION PILLARS
75
Ensuring Energy Efficiency 302-4

Setting up of cold aisle containment allowed System, a type of cladding system that
Energy Management Team. The Company assets are traced and support facilities the adjustment of the ACU setting for the provides exterior walls with an insulated
developed a core team to handle energy are geotagged. These programs ensure other parts of the room to a higher set point, finished surface and waterproofing in an
management and compliance to Department that network operations have effective which translated to a 5 percent reduction integrated composite material system.
of Energy (DOE) regulations. Working and efficient processes in terms of in cooling energy consumption power for This avoids water seepage and prevents
with the various Environment, Health, and energy consumption. each 1 degree adjustment. The use of hot air from the outside to flow inside, thus
Safety (EHS) teams in PLDT and Smart, newer, more efficient equipment such as contributing to reduction of heat and air
the adhoc team creates and formulates Energy efficiency programs bring savings. the uninterruptible power system (UPS) infiltration by 55 percent.
energy conservation programs that aid in the Energy savings initiatives conducted by translated to an annual saving of around
compliance with government regulations, the Property and Facilities team, such as 365,000 kWh as the UPS unity power factor PLDT, Smart, and ePLDT also installed LED
monitor the programs, file regular reports replacing air conditioning units and chillers eliminates power losses within its system. lights, which contribute to about 70 percent
and ensure that energy conservation and monitoring temperatures across our savings on lighting energy consumption.
initiatives are well implemented. business, have generated savings amounting The Vitro facilities in Makati and in Clark
to nearly Php 9M.PLDT has upgraded chillers also feature an Exterior Insulation Finishing
Energy Assessment Tools. The Company in its facilities in Sampaloc, Ortigas, and
also developed energy assessment tools to Dansalan into optimized oil-free versions.
ease and improve the energy management These provide the highest efficiencies Exploring Renewable Energy
monitoring and conservation of energy of and reliability by eliminating conventional
Smart Network sites. These tools include challenges brought about by oil issues. The PLDT Group is working with partners Smart also announced its foray into fuel
the Fuel Request and Consumption Report to roll out viable renewable energy solutions. cell-powered sites, an environment-
(FRCR) and an FRCR Help Desk tool to Chillers are the biggest single power Projects currently in the pipeline include friendly alternative that will simultaneously
aid the requestor in their fuel request consumer in any facility and typically fuel cell, solar power solutions, and marine address connectivity issues in challenged-
concerns. The FRCR and fuel management consume 30 to 50 percent of a building’s renewable energy using ocean currents. grid areas nationwide. The system is
process helped reduce fuel purchase by power. The switch to oil-free magnetic based on methanol-powered fuel, which
setting a standard process to calculate fuel bearing chillers eliminates the use of The latter is envisioned to be deployed can be combined with solar, wind, and
consumption as basis for fuel allocation lubricating oil on chiller compressor bearings. in Tawi-Tawi, the southernmost tip of other renewable resources to present a
thereby controlling fuel request to prevent This reduces bearing pressure, making the the Philippines, where grid electricity is sustainable, cost-effective ecosystem.
fuel spoilage, contamination, and pilferage. compressor more efficient which, in turn, unavailable. Partners for this integrated
It also helps in detecting excessive fuel results in lower energy consumed. The hybrid renewable energy project include ePLDT, on the other hand, set up solar panels
usage or unaccounted fuel stock and in magnetic bearing also ensures reduced the University of the Philippines (UP) Marine on the roof deck of Vitro Clark in December
calculating genset loading as well as in mechanical maintenance and equipment Science Institute, the Marine Environment 2020. An average of 12,000 kWh reduction
recommending optimized use of fuel. life is not reduced by increased hours of Resources Foundation, and OceanPixel. has been recorded so far.
operation. Savings estimated for the The goal is to enable sustainable
The team also developed an electricity chiller replacement initiative can be up development for remote islands and
validation tool that checks over variance to 60 percent. coastal communities in the Philippines.
of electrical billing in cell sites, detects
faulty electrical load, and controls pilferages. Meanwhile, ePLDT, the Information and The project envisions an initial capacity of
This tool allows for faster data gathering and Communication Technology (ICT) arm of 300kW to 600kW in the region of Tawi-
monitoring of rated capacity versus actual PLDT, which operates the group’s data Tawi, achievable through a Renewable
electricity consumption of network sites. center business, has also implemented Energy (RE) Project Development framework
various energy conservation programs. for Island Micro-grids. This will focus on a
Promotion of Innovative Energy With data centers being heavy consumers combination of appropriate and suitable RE
Management Programs. The EHS teams of power, ePLDT has given deliberate focus systems that support specific electrification
promote novel ways of doing energy to energy efficiency. Among its programs applications and productive end-use
conservation. Some of the programs they are the replacement of old high power services. For this project, the Company is
have started working on in 2020 include consumption equipment with new and exploring the viability of the technology for
real-time measurement of actual electricity, more efficient machines and the installation roll-out to multiple island communities in
fuel and GHG emission. Another innovative of blanking panels that improve air flow the Philippines in order to reduce reliance
project is Remote Facilities Management efficiency and help in efficiently maintaining on diesel generation and to improve energy
System with Asset Traceability (RFMS) the required temperature within the server. access using a cleaner and more sustainable
version 2.0 where all cell site energy form of energy generation.
EVOLUTION PILLARS
77
Greenhouse Gas Emissions 103-1, 103-2, 103-3 Water Consumption 103-1, 103-2, 303-1
The Group’s GHG emissions arise from recorded as amounting to 43,248, and the The Technology Group is pioneering a The Philippines generally has low-medium
several sources, including network intensities of GHG emissions normalized GHG Reduction Program, which targets water stress regions, with some areas with
operations, deployment of network by total full-time employees was 2.46 a reduction of 382 tons (3% total high water stress. Thus, we implement water
equipment, building operations, and fleet tCO2e/employee. reduction using 2019 data as baseline) conservation measures (closed loop cooling,
transport. We are focused on finding of greenhouse gases at the end of recycling, and others) and conduct regular
collaborative solutions to address this Meanwhile, Indirect (Scope 2) GHG 2021. The program aims to support maintenance works, including leak detection.
impact by ensuring the use of energy- Emissions, which refers to emissions from the global protocol on the reduction of In some facilities, rainwater is utilized
efficient networks and infrastructure the consumption of purchased electricity, GHGs emitted directly or indirectly by whenever possible.
support systems. Replacement of network amounted to 439,703 tCO2e and were all the organization. To achieve the desired
equipment with smaller, cost‐efficient purchased from the grid. The intensities of reduction target, the Technology Group The water use intensity normalized
structures that consume less power and GHG emissions normalized by employees plans to embark on proposed projects by employee numbers and revenue
subsequently reduce carbon emission is was 25.02 tCO2e/employee. that include genset rationalization, were 27.06 m3/employee and
part of the plan. The Company also favors installation of DC genset and air 2.53 m3/PHP million respectively.
network equipment providers that offer In early 2020, we have started to baseline conditioning units, among others.
energy-efficient technologies. our Scope 3 emission employee commute The Network team will also Water consumption 303-5
but due to the pandemic’s restriction of continuously monitor their fuel
Direct (Scope 1) GHG Emissions, or the travel and majority are working from home and electricity consumption.
Water consumption (in cubic meters) 2020 2019
direct GHG emissions from organizational in most parts of the year, data gathered may
operations and derived from the not be a fair representative of our We implement operational standards Total 475,495 562,991
consumption of diesel and gas were Scope 3 emission. that establish clean and energy efficient Fixed 410,284 454,321
operations in all our facilities. The
Wireless 65,211 108,670
Energy Environment Health and Safety
(EEHS) and Property and Facilities
GHG Intensity 305-1, 305-2, 305-4 Management (PFM) teams regularly
monitor the status and performance The Company actively supports the
2020 2019 2018 of facilities, equipment, and generator government’s water conservation
GHG Intensity
(tonnes CO2e per sets. Those identified to be performing campaigns, including partnerships that
employee) Scope 1 Scope 2 Total Scope 1 Scope 2 Total Scope 1 Scope 2 Total
lower than standards are subjected to protect watersheds. We continuously
Fixed 1.34 12.29 13.63 1.12 13.15 14.27 1.04 16.24 17.28 maintenance procedures and replaced work with institutional partners for the
Wireless 4.77 51.08 55.85 4.69 47.11 51.80 4.26 45.10 49.36 as necessary. maintenance and protection of reforested
lands and the reforestation of selected
Total 2.46 25.02 27.48 2.35 24.88 27.23 2.38 28.25 30.63
watersheds in the country. Read more about
our forest conservation efforts in page 93.
We aim to reduce our carbon footprint and increase operational and organic efficiencies 69,546
Air Pollutants (tons)
through digitalization, green merchandising, and paperless billing and transactions. The
Company intends to make use of more renewable energy sources in operations, from solar
power and fuel cell for cell sites and the use of hybrid generators and invest in environmental
programs such as carbon footprint offsetting initiatives.
5,266
Refrigerants (tons)
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79
Waste Management 103-1, 103-2, 103-3, 306-1, 306-2, 306-3, 306-5, TC-TL-440a.1
A small segment of materials monitored In 2020, generated hazardous waste

are various consumables and supplies used amounted to 594.24 metric tons owing to
in our offices and facilities. Majority of the more aggressive clean-up of new hazwaste
wastes being tracked are outdoor advertising partner. To manage hazardous waste, the
materials and marketing collaterals, regular Company follows established processes
scrap, used lead acid batteries, oil waste, and and policy for hazardous waste disposal.
e-waste. Notably, the volume of the waste has It had also forged a partnership with the
significantly declined because of pandemic Philippine Business for Social Progress’ Balik
restrictions. Nevertheless, in compliance Baterya (Battery Exchange) Program that
with relevant regulations and ordinances, the aims to properly dispose and recycle used
Company consistently follows solid waste lead acid batteries (ULAB) from businesses.
management processes as provided in the While we do not have yearly targets for
Environmental Management Plan. Compliance electronic waste disposal, both PLDT and
is also ensured in new infrastructure projects. Smart consistently remain to be top ULAB
donors since 2006. Proceeds from the
The intensity of total waste generated battery disposal help fund our education and
normalized by employees was environment programs.
0.07 tonnes/employee.
Hazardous Waste
Solid Waste
Hazardous Waste (in metric tons) 2020 2019
Solid Waste (in metric tons) 2020 2019 Total 594 246
Total 1,166 1,395 Fixed 156 186
Fixed 905 992 Wireless 438 60
Wireless 261 403
The Company aims to recycle all the other 552,820 kilos

wastes generated in its line of business, such used lead acid batteries Monitoring Environmental Performance
disposed, treated, and recycled
as old fiber optic cables and used phones and
chargers from consumers. To reduce plastic
usage, we have cut the size of our SIM cards
to half. The Company and all its business units ensure compliance with all the legal
The Property and Facilities Management requirements set by the Department of Environment and Natural Resources
On March 1, 2020, the Group introduced the (PFM) and EEHS teams follow environmental – Environmental Management Bureau (DENR-EMB) and avoid violations of
“Power Over Plastic” program that prohibits compliance guidelines for the identification, environmental laws. As a result, we have maintained good standing as one
a variety of items from being brought inside labelling, segregation, and proper handling and of the leading telecommunications companies that support environmental
its over 200 establishments. Banned items disposal of hazardous wastes, which are based advocacies and stays clear from environmental violations and penalties.
include single-use plastic bottles, eating and on government regulations on hazardous waste
drinking utensils such as cups, lids, straws, management (RA 6969). We also employ third The EEHS ensures compliance with Environmental Permits on DENR-EMB
stirrers, plates, and cutlery, disposable party companies in the transport and disposal of Regulations and works to acquire necessary permits including the Certificate
plastic snack packaging, sachets, styrofoam, hazardous wastes. Some of the solid wastes are of Non-coverage (CNC), Permit to Operate (PTO), and Hazardous Waste
sando bags, and plastic shipping packages. sold by lot or bulk to accredited scrap buyers, Generator ID (HWGID).
An education campaign was rolled-out to who segregate those that can be recycled
encourage over 17,000 employees to switch and properly dispose of the others. Aiming to The team also initiated the revival of the Philippine Environment
to more eco-friendly solutions. improve the process, the Company has also Partnership Program (PEPP) with DENR-EMB. The program aims to
required scrap buyers to provide a report on support and recognize organizations that have best practices and
the amount of waste recycled and disposed, for standards on environmental performance. PEPP includes incentives and
proper tracking, reporting and disclosure. reward mechanisms that would encourage organizations to comply with
environmental regulations.
EVOLUTION PILLARS
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Ensuring Cybersecurity 103-1, 103-2, TC-TL-230a.1, TC-TL-230a.2
The Company makes every effort to ensure which monitor the maturity of controls,
the security of its network infrastructure and transparency of spend activities, and
computer systems. Cybersecurity defenses effectiveness of operating functions.
are constantly upgraded against malicious
and criminal attempts that use increasingly Cybersecurity Management System and
advanced technological measures. Operational Capabilities. Our Information
Augmenting cybersecurity measures Security Management System (ISMS) is
became more significant at the onset of the designed from a thorough assessment of the
pandemic as PLDT facilitated more business enterprise’s risks before, during, and after
transactions online and enabled work from an attack. This system ensures that both
home arrangements for staff. platforms and personnel are able to perform
Preventive, Detective, Response, and
PLDT adopted a multi-layered defense Predictive capabilities.
to prevent and slow down perpetrators,
and detect attacks before they can lead to Endpoint protection and visibility.
significant damage to the Company’s assets. An endpoint security has been deployed
This updated defense model integrates to all corporate workstations to detect, Dynamic Vulnerability Assessment and Anti-Distributed Denial of Service (DDoS)
the use of new technologies, such as the prevent, and respond to attacks, including Penetration Testing (DVAPT). The PLDT Defense Strategy: Resilience, Detection
Internet of Things (IoT), cloud infrastructures, third parties who are granted access to our Group performs periodic system audits, and Mitigation. The Group’s anti-DDoS
big data and analytics, web applications, system and network. The endpoint security vulnerability assessments, penetration Defense strategy covers all layers of defense
and mobile devices, to establish effective solution also enables the operations team to testing, and remediation to prevent the (i.e. external, edge, internal, people, and
protection against an expanding threat quickly respond to and clean-up endpoints exploit of identified vulnerabilities. process) in response to the significant
environment. by blocking, remotely deleting and/or putting increase in size, duration, and frequency
into quarantine malicious file detections. External security audits and assessments. of attacks.
We have significantly increased investments On an annual basis, independent or third-
in cybersecurity with the following Fully operational Security Operations party security audits and assessments Increased Visibility on Security Events
measures: Center (SOC) and Cybersecurity Incident are performed on areas of governance, and Incidents. We continue to expand our
and Response Team (CSIRT). The fully management, and technology assets to security visibility by enrolling active
Compliance with global cybersecurity operational 24/7 CSIRT enables the identify weaknesses in existing controls. IP-based assets to our SOC.
standards and frameworks. Corporate detection and response to security incidents
Information Security Policy (CISP) was within less than one minute, on average. Network Access Control. Rogue and Customer Premise Equipment (CPE)
instituted in 2019 and supplemented by non-registered PLDT and Smart assets governance and configuration
corresponding standards that are based Corporate website protection. A Web are continuously monitored, identified, and management. All CPEs undergo firmware
and compliant with global benchmarks and Application Firewall was implemented to prevented access to the corporate network. assessment and configuration hardening.
frameworks. protect against malicious attacks on our All identified vulnerabilities are remediated
corporate web sites. Secure Domain Name System (DNS). before a purchase of the CPE make and
Cybersecurity governance structure. The PLDT Group implemented a secure model is approved and deployed.
The highest body governing cybersecurity in Identity and User Access Management. DNS solution that blocks millions of access
the organization is the Board of Directors. The An automated review of applications, to phishing, scamming, and malware- User Awareness and Training.
Cybersecurity Operations Group (CSOG) of databases and operating systems is distribution sites. All employees are mandated to undergo
the PLDT Group is actively managed by the conducted on a quarterly basis whereas the Annual eLearning course to maintain
CEO and Top Management as a direct result accounts and entitlements are reviewed Threat Intelligence. We have established cybersecurity consciousness and vigilance.
of the Board’s invested interest in this area. annually. This capability supports 150 million indicators of compromise in our
both internal and external annual threat intelligence database, which is now
Cybersecurity process governance and SOx-audit activities. being used for real-time threat correlation.
management. The CSOG established a
governance and management process
framework through the establishment of
Management and Operational Dashboards,
EVOLUTION PILLARS
83
Asset Protection and Security Business Continuity and Resiliency
Adapting to the challenges brought about Furthermore, all contracted security The Group implements a standardized As early as January 2020, about two months
by both environmental and technological personnel and receptionists assigned within Business Continuity Management System before the government’s declaration of a
changes, PLDT reconfigured its Asset the Company’s facilities underwent Antigen (BCMS) dedicated to improving organizational community quarantine, the BCRO had come
Protection and Risk Management Center Testing and provided with the appropriate resilience and protecting critical business up with contingency strategies to mitigate
to a more expanded Asset Protection and Personal Protective Equipment (PPE) and functions. This system also addresses the the impact from a possible pandemic
Security Risk Governance Sector (APSRG). training on proper health protocols to ensure Company’s climate-change related risks. outbreak by implementing a lock-down
their fitness to work for the safety of our The BCMS is supervised by the Enterprise strategy for its critical facilities, which would
Further strengthening the need to have employees and customers. Business Continuity and Resilience Office protect its employees from exposure to the
dedicated and specialized groups focused (BCRO) under the office of the President and virus and ensure continuity of operations.
in both the Strategic and Tactical aspects At the height of the crisis, APSRG likewise CEO to establish and implement strategies In addition to implementing the lockdown
of Security, we created two centers under played a vital role, assuring that security and programs that would prepare PLDT to strategy for its critical facilities, the Company
APSRG namely: Asset Protection Operations response and assistance are always available tackle operational and business disruptions. likewise ensured that the field operations
Center (APOC) and the Security Central to support the operational needs of the personnel, who had to continue to address
Command and Administration company. Together with the Enterprise Institutionalizing the Business Continuity Plan, the installations for new customers and
Center (SCCA). Business Continuity and Resilience Office a Crisis Management Plan has been formalized provide maintenance support to existing
(BCRO), APSRG formed part of the PLDT and features more resilient infrastructure and ones, were properly supported and protected
APOC is the group that handles the tactical COVID-19 Command Center that managed processes. The BCP aims to: with the timely and efficient distribution of
day to day operations required to secure the delivery of essential supplies to critical appropriate PPE, supplements and medicine,
the company’s assets and is composed facilities for continuous operations, as well 1. Safeguard our interests by protecting health monitoring equipment such as thermal
of six geographical Asset Protection as the distribution of the required PPEs our critical business functions against scanners, and the necessary IATF passes
Divisions (APD) and the Company’s Special and emergency supplies such as vitamins, predetermined disruptions. that allow field personnel to access strict
Operations (SO). Meanwhile, the SCCA facemask, thermal scanners, and face shields community quarantine areas.
covers the Strategic and Administrative to company frontliners nationwide. 2. Manage the program for an effective
functions for the Company’s security response that safeguards the interest This was made possible through the
requirements, and under it is the Security We also developed Lockdown Security of key stakeholders, reputation, brand, establishment of the BCRO COVID
Risk Management (SRM), Central and COVID-19 Health Screening protocols and value-creating activities. Command Center, which oversaw the
Command and Security Systems through the Security Risk Management implementation of the Business Continuity
(CC&SS), and Security Administration Division, which were aligned with both 3. Reiterate our corporate social strategy, full compliance by the company
and Performance Management (SA&PM). Company and IATF (Inter-Agency Task responsibility commitment as a critical with government-mandated guidelines, and
Force against Covid-19) guidelines, and infrastructure utility company that the efficient allocation and distribution of the
Responding to the challenges of 2020, were strictly implemented nationwide by the provides communication services during necessary resources to both critical facilities
APSRG assures that all the Company’s various security personnel. We mandated both regular and emergency situations. and personnel performing critical functions.
facilities and assets are intact and secure physical distancing and monitoring of
against possible threats. It established field security personnel as part of the
appropriate health screening protocols, in minimum health protocols required. We also
close coordination with the PLDT’s Medical established automation of contact tracing
Groups, to all those who would be entering forms to avoid physical contact and we
the facilities and stores for the safety of deployed additional security personnel to
internal and external clients. Furthermore, company stores nationwide to ensure the
proactive monitoring processes, such security and safety of both employees and
as regular temperature check and social customers by ensuring compliance to health
distancing compliance inspections by screening processes, health protocols,
roving security personnel were conducted. and social distancing.
EVOLUTION PILLARS
85
Notwithstanding the disruptions caused also embark on greater challenges in building These BCMS Awareness also include BCP- APSRG-Security, of its rescue and security
by the pandemic, the Company ensured network resiliency. related awareness programs, which aim response teams. The HANDA app also helps
that it was able to duly transform and to inform and refresh employees on the employees prepare for the anticipated threats
complete its ISO 22301 Business Continuity Complementing the ISO 22301 program details of their BCPs, and familiarize them as the Command & Security Systems Division
Management System Certification program. is the Company’s threat-based Emergency on their roles during emergencies while regularly sends advisories to employees
The strict lockdown protocols and travel Response Plans. These plans are on an ensuring safety and prompt restoration of through the app.
restrictions imposed by the local government enterprise level, based on threats it had critical activities. The BCMS trainings and
units led to the implementation of a remote identified in the course of a Business workshops were done through non-face-to-
certification audit by the external certifying Continuity Risk Analysis activity, for the face meetings. Refresher courses were also
body, TUV Rheinland Philippines. Prior to the purpose of having an aligned and best- done through the PLDT Smart University,
actual certification audit, PLDT and Smart of-breed response to emergencies. They giving more room for all employees to take
successfully qualified to the Full-Remote were established in coordination with the relevant program.
Audit method by passing the Capability the appropriate subject matter experts
Assessment by TUV, a requirement to and process-owners coming from various Meanwhile, the Company has developed
ensure the reliability and stability of ICT business units within the company such as the HANDA app, a disaster preparedness
in the identified critical facilities and that Properties and Facilities Management, Asset app managed by BCRO and APSRG. This
of auditees during the conduct of Protection & Security Risk Governance, home-grown software application was
BCMS certification audit. Technology and Network Operations, created in response to the need for an
Corporate Communications, and others. automated solution to help employees that
As a result, both PLDT and Smart achieved were affected by disasters, emergencies,
and maintained its International Certification The BCRO is also continually leading the and accidents. This likewise provides the
in ISO 22301 Business Continuity business continuity culture building and needed data to help the Company in the
Management System. These cover the awareness across the PLDT Group using efficient deployment, through BCRO and
three cable landing stations situated in La a Business Continuity for All framework
Union, Batangas, and Daet, which were ISO as a contextual approach to establishing
certified since 2016. Also included in the an enterprise-wide business continuity
international certification are the identified management system. A High-Medium-
critical facilities of PLDT in Metro Manila Low (HML) framework serves as a guide The Company remains committed to
and Cebu City namely Diliman, Sampaloc, to determine the prioritization of business operating an effective business continuity
Greenhills, Garnet, Jones, South Cebu, and units per group, particularly during management system to ensure the
Mandaue; and the identified critical facilities disruptive incidents, and serves as a first continued provision of quality services to
of Smart in South Cebu, Diliman, Sampaloc, step in ensuring the availability of business our stakeholders. Compliance with and
and Greenhills. continuity plans across all groups or business expansion of ISO 22301 certification to
units within the organization. our facilities ensures preparedness against
PLDT and Smart’s ISO journey had a disruptive incidents. Along with these,
great influence in the organization’s Considering the new normal and with the Business Plan and programs show
preparedness to unanticipated threats BCRO’s digitalization initiative, Business that delivering products and services and
such as the pandemic crisis. The network Continuity Management System (BCMS) safeguarding operational security and
critical business functions already have Awareness was made available in the form continuity is a priority at PLDT.
their business continuity plans and of eLearning, which can be accessed in
proactive measures in place, which keep an online learning platform with an aim
the organization running despite the to reach out to all employees and be able
pandemic. The network restoration efforts to provide them with basic knowledge on
and provision of products and services to its BCM. It was also made available in mobile We will continue to work with partners to adapt resource efficiency programs, explore
valuable customers remain uninterrupted, devices through the PLDT Smart University renewable energy sources, reduce waste and greenhouse emissions, and maintain
thus ensuring stable and reliable connectivity for it to be accessible anytime and anywhere business continuity to keep our promise to protect the planet and our customers.
in the middle of the pandemic. The ISO especially for the field personnel.
Certification project is the organization’s
constant effort to show its commitment not
only to the continual improvement of the
business continuity management system, but
EVOLUTION PILLARS
87
Effective Environmental
Stewardship
Connecting vision with action to boost momentum of change
Gabay Kalikasan 103-2, Principle 7, 8 & 9
Steered by the Sustainability Office, the Gabay

Kalikasan program strives for a sustainable
future for all Filipinos by boosting environmental
stewardship and helping communities curb the
effect of climate change. The program aims to
achieve this goal by leveraging partnerships
on environmental conservation programs, and
exploring measures to transform operational
efficiencies to reduce greenhouse gas emissions.
The program provides for a mix of direct

investments in environmental programs,
behavioral change campaigns through
awareness-raising programs anchored on
global and local environmental events and
initiatives, and support for environmental
conservation actions.
PLDT supports research studies for 24 marine protected areas nationwide. Leveraging on our innovative technology
103-1
solutions and partnerships with global
alliances and organizations, Gabay Kalikasan’s
The PLDT Group’s concern towards the As the Company continues on its roster of projects include protecting mangrove
environment, and its advocacy for a sustainable sustainability journey, it brings to the forests using Internet of Things solutions and
world for the benefit of the next generations of table expertise and technology, along monitoring illegal logging activities using wireless
Filipino families and global society, was further with the capacity to raise awareness of technology. The program also utilizes the power
deepened as the population shared a truly climate change and of the responsibility of art, music, and influential personalities to
disruptive pandemic experience in 2020. of industries to take action and adopt raise environmental awareness and bring
more ecologically-aware processes in the issue closer to Filipinos.
Bolstered by the initiatives of our Sustainability operations, service delivery, and product
Office, the Company has been heartened to get life cycles.
the full support of our people and, together with
like-minded individuals and organizations, actively As responsible stewards of the
taking every opportunity to affect the change we environment, the PLDT Group lends
needed to see happen in order to improve the its voice and influence to shine a light
environmental situation in the country. on the important issues that need
leadership, collaboration, and action
Having developed the initial baseline metrics and partners with other organizations,
for the Company’s environmental performance, investing resources to move the needle
we had set upon aligning with international towards a tipping point for widespread
sustainability standards such as those of the and prevalent sustainability practice
Sustainability Accounting Standards Board, the throughout the country.
United Nations Global Compact, and the Task
Force on Climate-Related Financial Disclosures.
EVOLUTION PILLARS
89
Gabay Kalikasan programs also utilize the power of art, music, and influential personalities Carbon Offsetting Programs 103-2, 103-3, Principle 7 & 8
to raise environmental awareness, and bring the issue closer to Filipinos.

We are working with the GSMA and other assessments of management effectiveness of
partners on setting emissions targets with a the 24 MPAs, will lead to the implementation
clear goal of achieving net zero emissions of rehabilitation and management solutions to
by 2050. The Company participated in the secure the conservation of these habitats.
GSMA Race to Zero online campaign on World
Environment Day 2020 and announced the We also implement various group-wide energy
Group’s carbon neutrality target by 2030. saving initiatives to ensure resource efficiency
Carbon offset schemes allow companies to and reduce our environmental impacts. The
invest in environmental projects around the EEHS and Property and Facilities Management
world to balance out their carbon footprints. teams monitor the performance of facilities
Measures to reduce carbon offsets include: and equipment and also track fuel, electricity,
and water consumption, as well as our waste
1. Improving operational efficiencies to reduce generation and greenhouse gas emissions.
carbon emissions – deployment of energy They ensure compliance with environmental
saving air conditioning units in offices, laws and regulations and operational standards
network facilities, and data centers. for energy efficient operations.
2. Using renewable energy in operations – In addition to environmental programs, we

exploration of renewable energy resource use have several measures that help improve our
for cell sites, and proof of concept study for environmental performance. The Company’s
marine renewable energy in Tawi-Tawi using participation in the Philippine Environment
underwater current, tides, and waves. Partnership Program of the DENR allows for
best practices-sharing while the submission of
3. Investing in environmental projects – such a DENR Self-Monitoring Report helps to ensure
as reforestation, nature conservation, facilities consistently adhere to environmental
marine/coral reefs protection, and peatlands standards.
preservation, and climate change awareness
programs. The Company will continue to maintain
resource efficiency by obtaining environmental
One of the components of our marine compliance certifications for new Smart
conservation project with the University of cell sites and by developing projects on
the Philippines-Marine Science Institute and environmental protection, pollution prevention,
Marine Environment Resources Foundation is and hazardous waste management. We
understanding how healthy coastal ecosystems also commit to provide learning and training
offset or counterbalance carbon footprint. The programs for our employees in order to
project aims to quantify how much carbon is enhance their awareness and involvement in
sequestered in seagrass and mangrove areas in conserving resources and reducing company
24 marine protected areas across the country. environmental impact.
Mangroves serve as nurseries for various marine
species and are important buffers against
storms and large waves. These areas also have
the ability to store large amounts of carbon.
However, mangroves are being cleared at
alarming rates for commercial land use. The loss
translates to reduced fish catch, coastal erosion,
and the release of carbon into the atmosphere.
The project therefore aims to reinforce the need
for healthy seagrass and mangrove areas. The
data on carbon sequestration, combined with
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91
Saving Forests Principle 8
In partnership with the DENR The solution has been successfully deployed
Environmental Protection and in five DENR-designated areas in Palawan,
Enforcement Task Force and Huawei which is recognized as the “last ecological
Technologies Philippines, the Company frontier” of the country:
deployed a solar-powered bioacoustics
monitoring system called Rainforest
Connection (RFCx), developed by a
start-up company from San Francisco
Palawan
with the same name. Through this “The last ecological frontier”
landmark partnership, we use mobile
technology to detect and record
Pasadena, El Nido
rainforest sounds that can help prevent
illegal logging and poaching activities Cadlao Island, El Nido
in the country’s rainforests. Maranlao, El Nido
Pancol, Taytay
New Guinlo, Taytay
Saving rainforests are vital for
communities who depend on them for
food, shelter, and livelihood. Rainforests
are also essential to maintaining
Topher White founded Rainforest Connection, a startup which converts recycled cell-phones into solar-powered
the planet’s ecological balance and listening devices to monitor and protect remote areas of the rainforest.
curbing climate change. In this regard,
bioacoustics monitoring capabilities and
artificial intelligence give communities Mangrove Conservation Principle 8
new ways of understanding and

conserving rainforests. The program Smart, in partnership with Ericsson and the
uses technology and big data to enable local government of Sasmuan, Pampanga,
RFCx also works in other countries
on-ground partners to save threatened such as Ecuador, Romania, Peru,
continued the Connected Mangroves Project,
rainforests and habitats by sending Costa Rica, Brazil, South Africa, an Internet of Things solution that uses wireless
alerts for chainsaws, trucks and other and Indonesia. connectivity to collect critical data relevant to
signs of incursion. mangroves’ survival.
The data collected from the mangrove area

- such as water level, humidity, soil moisture
and temperature, and other hazards in the
environment - are sent in real time to a cloud
system using mobile connectivity. Fisherfolk
communities at the Sasmuan Bangkung Malapad
Critical Habitat and Ecotourism Area greatly
benefitted from this project, as they can already
check marine area conditions just by accessing
the dashboard in their mobile phones.
Sasmuan Bangkung Malapad Critical Habitat is a Along with Rainforest Connection, the
mangrove islet formed by the volcanic sediments project was cited by GSMA in its 2020
deposited through Pasak River from the Mt. Digital Dividends Report, as well as in
Pinatubo eruption in 1991. It is one of the many the 2019 Case for Change initiative, as
valuable ecosystems found within the Sasmuan a global mobile industry contribution
Pampanga Coastal Wetland, which was to the UN SDGs. Smart is also the first
recently designated a Wetland of International telecommunications company in the
Importance under the Ramsar Convention. world to conduct this program.
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93
Marine Protection 103-2, Principle 8 103-3
In addition to marine conservation and protection, the project will empower and
In partnership with UP MERF, the Company capacitate local communities in coastal marine environment management, and
contributes to the rehabilitation and natural measure the carbon offset impact of each MPA per year. The program will be
regeneration of marine protected areas in implemented in MPAs in these sites:
24 sites. This collaboration on marine and
coral reef protection aims to support efforts
to curb climate change and provide a source
of livelihood for coastal communities.
Bolinao, Pangasinan Anda, Pangasinan

Bani, Pangasinan Hundred Islands, Alaminos
Masinloc, Zambales Baler, Aurora
Balanga, Bataan
Camarines Norte
Bauan, Batangas Tayabas, Quezon
Tinambac, Camarines Sur
Puerto Galera, Mindoro
Buasuanga, Palawan
Guiuan, 1st District, Eastern Samar

Sagay Marine Reserve, Negros Occindental
San Vicente, 1st District, Palawan Dabajon Bank, Bohol

Calaguas, 1st District, Bohol
Panglao, 1st District, Bohol Siargao,
Surigao del Norte
Kantaan, Guinsalban,
3rd District, Camiguin
Island Garden City of Samal, Samal Island, Davao

Samal, 2nd District, Davao del Norte
Bonggao, 1st District, Tawi-Tawi
Our environmental alliances for marine protection involved academe and LGU partners.
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Peatlands Conservation 103-2, Principle 8
In 2020, PLDT partnered with DENR and The Caimpugan peatlands hold the largest
kicked off a program to protect, restore, and and only recorded remaining peat swamp
conserve the Caimpugan peatland inside the forest in the Philippines. Covering 5,487
Agusan Marsh Wildlife Sanctuary—a wetland hectares, the peatlands is estimated to
of international importance under the Ramsar store 22.86 – 22.99 million tons of carbon.
Convention and an ASEAN Heritage Park. Our commitment to this first private-public
partnership for peatland conservation
Peatlands are wetland areas that are critical is enshrined in House Bill No. 7206:
for preserving global biodiversity, providing National Peatlands and Peatland Resource
safe drinking water, minimizing flood risk, and Management, Conservation & Protection
addressing climate change. As the largest natural Act of 2020 (An Act to Conserve, Protect
terrestrial carbon sinks, these ecosystems store & Sustainably Manage Peatlands & Its
more carbon than all other vegetation types in Resources). HB 7206 indicates Gabay
the world combined. Damaged peatlands are Kalikasan’s dedication to conserving the
thus a major source of greenhouse gas emissions Caimpugan Peatlands and other peat
and peatlands restoration can bring about swamp forests in the country.
significant emissions reductions.
Promoting Ecological Consciousness 103-2, Principle 7, 8 & 9
The Company implements various programs to Central Business District. The entire
reduce waste in our operations and businesses. back façade of the building features a
While the ban on single-use plastics in all 120-foot high artwork of an endangered
PLDT Group establishments nationwide was Rufous-headed Hornbill, and is said to
temporarily put on hold owing to hygiene needs be the tallest environmental mural in
of the pandemic, it remains in effect and will Southeast Asia to-date.
resume implementation post-pandemic.
COVID-19 restrictions moved other
We also conducted online campaigns to environmental events and celebrations
educate and encourage the Company’s online, and we became one of the first
employees, visitors, and customers to be more in the Philippines to hold virtual events
environmentally conscious about their lifestyle amid the pandemic. From March to June
choices. A paperless billing campaign encouraged 2020, we held four online concerts to
subscribers to opt for electronic billing to celebrate environmental events such
reduce consumption of paper and save trees. as Earth Hour, Earth Day, and World
And to avoid harmful effects of e-waste, the Environment Day with support from
#SmartPlanet phone recycling bin uses sensors to volunteer celebrities and musicians.
send free Smart load in exchange for old devices. We also organized online contests to
encourage digital users to participate in
Bringing environmental stewardship to our environmental causes.
mainstream consciousness, the Company
undertook a massive mural-painting project that These and other initiatives bolster
features plants and animals most vulnerable to our commitment to being advocates
climate change. Conceptualized and painted for making better choices that protect
Photo shows: (Top row) DENR Undersecretary for Attached Agencies Rodolfo Garcia, DENR ASec. and Director of
DENR-Biodiversity Management Bureau Ricardo L. Calderon, DENR PENRO Agusan del Sur Provincial Environment & in partnership with renowned environmental future generations, and to conduct
Natural Resources Officer Jose Flavio V Concha; (2nd row) DENR CARAGA Regional Executive Director Hadja Didaw D. muralist AG Saño, the output covers the exterior programs that sustain communities
Piang-Brahim, Agusan del Sur Governor Hon. Santiago B. Cane, Ramsar Convention Secretariat Senior Advisor for Asia- of the Company headquarters in the Makati and protect the planet.
Oceania Reiko Iitsuka; (3rd row) PLDT-Smart Chief Sustainability Officer Chaye Cabal-Revilla; PLDT Chairman and CEO
Manuel V. Pangilinan, PLDT-Smart FVP for Group Corporate Communications Cathy Yang; (4th row) Gabay Kalikasan
volunteers Pops Fernandez and Derek Ramsay
EVOLUTION PILLARS
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99 Excellence through Human Capital
115 Positive Community Impact
129 Good Governance and Ethical Business Practice
Build resiliency through

human capital and strong
communities
99
Excellence through
Human Capital
Connecting with our people to nurture the workplace of the future
Various hotlines were made available, including COVID-related channels:
a 24/7 InfoMed hotline to address medical-
The PLDT Group recognizes that the impact of the COVID-19 pandemic on our workforce related concerns and questions on health • Coronavirus Online Form
will be long lasting. It is therefore committed to ensuring that the organization is able benefits from personnel. Meanwhile, a COVID • COVID-19 Self-check Chatbot
to mitigate the risks and disruptions as well as capture the opportunities that a crisis Employee Hotline allowed employees to reach • COVID Warrior Campaign
presents to further build agility, resilience, and sense of community in its culture. out to advisers on questions related to internal
guidelines, safety protocols, rapid testing, • 24/7 InfoMed Hotline
shuttle services, and the like. A COVID Online • COVID Employee Hotline
Helpdesk via the Workplace by Facebook
• COVID Online Helpdesk
platform was also set up for all internal inquiries.
via the Workplace
The Medical Services Team provided assistance
by delivering medicines and vitamins to
staff during the quarantine period and
operationalizing its clinics nationwide. It also Mind Your Health Program
launched the Virtual Health Management
system to facilitate teleconsultations with
doctors, oversee employee testing results,
accommodate employees in designated 11 webinar series
quarantine facilities, manage the health status on issues on stress, anxiety,
of all our employees, and conduct a vaccination and depression with 3,879 views
program for other illnesses, such as flu, for and 1,414 live participants
employees and their families.
Recognizing the importance of mental health

during the crisis, we launched the “Mind Your
Health” program. The project raised awareness 7 e-Learning modules that
on mental health issues and rolled out weekly engaged 11,912 participants
communication and webinars to break the
stigma on managing and taking care of mental
Even as accelerated digital transformation placed technology front and center of every response to the situation, health in the workplace. Sessions and live talks
the organization made every effort to ensure that solutions and changes made remained focused on people and
adding value to their experience.
featured mental health experts who shared
e-Learning modules on
their insights on how best to address mental
unexpected change,
well-being issues such as stress, anxiety, and
depression. stress management,
Employee Well-being 103-1, 103-2, 403-3, 403-4, 403-5, 403-6
and managing anxiety had
At all times, the health and well-being of our and knowledge base platform which It was essential for us to also engage Officers the highest responses from
people are our priority. is accessible via laptop, desktop and and Executives in the program, providing them employees
mobile phone. These sources are closely with specific modules and sessions to help
At the onset of the crisis, dedicated COVID- monitored by our Medical Services understand the important role they play in
related channels were set up to address the Team. The company also rolled out a promoting the mental well-being of their teams.
anxieties of employees. Heightened Health COVID Warrior Campaign to educate The Medical Services Team also facilitated
and Safety Protocols were activated, and a employees on weekly tips, guidelines counseling and consultations with accredited
COVID-19 Self-Check Chatbot served as the and safety protocols which include a healthcare professionals to ensure that
employees’ daily health assessment and security Coronavirus Online Form employees employees experiencing mental health issues
requirement for entering the workplace. This is are required to complete upon the onset found support and treatment interventions to
housed in “One Hub”, our group-wide self-service of symptoms or in the case of exposure. help them cope and heal.
EVOLUTION PILLARS
101
Promoting Diversity and Equality 102-7, 102-8, 103-1, 103-2, 103-3, 401-1, 405-1, Principle 6 2020 Employee Diversity by Gender 102-7, 102-8, 405-1
Rank and File Management Executives Officers Total

Even under challenging times, the PLDT Women are strongly represented in our
Group Male Female Total Male Female Total Male Female Total Male Female Total Male Female Total
Group remained committed to being the workspace, especially at Smart, where
kind of organization that will attract the best there is an almost equal number of men and 3,812 777 4,589 3,694 2,229 5,923 390 274 664 56 31 87 7,952 3,311 11,263
PLDT
talents. The Company has been consistent women. Our gender ratio in 2020 was higher 34% 7% 41% 33% 20% 53% 4% 2% 6% 0% 0% 0% 71% 29% 100%
in implementing its non-discrimination for men as more males than females were
policy that gives equal opportunity to all recruited in the technical department, with 229 120 349 62 28 90 63 31 94 4 3 7 358 182 540
ePLDT
qualified applicants. Competency is the this ratio mirrored across all positions. 43% 22% 65% 12% 5% 17% 11% 6% 17% 1% 0% 1% 67% 33% 100%
main criteria with candidates chosen for
their qualifications regardless of gender, The non-discrimination policy, an important 1,506 1,537 3,043 1,077 968 2,045 337 283 620 34 26 60 2,954 2,814 5,768
SMART
age, or inclusion in a particular sector. In tool in the Company’s arsenal as an equal 26% 27% 53% 18% 17% 35% 6% 5% 11% 1% 0% 1% 51% 49% 100%
terms of gender equality, the Company uses opportunity employer, also helps us welcome
5,547 2,434 7,981 4,833 3,225 8,058 790 588 1,378 94 60 154 11,264 6,307 17,571
one salary structure, with compensation qualified applicants who may belong to a TOTAL
packages based on competencies, vulnerable sector, which includes the elderly, 31% 14% 45% 28% 18% 46% 5% 3% 8% 1% 0% 1% 64% 36% 100%
performance, and credentials. We pursue persons with disabilities, vulnerable women,
goals to improve diversity in the workplace refugees, migrants, internally displaced
as it allows us to better engage our persons, people living with HIV and other 2020 Employee Diversity by Age Group 102-7, 102-8, 405-1
employees, understand customers, and diseases, solo parents, and the poor. Our
Rank and File Management Executives Officers
generate creative products and services. demographics show that members of the
vulnerable sector present in the organization Group
< 30
years
30-50
years
> 50
years
Total
< 30
years
30-50
years
> 50
years
Total
< 30
years
30-50
years
> 50
years
Total
< 30
years
30-50
years
> 50
years
Total
In 2020, group-wide employee population are mostly solo parents. We therefore provide
-
grew by 3 percent from 17,032 to 17,571. additional support to these employees PLDT
3,086 1,213 290 4,589 1,216 2,572 2,135 5,923 18 419 227 664 45 42 87
The employees comprise 11,264 males through our Solo Parent Leave Policy, which 27% 11% 3% 41% 11% 23% 19% 53% 0% 4% 2% 6% - 0% 0% 0%
(64.11 percent) and 6,307 females (35.89 provides an additional seven-day leave as
199 139 11 349 19 68 3 90 - 78 16 94 - 4 3 7
percent). Out of 1,136 new hires in 2020, defined in Republic Act 8972 or the Solo ePLDT
66 percent or 751 went to PLDT, 108 to Parent Welfare Act. 37% 26% 2% 65% 3% 13% 1% 17% - 14% 3% 17% - 1% 0% 1%
ePLDT, and 277 were employed by Smart. -
1,829 1,179 35 3,043 196 1,722 127 2,045 4 506 110 620 32 28 60
The largest age group in the Company are 466 SMART
Attrition Rate
employees between the ages 30–50 (46%), Number of employees
32% 20% 1% 53% 3% 30% 2% 35% 0% 9% 2% 11% - 1% 0% 1%
followed by staff under 30 (37 percent), and from the vulnerable 2% 7% 5,114 2,531 336 7,981 1,431 4,362 2,265 8,058 22 1,003 353 1,378 - 81 73 154
then staff over 50 (17 percent). sector (single parents) Fixed Wireless TOTAL
29% 14% 2% 45% 8% 25% 13% 46% 0% 6% 2% 8% - 1% 0% 1%
102-7, 102-8, 405-1
Diversity across gender, age groups, and positions in the workforce Total
Group < 30 years 30-50 years > 50 years Total
4,320 4,249 2,694 11,263

Number of Staff PLDT
38% 38% 24% 100%
Rank & File 30% 70% Rank &
Management Executives Officers Total
Diversity File 218 289 33 540
ePLDT
Management 40% 60%
5,547 4,833 790 94 11,264
Male 40% 54% 6% 100%
Gender
Executives 43% 57%
Female 2,434 3,225 588 60 6,307 2,029 3,439 300 5,768
SMART
Officers 39% 61% Under 30 5,114 1,431 22 - 6,567 35% 60% 5% 100%
Age group 30-50 2,531 4,362 1,003 81 7,977 6,567 7,977 3,027 17,571
TOTAL
Female Male
37% 46% 17% 100%
Over 50 336 2,265 353 73 3,027
EVOLUTION PILLARS
103
The PLDT group provides all mandatory employee benefits under the law. We also adhere to regulations
of the law related to parental leaves, including maternity and paternity leaves. Across the group,
Pay Ratios 202-1
97 percent of those who availed of maternity leave returned, while 100 percent of those who took
Luzon PLDT ePLDT SMART Visayas PLDT ePLDT SMART paternity leave returned to work.
Rank and File 0.95 0.89 0.93 Rank and File 1.03 0.71 0.82
Management 0.98 0.69 0.90 Management 1.04 N/A 0.78 Parental Leaves 401-3
Employees that returned to work after Employees that returned to Employees that took Employees that
Executives 0.92 0.87 0.94 Executives 0.89 N/A 1.07 parental leave ended that were still employed work in the reporting period parental leave were entitled to
Gender 12 months after their return to work after parental leave ended parental leave
Officers 0.89 0.91 1.04 Officers N/A N/A N/A
Female 206 292 301 6,306
Male 279 360 360 5,596

Mindanao PLDT ePLDT SMART Total PLDT ePLDT SMART
Rank and File 0.95 N/A 0.78 Rank and File 0.96 0.89 0.91
Defined Benefit Obligation (in millions) 201-3
Management 0.93 N/A 0.87 Management 0.98 0.70 0.89
PLDT 2020 2019 2018
Executives 0.80 N/A 0.78 Executives 0.92 0.87 0.95 Defined benefit obligation 27,868 22,263 20,306
Officers N/A N/A N/A Officers 0.89 0.91 1.04 Fair value of assets 14,762 13,517 13,448
Net defined benefit asset / (liability) (13,106) (8,746) (6,858)
New Hires by Gender 401-1 Percentage of salary contributed by employee none none none
2020 2019 2018
Group Male Female Total Male Female Total Male Female Total
ePLDT 2020 2019 2018

632 119 751 2,624 587 3,211 1,450 727 2,177
PLDT
Defined benefit obligation 49 36 26
6% 1% 7% 25% 5% 30% 17% 9% 26%
Fair value of assets - - -
68 40 108 113 45 158 68 39 107
ePLDT
Net defined benefit asset / (liability) (49) (36) (26)
13% 7% 20% 22% 9% 31% 16% 9% 25%
Percentage of salary contributed by employee none none none
142 135 277 406 393 799 569 594 1,163
SMART
3% 2% 5% 7% 7% 14% 9% 9% 18%
842 294 1,136 3,143 1,025 4,168 2,087 1,360 3,447

TOTAL SMART 2020 2019 2018
5% 2% 7% 18% 6% 24% 14% 9% 23%
Defined benefit obligation 2,775 2,812 2,279
Fair value of assets 3,649 3,082 2,500

New Hires by Age Group
Net defined benefit asset / (liability) 874 270 221
2020 2019 2018
< 30 30-50 > 50 < 30 30-50 > 50 < 30 30-50 > 50 Percentage of salary contributed by employee 5% to 10% 5% to 10% 5% to 10%
Group years years years
Total
years years years
Total
years years years
Total
538 194 19 751 2,442 724 45 3,211 1,620 556 1 2,177

PLDT Pertains to Parent Company only. The company engages the assistance of an independent qualified
5% 2% 0% 7% 23% 7% 0% 30% 19% 7% 0% 26%
actuary whose calculations depend on certain assumptions, such as future salary rate increase, attrition
77 30 1 108 123 34 1 158 80 27 0 107 and mortality rates, as well as discount rate, which could have a material impact on the results. Please
ePLDT
14% 6% 2% 20% 24% 7% 0% 31% 19% 6% 0% 25%
refer to the 2020 Annual Report pages 150 to 152 for a more detailed discussion.
201 74 2 277 612 182 5 799 1,016 139 8 1,163

SMART
4% 1% 0% 5% 11% 3% 0% 14% 16% 2% 0% 18%
816 298 22 1,136 3,177 940 51 4.168 2,716 722 9 3,447

TOTAL
5% 2% 0% 7% 19% 5% 0% 24% 18% 5% 0% 23%
EVOLUTION PILLARS
105
Benefits that are provided to majority of Employees Employee and Talent Management 103-1, 103-2, 103-3, 404-1, 404-2
401-2
As part of its integrated strategy, the PLDT The Company also provided prescribed
Employee Benefit PLDT ePLDT Smart Group relentlessly pursues its agenda on trainings that are important for all
succession management. While leaders work employees or segments of employees
MEDICAL
to ensure present talent requirements are met, to ensure compliance with corporate
Sick Leave (in excess of government mandated SL) creating a talent pipeline capable of growing in thrusts, regulatory requirements, and
Life Insurance the ecosystem for the next horizon of products the promotion of common grounding
Medical, Dental, and Hospitalization for Employees and services is also important. This includes the and understanding of essential
Medical Insurance, Hospitalization, Medical Benefits for Dependents development and implementation of capability principles and expected behaviors.
Accidental Death and Disablement Assistance building initiatives, series of targeted hiring in These include:
local and global markets, and the revival of the
MONETARY BENEFITS, FINANCIAL ASSISTANCE, AND ALLOWANCES Management Associate Program. • Corporate Governance
Financial Assistance during Funeral and Code of Ethics
Financial Assistance during Calamity And with the new and emergent economy’s • Data Privacy
Rice Allowance highly digital environment prescribing an equally • Cyber and Information Security
Unused Sick Leave converted to cash strong learning culture, PLDT and Smart ensures • Business Continuity
Mid-year Bonus support through corporate university platforms, • Core Values Based Trainings
Longevity Bonus which provides all learning modalities for the • CX Ambassadorship Roadshow
Presidential Bonus best reach. The corporate university also enables
Clothing/Uniform Allowance an internal career opportunity marketplace that In addition, trainings form part of
Christmas Bonus offers talent mobility for all employees. change management interventions for
Medical Allowance major transformation projects. These
Parental Assistance As the whole organization shifted to a digital include new technology acquisitions
Provident Fund approach, we invested in the continuous learning and roll outs, customer management
14th Month Pay and development of our people by rolling out systems modernization, support
15th Month Pay a line-up of e-learning courses and webinars systems upgrades, and others.
through PLDT and Smart University. Thousands of
LOANS employees participated in a wide range of webinars Training programs were also tailor-fitted
Calamity Loan and completed e-learning courses across employee to the requirements of the new normal
Hospitalization Loan for Dependents development programs, business systems trainings, to orient employees on how to cope
Phone / Gadget Loan technical skills, leadership development programs, effectively with the COVID pandemic
Educational Loan and on-boarding and career initiatives. (safety protocols, return to work
Dental Loan mindset setting) and train them on more
Optical Loan Learning & Development (L&D) programs effective ways of working and leading
Wellness / Fitness Loan aligned with our digital transformation program. in a virtual environment (e.g. Building
Bereavement Loan The standard employee curriculum covers Virtual First Managers).
Employee Subscription Loan digital courses and the Company’s business
Hospitalization Loan for Employees transformation. Trainings offered and provided to In 2020 alone, the training reach rate
employees also complemented their specific job of unique employees who attended
OTHERS roles. Curricula are developed and targeted for learning courses was at 97.7 percent —
Christmas Party Subsidy specific groups and functions. These include: the highest ever compared to previous
Vacation Leave (in excess of government mandated VL) years. This shows that in today’s new
Bereavement Leave • CX SDA Fundamentals and Advanced normal era, learning has become vital
Community Service Leave trainings for our telecoms technicians and highly accessible for our employees.
Calamity Leave in the zones
Parental Leave • Customer Service Training Curriculum
Magna Carta Leave for staff in our stores and business offices
RA 9262 Leave • Network Engineer Basic Training Program
Employee Privilege Plan • Leadership Development Curriculum
for all leaders in the organization
EVOLUTION PILLARS
107
Average Traning Hours PLDT ePLDT Smart
63.99
40.71 40.07
36.73
29.19 26.97
26
19.71
5.99 5.86
4.8 3.93
Rank & File Management Executives Officers
The total training hours for the Group reached 722,656,

with an average of 41.1 training hours or about f ive
work days of training per employee. Owing to the
increased number of online training courses, this is a
huge jump of 151 percent from 2019 figures, where total
training hours amounted to 287,788, averaging 16.9
training hours or about two days of training per employee.
654 Top 5 Upgrading Skills Topic with
Training expenditure for the year was PHP 69.7 million. e-learning courses
most number of attendees
Nearly 100 percent of employees in PLDT and Smart equivalent to
received training designed to upgrade employee skills. 1,083 hours
The numbers were more variable for ePLDT, where 86 Topic Attendees
percent of officers and 26 percent of the rank and file 525,872 Health and Safety 50,748
received training. employee participants
Data Privacy 13,600
Some of the year’s digital learning highlights included the
launch of new e-learning courses in collaboration with Business Continuity 10,393
LinkedIn and the roll out of the #AllTogether Now Product
97.7%
training reach rate Customer Service 8,713
Knowledge and Customer Experience training program, of unique employees
which aimed to keep employees informed on PLDT and Microsoft Excel 6,992
Smart’s roster of new and existing products and services.
Employees were also taught how to better address the 722,656
total training hours
customer concerns of their family members and friends,
especially with data becoming an increasingly vital service.
41.1
average training hours
per employee
To recognize noteworthy achievements despite a difficult year, the L&D Team
organized a Training Resource Persons Awards event for co-trainers and partners
from various departments. We also prepared 443 employees for retirement in 2020
through transition workshops and seminars so they could plan and make better
choices amidst the pandemic.
EVOLUTION PILLARS
109
Engaging our Workforce 103-1, 103-2, 103-3
Engaging and re-energizing the workforce from the comforts of their homes and Wellness Revolition: Digital Edition Initiatives
was particularly challenging as COVID-19 offices, chatted with fellow recipients,
upended peoples’ lives. The Company and enjoyed the photo booth. The event • Workout From Anywhere – facilitated
crafted the “Wellness Revolution: Digital also featured congratulatory speeches weekly online fitness classes
Edition” program to virtually engage from senior leaders, stories from
employees with an exciting lineup of service award representatives, musical • PLDT & Smart Plant Project – program for
activities. The program generated 16,374 performances, and an exciting raffle plant enthusiasts
online engagements, including views, draw. Trophies and cash incentives were
participation, and playbacks. also given to the awardees. • Kwentong ECQusina – employees shared
recipes of home cooked meals
PLDT and Smart replaced the annual sports Capping off the year was done through
• KidsAtHeArt – showcased artwork by
Olympics with “ONE E-Sports League” an engagement activity with the
employees and their families on themes
for gamers, which acquired a satisfaction employee community dubbed “Gratitude relevant to the pandemic
rating of 4.86, the highest rated virtual Night.” It was attended by 1,271 live
sports event. participants, and garnered 2,500 • #RTWOOTD – encouraged employees to
total views. The year-end celebration pose in their “return to work attire” PPEs
In addition to these fun initiatives, PLDT- featured a Santa Spin Grand Raffle to
Smart Foundation implemented an internal boost the holiday spirit, entertainment • #WFHDeskGoals – showed do-it-
Kapit Kapatid Fundraising Program for through Pasko Sessionistas, and yourself work spaces at home Recognizing Malasakit
employees who wanted to give back. A total a Christmas Edition of Tagisan ng
of 3,553 employees from PLDT and Smart Talino (Quiz Night ). • Tagisan ng Talino – online trivia games and The group-wide “Pusong PLDT and Smart”
donated PHP 6,689,000 to the program. “Quiz Night” for employees digital campaign put a spotlight on employee
heroes and sought to uplift the spirit of
The senior leaders of PLDT and Smart the workforce during the pandemic. The
played a pivotal role in steering the Company campaign commended various personnel
towards the right direction, and assured for going above and beyond the call of duty
the workforce that their well-being was a during the COVID-19 crisis and the natural
priority. Before the crisis, the PLDT & Smart calamities that took place in 2020.
Leadership Summit rallied 291 participating
Assistant Vice Presidents and Officers to Employees also celebrated colleagues
meet business targets. During the pandemic, for a job well done through “DigiPEP,”
top management talked to 1,400 officers and which is housed in the performance
executives through three virtual town halls management system of PLDT and Smart.
to discuss the crisis and address employee Since its launch, over 10,000 people sent
concerns. Around 90 percent of target colleagues recognition badges dedicated
participants joined the leadership town hall to our corporate values such as malasakit,
in December 2020, making it the highest awesome customer experience, agility,
real-time participation rate in comparison collaboration, and humility to listen and
to previous sessions. learn, among others. We also established
performance-based incentive plans to
In November 2020, the Company celebrated reward employees for a productive and
837 employees who provided 25, 30, and meaningful year despite the challenges of
40 years of service in our first ever Virtual the pandemic.
Service Awards called “Pamana.” The
awards ceremony had an exclusive site
where awardees watched the program live
EVOLUTION PILLARS
111
Employee Rights and Labor Relations 102-41, 103-1, 103-2, Principle 1, 2, 3, 4, & 5
Respect for labor rights is essential to protect PLDT supports and recognizes the Collective Emerging technologies also raise questions of
workers and promote employee welfare. Bargaining Agreements (CBAs) signed potential health risks. Developing innovations 403-9, 403-10
The PLDT Group firmly believes in the principle with the three employee unions, which are thus comes with the responsibility of ensuring
Safe man-hours
of human rights and thus strictly complies with the Gabay ng Unyon sa Telekomunikasyon the safety of new products and services,
labor standards under the law and adheres to ng mga Superbisor (GUTS), Manggagawa and providing the facts to assuage concerns 2,565,050
internationally recognized principles on labor sa Komunikasyon ng Pilipinas (MKP), and among stakeholders. We strive to build trust Fixed
man-hours
and human rights. The Company implement PLDT Sales Supervisors’ Union (PSSU). in our products by conducting community
policies that reinforce the rights of our Reporting and handling grievances related discussions and workshops and publishing 11,819,656
Wireless
employees, including DOLE Department Order to CBA matters are handled by first coursing press releases and position papers. man-hours
174 (Rules Implementing Articles 106 to 109 through the concerned employee’s Union,
of the Labor Code, as Amended), R.A. 7610 then escalating to our Management and the The Property and Facilities Management Workplace accidents 76
(Protection against Child Abuse, Exploitation, respective Union’s Grievance Committee for and Energy Environment Safety and Health Work-related fatalities 0
Discrimination), and the General due process. teams comprise our safety committees and
Labor Standards (GLS). regularly review relevant laws and policies on Work-related ill
0
occupational health and safety (OSH). In 2020, health incidents
Meanwhile, the Human Resources Manual we recorded 76 workplace accidents and
Safety drills 21
includes labor rights protection policies and zero fatalities, which equate to a Lost Time
grievance mechanisms. A general grievance Injury Frequency Rate (LTIFR) of 0.47 and a
handling policy manages labor rights concerns Fatal-Injury Frequency Rate (FIFR) of 0. We
while a Committee on Workplace Decorum and had a total of 108,728 training hours of safety
Investigation resolves gender-based sexual drills to prepare employees for emergency Return to work guidelines were developed
harassment cases. situations. Well-trained safety officers and implemented when the government
have also been appointed to care for fellow began to lift lockdown measures. Employees
employees. For this report, all work-related who are most at risk of contracting
Ensuring Safety in the Workplace 103-2, 403-1, 403-2, 403-7 discussions and datasets are just limited to COVID-19 are required to obtain a medical
those controlled by the organization. certificate and strictly comply with health
The Company adheres to strict standards to and safety protocols. Rapid tests were also
ensure a safe environment for our employees. Specific to COVID-19, the Company’s resolve done for employees, in partnership with
Various EHS units address emerging issues in the to ensure the safety, health, and wellness of Metro Pacif ic Hospital Holdings, Inc. and
workplace as well as track the Company’s health employees grew significantly. At the onset accredited clinics, to ensure highest levels
and safety performance. An internal system is in of the pandemic, we immediately imposed of safety in the workplace. We have since
place to protect the integrity and safety of the a travel ban to countries with high cases of included hybrid working arrangements in the
facilities and infrastructure and regular testing is COVID-19. We also limited access to our return to work policy.
conducted on products and structures to ensure corporate offices only to employees. Shortly
compliance with safety standards. after, a ban was imposed on all foreign travel. Meanwhile, a vaccination program is in place,
being implemented through the combined
Our EHS teams look at various hazard categories The Company immediately transitioned to efforts of the MVP Group’s Vaccine Task
-- biological, chemical, physical, safety, ergonomic work-from-home arrangements to minimize Force, doctors from the Hospitals Group, and
and psychosocial-- and determine via a quick risk the exposure of employees to the virus. different companies under the MVP Group.
assessment which ones cause the most damage These arrangements were complemented with The Company is set to inoculate 300,000
in the workplace. During the pandemic, biological the appropriate digital equipment, including individuals comprising employees and
hazards were the most prominent.Once done with internet connection, to minimize disruptions their qualified dependents and household
the risk assessment, our safety teams introduced to our operations. Various measures were also members. The Company will shoulder
controls to reduce or eliminate the identified implemented to safeguard employees who the cost of vaccinating employees and
hazards. In the case of COVID, we developed had to work on site, such as a requirement mechanics for the inoculation program are
response plans that use the hierarchy of controls to wear personal protective equipment for being drafted, pending the delivery of the
and other tools to protect workers who remain in, or specific staff. vaccines.
will return to, their work areas. Detailed discussions
of these are on pages 85-86 and 101-102.
EVOLUTION PILLARS
113
Health and Safety Trainings 103-2, 103-3, 403-5
Regular training is offered to employees aiming to ensure their safety and well-
being. In 2020, the Company launched a mandatory OSH e-learning series for
employees. The training modules covered the following topics: Introduction to
OSH, R.A. 11098 (An Act Strengthening Compliance with Occupational Safety
and Health Standards and Providing Penalties for Violations thereof) and its
Implementing Rules and Regulations in D.O. 198-18, Accident Analysis, Hazard
Identification, Emergency Preparedness, Fire Safety, Electrical Safety, Workplace
Safekeeping, and Ergonomics and Materials Handling.
Training
Occupational Health and Safety Trainings Conducted Participants Hours
BOSH Training 51 40
Mandatory 8-Hour OSH Training eLearning 12,326 8

We also developed various tools to ensure safety The Company has initiated the process
in the workplace. of adopting the ISO 45001:2018
COSH Training 126 40 Occupational Health and Safety
The Accident Life threatening Emergency Management System and aims to be
SO1 Training with Train the Trainors 50 10 Reporting Tool (ALERT) app strengthens certified in 2021. The certification will
Smart’s safety management procedures by promote our health and safety programs,
empowering personnel to report incidents reduce overall cases, and decrease cost
Ladder Safety Awareness 1 2 (accident or near misses), health and safety- of damage and operational interruption
related observations, or good practices in real due to incidents and accidents.
Working at Heights Webinar 20 8 time. Users can report emergency information to
management through mobile devices for a faster Nurture our talents in a safe and healthy
response and action. The data gathered will be workplace will always be a priority as
Defensive Driving by A1 Driving Webinar 253 8 used to formulate risk-based prevention and we aim to provide maximum benefits
sustainability programs. to employees and our communities. As
Fire Safety Training 133 2 partners in business, our employees’
The PLDT EHS and Human Resources health and well-being will always be a
Department and Smart-EEHS developed the primary concern. Talented and motivated
Defensive Driving Orientation In-House 11 8 Occupational Health and Safety Learning and employees are key to our success
Development Module for the mandatory OSH and we will further strengthen our
Trainings and E-learnings in compliance with initiatives that promote diversity, equal
requirements of the Department of Labor and opportunity, and inclusion.
Employment. It aims to enhance knowledge
of health and safety protocols and programs,
promote a secure working environment, and
reduce work-related accidents.
EVOLUTION PILLARS
115
Positive
Community Impact 103-1, 103-2, 103-3, 203-1, 203-2, 413-1
Connecting partners and programs to enable

inclusive progress and development Quality Education
We believe in enabling inclusive, quality education
The abiding connection between business and the through technology-enabled education initiatives that
communities it serves was clearly demonstrated when ensure that no learner gets left behind.
a modern global pandemic came and changed the
world in 2020. People soon realized that the only way Gabay Guro
that organizations, industries, and countries could hope
to overcome the impact of widespread lockdowns was Gabay Guro (Guiding Teachers) is an advocacy
if everyone cooperated and worked together. program for teachers that implements sub-projects
such as Scholarships, Teachers’ Trainings, Classroom
The PLDT Group recognizes that its role as the leading Donations, Livelihood Programs, Connectivity
and most diversified telecommunications group in the and Computerization, Tribute Events, and Digital
Philippines gives it the opportunity to create an impact Innovations.
as a visible advocate for productive collaborations
towards inclusive solutions and sustainable response As learning evolved during the COVID-19 pandemic,
to crises. In times like these, it is the vulnerable sectors the 13-year-old program successfully pivoted to
who already struggle with the digital divide who are the digital landscape. Spearheaded by passionate
seen to suffer worse than the rest. volunteers from PLDT Home, alongside PSF and PLDT
Managers Club, Inc., the team launched a ‘Learning
The Group therefore not only brought innovation Never Stops’ online training series to equip teachers
into its products and services, but also bolstered its with digital competencies and capabilities to adapt to
corporate social responsibility programs and initiatives distance learning.
and kept an eye on those sectors that needed extra
support. Despite the pandemic, we continued to Furthermore, the Gabay Guro App was released
implement local development programs in 100 percent before the start of SY 2020-2021 and it aimed to help
of our operations in Luzon, Visayas, and Mindanao. teachers with the integration of e-learning content
and interactive resources. Available on all Android,
The mechanisms through which the Group delivers its iOS, and web devices, the app provides teachers with
CSR are the following: a vast library of digital resources and ready-to-use
online platforms that are aligned with DepEd and
PLDT-Smart Foundation (PSF). This is a non-stock, Commission on Higher Education (CHED)
non-profit organization that serves as our social curriculum. A PayMaya partnership also
outreach arm and works under the personal guidance aimed to encourage teachers to go digital
of our Company’s Chairman of the Board Manuel in paying for online and in-store purchases,
V. Pangilinan. PSF initiatives focus on education, sending money, paying bills, buying load,
livelihood and social enterprise, disaster response and and paying government fees, among others.
recovery, youth and arts, and sports development. The Gabay Guro App will also offer badges
with technology-based programs in the that can be converted into MVP Rewards.
PLDT Community Relations (PLDT ComRel). This is areas of education, disaster preparedness
the Company’s CSR arm. Its longstanding interaction and response, livelihood, tourism, health, In 2020, it gathered close to half a million
with grassroots communities, ranging from urban and environment. Smart’s top CSR teachers in 27 e-learning sessions on
locations to far-flung rural areas across the country, programs were recently relaunched through Facebook and generated over 100,000
make known the thrust and services of PLDT, realizing its “Live Smarter for a Better World” Gabay Guro app downloads.
the convergence of business and social responsibility. campaign, intended to inspire people to
commit to sustainable actions with lasting,
Smart Communities. This is the flagship CSR positive impact to society. While PSF, PLDT 1,047 1,989
program of our wireless arm, implemented by Smart’s ComRel, and Smart Communities implement total number of Gabay total number of
Guro graduates since granted Gabay Guro
Community Partnerships team. The unit aims to separate programs, they also collaborate 2007 scholars since 2007
bridge the digital divide in community stakeholders with each other on many initiatives.
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PLDT Infoteach Central Visayan Institute Foundation-Dynamic

Outreach Program Learning Program
The PLDT Infoteach Outreach Program supports high The Central Visayan Institute Foundation-Dynamic
school students, primary to secondary level teachers, Learning Program (CVIF-DLP) is a pandemic-resilient,
and out-of-school youths nationwide through digital low-budget, flexible, and inclusive education strategy
literacy trainings. Formed in 2004 Infoteach’s virtual that has been backed by Smart and PSF Communities
trainings in partnership with the University of the for over a decade.
Philippines Open University (UPOU) drew over
58,000 attendees and 288,800 Facebook views for In 2020, the DepEd recognized the program as a
its 2020 virtual activities alone. Flexible Learning Option and endorsed the content as
a supplemental learning resource as it has proven to
The webinar series included topics on course be effective in continuing the teaching and learning
preparation and engaging online learners for teachers process despite the disruptions in education caused
and a discussion on preparing students to be online by the pandemic. Developed by Ramon Magsaysay
learners. There were also special sessions for LGUs laureates and world-renowned theoretical physicists Dr.
and parents on how they can support online learning. Christopher Bernido and Dr. Ma. Victoria Carpio-Bernido,
the tried-and-tested methodology develops students into
Complementing these efforts were donations of assistance for select students of Radio independent learners who are able to adapt and thrive
refurbished computers as well as school supplies to Veritas Asia employees affected by the even in a distance learning environment.
various public schools. We also provided educational pandemic, using PLDT funds from the
Balik Baterya program.
Gathered close to
half a million views in 6,548 1,304 783 5
Open to over the 3-day “No Learner teachers and CVIF-DLP Learning Implementing Implementing
8 61,491 268,850 29 Left Behind” web students trained Activity Sheets schools Alternative Learning
webinar registered forum on CVIF-DLP in 2020 produced and available Systems (ALS)
sessions participants views DepEd Division on DepEd Commons Divisions
participants
Smart Wireless Engineering

School-in-a-Bag
Education Program
School-in-a-Bag is a portable digital classroom that The Smart Wireless Engineering Education Program
democratizes access to technology, connectivity, (SWEEP) is the longest running industry-academe
multimedia content, and pedagogy to support linkage program that helps schools produce
distance learning. Each water-resistant backpack industry-ready Engineering and IT graduates and
carries a laptop and pocket WiFi for the teacher and technopreneurs by providing access to equipment,
up to 20 student tablets that are pre-loaded with training on the latest trends and technologies, and
educational content accessible even when offline. a platform to spur and nurture innovations.
On October 12, 2020, Smart presented the School- In 2020, the program staged the first eBootcamp
in-a-Bag program as an effective distance learning in partnership with AIM-Dado Banatao Incubator
strategy in the new normal at the 2020 Mobile and launched the first Smart Prepaid Innovation
Learning Week of the United Nations Educational, Generation, aimed at harnessing the creativity of
Scientific and Cultural Organization (UNESCO). the youth to develop innovative, technology-enabled
solutions to address pandemic-related challenges
in their own communities.
86 86 1,265
School-in-a-Bag packages donated teachers trained students reached 36 SWEEP eBootcamp: Smart Prepaid Innovation Generation
partner schools
293 total to date 2,587 total to date 79,594 total to date
28 84 13 4 49 16 25 7
participating universities partners/ entries from shortlisted mentoring partners
hired by Technology teachers and sponsors 22 partner entries from 16 sessions engaged
Group in 2020 from students schools SWEEP partners conducted
SWEEP schools
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#Cybersmart Caravan
The highly interactive #Cybersmart Caravan on

cybersecurity and online child safety ran for the whole In July 2020, the Company
month of September, which is also known as National offered free pocket WiFi to
Cyber Security and Awareness month. The internet students of the University of
consumer education initiative was organized in Sto. Tomas. PLDT Enterprise
partnership with our Cyber Security Operations also provided the Sacred Heart
Group and Consumer Marketing Department, in School - Ateneo de Cebu (SHS-
tandem with the National Privacy Commission, ADC) with Microsoft Education
UNICEF, and DepEd. It aimed to increase awareness Suite, an e-Learning solution
on data privacy and security, internet safety, with educational tools to facilitate
responsible social media use, combating remote learning while allowing
fake news, and computer and mobile protection. teachers to connect with their
students both inside and outside
school walls. PLDT Enterprise
also enabled e-Learning for
28,000++ 1,336 13 80,000 students of STI, who
teachers and students trained schools reached partners engaged were provided with the Smart
GIGA Study data plan to
ensure their connectivity. We
also worked with De La Salle
#LearnSmart eLearning Sessions Philippines to launch the Animo
Smart Online Store to better
support the digital learning
The #LearnSmart eLearning Sessions ensured needs of their students and
continued learning during quarantine through teachers. The e-commerce site
the Smart Communities e-learning Sessions. gives its students and faculty
Storytelling sessions allowed families to bond an opportunity to buy and avail
and encourage a love of reading and learning of exclusive Smart data and
in children. Smart has since repackaged these connectivity plans and products.
sessions into inclusive and offline content to
benefit people in remote areas as well as Meanwhile, the Catholic Educational Association of the Philippines
people with hearing disabilities. (CEAP) also tapped our services to augment their eLearning programs
with enterprise-grade online applications and connectivity solutions for
their members.
These applications were provided to teachers and school

31 22 73,784 159,607 superintendents through the Online Learning Management System
episodes partners engaged total engagements total views bundled with Microsoft 365 web-based collaborations tools. PLDT
Enterprise also provided e-learning tools to 196 members of the
Philippine Association of Colleges and Universities (PACU) to support
their transition to e-Learning. PLDT Enterprise provided Smart GIGA
Study plans and curated services for e-Learning that can be customized
With initiatives across our various business continuous learning amid the pandemic. for each learning institution and updated to keep pace with schools’
units, our Company supported the The Enterprise unit facilitated free access to evolving needs.
Department of Education and various schools DepEd Commons (https://commons.deped.
with a package of digital services in their gov.ph), the agency’s online education
transition to online learning. We provided delivery platform designed as an alternative
the DepEd with a package of digital services mode for teaching-learning process
to help support the academic sector offer during class suspensions and
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PNP Educational Grant and Improving Livelihood

MVP Academic Excellence Awards
Through technology-based strategies, the Company helps smallholder
The Philippine National Police (PNP) farmers and fisherfolk increase their livelihood by supporting their entry
Educational Grant benefits children of PNP into the digital economy.
officers who were killed or injured during
service. This long-term program uses Digital Farmers Program
donations to make a difference in the lives of
beneficiaries, and helps raise the morale of The Digital Farmers Program enables farmers to
PNP personnel. adapt to the digital shift and encourages the youth
to participate in agriculture. Smart works with the
The MVP Academic Excellence Awards Department of Agriculture – Agricultural Training
grants scholarships to selected dependents Institute (DA-ATI) to train smallholder farmers on
of PLDT Group employees. In 2020, PSF digital basics, agricultural apps, and social media use
awarded scholarship to 76 PLDT dependents and marketing. The project expanded to cooperatives
and 103 Smart dependents. who are offered bundled Smart solutions that include
low-cost smartphones, SIMs, retailer package,
Infocast, PayMaya, and the Digital Farmers program.
PNP
Educational PHP500,000 639
Grant yearly donation for scholars total scholars 15 31 16 52
provinces trainings conducted self-placed officers from 15 DA-ATI
reached microlearning videos trained produced from the
43 total to date on basic ICT skills for microlearning videos
farmers
50+ 1
Agritalk episodes supported to help online campaign launched
promote agri as a viable business to engage the youth
Buy Local Buy Smart Campaign
The Buy Local Buy Smart Program enjoins the

Group’s employees to help increase income of
Filipino smallholder farmers by buying rice directly
from them. The program also helps provide the
farming communities access to affordable capital
through the Buy Local sustainability fund.
Through the program’s Buy One Give One Campaign

conducted during the holiday season, Smart donated
300 sacks of rice to Dumagat families in Antipolo,
Rizal who were affected by the typhoons.
In celebration of Teachers Month, we donated school materials for blended
learning to Arakan teachers, and other teachers in Balik Baterya schools and PLDT
Educational Programs.
90 4,410 PHP257,080++
farmer beneficiaries kilos of rice ordered gross sales generated
In addition, the Company provided computer equipment to schools, including over
20 refurbished PCs to the newly constructed PLDT Computer Laboratory at the
Butig National High School, Lanao Del Sur, in partnership with PBSP. We also PHP110,000++ 300
turned over eight units of refurbished PCs to DepEd San Isidro, Nueva Ecija. sustainability funds raised sacks of rice donated
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Solidarity for Orphans and Disaster Resilience

Widows (SOW) Payatas
The Company ensures communities are safe by instilling a culture of preparedness,
The Balik Baterya funds of PLDT have supported providing communications as aid in times of disasters, and aiding in recovery.
the company’s various livelihood activities.
It helped fund the Solidarity for Orphans and
Widows (SOW) Payatas, which is one of the
groups engaged in sewing washable face
masks for Mask4AllPH. We used some of the Taal Volcano eruption
products from this livelihood program for the
2,000 hygiene kits that we distributed to some In early 2020 as communities surrounding Taal Volcano were
teacher beneficiaries of PLDT adopted schools evacuated due to the volcanic eruption, PSF supported victims
and some communities. by donating hygiene kits and food packs.
2,000 4.000 2,600 1,200 300

PLDT hygiene kits washable face hygiene kits hot meals served relief packs
produced and distributed masks produced distributed distributed
We partnered with PBSP and turned over 156 boat engines to fishermen in Barangay
Bagasbas in Daet, Camarines Norte where the PLDT Daet Cable Landing Station is
situated. The donation was facilitated through the PLDT Balik Baterya Funds.
Coping with the "new normal" #SafeAndSmart
In partnership with the Philippine Eagle Under its #SafeAndSmart advocacy, Smart provided digital
Foundation, PLDT initiated the digital training connectivity products and services to LGUs, command centers,
on “Coping with the "new normal": Ending and critical areas nationwide to provide communications
the digital exclusion of upland women and support to frontliners.
girls in Arakan, North Cotabato.” This aimed
to provide access to and enhance the digital Recognizing the urgent need for communications in
skills of the women and girls of the upland times of calamities, Smart pre-positioned 33 emergency
communities as well as strengthen their access communications kits that facilitated the quick set up of
to information and skills fine-tuning via on- Libreng Tawag, Libreng Charging, and Libreng Wifi stations
site digital webinars. We also assisted 60 in areas affected by Typhoons Rolly and Ulysses. PLDT and
women parents in the upland communities as Smart also provided immediate relief to the communities
they facilitate home-based, modular learning through goods delivered in partnership with PSF, PBSP
of their children during the pandemic. To and Alagang Kapatid Foundation.
further support the partnership, we donated
12 refurbished computers to the indigenous
peoples’ communities.
90 3 3
women beneficiaries IP communities barangays
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125
Cash-for-Work-Program
Kalye Mabunga
Beyond delivering disaster relief goods, Smart
implemented a Cash-for-Work-Program to Through the program Kalye Mabunga, the
provide families affected by Typhoons Rolly and Company also supported the Department of
Ulysses with cash wages and repair materials in Agriculture’s Plant Plant Plant Program. This
exchange for rehabilitating their own homes. The was an online information and awareness
Program helped stimulate the local economy post- campaign to guide households and communities
disaster and allowed households to earn much- in growing their own food. Smart produced
needed cash to cover their immediate needs. this online magazine show to help families
and communities solve for food security, gain
additional or alternative income by selling their
produce, and protect their health and boost
6,600 1,550 immunity with safe and healthy food.
relief packs snack packs
distributed distributed 945
household heads or
7 4,725
communities benefited in families supported 10 15 33,630
Batangas, Marikina, Rodriguez Rizal, episodes partners and average video
Tuguegarao, Pili and Garchitorena in speakers views
Camarines Sur, and Ilagan in Isabela
Tuloy Pa Rin ang Pasko Movement

#WeHealAsOne: LGU
Engagement Program
Through the gift-giving program Tuloy Pa Rin
Embodying the thrust of the group to help rebuild ang Pasko Movement of the MVP Group, the
people’s lives, Smart staged the #WeHealAsOne company gave food packs to people affected
webinar with LGUs from Luzon to help them by Typhoons Rolly and Ulysses in Bicol,
implement innovative solutions that can help including 250 individuals in Brgy. Anahaw, Labo,
them address challenges posed by the health Camarines Norte and 250 individuals in Brgy.
crisis. The forum presented working models in San Vicente, Ogbon, Camarines Sur. The project
education, livelihood, and agriculture to help also successfully funded 20,000 food packs for
communities adapt to the new normal. the New Year’s Eve project of the Makati Medical
Center Foundation.
The PLDT Group supports the Philippine At the onset of the pandemic early last year,
Disaster Resilience Foundation (PDRF), the we donated personal protective equipment,
country’s major private sector vehicle and face masks, and alcohols. Smart also joined
coordinator for disaster management that is co- PDRF’s Sari-Sari Store Program in October
434 32 11 chaired by our Chairman Manuel V. Pangilinan. 2020, aimed at helping 400 micro-retailers
participants provinces in Luzon LGUs requested for follow
through engagements
PLDT supported the PDRF through the in the Greater Manila Area jumpstart
Kaagapay: Protect our Healthcare Heroes and their recovery.
Project Ugnayan. A total of Php 1.2B was raised
from member companies for these initiatives
which provided help to communities and life-
saving medical equipment like PPEs, test kits
and ventilators for the healthcare sector.
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#TravelSmart
In 2020, we rolled out multi-leg capacity building

sessions for the benefit of tourism stakeholders amid
the pandemic. The series of training sessions was
kicked off by the #TravelSmart web forum, which
was mounted in partnership with the Department of
Tourism, Grassroots Travel and Innopub Media. It was
designed to empower communities with innovations
that can help them pivot despite and beyond the
challenges of the pandemic.
300 40
stakeholders from NCR, regional and church heritage sites with
provincial tourism offices, and media interactive tourism markers
Inspiring Filipinos to live

Smarter for a Better World
At the core of Smart’s corporate social and organizations who share our vision of Digital Catechism
responsibility programs is the unflagging inclusive education to provide a portable
belief that every individual can make a digital classroom to needy and deserving In September 2020, the Archdiocese of Cebu
positive change in the world. However small communities. On the other hand, through formalized its partnership with PLDT and
it may seem, every purposeful action can the Buy Local Buy Smart Program, Smart Smart to celebrate and mark the 500 Years of
ripple through society and make a valuable provides a platform for our employees to buy Christianity in the Philippines. The celebration,
impact in the lives of others. rice directly from smallholder farmers. spanning a period of two years, will feature a
series of online and on-ground activities, mostly
This is why Smart inspires and encourages Across all other initiatives – from the Central in Cebu—recognized as the cradle of Christianity
stakeholders to take part in Smart Visayan Institute Foundation-Dynamic in the Philippines. Also unveiled during the
Communities, providing them with a Learning Program and the #LearnSmart partnership launch were the Panaw sa Pagtuo As a component of PLDT and Smart’s
venue to contribute their time, energy, and eLearning Sessions to the Smart Wireless (Journey of Faith) Mobile Exhibit App. The Digital Tourism program, Digital Catechism
resources in uplifting others. Engineering Education Program and initiative included Gasa: 21 Historical Snippets to provides the faithful with opportunities
CyberSmart – Smart underscores the 2021, a 21-part series that showcased religious to maintain their faith, virtually attend
For example, through the School-in-a-Bag significance of everyday actions and smart arts, signs, and symbols from different heritage services, and gain historical, cultural, and
program, Smart teams up with individuals choices in building a better world. and religious historical sites. religious information.
185,416 107,180 3,661 980

total reach total views total engagements total shares
Tourism
For close to a decade now, PLDT and Smart have been promoting Digital Tourism, an
initiative that taps mobile technology to provide travelers with timely, relevant, and
accurate tourism, cultural and historical information. The program includes the production
of free mobile applications that serve as travel guides to a particular destination; and the
deployment of interactive tourism markers that use Quick Response (QR) codes and Near We develop community interventions to uplift lives, survive disasters, and sustain
Field Communication (NFC) technology to deliver information about a site or structure. communities. We will always use our technology to assist vulnerable communities,
particularly in times of crisis.
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129
Good Governance and

Ethical Business Practices
We subscribe to the highest standards of business ethics,
comply with law and regulations, and implement Company
policies for the integrity of our operations. In the preceding year 2020, the PLDT oversight on the implementation of
Board exercised Management oversight the Company’s sustainability strategy,
amid changed circumstances brought about framework, program, and policies, and
by the COVID-19 pandemic. the Company’s social investments and
While faced with challenges to meet the commitments to making meaningful
safety and wellness needs of employees, impact to communities. The revised
the new remote business and work charter of the GNSC likewise
environment increased customers’ demand expanded its composition to include
for connectivity and saw the need for the Chief Sustainability Officer as a
business leaders and corporations to non-voting member.
collaborate closely with the government in
order to address the needs of the nation. On February 19 and 20, 2020,
In response, under the leadership of PLDT PLDT and Smart, through their
Chairman, President and CEO, Mr. Manuel respective Presidents and CEOs,
V. Pangilinan, the Company focused on expressed commitment to the United
three most important constituents: First, Nations Global Compact by signing
the health and financial well-being of and participating in the Statement from
employees; second, continuing connectivity Business Leaders for Renewed Global
and service excellence to customers; and Cooperation. The Statement is an
third, assistance to the government and expression of the Companies’ obligation
its agencies in addressing the needs of to demonstrate ethical leadership and
Filipinos.1 Amid this landscape, good governance; invest in addressing
the Board recorded the following systemic inequalities and injustices
governance highlights: through inclusive, participatory,
In PLDT’s Annual Stockholders’ Meeting on June 9, 2020 (L-R): Public Affairs Head, Mr. Ramon I. Isberto; and representative decision-making;
Chief Revenue Officer, Mr. Alfredo S. Panlilio; Chairman and Chief Executive Officer, Mr. Manuel V. Pangilinan; The creation of the Data Privacy and and partner with the UN, government,
Chief Financial Officer and Chief Risk Management Officer, Ms. Annabelle L. Chua; and Chief Legal Counsel, Information Security Committee (DPISC), and civil society to strengthen access
Atty. Marilyn A. Victorio-Aquino.
the first Board Committee of its kind among to justice, ensure accountability
publicly-listed companies in the Philippines and transparency, provide legal
102-18, 102-23, 102-29 and in the telecommunications industry certainty, promote equality, and
Good governance and ethical business company of First Pacific Company Ltd., in Southeast Asia. The DPISC assists the respect human rights.2
practices are cornerstones of the PLDT a company listed in the Hong Kong Board in overseeing and providing strategic
Group strategy. PLDT follows the Stock Exchange, PLDT also benchmarks direction to governance functions relating to On June 9, 2020, the Company held its
corporate governance and sustainability with the governance standards of Hong data privacy and information security. Annual Stockholders’ Meeting (ASM)
standards prescribed by Philippine law or Kong. For a comprehensive report on the in virtual format with holders of 92.86
recommended under rules and regulations Company’s framework, structure, policies The Board’s Governance and Nomination percent of the total outstanding shares
of the Philippine Securities and Exchange and processes, please refer to the 2020 Committee was renamed Governance, of Common, Voting Preferred, and Non-
Commission (SEC) and the Philippine Stock Annual Report, pages 32-57, under Nomination and Sustainability Committee voting Serial Preferred stocks as of the
Exchange (PSE). As a foreign private issuer the heading PLDT Group Corporate (GNSC) and its Charter was revised to record date April 13, 2020 present or
with American Depositary Shares listed Governance Report. expand the functions of the GNSC to represented by proxy in the meeting.
and traded in the New York Stock Exchange include assistance to the Board for its In the organizational meeting that
(NYSE), PLDT also complies with governance A copy of the Annual Report is available
standards laid out in the relevant laws of online at http://www.pldt.com/docs/
the US and rules and regulations of the default-source/annual-reports/2020/
US SEC and NYSE. Being an associated main_pldt-2020-ar.pdf. 1
Excerpt from the President’s Report to stockholders and other stakeholders in the PLDT Annual Stockholders’ Meeting on June 9, 2020.
2
United in the Business of a Better World: A Statement from Business Leaders for Renewed Global Cooperation available at: https://ungc-
communications-assets.s3.amazonaws.com/docs/publications/UN75_UnitingBusinessStatement.pdf last accessed May 9, 2021.
EVOLUTION PILLARS
131
followed the ASM, Retired Supreme Court As part of the periodic review of governance The Board of Directors 102-22
Chief Justice Artemio V. Panganiban was policies, the Board, acting through its GNSC,
re-appointed Lead Director from among the reviewed the Company’s Code Ethics and The primary responsibility for ensuring Among the PLDT Board’s duties and
Independent Directors of the Company in Conflict of Interest Policy and determined good corporate governance in PLDT is responsibilities are to ensure a high
compliance with the recommendation in the that these remain compliant with applicable vested in our Board. As the body entrusted standard of governance and to promote
Code of Corporate Governance for Publicly- law, regulations, and best practices, and are with authority to act for and on behalf of and protect the interest of the Company,
listed Companies (the “Code”) for the appropriate for the Company. All Corporate the Company, acts of the Board, including its stockholders and other stakeholders,
appointment of a Lead Independent Director, Governance (CG) policies are reviewed at its exercise of corporate powers, conduct including ensuring that the Company:
if the Chairman of the Board and Chief least once every two years to ensure that of business, and control of the properties (i) has an effective investor relations
Executive Officer are held by one person. they are appropriate for PLDT, benchmarked of the Company, are expressions of the program to keep stockholders and investors
with global best practices, and compliant will of its stockholders by whose mandate informed of important developments in the
On September 25, 2020, the Board, acting with applicable law and regulations. the Board was constituted. With this Company; (ii) respects and promotes the
through its GNSC, organized its Annual mandate, our Directors perform their duties rights of stockholders; and (iii) identifies its
Corporate Governance Enhancement Session The PLDT Board held a total of 12 meetings diligently and in good faith and devote stakeholders in the community in which it
(ACGES) in compliance with the Company’s and 30 Board Committee meetings in the sufficient time and attention for such operates or those who are directly affected
Manual on Corporate Governance (CG preceding year. These meetings focused purpose. As trustees of stockholders’ and by its operations; and that (iv) the Company
Manual), Board Charter and the Code’s on strategy and management oversight, other stakeholders’ interests, our Board and has a stakeholder engagement policy or
recommendation for the annual governance financial reporting, internal controls and its directors act in the best interest of the program to promote communication and
training of directors and key officers. audit, independent audit, and corporate Company and for the common benefit of cooperation with stakeholders.
ACGES topics and speakers are selected governance. its stockholders and other stakeholders.
and approved by the GNSC each year to
ensure that these topics are compliant with The Board likewise approved the PLDT
SEC regulations and guidelines, and are Group’s Top Risks as identified by the Top 2020 PLDT Board of Directors
appropriate and relevant to the Company Management Team from a review of the
and its operations. In 2020, the ACGES result of the rapid risk assessment performed Director Designation
focused on the topics: “How to Lead by Management on the effects of COVID-19
Manuel V. Pangilinan Chairman / Executive Director
Courageously During a Crisis” by Harvard on the PLDT Group; and the results of
Business School historian and leadership discussions on the risk profiles of business Ma. Lourdes C. Rausa-Chan Executive Director
expert, Dr. Nancy F. Koehn, and “Lessons and support groups with their respective
Bernido H. Liu Independent Director
from a Pandemic: The MPIC Hospital Group Group Heads and relevant Officers.
Covid-19 Experience and Best Practices” by Artemio V. Panganiban Independent Director
Makati Medical Center Medical Director, Dr. Amid the challenges of the pandemic and a
Pedro E. Roxas Independent Director
Saturnino P. Javier. It was attended by all system migration, Finance, Internal Audit,
Directors3 and Advisory Board/Committee and the external auditors have found that Manuel L. Argel, Jr. Non-executive Director
members of PLDT, as well as 75 of the the Company’s internal control environment
Helen Y. Dee Non-executive Director
Company’s Officers.4 The ACGES was and compliance structure are fundamentally
likewise attended by Directors and Officers strong. Digitalization has been fast-tracked Ray C. Espinosa Non-executive Director
of other Philippine-based affiliate companies and the Control Owners were flexible in
James L. Go Non-executive Director
of First Pacific Company Ltd. redesigning their processes and controls to
adapt to the new normal. The transition to Shigeki Hayashi Non-executive Director
In line with PLDT’s anti-corruption an automated tool for the Sarbanes Oxley
Junichi Igarashi Non-executive Director
program articulated in the Company’s Act Sec. 404 (SOX 404) Controls Self-
Code of Business Conduct and Ethics Assessment and Sub-Certification has Albert F. del Rosario Non-executive Director
(Code of Ethics) and the Gift Giving Policy, also helped hurdle the challenges brought
Marife B. Zamora Non-executive Director
communication on corporate compliance by the pandemic.
and good governance, including updates on
international anti-corruption enforcement
actions were sent to all members of the
Board on February 20 and 26, 2020.
3
Mr. James L. Go has been granted by the SEC permanent exemption from its
corporate governance training requirement.
All our directors are based in Luzon

4
A copy of the Company’s report to the SEC and PSE are posted on its website
at: http://www.pldt.com/docs/default-source/corporate-governance-files/acges/
acges-2020.pdf.
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133
Board Diversity 102-22, 102-24, 202-2 Board Committees 102-22, 102-24, 202-2
PLDT considers having an optimally performing others, the criteria and qualifications To aid in ensuring compliance with the principles of good corporate governance, our Board has
diverse Board an essential element to attaining for directorship and a matrix of skills, constituted the following Board Committees: Audit; Governance, Nomination and Sustainability;
the Company’s strategic objectives and its expertise, and experience relevant to Risk; Executive Compensation; Technology Strategy; and Data Privacy and Information Security
sustainable development. PLDT’s Board Diversity the responsibilities of the Board, and Committees to assist the Board in the performance of its functions and responsibilities.
Policy articulates the Company’s recognition considers other relevant factors, such The respective charters of the Board Committees provide that each shall have the necessary
of the enhanced quality of performance and as conflict of interest and directorships resources and authorities to discharge their responsibilities, including obtaining external legal
decision making capability of a Board that is and/or positions in other corporations. or professional advice.
composed of a mix of directors who are equipped This process ensures that the selection
with knowledge, skills, professional or business of directors and independent directors is
experience, cultural and educational background, aligned with the Board Diversity Policy
ethnicity, gender, age, and length of service, and and the Company’s Vision, Mission, and
is a combination of executive, non-executive, and strategic objectives. Advisory Board Oscar S. Reyes Orlando B. Vea
Board or Committee Roberto R. Romulo Christopher H. Young
independent directors. The Company’s Board Benny S. Santoso
Diversity Policy provides that without infringing Our Board is composed of 13 members,
the cardinal right of stockholders to nominate and with three independent directors, eight
vote for the election of directors, the Governance, other non-executive directors, and two
Nomination and Sustainability Committee and executive directors. Three directors
the Board shall consider the appropriate mix, are female and two are Japanese
complementation, and interplay of the various citizens. All the members of our Board
diversity aspects in the selection of qualified are qualified and competent directors Audit
Governance, Executive
Nomination and
director-nominees, including independent with diverse and complementing skills, Committee Sustainability
Compensation
(AC) Committee
director-nominees, who will be recommended expertise, experience, and knowledge, Committee (ECC)
(GNSC)
for election by the stockholders or the Board, as which enrich the collective processes
the case may be, for the Company to achieve and practices of our Board. Our directors
the benefits of Board diversity as well as to fairly have extensive experience in their Pedro E. Roxas (C) Manuel V. Pangilinan (C) Manuel V. Pangilinan (C)
and effectively promote the interest of all the respective fields or industries, such as Bernido H. Liu Bernido H. Liu Bernido H. Liu
stakeholders, particularly the long term interest telecommunications, Information and Artemio V. Panganiban Artemio V. Panganiban Artemio V. Panganiban
of the stockholders of the Company. Communication Technology, business Pedro E. Roxas Pedro E. Roxas
processing, infrastructure, power,
Advisors: Junichi Igarashi Junichi Igarashi
For the purpose of selecting the members insurance, real property development,
Corazon S. de la Paz-Bernardo Ma. Lourdes C. Rausa-Chan (non-voting) Gina Marina P. Ordoñez (non-voting)
of our Board, the Governance, Nomination retail and agriculture businesses, law
James L. Go Gina Marina P. Ordoñez
and Sustainability Committee follows and public administration. At least (non-voting)
the Company’s Guidelines on the Search, three of our non-executive directors Junichi Igarashi
Screening, and Selection of Directors and have extensive experience in the Roberto R. Romulo
Screening Checklist which contain, among telecommunications industry.
Board Diversity Professional Background Technology Data Privacy

Risk and Information
Several of our directors have professional Strategy
Committee Security
Committee
ED
Male 51-60 background and business experience in (RC) (TSC) Committee
2 3
10
more than one field. (DPISC)
ID 3
Role Gender Age
77% 31%
4 61-70 Artemio V. Panganiban (C) Manuel V. Pangilinan (C) Manuel V. Pangilinan (C)
8 6 Bernido H. Liu Albert F. del Rosario Ray C. Espinosa

3
NED Female
>70
Business Legal Pedro E. Roxas Ray C. Espinosa Junichi Igarashi
10 Board Members 4 Board Members James L. Go James L. Go Bernido H. Liu
<10
Filipino 9 Junichi Igarashi Junichi Igarashi
11
Oscar S. Reyes Advisor:
31% 23%
<10 2 (non-voting)
Telecom- Years in
Ethnicity ICT PLDT as Orlando B. Vea (non-voting) Alfredo S. Panlilio
Experience Director
3
(years)
8
Engineering-ICT Public Admin
10-20 >20 1
Japanese
2 3 >30 4 Board Members 3 Board Members
11-30
EVOLUTION PILLARS
135
Advisory Board Committee Governance, Nomination, and Sustainability Data Privacy and Information Security
Technology Strategy Committee (TSC)
Our Board is supported by an Advisory Committee (GNSC) Committee (DPISC)
Committee that provides guidance and The TSC assists the Board in the
The GNSC assists the Board in the performance of its functions to: (i) The DPISC assists the Board in the
suggestions, as necessary, on matters
performance of its functions to: (i) review and approve the strategic performance of its functions to (i)
deliberated upon during Board meetings.
establish the Company’s corporate vision for the role of technology in promote and foster a culture of data
governance framework, principles, PLDT’s overall business strategy, privacy and information security
and policies and oversee their including the technology strategy and governance; (ii) review and approve
implementation and of continuing roadmap of PLDT; (ii) fulfill its oversight the Company’s strategic plans
education and communication programs responsibilities for PLDT’s effective on data privacy and information
on good governance; (ii) develop and execution of its technology-related security; (iii) ensure accountability for
Audit Committee (AC) implement the Board’s performance strategies; and (iii) ensure the optimized compliance with regulatory standards
evaluation process, as well as the use and contribution of technology and best practices on data privacy
The AC assists the Board in fulf illing and information security; and (iv)
evaluation process for the annual to PLDT’s business and strategic
its oversight responsibility for: (i) the oversee Management’s adoption
review of Board Committees and objectives and growth targets.
integrity of the Company’s accounting and implementation of a system for
individual directors’ performance; (iii)
and f inancial reporting principles identifying, assessing, monitoring, and
review and evaluate the qualifications
and policies, and system of internal managing enterprise-wide data privacy
of the persons nominated to the
controls, including the integrity of and information security risks, including
Board and to other positions requiring
f inancial statements (FS) and the its framework, structure, policies,
appointment by the Board; (iv)
independent audit thereof; (ii) the standards, and processes.
identify persons qualified to become
Company’s compliance with legal
members of the Board and/or the Board Executive Compensation Committee (ECC)
and regulatory requirements; (iii) the
Committees; (v) make an assessment
Company’s audit process; and (iv)
of the effectiveness of the Company’s The ECC assists the Board in the
the performance of the Internal Audit
nomination and selection process for performance of its functions to:
organization and the external auditors
the Board and Board Committees; (i) oversee the development of a
(including the external auditors’
(vi) establish the Company’s compensation philosophy or policy
qualif ications and independence).
sustainability strategy, framework, consistent with the strategy, culture,
program, and policies and oversee and control environment of PLDT; Risk Committee (RC)
For eff iciency, the Board has
their implementation; and (vii) oversee (ii) oversee the development and
determined that in lieu of creating a The RC assists the Board in the
the Company’s social investments and administration of PLDT’s executive
distinct Related Party Transactions performance of its functions to: (i)
commitments to making meaningful compensation programs, including
(RPT) Committee, the AC’s functions oversee Management’s adoption
impact to communities. long term incentive plans and equity-
shall include the review of material and implementation of a system for
based plans for officers and executives;
RPTs and signif icant unusual identifying, assessing, monitoring,
(iii) oversee the development and
transactions, in accordance with the and managing key risk areas; (ii)
administration of the Company’s
materiality threshold set in the Material review Management’s reports on the
performance management framework to
Related Party Transactions Policy and Company’s major risk exposures; and
monitor and assess the performance of
the Guidelines on the Proper Handling (iii) review Management’s plans and
Management; (iv) review the succession
of RPTs or by the Board. actions to minimize, control, or manage
plan for officers, including the CEO;
the impact of such risks.
and (v) oversee the development
and implementation of professional
development programs for officers.
EVOLUTION PILLARS
137
Governance Structure 102-18
The Board exercises oversight on Management in accordance with the standards set forth Corporate Governance Manual (CG Manual)
in the PLDT CG Manual. The Corporate Governance and Compliance System that the
Company practises is shown in the following figure: Our CG Manual defines our corporate among other matters, the composition
governance framework and structure. and responsibilities of the Board,
Supplementary to PLDT’s Articles of the Company’s duties towards its
Incorporation and By-Laws, it assigns and shareholders in general, its minority
delineates functions and responsibilities, and shareholders and its other stakeholders,
entrusts powers, authorities, and resources and the Company’s obligation to comply
for the execution of such functions and with applicable disclosure rules.
responsibilities. The CG Manual provides,
Code of Business Conduct and Ethics (Code of Ethics)
Policies of the PLDT Group are anchored on the and (vii) adopting strategies, actions,
shared principles of integrity, accountability, and decisions based on increasing
fairness, and transparency, which are defined in shareholder value, aligned with
PLDT’s Code of Ethics. The Code of Ethics sets international best practices on good
the governance and ethical standards that shall corporate governance in business. The
govern and guide all business relationships of the implementation of the Code of Ethics is
Company, its directors, officers, and employees, reinforced by enabling policies such as
including (i) compliance with applicable laws, the Supplier/Contractor Relations Policy;
rules, and regulations such as prohibitions on Expanded Whistleblowing Policy;
insider trading and bribery and corruption; (ii) Gifts, Entertainment and Sponsored
dealing fairly with the Company’s customers, Travel Policy; and Policy on Gift-Giving
service providers, suppliers, competitors, and Activities which, in conjunction with
employees; (iii) maintaining and safeguarding the the Code of Ethics, embodies the
confidentiality of information; (iv) avoiding actual Company’s anti-corruption policy.
or apparent conflicts of interest; (v) compliance
with the Company’s disclosure controls and
procedures, and internal controls; (vi) assessment
and management of risks in business activities;
PLDT’s corporate governance framework Rules, among others. The Company

is embodied in the integrated system of promotes a culture of good corporate Conflict of Interest Policy 102-18
governance structures, policies, and processes governance through the implementation

set forth in PLDT’s Articles of Incorporation, of these corporate governance (CG) This policy enjoins PLDT’s directors, employees, established an online COI disclosure
By-Laws, CG Manual, Code of Ethics, and policies, including the CG Manual, and consultants to promptly disclose conflict system to facilitate the immediate
Corporate Social Responsibility Statement. Code of Ethics and related policies. of interest (COI) situations to the relevant disclosure of conflicts of interest. The
Our business principles are threshed out in PLDT’s key subsidiaries have adopted authorities. If warranted, the person concerned policy also prohibits the Company from
implementing policies including the Supplier/ corporate governance rules and policies should obtain appropriate approvals and inhibit granting personal loans to directors or
Contractor Relations Policy, Conflict of Interest similar in substance and form to the from any action, transaction or decision involving officers, unless allowed by applicable
Policy, Expanded Whistleblowing Policy, foregoing corporate governance policies an existing or potential COI. The Company has laws and regulations.
Policy on Gift-Giving Activities, Policy on Gifts, and suited to their particular business
Entertainment and Sponsored Travel, Material environments and contexts, and
Related Party Transactions Policy, Guidelines appointed their respective corporate
on Related Party Transactions, and Disclosure governance or compliance officers.
EVOLUTION PILLARS
139
Policy on Gifts, Entertainment, and Sponsored Travel

(Gifts Policy) and Policy on PLDT’s Gift-Giving Activities
The Gifts Policy provides safeguards in the officials and employees and to business Module forming part of the Seminar on Administrative Policies and
receipt and acceptance of gifts given by third partners, for or on behalf of PLDT. Procedures Course, or Network Field Services Corporate Governance
parties to ensure that such gifts would not The Policy seeks to ensure that such Refresher Course, completed the same. These training courses included
affect the objective, independent or effective activities are compliant with applicable topics on the Code of Ethics, Gifts Policy, Policy on Gift-Giving Activities,
performance by directors, officers, and laws, respectful of the intended and Conflict of Interest Policy, among others. For heightened awareness
employees of their duties to the Company. recipient’s gifts policy, and consistent and understanding of the Policy on Gift-Giving Activities which, in
The Policy on Gift-Giving Activities provides with the Company’s core values conjunction with the Code of Ethics, embodies the Company’s anti-
guidance and procedural safeguards with and policies. corruption policy, PLDT sent a Gift-Giving Advisory to 99.96 percent of
respect to gift-giving activities to government all employees on November 20, 2020; while Smart sent a Gift-Receiving
Advisory to 90.17 percent of employees on December 14, 2020.
Anti-Corruption Program 103-1, 103-2, 103-3, 205-1, Principle 10
The Company’s anti-corruption policy, as communication initiatives on Company Training on Anti-Corruption Policies and Procedures 205-2
embodied in its Code of Ethics and Policy on policies, including on anti‐corruption. The
PLDT’s Gift-Giving Activities, prohibits direct Company’s internal control measures include Percentage of employees who received trainings on
and indirect bribery and corrupt practices SOX 404 Internal Controls, Accounting and anti-corruption policies and procedures*
in compliance with applicable laws and Auditing Controls, Guidelines in Handling
regulations. Requests for Donation that provides the 98.86% 95.14%
review and approval process for donations PLDT Smart
Effective implementation of the Company’s to ensure compliance and transparency,
anti‐corruption policy involves the following: Gifts Policy and Policy on PLDT Group’s
(i) provision of specific policy guidance, Gift‐Giving Activities, and Third Party Due
procedural safeguards, and internal controls Diligence, including vendor management,
Percentage of employees who received communication
pertaining to the offering or giving of gifts, accreditation, and performance review; on anti-corruption policies and procedures
which are prohibited or regulated by law; (ii) Corporate Governance Guidelines for
policy implementation is reinforced by related Suppliers, anti‐corruption and corporate 99.96% 90.17%
policies such as the Company’s Corporate governance provisions in procurement PLDT Smart
Governance Guidelines for Suppliers, which contracts, and suppliers’ briefings on
prohibits bribery in connection with business relevant Company policies. *A risk-based approach to anti-corruption training was taken in 2020
transactions involving the Company and Please see annex for the percentage over total employee as of December 2020
its suppliers, as well as Company policies To reinforce these policies amid the
on Gifts, Entertainment, and Sponsored pandemic, a risk-based approach to
Travel; Whistleblowing; Supplier/Contractor training was employed in 2020, where
Relations; and Conflict of Interest; and (iii) 98.86 percent (2,174 out of 2,199) of
appropriate monitoring and preventive PLDT new employees, newly-promoted Supplier/Contractor Relations Policy
measures that include internal controls, management employees, employees who
training and communication programs, have not completed the 2019 eLearning The relationship between the PLDT Group suppliers. It adopts the process of supplier
whistleblowing facilities, third party due Refresher Course and Network Field and its suppliers is an important component accreditation and competitive bidding, as
diligence, and enforcement mechanisms. Services employees and 95.14 percent (802 to achieve business performance while a general rule, to ensure that contracts
out of 843) of Smart new employees and ensuring ethical business practices. The are awarded only to qualified and duly
The Company has established internal Network Field Services employees who were Supplier/Contractor Relations Policy provides accredited suppliers who offer the best value
control measures aimed at ensuring required to take the Corporate Governance rules for arm’s length transactions and for money for the Company’s requirements.
compliance with applicable anti-corruption Onboarding/Orientation Course, Online fair treatment of prospective and existing
laws and conducts education and Refresher Course, Corporate Governance
EVOLUTION PILLARS
141
Internal Disclosure Controls and Procedures Expanded Whistleblowing Policy (EWB) Policy
PLDT’s Internal Disclosure Controls and releases, and materials for stockholders’ The EWB Policy provides guidelines on handling Hotline and other reporting facilities
Procedures serve to ensure that all information meetings. In accordance with Company employee disclosures or complaints regarding such as a dedicated electronic
required to be disclosed in reports to the SEC, policy, major announcements are violations of Corporate Governance Policies, mailbox, post office box, and facsimile
PSE, US SEC, and NYSE are prepared, reviewed, reviewed and approved by the questionable accounting or auditing matters, transmission system. Anonymous
approved, and submitted in accordance with the Disclosure Committee, composed of and other violations and offenses covered by the disclosures or complaints are allowed
applicable disclosure and reporting rules. These members of Senior Management, and Company’s Human Resources Manual that are and duly processed, subject to certain
include the Company’s annual reports, quarterly by the Board of Directors or the Audit not covered by the first two classes of violations. conditions. In all processes and activities
reports, disclosures of material information, Committee, as applicable. The EWB Policy protects whistleblowers and related to a whistleblowing disclosure/
events, and transactions, which could affect the witnesses from retaliation. In compliance with complaint, utmost confidentiality is
market price and trading of PLDT shares, press SOX 404, the EWB Policy provides a system observed in order to ensure the integrity
for the disclosure or filing of a complaint by an of the process and protect the parties,
employee who, in good faith, believes that the employees or officers who are allegedly
Company or any colleague is or has engaged involved therein.
Blackout Period/Restriction on Trading of Company Shares in illegal or unethical conduct. To ensure
confidentiality in the handling of a disclosure or PLDT did not receive any report of a
The Policy on Blackout Period/Restriction disclosed by the Company; (b) 15 days complaint, PLDT maintains a Whistleblowing confirmed incident of corruption in 2020.
on Trading of Company Shares ensures that prior to, including the day of, plus two
PLDT Group directors, officers, executives, and full trading days after the release of Policies on Anti-Competitive and Anti-Trust Behavior 103-1, 103-2, 103-3, 206-1
employees who possess unpublished price- the Company’s quarterly or half-yearly

sensitive information about PLDT and PLDT’s financial and operating results; or (c) PLDT supports the continued growth and development of the country’s
shares and other information about the Company, 30 days prior to, and including the day telecommunications industry, and welcomes robust market competition that
not generally available to the public, comply of, plus two full trading days after, the benefits consumers. It strives to compete fairly through innovative and accessible
with relevant laws and rules against Insider release of the full year results. products and services that address the needs of people.
Trading, including proscriptions contained in
the Securities Regulation Code and the PSE Directors and officers are enjoined to PLDT therefore proactively works to ensure full compliance with competition-
Revised Disclosure Rules. report to the Company their dealings related laws, rules, and regulations as it diligently reviews all contracts that it enters
in the Company’s shares, whether or into. PLDT’s case against the Philippine Competition Commission (PCC) that was
The Policy specifically prohibits such persons not such dealings were effected during mentioned in the 2018 report, remains pending and is being handled by external
from directly or indirectly buying or selling PLDT or outside the blackout periods, within counsel. The case is explained in the statement below:
shares during the applicable Blackout Period as three trading days from the date of the
follows: (a) the period within which a material transaction, to enable the timely filing
non-public information is obtained and up to of the required disclosures to the In the Matter of the Petition against the Philippine Competition Commission
two full trading days after such information is SEC and the PSE.
PLDT is currently involved in litigation with enjoining the PCC to cease and desist
the PCC relating to PLDT’s investments in the from conducting further proceedings
telecommunications business of San Miguel for the pre-acquisition review and/or
Restrictions on Buying/Selling PLDT Shares Corporation (SMC). In July 2016, PLDT filed investigation of the SMC Transactions.
before the Court of Appeals (CA) a petition for Although the CA, among other things,
PLDT 2020 Results/Reports 2020 Results/Reports Release Date 2020 Blackout Period certiorari and prohibition (with urgent application compelled the PCC to recognize the
for a temporary restraining order and/or writ of SMC Transactions as deemed approved
Q1 May 7 April 22 - May 11 preliminary injunction) which seeks to enjoin by operation of law, the CA did clarify
the PCC from proceeding with the review of that the deemed approved status
Q2 August 6 July 22 - August 10 the acquisition by PLDT and Globe Telecom, of the SMC Transactions does not,
Inc. of equity interest, including outstanding however, remove the power of the PCC
Q3 November 5 October 21 - November 9 advances and assumed liabilities, in Vega to conduct post-acquisition review to
Telecom Inc., Bow Arken Holdings Company and ensure that no anti-competitive conduct
Full Year March 4, 2021 February 2 - March 8, 2021 Brightshare Holdings, Inc. (collectively, the “SMC was committed by the parties. The CA’s
Transactions”), and performing any act which decision is on appeal with the Supreme
challenges or assails the “deemed approved” Court and is not final and executory.
status of the said transactions. In August 2016, The case remains pending with the
the CA issued a writ of preliminary injunction Supreme Court.
EVOLUTION PILLARS
143
Practicing Ethical Procurement for Sustainability

103-1, 103-2, 103-3
As a sustainability advocate, the Group

Stakeholders fully recognize the Our active partnership with suppliers also helps suppliers comply with our
importance of having an ethical and contractors allows us to inf luence PLDT manages the development ESG standards with the expectation that
procurement process that will protect their compliance with environmental and implementation of strategies suppliers, in turn, apply these standards to
the interests of the company and its policies and guidelines. SCM involving supply chain planning their own sub-contractors. Suppliers are
future. Moreso, the global pandemic spearheads proactive strategies to and procurement management and also required to adhere to the same data
underscored the signif icance of Supply manage end-to-end procurement logistics, with the following key privacy laws as well as required to ensure
Chain in keeping economies resilient in activities, works to strengthen functions: security of PLDT Group data against
the face of unprecedented crisis. transparency for internal and external unauthorized access or use.
stakeholders, and reinforces the 1. Developing and communicating
Our Procurement Policy and Processes implementation of performance sourcing strategies and Furthermore, the PLDT Group asks
adhere to the Group’s overarching management frameworks based on directions to create synergies suppliers to value diversity and ensure an
sustainability strategy. This best practices. that would enhance efficiencies inclusive environment where people are
includes our aspiration to integrate and maximize total cost of treated with respect and dignity. Hence,
environmental responsibility into our Moreover, our Procurement ownership savings in the they are expected to comply with all
business operations and corporate Management has the full support of the delivery of supply chain and applicable wage and labor laws and be
culture, starting with the selection of Commercial Contracts Management procurement services resulting responsibly committed to the health and
our suppliers. and Governance team under the Off ice in value realization. safety of their people.
of the Chief Procurement Off icer.
The Supply Chain Performance The support team helps ensure that 2. Collaborating with our business Through the Sustainability Office,
Risk and Management, through contracting strategies and contract units to identify requirements, we help encourage suppliers to also
the Procurement Policies and terms and conditions are aligned with specifications, and forecast, monitor and manage their impact on
Performance Management, ensures the overall objectives of our Company participating in the annual environment, social, and governance
that the Procurement Policy is properly and are compliant with policies, budgeting process, and aspects. Advocating for the value of
implemented by issuing Standard guidelines, and general principles of providing inputs from a supply sustainability for suppliers’ operations
Operating Procedures, Guidelines, and good governance. chain category perspective can bring opportunities to reduce waste
Process Advisories. based on planned sourcing and cost, improve product and service
initiatives. quality, spur innovation growth, and tap
We also maintain a Supplier/Contractor consumer interest in sustainable products.
Relations Policy that outlines our 3. Ensuring implementation of We started to introduce the concept of
commitment to equal opportunity supply chain solutions and sustainability to the fundamental supply
and honest treatment of suppliers in strategies within the area of chain requirements of competitive quality,
all business transactions, as well as procurement operations, supply cost, service, and delivery by incorporating
directs company personnel to disclose chain planning, and supply the Sustainability Guidelines in the Vendor
any irregular and unethical conduct of chain performance and risk with Supplier's Conforme Sheet. These
suppliers. Augmenting this policy are management. guidelines follow the Ten Principles of
the rules on anti-corruption and the the UN Global Compact, to which PLDT
overarching Code of Ethics, which help 4. Collaborating with suppliers and and Smart are Participant signatories.
create a culture of good governance managing supplier relationships These principles state the fundamental
throughout the relationship. In 2020, to acquire resources that best responsibilities of businesses in the areas
100 percent of our accredited business fit the business requirements at of Human Rights, Labor, Environment and
partners have received communication the most reasonable price. Anti-Corruption.
on PLDT’s anti-corruption policy either
through email or the signed vendor’s
conforme. (See appendix for the
details)
EVOLUTION PILLARS
145
ANNEXES 146
Performance Indicators
Energy and GHG Emissions 302-1, 302-3, 305-1, 305-2 Economic Performance 102-7, 201-1, 207-4
2020 2019 2018 Tax in million PhP

Electricity
kWh Gj kWh Gj kWh Gj Tax Jurisdiction Philippines
Total Employees 17,571
Fixed 242,679,241 873,645 245,120,055 882,432 239,893,349 863,616
Employee Wages & Benefits 26,833
Wireless 492,732,218 1,773,836 463,647,322 1,669,130 475,112,949 1,710,407
Taxes withheld and paid on behalf of employees 1 3,833
Total 735,411,459 2,647,481 708,767,377 2,551,562 715,006,298 2,574,023
Taxes collected from customers on behalf of a tax authority 2
11,310
Industry-related and other taxes or payments to governments
Real Property Tax 240

GHG Emissions 2020 2019 2018 Documentary Stamp Tax 309
(metric tons
CO2e) Scope 1 Scope 2 Total Scope 1 Scope 2 Total Scope 1 Scope 2 Total Significant uncertain tax positions N/A
Fixed 15,759 145,098 160,857 12,475 146,557 159,032 9,211 143,432 152,643 Balance of intra-company debt held by entities in the tax jurisdiction 3 24,347
27,489 294,605 322,094 27,616 277,215 304,831 26,820 284,070 310,890 Revenues from third-party sales N/A
Wireless
Revenues from intra-group transactions with other tax jurisdictions 4 8,723
Total 43,248 439,703 482,951 40,091 423,772 463,863 36,031 427,502 463,533
Profit/loss before tax 33,021
Tangible assets other than cash and cash equivalents 470,280
2020 2019 2018 Corporate income tax paid on a cash basis 2,248
Energy Intensity
(GJ per Corporate income tax accrued on profit/loss 8,441
employee) Scope 1 Scope 2 Total Scope 1 Scope 2 Total Scope 1 Scope 2 Total
Fixed 19.41 74.02 93.43 16.18 79.16 95.34 14.97 97.76 112.73 Please refer to the reconciliation between the provision for income tax at the applicable statutory tax rate
and the actual provision for corporate income tax on page 185 of the 2020 Annual Report
Wireless 67.90 307.53 375.43 66.93 283.62 350.55 60.74 271.54 332.28
Total 35.33 150.67 186.00 33.71 149.81 183.52 34.02 170.09 204.11
Note:
All figures above are the consolidated numbers of PLDT group.
1
Withholding tax on wages plus fringe benefit tax
Emission Factors
2
Expanded withholding tax plus final withholding tax plus withholding VAT plus VAT and Overseas communication tax
3
Advances by Digitel Telecommunications Phils.
GHG emissions comes from the 4
Intercompany revenue by PLDT Global Corporation
Emission /
Total Description of Source Unit purchased electricity and fuel
Conversion Factor
consumption of our service
On-Road Diesel Fuel1 0.0026763 tonnes CO2 per Liter vehicles and generator sets
Gasoline/Petrol1 0.0022715 tonnes CO2 per Liter consolidated applying the control
approach using the operational
GenSet Diesel Fuel criteria. Method used to calculate
GHG Emissions CO21 2.676492 kg CO2 per Liter the GHG emissions is the direct
measurement of energy source
CH4-CO2 equivalent 5 0.0101136 kg CO2 per Liter and conversion to carbon dioxide
NO2 - CO2 equivalent 5 0.00574308 kg CO2e per Liter (CO2) and CO2 equivalents. Source
of the emission factors and global
Electrical Grid2 0.5979 kg CO2e per kilowatt-hour
warming potential (GWP) was the
Diesel 3
0.03829 GJ per Liter GHG protocol for fuel and National
Grid Emission Factor, Department
Energy Gasoline3 0.03354 GJ per Liter
of Energy, for electricity.
Electrical Grid 4
0.0036 GJ/kWh
Reference Data:
1
Greenhouse Gas Protocol. 2017. Emission Factors from Cross-Sector Tools (March 2017).
Available at https://ghgprotocol.org/sites/default/files/Emission_Factors_from_Cross_Sector_Tools_March_2017.xlsx
2
Department of Energy (Philippines). 2017. 2015-2017 National Grid Emission Factor (NGEF).
Available at https://www.doe.gov.ph/electric-power/2015-2017-national-grid-emission-factor-ngef
3
Units and calculators explained: energy conversion factors. 2019.
Available at: https://www.eia.gov/energyexplained/units-and-calculators/energy-conversioncalculators.php
4
Kilowatt hours to Megajoules Conversion Table. 2020.
Available at: http://extraconversion.com/energy-conversion-table/kilowatt-hours-to-megajoules.html
5
Global Warming Potential (GWP) source:
Available at: https://www.ghgprotocol.org/sites/default/files/ghgp/Global-Warming-Potential-Values%20%28Feb%2016%202016%29_1.pdf
EVOLUTION PILLARS

147
ANNEXES 148
Employee Diversity by Age Group 102-7, 102-8, 405-1
2020

30-50
Group < 30 years 30-50 years > 50 years Total < 30 years 30-50 years > 50 years Total < 30 years
years
> 50 years Total < 30 years 30-50 years > 50 years Total < 30 years 30-50 years > 50 years Total
3,086 1,213 290 4,589 1,216 2,572 2,135 5,923 18 419 227 664 - 45 42 87 4,320 4,249 2,694 11,263
PLDT
27% 11% 3% 41% 11% 23% 19% 53% 0% 4% 2% 6% - 0% 0% 0% 38% 38% 24% 100%
199 139 11 349 19 68 3 90 - 78 16 94 - 4 3 7 218 289 33 540

ePLDT
37% 26% 2% 65% 3% 13% 1% 17% - 14% 3% 17% - 1% 0% 1% 40% 54% 6% 100%
1,829 1,179 35 3,043 196 1,722 127 2,045 4 506 110 620 - 32 28 60 2,029 3,439 300 5,768
SMART
32% 20% 1% 53% 3% 30% 2% 35% 0% 9% 2% 11% - 1% 0% 1% 35% 60% 5% 100%
5,114 2,531 336 7,981 1,431 4,362 2,265 8,058 22 1,003 353 1,378 - 81 73 154 6,567 7,977 3,027 17,571
TOTAL
29% 14% 2% 45% 8% 25% 13% 46% 0% 6% 2% 8% - 1% 0% 1% 37% 46% 17% 100%
2019

30-50
years
2,990* 978 274 4,242 1,297 2,495 1,936 5,728 9 394 192 595 - 38 41 79 4,296 3,905 2,443 10,644
PLDT
28% 9% 3% 40% 12% 23% 18% 53% 0% 4% 2% 6% - 1% 0% 1% 40% 37% 23% 100%
201 117 11 329 14 68 3 85 1 63 17 81 - 4 4 8 216 252 35 503

ePLDT
40% 23% 2% 65% 3% 13% 1% 17% 0% 13% 3% 16% - 1% 1% 2% 43% 50% 7% 100%
2,085 1,285 33 3,403 172 1,576 103 1,851 3 491 87 581 - 24 26 50 2,260 3,376 249 5,885
SMART
35% 22% 1% 58% 3% 27% 2% 32% 0% 8% 2% 10% - 0% 0% 0% 38% 57% 5% 100%
5,276 2,380 318 7,974 1,483 4,139 2,042 7,664 13 948 296 1,257 - 66 71 137 6,772 7,533 2,727 17,032
TOTAL
31% 14% 2% 47% 9% 24% 12% 45% 0% 5% 2% 7% - 0% 1% 1% 40% 43% 17% 100%
2018

30-50
years
847 475 377 1,699 1,385 2,507 2,185 6,077 12 348 195 555 - 35 35 70 2,244 3,365 2,792 8,401
PLDT
10% 6% 5% 21% 16% 30% 26% 72% 0% 5% 2% 7% - 0% 0% 0% 26% 41% 33% 100%
153 120 8 281 11 65 3 79 2 55 8 65 - 4 4 8 166 244 23 433

ePLDT
35% 28% 2% 65% 2% 15% 1% 18% 0% 13% 2% 15% - 1% 1% 2% 37% 57% 6% 100%
2,177 1,458 32 3,667 152 1,771 90 2013 6 486 80 572 - 27 20 47 2,335 3,742 222 6,299
SMART
35% 23% 0% 58% 3% 28% 1% 32% 0% 8% 1% 9% - 1% 0% 1% 38% 60% 2% 100%
3,177 2,053 417 5,647 1,548 4,343 2,278 8,169 20 889 283 1,192 - 66 59 125 4,745 7,351 3,037 15,133
TOTAL
21% 14% 3% 38% 10% 29% 15% 54% 0% 5% 2% 7% - 1% 0% 1% 31% 49% 20% 100%
* - restated figures
EVOLUTION PILLARS

149
ANNEXES 150
Employee Diversity by Gender 102-7, 102-8, 405-1 Employee New Hires by Region 401-1
2020
Rank and File Management Executives Officers Total 2020 2019 2018
Group Luzon Visayas Mindanao Total Luzon Visayas Mindanao Total Luzon Visayas Mindanao Total
3,812 777 4,589 3,694 2,229 5,923 390 274 664 56 31 87 7,952 3,311 11,263
PLDT 527 80 144 751 2,410 380 421 3,211 1,940 155 82 2,177
34% 7% 41% 33% 20% 53% 4% 2% 6% 0% 0% 0% 71% 29% 100% PLDT
5% 1% 1% 7% 23% 3% 4% 30% 23% 2% 1% 26%
229 120 349 62 28 90 63 31 94 4 3 7 358 182 540

108 - - 108 141 12 5 158 99 7 1 107
ePLDT
43% 22% 65% 12% 5% 17% 11% 6% 17% 1% 0% 1% 67% 33% 100% ePLDT
20% - - 20% 28% 2% 1% 31% 23% 2% 0% 25%
1,506 1,537 3,043 1,077 968 2,045 337 283 620 34 26 60 2,954 2,814 5,768
SMART 258 8 11 277 687 62 50 799 1,051 72 40 1,163
26% 27% 53% 18% 17% 35% 6% 5% 11% 1% 0% 1% 51% 49% 100% SMART
4% 0% 0% 4% 12% 1% 1% 14% 17% 1% 0% 18%
5,547 2,434 7,981 4,833 3,225 8,058 790 588 1,378 94 60 154 11,264 6,307 17,571
TOTAL 893 88 155 1,136 3,238 454 476 4,168 3,090 234 123 3,447
31% 14% 45% 28% 18% 46% 5% 3% 8% 1% 0% 1% 64% 36% 100% TOTAL
5% 1% 1% 7% 19% 2% 3% 24% 20% 2% 1% 23%
2019
Employee Turnover by Age Group
2020 2019 2018
3,453* 789* 4,242* 3,549* 2,179* 5,728 356 239 595 51 28 79 7,409* 3,235* 10,644 *
Group < 30 years 30-50 years > 50 years Total < 30 years 30-50 years > 50 years Total < 30 years 30-50 years > 50 years Total
PLDT
33% 7% 40% 33% 20% 53% 4% 2% 6% 1% 0% 1% 71% 29% 100%
54 53 26 133 155* 113 700 968* 55 99 122 276
213 116 329 59 26 85 57 24 81 5 3 8 334 169 503 PLDT
ePLDT 1% 0% 0% 1% 1% 1% 7% 9% 1% 1% 1% 3%
42% 23% 65% 12% 5% 17% 11% 5% 16% 1% 1% 2% 66% 34% 100%
55 14 2 71 59 27 2 88 27 27 1 55
1,702 1,701 3,403 948 903 1,851 319* 262* 581 28 22 50 2,997* 2,888* 5,885 ePLDT
SMART 10% 3% 0% 13% 12% 5% 0% 17% 6% 6% 0% 12%
29% 29% 58% 16% 16% 32% 5% 5% 10% 0% 0% 0% 50% 50% 100%
187 194 13 394 444 724 45 1,213 745 366 14 1,125
5,368 2,606 7,974 4,556 3,108 7,664 732 525 1,257 84 53 137 10,740 6,292 17,032 SMART
TOTAL 3% 4% 0% 7% 8% 12% 1% 21% 12% 6% 0% 18%
32% 15% 47% 27% 18% 45% 4% 3% 7% 1% 0% 1% 64% 36% 100%
296 261 41 598 658* 864 747 2,269* 827 492 137 1,456
TOTAL
2% 1% 0% 3% 4% 5% 4% 13% 5% 3% 1% 9%
2018
1,207 492 1,699 3,869 2,208 6,077 335 220 555 48 22 70 5,459 2,942 8,401
PLDT
14% 7% 21% 46% 26% 72% 4% 3% 7% 0% 0% 0% 64% 36% 100%
178 103 281 54 25 79 45 20 65 4 4 8 281 152 433

ePLDT
41% 24% 65% 12% 6% 18% 10% 5% 15% 1% 1% 2% 64% 36% 100%
1,788 1,879 3,667 1,041 972 2,013 314 258 572 27 20 47 3,170 3,129 6,299
SMART
28% 30% 58% 16% 16% 32% 5% 4% 9% 1% 0% 1% 50% 50% 100%
3,173 2,474 5,647 4,964 3,205 8,169 694 498 1,192 79 46 125 8,910 6,223 15,133
TOTAL
21% 17% 38% 33% 21% 54% 4% 3% 7% 1% 0% 1% 59% 41% 100%
* - restated figures
EVOLUTION PILLARS

151
ANNEXES 152
Employee Turnover by Gender 401-1

Parental Leaves 401-3
PLDT
2020 2019 2018 2020 2019 2018
Group Male Female Total Male Female Total Male Female Total
Parental Leaves Paternity Maternity Total Paternity Maternity Total Paternity Maternity Total
90 43 133 667* 301 968* 171 105 276 Total number of employees that
PLDT were entitled to parental leave as of 3,847 3,310 7,157 3,597 3,228 6,825 3,490 2,942 6,432
1% 0% 1% 6% 3% 9% 2% 1% 3% reporting period
44 27 71 60 28 88 35 20 55 Total number of employees that took

ePLDT parental leave 267 143 410 175 84 259 95 56 151
8% 5% 13% 12% 5% 17% 8% 4% 12%
Total number of employees that returned to
185 209 394 578 635 1,213 617 508 1,125 work after parental leave ended (reporting 267 143 410 175 84 259 95 56 151
SMART period)
3% 4% 7% 10% 11% 21% 10% 8% 18%
319 279 598 1,305* 964 2,269* 823 633 1,456 Return to work rate 100% 100% 100% 100% 100% 100% 100% 100% 100%
TOTAL
2% 1% 3% 8% 5% 13% 5% 4% 9%
Total number of employees who returned to
work after parental leave ended (previous 175 84 259 95 56 151 105 45 150
* - restated figures period)

work after parental leave ended that were
173 80 253 93 50 143 102 43 145
Employee Turnover by Region still employed 12 months after their return
to work (previous period)
2020 2019 2018 Retention rate 99% 95% 98% 98% 89% 95% 97% 96% 97%
Group Luzon Visayas Mindanao Total Luzon Visayas Mindanao Total Luzon Visayas Mindanao Total
118 4 11 133 863* 55 50 968 250 17 9 276 ePLDT

PLDT
1% 0% 0% 1% 8% 1% 0% 9% 3% 0% 0% 3% 2020 2019 2018
71 - - 71 86 1 1 88 52 3 - 55 Parental Leaves Paternity Maternity Total Paternity Maternity Total Paternity Maternity Total
ePLDT
13% - - 13% 17% 0% 0% 17% 12% 0% - 12% Total number of employees that
were entitled to parental leave as of 358 182 540 157 169 326 133 152 285
357 14 23 394 1,063 83 67 1,213 1,046 53 26 1,125 reporting period
SMART
6% 0% 1% 7% 18% 2% 1% 21% 17% 1% 0% 18%
Total number of employees that took
parental leave 1 9 10 9 2 11 9 8 17
546 18 34 598 2,012 139 118 2,269 1,348 73 35 1,456
TOTAL
3% 0% 0% 3% 12% 1% 0% 13% 9% 0% 0% 9% Total number of employees that returned to
work after parental leave ended (reporting 1 7 8 9 2 11 9 8 17
period)
Return to work rate 100% 78% 80% 100% 100% 100% 100% 100% 100%
Total number of employees who returned to

period)

work after parental leave ended that were
still employed 12 months after their return 8 1 9 8 7 15 11 3 14
to work (previous period)
Retention rate 89% 50% 82% 89% 88% 88% 100% 75% 93%
EVOLUTION PILLARS

153
ANNEXES 154
Smart ePLDT Employee Training Details
2020 2019 2018 2020 Trainings 2019 Trainings 2018 Trainings
Parental Leaves Paternity Maternity Total Paternity Maternity Total Paternity Maternity Total Ave. Ave. Ave.
Training Training Training
Gender Employee1
Hours
Training Employee2
Hours
Training Employee3
Hours
Training
Total number of employees that Hours Hours Hours
were entitled to parental leave as of 1,391 2,814 4,205 1,382 2,887 4,269 1,490 3,130 4,620
reporting period Male 358 1,560 4.36 334 2,582 7.73 281 1,661 5.91
Total number of employees that took Female 182 1,232 6.77 169 829 4.91 152 712 4.68
parental leave 92 149 241 120 142* 262 143 152 295
Total 540 2,792 5.17 503 3,411 6.78 433 2,373 5.48
work after parental leave ended (reporting 92 142 234 116* 136* 252 138 148 286
period) 2020 Trainings 2019 Trainings 2018 Trainings
Ave. Ave. Ave.

Return to work rate 100% 95% 97% 97% 96% 96% 97% 97% 97% Rank Employee1
Hours
Training Employee2
Hours
Training Employee3
Hours
Training
Hours Hours Hours
Total number of employees who returned to Rank & File 349 1,674 4.80 329 2,253 6.85 281 1,724 6.14
period)
Management 90 539 5.99 85 372 4.37 79 483 6.11
work after parental leave ended that were Executives 94 551 5.86 81 698 8.62 65 166 2.55
still employed 12 months after their return 98 125 223 122 119 241 117 141 258
to work (previous period) 4.00 11.00 - -
Officers 7 28 8 88 8
Retention rate 84% 92% 88% 88% 80% 84% 87% 87% 87% Total 540 2,792 5.17 503 3,411 6.78 433 2,373 5.48
*
- restated figures
* - restated figures 1
- active employees as of December 31, 2020
2
3
Training and Education 404-1
Smart Employee Training Details

PLDT Employee Training Details
2020 Trainings 2019 Trainings 2018 Trainings
Ave. Ave. Ave.
Gender Employee1
Hours
Training Employee2
Hours
Training Employee3
Hours
Training
Ave. Ave. Ave. Hours Hours Hours
Gender Employee1
Hours
Training Employee2
Hours
Training Employee3
Hours
Training
Hours Hours Hours
Male 2,954 124,384 42.11 2,997* 41,726 13.92 3,170 49,727 15.69
Male 7,952 266,545 33.52 7,410* 186,763 25.20* 5,459 68,504 12.55
Female 2,814 170,003 60.41 2,888* 23,939 8.29 3,129 37,708 12.05
Female 3,311 158,933 48.00 3,234* 31,949 9.88* 2,942 26,120 8.88
Total 5,768 294,387 51.04 5,885 65,665 11.16 6,299 87,435 13.88
Total 11,263 425,478 37.78 10,644* 218,712 20.55 8,401 94,624 11.26
Ave. Ave. Ave.
Rank Employee1
Hours
Training Employee2
Hours
Training Employee3
Hours
Training
Ave. Ave. Ave. Hours Hours Hours
Rank Employee1
Hours
Training Employee2
Hours
Training Employee3
Hours
Training
Hours Hours Hours
Rank & File 3,043 194,707 63.99 3,403 35,709 10.49 3,667 55,090 15.02
Rank & File 4,589 186,810 40.71 4,242* 165,844 39.10* 1,699 21,800 12.83
Management 2,045 81,941 40.07 1,851 22,316 12.06 2,013 25,386 12.61
Management 5,923 217,572 36.73 5,728 49,952 8.72 6,077 69,144 11.38
Executives 620 16,121 26.00 581 6,984 12.02 572 6,503 11.37
Executives 664 19,381 29.19 595 2,352 3.95 555 3,544 6.39
Officers 60 1,618 26.97 50 656 13.12 47 456 9.7
Officers 87 1,715 19.71 79 564* 7.14 70 136 1.94
Total 5,768 294,387 51.04 5,885 65,665 11.16 6,299 87,435 13.88
Total 11,263 425,478 37.78 10,644 218,712 20.55 8,401 94,624 11.26 *
- restated figures
1
2
3
EVOLUTION PILLARS

155
ANNEXES 156
Health and Safety Types of Injury by Gender 403-9
403-9 2020 2019 2018

Injury Male % Female % Male % Female % Male % Female %
PLDT - Smart Safe Man-Hours nefit 2020 2019 Abrasions 5 24% 1 5% 9 48% 3 16% 4 23% 1 6%
Number of Employees 11,263 10,648 Avulsion 2 9% - - - - - - 1 6% - -

Total Hours of Employee Exposure 21,236,285 18,860,813
Number of Lost Time Accidents 10 3 Contusion, bruises, hematoma 2* 9% - - 4 21% 1 5% 2 11% - -
Cuts, lacerations, punctures 13 61% - - 19 101% 4 21% 1 6% - -

Male 10 3
Female - - Dislocation, fractures 1* 5% - - 3* 16% 1 5% 4 23% 1 6%
Luzon 7 1 Dog bites 19 89% - - 11* 58% - - 3 17% - -

Visayas 2 2
Electrocution & Burns 3* 14% - - 1 5% - - - - 2 11%
Mindanao 1 -
Fall, trip, slip 16**** 75% 1 5% 2 11% 2 11% - - 2 11%
Number of Non-Disabling Injuries 66 75
Days lost due to lost time accidents 153 22 Foreign body - - - - 1 5% - - - - - -
Incise Wounds 5 24% - - 4 21% - - - - - -

Male 153 2
Female - - Soft tissue injury - - - - 1 5% 1 5% - - - -
Luzon 147 16 Sprains 1 5% - - 5 27% - - 3 17% 1 6%

Visayas 2 6
Strains - - - - - - 1 5% - - - -
Mindanao 4 -
Trauma 2 9% - - 4 21% - - - - - -
Total man-hours work without LTA 2,565,050 3,159,239
Frequency rate 0.47 0.16 Vehicular accident 5** 24% - - 1* 5% - - - - - -
Severity rate 7.20 1.17
TOTAL 74 2 65 13 18 7
Total Hours of Employee Exposure 21,236,285 18,860,813

Types of Injury by Region 403-9
Male 15,133,870 13,577,580
Female 6,102,415 5,283,233 2020 2019 2018
Injury Luzon % Visayas % Mindanao % Luzon % Visayas % Luzon % Visayas %
Luzon 17,697,546 15,938,569
Visayas 1,877,837 1,751,617 Abrasions 5 24% 1 5% - 5% 11 58% 1 5% 5 29% - 6%
Mindanao 1,660,902 1,170,627
Avulsion - - 2 9% - - - - - - 1 6% - -
Contusion, bruises, - - 9% - - 21% 5% 11% - -

2* 4 1 2
hematoma
Frequency Rate 0.47 0.16
Luzon 0.40 0.06 Cuts, lacerations, punctures 9 42% 4 19% - - 13 69% 10 53% 1 6% - -
Visayas 1.07 1.14
Mindanao 0.60 - Dislocation, fractures 1* 5% - - - - 4* 21% - - 4 23% 1 6%
Dog bites 15 71% 4 19% - - 7 37% 4* 21% 3 17% - -

Male 0.66 0.22
Female - - Electrocution & Burns 1* 5% 2* 9% - - - - 1 5% 2 11% - -
Fall, trip, slip 12**** 57% 4 19% 1* 5% 4 21% - - 2 11% - -

Severity Rate 7.20 1.17
Foreign body - - - - - - - - 1 5% - - - -
Luzon 8.31 1.00
Visayas 1.07 3.43 Incise Wounds 5 24% - - - - 4 21% - - - - - -
Mindanao 2.41 -
Soft tissue injury - - - - - - - - 2 11% - - - -
Male 10.11 1.62 - 5% 5% - - 16% 11% 23% - -
Sprains 1 3 2 4
Female - -
Strains - - - - - - 1 5% - - - - - -
Trauma - - 2 9% - - 4 21% - - - - - -
Frequency Rate (FR) = (No of Lost Time Accidents (LTA) x 1000000) / Total Manhours Worked
Severity Rate (SR) = (Days Lost due to LTA x 1000000) / Total Manhours Worked
Vehicular accident 4** 19% 1 5% - - - - 1* 5% - - - -
TOTAL 52 23 1 55 23 24 1
* With one disabling injury each. **** With five disabling injury each.
** With two disabling injury each. Zero case for Mindanao in 2019 and 2018
*** With four disabling injury each.
EVOLUTION PILLARS

157 158
Employee Performance Review

ANNEXES
Anti-Corruption Communication and Training 205-2 404-3 Those who did not receive performance evaluation were those due for separation,
regularization date was after the mid-year cut-off date, or secondment.
PLDT
Employee per Rank 2019 2018 2017
PLDT Smart Received Percentage Received Percentage Received Percentage
Total Active perfomance Total Active perfomance Total Active perfomance
Group Employees
over Total
Employees
over Total
Employees
over Total
Received Received evaluation Employees evaluation Employees evaluation Employees
Group Active Employees1
Communication
Percentage Active Employees2
Communication
Percentage
Male 7,410 7,029 95% 5,459 3,831 70% 4,179 4,033 97%
Rank and File 4,525 4,520 99.89% 3,050 2,644 86.69%
Female 3,234 3,020 93% 2,942 2,217 75% 2,320 2,190 94%
Management 5,927 5,927 100.00% 2,048 1,918 93.65%
Total 10,644 10,049 94% 8,401 6,048 72% 6,499 6,223 96%
Executives 657 657 100.00% 620 589 95.00%
Rank & File 4,196 3,858 92% 1,699 1,014 60% 1,124 1,068 95%
Officers 87 87 100.00% 60 59 98.33%
Management 5,774 5,605 97% 6,077 4,450 73% 4,828 4,652 96%
Total 11,196 11,191 99.96% 5,778 5,210 90.17%
Executive 594 542 91% 555 525 95% 484 443 92%
Employee per Region
Officers 80 44 55% 70 59 84% 63 60 95%
PLDT Smart
Total 10,644 10,049 94% 8,401 6,048 72% 6,499 6,223 96%
Received Received
Group Active Employees 1
Communication
Percentage Active Employees 2
Communication
Percentage
ePLDT
Luzon 9,255 9,250 99.95% 5,002 4,498 89.92%
2019 2018 2017
Visayas 1,014 1,014 100.00% 428 389 90.89%
Received Percentage Received Percentage Received Percentage
Group Employees
over Total
Employees
over Total
Employees
over Total
Mindanao 927 927 100.00% 348 323 92.82% evaluation Employees evaluation Employees evaluation Employees
Total 11,196 11,191 99.96% 5,778 5,210 90.17% Male 334 260 78% 281 237 84% 236 193 82%
1
Total Employee as of November 20, 2020 2
Total Employee as of December 14, 2020 Female 169 128 76% 152 111 73% 124 103 83%
Total 503 388 77% 433 348 80% 360 296 82%
Total number and percentage of business
Employee per Rank Rank & File 325 231 71% 281 214 76% 219 170 78%
partners that the organization’s anti-
PLDT Smart corruption policies and procedures have
been communicated to Management 84 72 86% 79 73 92% 75 67 89%
Employee as Employee as
Received Received
Group of December
Training
% of December
Training
% Region Number Percentage Executive 86 78 91% 65 54 83% 61 55 90%
2020 2020
Philippines Officers 8 7 88% 8 7 88% 5 4 80%
Rank and File 4,589 808 17.61% 3,043 509 16.73%
Luzon 322 88.22% Total 503 388 77% 433 348 80% 360 296 82%
Management 5,923 1,218 20.56% 2,045 199 9.73%
Visayas 3 0.82%
Executives 664 141 21.23% 620 41 6.61% Smart
Mindanao 4 1.10%
Officers 87 7 8.05% 60 53 88.33% 2019 2018 2017
South East Asia 9 2.47%
Total 11,263 2,174 19.30% 5,768 802 13.90% Received Percentage Received Percentage Received Percentage
East Asia 13 3.56% Group Employees
over Total
Employees
over Total
Employees
over Total
evaluation Employees evaluation Employees evaluation Employees
Employee per Region
Male 2,997 2,785 93% 3,170 2,632 83% 3,217 2,906 90%
PLDT Smart Middle East 1 0.27%
Female 2,888 2,650 92% 3,129 2,577 82% 3,040 2,727 90%
Employee as Employee as Europe 7 1.92%
Received Received
Group of December
Training
% of December
Training
%
2020 2020 Total 5,885 5,435 92% 6,299 5,209 83% 6,257 5,633 90%
North America 3 0.82%
Luzon 9,304 1,683 18.09% 4,992 607 12.16% Canada 1 0.27% Rank & File 3,403 3,072 90% 3,667 2,710 74% 3,649 3,122 86%
Visayas 1,030 207 20.10% 428 100 23.36% Australia 1 0.27% Management 1,851 1,784 96% 2,013 1,928 96% 2,028 1,960 97%
Mindanao 929 284 30.57% 348 95 27.30% Africa 1 0.27% Executive 581 539 93% 572 531 93% 528 503 95%
Total 11,263 2,174 19.30% 5,768 802 13.90% Total 365 100.00%
Officers 50 40 80% 47 40 85% 52 48 92%
Total 5,885 5,435 92% 6,299 5,209 83% 6,257 5,633 90%
EVOLUTION PILLARS

Page numbers and/
159 Disclosure Standard Topic
or direct answers
Omission 160
Awesome Customer Experience and Quality of Service
GRI Index Sheet

GRI INDEX SHEET
GRI 103-1 Explanation of the material topic and its Boundary 63, 81
GRI 103: Management Approach 2016 GRI 103-2 The management approach and its components 63, 81
GRI 103-3 Evaluation of the management approach 63, 81

GRI Standard Disclosure Page No. Omission
GRI 418: Customer Privacy 2016 GRI 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data 63, 64, 81
GRI 101: Foundation 2016
Growth-Driven Innovation
General Disclosures
GRI 103-1 Explanation of the material topic and its Boundary 65
GRI 101: Foundation 2016 GRI 103: Management Approach 2016 GRI 103-2 The management approach and its components 65
Organizational Profile GRI 103-3 Evaluation of the management approach 65
GRI 102-1 Name of the organization Cover page Responsible and Efficient Operations
GRI 102-2 Activities, brands, products, and services 4 Energy & Emissions
GRI 102-3 Location of headquarters About the report GRI 103-1 Explanation of the material topic and its Boundary 73
Location of operations GRI 103: Management Approach 2016 GRI 103-2 The management approach and its components 73
"PLDT Home: https://pldthome.com/sales-and-service-centers GRI 103-3 Evaluation of the management approach 74

GRI 102-4 PLDT Enterprise: PLDT Makati General Office, Legazpi Village, Makati, Metro Manila
ePLDT Inc, the ICT arm of PLDT: 5/F L.V. Locsin Building, Ayala corner Makati Avenue, Makati City, Philippines 1200 GRI 302-1 Energy consumption within the organization 74, 145
PLDT Global Corporation: 2F Smart Tower 1, 6799 Ayala Avenue, Bel-Air, Makati City, Philippines 1226
Smart Stores: https://smart.com.ph/Pages/smart-stores" GRI 302-3 Energy intensity 145
GRI 302: Energy 2016
Ownership and legal form GRI 302-4 Reduction of energy consumption 75
GRI 102-5 "https://www.firstpacific.com/about/structure.php
GRI 302-5 Reductions in energy requirements of products and services 7
http://www.pldt.com/investor-relations/shareholder-information/shareholding-structure"
GRI 102-6 Markets served 4, 7
GRI 103: Management Approach 2016 GRI 103-2 The management approach and its components 77
GRI 102-7 Scale of the organization 7-8, 101, 102, 146, 147, 149
GRI 103-3 Evaluation of the management approach 77
GRI 102-8 Information on employees and other workers 8, 101, 102, 147, 149
GRI 305-1 Direct (Scope 1) GHG emissions 77, 145
GRI 102-9 Supply chain 143
GRI 305: Emissions 2016 GRI 305-2 Energy indirect (Scope 2) GHG emissions 77, 145
GRI 102-10 Significant changes to the organization and its supply chain No changes in 2020.
GRI 305-4 GHG emissions intensity 77
GRI 102-11 Precautionary Principle or approach 43
Water
GRI 102-12 External initiatives 10, 29
GRI 102-13 Membership of associations 10
Strategy
GRI 102-14 Statement from senior decision-maker 11, 13, 15
GRI 303-1 Interactions with water as a shared resource 78
Ethics and integrity GRI 303: Water and Effluents 2018
GRI 303-5 Water consumption 78
GRI 102-16 Values, principles, standards, and norms of behavior 3, 23 Waste
Governance GRI 103-1 Explanation of the material topic and its Boundary 79
GRI 102-18 Governance structure 129, 134, 137 GRI 103: Management Approach 2016 GRI 103-2 The management approach and its components 79
GRI 102-22 Composition of the highest governance body and its committees 132, 133, 134 GRI 103-3 Evaluation of the management approach 79
GRI 102-23 Chair of the highest governance body 129 GRI 306-1 Waste generation and significant waste-related impacts 79
GRI 102-24 Nominating and selecting the highest governance body 133 GRI 306-2 Management of significant waste-related impacts 79
GRI 306: Waste 2020
GRI 102-25 Conflicts of interest 138 GRI 306-3 Waste generated 7, 79
GRI 102-29 Identifying and managing economic, environmental, and social impacts 129 GRI 306-5 Waste directed to disposal 7, 79
Stakeholder engagement Cybersecurity

GRI 102-40 List of stakeholder groups 33 GRI 103-1 Explanation of the material topic and its Boundary 63, 81
GRI 102-41 Collective bargaining agreements 111 GRI 103: Management Approach 2016 GRI 103-2 The management approach and its components 63, 81

GRI 102-42 Identifying and selecting stakeholders 33
GRI 102-43 Approach to stakeholder engagement 33 Effective Environmental Stewardship
GRI 102-44 Key topics and concerns raised 33
GRI 103: Management Approach 2016 GRI 103-2 The management approach and its components 88, 90, 93, 95, 96
Reporting Practice
GRI 103-3 Evaluation of the management approach 90, 94
GRI 102-45 Entities included in the consolidated financial statements 4
Positive Community Impact
GRI 102-46 Defining report content and topic Boundaries About the report, 47
GRI 103-1 Explanation of the material topic and its Boundary 17, 115
GRI 102-47 List of material topics 47
GRI 102-48 Restatements of information None
GRI 102-49 Changes in reporting None
GRI 203-1 Infrastructure investments and services supported 8, 18, 115
GRI 102-50 Reporting period About the report GRI 203: Indirect Economic Impacts 2016
GRI 203-2 Significant indirect economic impacts 18, 115
GRI 102-51 Date of most recent report May-20
GRI 102-52 Reporting cycle Annual
GRI 102-53 Contact point for questions regarding the report About the report GRI 103-3 Evaluation of the management approach 115
GRI 102-54 Claims of reporting in accordance with the GRI standards About the report GRI 413: Local Communities 2016 GRI 413-1 Operations with local community engagement, impact assessments, and development programs 115
GRI 102-55 GRI content index 159
GRI 102-56 External assurance 165
EVOLUTION PILLARS

161 162
Excellence through Human Capital Anti-corruption
Employee Health & Safety GRI 103-1 Explanation of the material topic and its Boundary 139
GRI INDEX SHEET
GRI 103-1 Explanation of the material topic and its Boundary 17, 99 GRI 103: Management
GRI 103-2 The management approach and its components 139
Approach 2016
GRI 103: Management
GRI 103-2 The management approach and its components 99, 111, 113 GRI 103-3 Evaluation of the management approach 139
Approach 2016
GRI 103-3 Evaluation of the management approach 113 GRI 205-1 Operations assessed for risks related to corruption 139
GRI 403-1 Occupational health and safety management system 111 GRI 205: Anti-corruption 2016 GRI 205-2 Communication and training about anti-corruption policies and procedures 131, 140, 143, 157,
GRI 403-2 Hazard identification, risk assessment, and incident investigation 8, 111 GRI 205-3 Confirmed incidents of corruption and actions taken 8, 142
GRI 403-3 Occupational health services 17, 99 Anti-competitive Behavior

GRI 403-4 Worker participation, consultation, and communication on occupational health and safety 99 GRI 103-1 Explanation of the material topic and its Boundary 142
GRI 103: Management
GRI 403-5 Worker training on occupational health and safety 99, 113 GRI 103-2 The management approach and its components 142
GRI 403: Occupational Health Approach 2016
& Safety 2018 GRI 403-6 Promotion of worker health 17, 99 GRI 103-3 Evaluation of the management approach 142
GRI 403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships 17, 111 GRI 206: Anti-competitive
GRI 206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices 142
Behavior 2016
GRI 403-8 Workers covered by an occupational health and safety management system
Supply Chain
GRI 403-9 Work-related injuries 8, 112, 155, 156
GRI 403-10 Worker-related ill health 112
GRI 103: Management
Labor Practices Approach 2016
GRI 103: Management
Approach 2016
GRI 401: Employment 2016

GRI 401-1
GRI 401-2
New employee hires and employee turnover
Benefits provided to full-time employees that are not provided to temporary or part-time employees
101, 103, 150, 151
8, 105
SASB Technology & Communications Sector - Telecommunication Services
GRI 401-3 Parental leave 104, 152, 153 Page
Topic Accounting Metric Category Unit of Measure Code
Located
GRI 201: GRI 201-3 Defined benefit plan obligations and other retirement plans 104
Environmental Footprint of Gigajoules (GJ),
GRI 202-1 "Ratios of standard entry level wage by gender compared to local minimum wage" 103 "(1) Total energy consumed, (2) Percentage grid electricity, (3) Percentage renewable" Quantitative TC-TL-130a.1 74
GRI 202: Market Presence 2016 Operations Percentage (%)
GRI 202-2 Proportion of senior management hired from the local community 133 Discussion and
Description of policies and practices relating to behavioral advertising and customer privacy n/a TC-TL-220a.1 63s
GRI 103-1 Explanation of the material topic and its Boundary 101 Analysis
GRI 103: Management Number of customers whose information is used for Number,
GRI 103-2 The management approach and its components 101 Data Privacy Quantitative TC-TL-220a.2 64
Approach 2016 secondary purposes Percentage (%)
(1) Number of law enforcement requests for customer information, (2) Number of customers Number,
GRI 405-1 Diversity of governance bodies and employees 8, 101, 102, 147, 149 Quantitative TC-TL-220a.4
GRI 405: Diversity and Equal whose information was requested, (3) Percentage resulting in disclosure Percentage (%)
Opportunity 2016 GRI 405-2 Ratio of basic salary and remuneration of women to men (1) Number of data breaches, (2) Percentage involving personally identifiable information (PII), (3) Number,
Quantitative TC-TL-230a.1 81
Number of customers affected Percentage (%)
Learning and Development Data Security
Description of approach to identifying and addressing data security risks, including use of third- Discussion and
GRI 103-1 Explanation of the material topic and its Boundary 106 n/a TC-TL-230a.2 81
party cybersecurity standards Analysis
GRI 103: Management
Approach 2016 Materials recovered through take back programs, percentage of recovered materials that were (1) Metric tons (t),
Product End-of-life Quantitative TC-TL-440a.1 79
GRI 103-3 Evaluation of the management approach 106 Reused, (2) Recycled, and (3) Landfill Percentage (%)
Management
GRI 404-1 Average hours of training per year per employee 106, 108, 153, 154 Total amount of monetary losses as a result of legal proceedings associated with anticompetitive Reporting
Quantitative TC-TL-520a.1
GRI 404: Training and behavior regulations Currency
GRI 404-2 Programs for upgrading employee skills and transition assistance program 8, 106, 107, 108
Education 2016
Competitive Behavior & Open Average actual sustained download speed of (1) Owned and commercially-associated content and Megabits per
GRI 404-3 Percentage of employees receiving regular performance and career development reviews 158 Quantitative TC-TL-520a.2 7, 62
Internet (2) Non-associated content second (Mbps)
Employee Engagement Discussion and
Managing System Risks
Discussion of systems to provide unimpeded service during service interruptions n/a TC-TL-550a.2 7, 66
GRI 103-1 Explanation of the material topic and its Boundary 109 from Technology Disruptions Analysis
GRI 103: Management
Approach 2016 Activity Metric Category Unit of Measure Code Page Number
1. Number of mobile subscribers Quantitative Number TC-TL-000.A 7, 54
Employee Rights and Labor Relations
2. Number of fixed line subscribers Quantitative Number TC-TL-000.B 7, 54
3. Number of broadband subscribers Quantitative Number TC-TL-000.C 54
GRI 103: Management
Approach 2016 4. Mobile network data traffic Quantitative Number TC-TL-000.D 54
Good Governance and Ethical Business Practices

Economic Performance
United Nations Global Compact (UNGC)
GRI 103: Management Fundamental
GRI 103-2 The management approach and its components 46 Principles Page Number
Approach 2016 Responsibilities
Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights 41, 111
GRI 201-1 Direct economic value generated and distributed 7, 8, 146 Human Rights
GRI 201: Economic Principle 2: Make sure that they are not complicit in human rights abuses 111
GRI 201-2 Financial implications and other risks and opportunities due to climate change 45
Performance 2016 Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining 111
GRI 201-3 Defined benefit plan obligations and other retirement plans 104
Principle 4: The elimination of all forms of forced and compulsory labour 111
GRI 207: Tax 2019 GRI 207-4 Country-by-country reporting 146 Labour
Principle 5: The effective abolition of child labour 111
Board Diversity
Principle 6: The elimination of discrimination in respect of employment and occupation 101
Principle 7: Businesses should support a precautionary approach to environmental challenges 7, 88, 90, 96
GRI 103: Management
Approach 2016 Environment Principle 8: Undertake initiatives to promote greater environmental responsibility 7, 68, 88, 90, 91, 92, 93, 95, 96
Principle 9: Encourage the development and diffusion of environmentally friendly technologies 7, 88, 96
GRI 202: Market Presence 2016 GRI 202-2 Proportion of senior management hired from the local community 133
Anti-Corruption Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery 139
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163 164
Statement of Assurance
STATEMENT OF ASSURANCE
SyCip Gorres Velayo & Co. Tel: (632) 8891 0307 BOA/PRC Reg. No. 0001,
6760 Ayala Avenue Fax: (632) 8819 0872 October 4, 2018, valid until August 24, 2021
1226 Makati City ey.com/ph SEC Accreditation No. 0012-FR-5 (Group A),
Philippines November 6, 2018, valid until November 5, 2021
B. Covering PLDT and Smart Communications, Inc. (Smart)
1. Economic
i. Anti-corruption 2016
Independent Limited Assurance Report to the Management of PLDT, Inc. and 1. 205-2 Communication and training about anti-corruption policies and procedures
Subsidiaries, Smart and ePLDT (PLDT Group)
2. Social
i. Local Communities 2016
1. 413-1 Operations with local community engagement, impact assessments, and
The Stockholders and Board of Directors development programs
PLDT Inc. ii. Customer Privacy 2016
Ramon Cojuangco Building 1. 418-1 Substantiated complaints concerning breaches of customer privacy and
Makati Avenue, Makati City losses of customer data
C. Covering PLDT and ePLDT, Inc. (ePLDT)

Scope
1. Environmental
We have been engaged by the PLDT Group to perform a ‘limited assurance engagement,’ as i. Energy 2016
defined by the Philippines Standards on Assurance Engagements 3000 (PSAE 3000) - Assurance 1. 302-3: Energy intensity - fuel consumption
Engagements Other than Audits or Reviews of Historical Financial Information, to report on PLDT ii. Emissions 2016
Group’s Sustainability Report 2020 (“The Report”) as of and for the year ended 1. 305-1: Direct (Scope 1) GHG emissions - fuel consumption
December 31, 2020 as detailed in the “Subject Matter” below.
D. Covering Smart and ePLDT
Subject matter i. Diversity and Equal Opportunity 2016
1. 405-2 Ratio of basic salary of women to men
The Subject Matter, coverage and Global Reporting Initiative (GRI) disclosures for our limited
assurance engagement are as follows: E. Covering PLDT
A. Covering PLDT Group
1. Economic
1. Economic i. Anti-corruption 2016
1. 205-3 Confirmed incidents of corruption and actions taken
i. Economic Performance 2016 ii. Anti-competitive Behavior 2016
1. 201-1 Direct economic value generated and distributed 1. 206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly
2. 201-3 Defined benefit plan obligations and other retirement plans practices
ii. Tax 2019 2. Social

1. 207-4 Country-by-country reporting i. Occupational Health and Safety 2018
1. 403-9 Work-related injuries
2. Social
Other than as described in the preceding paragraph, which sets out the scope of our engagement,
i. Employment 2016 we did not perform assurance procedures on the remaining information included in the Report,
1. 401-1 New employee hires and employee turnover and accordingly, we do not express a conclusion on this information.
2. 401-2 Benefits provided to full-time employees that are not provided to temporary
or part-time employees Criteria applied by PLDT Group
3. 401-3 Parental leave
In preparing the Report, PLDT Group applied the GRI Sustainability Reporting Standards.
ii. Training and Education 2016
1. 404-1 Average hours of training per year per employee by employee PLDT Group’s responsibilities
2. 404-2 Programs for upgrading employee skills and transition assistance program
The Management of PLDT Group is responsible for selecting the Criteria, and for presenting the
3. 404-3 Percentage of employees receiving regular performance and career
development reviews Subject Matter in accordance with that Criteria, in all material respects. This responsibility includes
establishing and maintaining internal controls, maintaining adequate records and making
iii. Diversity and Equal Opportunity 2016 estimates that are relevant to the preparation of the subject matter, such that it is free from
1. 405-1 Diversity of governance bodies and employees material misstatement, whether due to fraud or error.
Page 2 of 4
A member firm of Ernst & Young Global Limited

A member firm of Ernst & Young Global Limited
EVOLUTION PILLARS

165
STATEMENT OF ASSURANCE 166
SGV’s responsibilities d. Identify the data providers with their responsibilities, and
e. Recognize the likelihood of possible manipulation of sustainability data
Our responsibility is to express a conclusion on the presentation of the Subject Matter based on
the evidence we have obtained. 2. Interviewed the employees and management (Sustainability, Foundation, Legal, Human
Resources, Environment Health and Safety, Clinic, Learning and Development, Data Privacy
We conducted our engagement in accordance with PSAE 3000, and the terms of reference for Office, Corporate Governance Office) to understand the key sustainability issues related to
this engagement as agreed with PLDT Group on December 29, 2020. Those standards require the Subject Matter and processes for the collection and accurate reporting of performance
that we plan and perform our engagement to obtain limited assurance about whether, in all information
material respects, the Subject Matter is presented in accordance with the Criteria, and to issue a
report. The nature, timing, and extent of the procedures selected depend on our judgment, 3. Checked the accuracy of calculations performed
including an assessment of the risk of material misstatement, whether due to fraud or error.
4. Performed analytical tests and obtained documentation on a sampling basis to test
We believe that the evidence obtained is sufficient and appropriate to provide a basis for our assumptions, estimations and computations made by Management in relation to the Subject
limited assurance conclusions. Matter in the Report
Our Independence and Quality Control 5. Tested that the data and statements had been correctly transcribed from corporate systems
and/or supporting evidences into the Report
We have maintained our independence and confirm that we have met the requirements of the
Code of Ethics for Professional Accountants issued by the Professional Regulation Commission 6. Obtained various reports and financial statements in relation to the Subject Matter in the
and have the required competencies and experience to conduct this assurance engagement. Report
SGV also applies Philippine Standard on Quality Control 1 (Redrafted), Quality Controls for Firms We also performed such other procedures as we considered necessary in the circumstances.
that Perform Audits and Reviews of Financial Statements, and Other Assurance and Related
Services Engagements, and accordingly maintains a comprehensive system of quality control Conclusion
including documented policies and procedures regarding compliance with ethical requirements,
professional standards and applicable legal and regulatory requirements. Based on our procedures and the evidence obtained, we are not aware of any material
modifications that should be made to the Subject Matter as of and for the year ended
Description of procedures performed December 31, 2020, in order for it to be in accordance with the Criteria.
Procedures performed in a limited assurance engagement vary in nature and timing from and are Our observations and recommendations will be included in the Management Report to be
less in extent than for a reasonable assurance engagement. Consequently, the level of assurance issued to PLDT Group. These observations and recommendations do not affect our conclusion.
obtained in a limited assurance engagement is substantially lower than the assurance that would
have been obtained had a reasonable assurance engagement been performed. Our procedures
were designed to obtain a limited level of assurance on which to base our conclusion and do not SYCIP, GORRES, VELAYO & CO.
provide all the evidence that would be required to provide a reasonable level of assurance.
Although we considered the effectiveness of management’s internal controls when determining

the nature and extent of our procedures, our assurance engagement was not designed to provide
assurance on internal controls. Our procedures did not include testing controls or performing Benjamin N. Villacorte
procedures relating to checking aggregation or calculation of data within IT systems. Partner
CPA Certificate No. 111562
A limited assurance engagement consists of making enquiries, primarily of persons responsible SEC Accreditation No. 1539-AR-1 (Group A),
for preparing the Subject Matter and related information and applying analytical and other March 26, 2019, valid until March 25, 2022
appropriate procedures. Tax Identification No. 242-917-987
BIR Accreditation No. 08-001998-120-2019,
Our procedures included: January 28, 2019, valid until January 27, 2022
PTR No. 8534383, January 4, 2021, Makati City
1. Interviewed the PLDT Group’s Sustainability team to:
a. Understand the principal business operations 24 May 2021
b. Appreciate the key sustainability issues and developments
c. Map out the information flow for sustainability reporting and the controls on information
collation
Page 3 of 4 Page 4 of 4
A member firm of Ernst & Young Global Limited A member firm of Ernst & Young Global Limited
EVOLUTION PILLARS

167 168
TCFD Supporter
https://www.fsb-tcfd.org/
SASB Alliance Member

https://www.sasb.org/
UNGC Participant
https://www.unglobalcompact.org/
SDG Aligned
https://sustainabledevelopment.un.org/
EVOLUTION PILLARS

The PLDT 2020 Sustainability Report is printed
on FSC®-certified, sustainably sourced paper.

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PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives

For the PLDT Group, pursuing sustainability means

About the Report

We welcome your feedback or questions regarding

PLDT Corporate Governance 43 Enterprise Risk Management

PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives

Sharing Our Purpose 102-16

The PLDT Group is the largest and most diversified telecommunications

Our Company is the leading our stakeholders with products, services,

Sharing our 2020 Highlights 2020 Awards Membership in

ePLDT, INC. SMART COMMUNICATIONS, INC.

PLDT GLOBAL CORPORATION

PLDT Global Corporation (PGC) is a technology services company

PGC, as the international business unit of the PLDT Group, builds

Sharing our 2020 Highlights 2020 Awards Membership in

2020 Highlights at a Glance 102-7

429,270 km Smart Coverage 17,571 97.7% 654

PHP188.3 BILLION 722,656 2,565,050

Growth-Driven Innovation TC-TL-520a.2, TC-TL-550a.2

Responsible and Efficient Operations

200 cell sites

Effective Environmental Stewardship Principle 7, 8 & 9 PHP114.5 BILLION

Partnership with the UP Marine Science Institute and Marine Environment

Partnership with the Department of Environment and Natural Resources (DENR) to

Sharing our 2020 Highlights 2020 Awards Membership in

Awards and Recognition Membership in Associations

The Group has received a significant number of awards and

External Charter Participation

55th Anvil Awards

Sharing our 2020 Highlights 2020 Awards Membership in

One step To our Stakeholders,

Connectivity shores, we promised to keep our countrymen

for our Future

The pandemic has emphasized the importance

One year into the pandemic, we have shown that

Chief Revenue Officer

technology and to sustainability, to better serve our purpose of

Amid the COVID-19 pandemic, the Company invested in initiatives to create

Providing communications support to key facilities

PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives

Fundraising for frontliners Delivering assistance to underserved communities

Malasakit (concern) has been our

PLDT 2020 SUSTAINABILITY REPORT — Reviving Livelihood, Enriching Lives

Our Sustainability Evolution Cascading our sustainability framework

Planet Protect our planet through technology

People Build resiliency through human capital and strong communities

Our Sustainability Canvas

OUR PURPOSE Connecting and Empowering Filipinos Everywhere

OUR SDG ANCHOR # 9 Industry Innovation & Infrastructure

OUR STAKEHOLDERS Customers Employees Communities Shareholders Partners Government

Committee under the Governance, Nomination, global organizations that monitor 1 2 3 4 5 6 7

Social Strive to achieve resource Excellence through As an equal opportunity employer,

• Access to science, technology and innovation (17.6) Tourism

Celebrating Our Progress

Working with sustainability allies 102-12

The in-depth analysis of the WBA

The study was developed in close

DIB used four measurement areas—

Our environmental initiatives

• We continued our partnership with

• Our massive environmental mural over

Read more on Effective Environmental

We recognize the importance of maintaining collaborations based on