TABLE OF CONTENTS

Chapter 1: INTRODUCTION
 Company Profile
 Company/Agency’s logo
 History
 Name and official address of the company/agency
 Area of operation (place/s they serve)
 Nature of business operation and what product they offer
 Organizational Structure
 Organization chart of the department/division/section you are assigned

Chapter 2: REPORTS
 Bi-Monthly Progress Report
 Student Logbook
 Daily Time Record
 Reaction Paper –
.

Chapter 3: EVALUATION FORM

 Practicum Program Evaluation Report

Chapter 4: PERTINENT DOCUMENTS

 Resume
 Application Letter
 Recommendation Letter
 Waiver of Claim
 Memorandum of Agreement
 Certificate of Completion

Chapter 5: APPENDIX
 Pictures for documentation purposes
 ON THE JOB TRAINING

at

PLDT.PHILCOM, INC.

Business Office department

In Partial Fulfillment of the Requirements for

Bachelor of Science in Business Administration
Major in Business Economics

Submitted by:

FEBE MAE D. BARTE

BSBA-4C

Submitted to:

LIGIN C. PONO, CPA, MBA

Practicum Adviser
 Chapter 1: INTRODUCTION

 Company Profile
 Company/Agency’s logo

PLDT LOGO EVOLUTION. The new PLDT is shaped like triangles with the 3
sides representing the business pillars: People, innovations, and customers. The
triangle is also the symbol for Delta, the fourth letter in the Greek alphabet, which
stands for "change."

 History
PLDT was established on November 28, 1928, by a Philippine Government act.
Philippine legislature and approved by then Governor-General Henry L. Stimson by
mean of a merger of four telephone companies under operation of the American
telephone company GTE. Known as Act 3436, the bill granted PLDT a 50-year charter
and the right to establish a Philippine telephone network linking major points nationwide.
However, PLDT had to meet a 40-day deadline to start implementing the network, which
would be implemented over a period of one to four years.

By the 1930s, PLDT had an expansive fixed-line network and for the first time
linked the Philippines to the outside world via radiotelephone services, connecting the
Philippines to the United States and other parts of the world.

Telephone service in the Philippines was interrupted due to World War II. At the
end of the war, the Philippines' communications infrastructure was in ruins. U.S. military
authorities eventually handed over the remains of the communications infrastructure to
PLDT in 1947, and with the help of massive U.S. aid to the Philippines during the 1940s
and 1950s, PLDT recovered so quickly that its telephone subscribers outpaced that of
pre-war levels by 1953.

On December 20, 1967, a group of Filipino entrepreneurs and businessmen led

by Ramon Cojuangco took control of PLDT after buying its shares from the American
telecommunications company GTE. The group took control of PLDT's management on
January 1, 1968, with the election of Gregorio S. Licaros and Cojuangco as chairman
and president of PLDT, respectively. A few months later, PLDT's main office in Makati
(known today as the Ramon Cojuangco Building) was opened, and PLDT's expansion
programs begin, hoping to bring reliable telephone services to the rural areas.

PLDT was permitted to operate during Martial Law. During the 1970s, PLDT was
nationalized by the government of then-President Ferdinand Marcos and in 1981, in
compliance of then existing policy of the Philippine government to integrate the
Philippine telecommunications industry, purchased substantially all of the assets and
liabilities of Republic Telephone Company, becoming the country's telephone monopoly.
Under this monopoly, service expansion was severely curtailed or practically
nonexistent. In the Martial Law years people would apply for phone service only to wait
for years and years on end behind an impossibly long application backlog. It is not
unheard of for people and small businesses back then to barter for a single telephone
line in the black market for tens of thousands of pesos. The incumbent Singaporean
Prime Minister Lee Kuan Yew referred to the situation when visiting the Philippines
during the term of President Fidel V. Ramos. He said, albeit in jest, “In the Philippines
95% of the population has no telephone, while the remaining 5% are waiting for that dial
tone.”

After President Marcos was overthrown in 1986, the company was re-privatized
as Ramon's son, Antonio "Tonyboy" O. Cojuangco, Jr. became PLDT chief. By 1995,
with the passage of the Telecommunications Act and the subsequent deregulation of
the Philippine telecommunications industry, the company has been de-monopolized.
Later that year, Hong Kong-based First Pacific Company Ltd. acquired a 17.5% stake in
PLDT making it the majority owner of the conglomerate. The company's CEO Manuel V.
Pangilinan became the new conglomerate's President replacing Cojuangco, who
assumed post as Chairman until 2004, when Pangilinan became his successor.

On April 2016, the company, then known as the Philippine Long-Distance

Telephone Company, dropped the "long distance telephone" from its corporate name
and has since been known as PLDT Inc. Its board of directors approved of the new
corporate name to reflect on the company's new range of services, mainly focusing on
data services. On June 13, 2016, PLDT and its subsidiary Smart unveiled their new
logos and identity as part of the company's continuing digital pivot.

In case you missed it, the Philippines’ largest telecommunications firm PLDT Inc
has. partnered with one of the country’s biggest broadcasting companies, GMA Network
Inc., to help it with its digital transformation.

“The companies entered into a technology, content, and distribution agreement

that will involve the launch of game-changing innovations that will power the media
giant’s digital transformation,” GMA said in a disclosure dated January 9, 2018.

The partnership is seen to improve the network's quality of content, as well as

help it reach more audiences through digital means.

This isn't the first time the two companies have worked together. In fact, PLDT
has long wanted to take over the broadcasting station. Through its subsidiary
MediaQuest Holdings Inc., PLDT has attempted and failed to acquire GMA Network four
times since 2001.

The telco giant first expressed interest in acquiring the broadcasting company in
2001, during which they initially agreed on a purchase price of P8.5 billion for a 66.67-
percent stake.

The agreement fell through later that year due to “concerns raised by [PLDT’s]
creditors over some $1.3 billion in loans that will mature in 2002 to 2004,” a 2004 report
from The Philippine Star said.

The second failed attempt happened in 2004, when PLDT, through its wireless
subsidiary Smart Communications, Inc., announced that it was planning to make an
offer to acquire a controlling stake in GMA Network.

The announcement raised concerns from the National Telecommunications

Commission, saying that Smart Communications cannot legally acquire the
broadcasting network because the Constitution requires 100-percent Filipino ownership
for mass media companies. In the end, the whole thing just fizzled out.

Seven years later PLDT once more initiated the deal, again led by CEO Manny
V. Pangilinan, offering to purchase a 79-percent stake. By then it already owned TV5,
the third biggest broadcasting network in the country.

That year, GMA Network CEO Felipe Gozon even told reporters that the deal
should take place within the year, or it won't ever happen at all. “I don’t think it will go
beyond this year. It will either terminate or go through this year. That is too long to be
talking already,” the BusinessMirror quoted him in a July 2012 article.

But three months after, PLDT disclosed with the Philippine Stock Exchange
(PSE) that MediaQuest Holdings Inc. and the major shareholders of GMA Network have
agreed to terminate buy-in discussions.

“The parties have been unable to arrive at mutually acceptable terms despite the
continual discussions and efforts exerted in good faith,” PLDT wrote. GMA Network took
the blow harder this time.

CNBC International noted how share prices of GMA Network’s stocks fell to six-
month lows following the announcement. “GMA lost as much as 9.5 percent in early
trade...while its Philippine Deposit Receipts (PDR) fell nearly 11 percent after it said
shortly before the market opened that the talks failed.” Meanwhile, PLDT’s shares
gained “nearly one percent.”

Reports about the two companies’ negotiations started circulating again roughly
13 months later, in 2012. This time PLDT offered to acquire a 34-percent stake. But that
didn’t last long either, as PLDT confirmed on March 2014 that their discussions with
GMA Network have collapsed yet again.

“I am getting tired," Rappler quoted Pangilinan in 2014, revealing that they

received no feedback from the other party. "There's no news. We don’t know what’s
going on."

Fast forward to 2017, Pangilinan said they are still open to discussions with GMA
Network. But the two companies have not yet revived any buy-in talks since then.

As of January 16, PLDT is the 17th largest listed firm in the country with a market
capitalization of P262.5 billion. GMA Network, on the other hand, is the 80th biggest and
is worth P19.6 billion.

Meanwhile, PLDT’s subsidiary MediaQuest currently proivides radio and

television broadcasting services through Nation Broadcasting Corp., MTV Philippines,
Philippine Home Cable Holdings Inc., and Unilink Communications Corporation. It also
has sizable interests in broadsheet newspapers The Philippine Star and BusinessWorld.

 Name and official address of the company/agency

PLDT.PHILCOM, INC.
Ramon Cojuangco Building, Makati Avenue, Makati City

 Area of operation (place/s they serve)

Northeast Metro Manila (hide)
 Antipolo  Balara
 Cainta
 Diliman  SM Megamall
 Fairview  Mandaluyong City
 Gracepark  Marikina
 Malabon  Pasig
 Valenzuela  SM North EDSA
 Mandaluyong

Southwest Metro Manila

 Smart Tower – Ayala, Makati  SM Sta. Mesa
 Bicutan  Pasay
 SM Manila  RCB
 Sampaloc  San Pedro
 Las Pinas  SM Southmall
 Paco  Tondo
 Greenhills

North Luzon (hide)

 Dagupan  Bantay
 Manaoag  Laoag
 Urdaneta  Camiling
 Baguio  Concepcion
 La Trinidad  Paniqui
 San Fernando, La Union  Tarlac

Central Luzon
 Angeles  Balanga
 Floridablanca  BEPZA/Mariveles
 Guagua  Olongapo
 Lubao  Orion
 San Fernando, Pampanga  San Marcelino
 Cabanatuan  San Narciso
 Gapan  Subic Town
 Munoz  Malolos
 Cauayan  SM Marilao
 Ilagan, Isabela  Baliuag
 Santiago, Isabela  Guiguinto
 Tuguegarao  Plaridel

South Luzon
 Bacoor  Carmona
 Boac  Cavite City
 Masbate  CEPZA Cavite Export Processing
 Palawan Zone
 SM Lipa  Dasmarinas
 Tanauan  FCIE First Cavite Industrial
 Binan Estate
 Calamba  Imus
 Laguna TechnoPark Inc LTI  Kawit
 Solenad  Naic
 Los Banos  Rosario
 San Pablo  Silang
 Sta. Cruz  Tagaytay
 Trece Martirez  Batangas
 Lucena  San Jose
 Mauban  Naga
 Tayabas
 Legazpi

Visayas
 Bacolod  Mabolo
 Cadiz  Mactan
 Kabankalan  Mandaue
 Robinsons Place Dumaguete  Tagbilaran
 Silay  McKinley, Roxas
 Jones  Alimodian
 Talisay  Dingle
 Tacloban  Dumangas
 SM Seaside  La Paz

Mindanao
 Dipolog  Sasa
 Oroquieta  Zamboanga
 Ozamis  Digos
 Pagadian  General Santos
 Tagoloan  Koronadal
 Calinan  Polomolok
 Matina  Cotabato
 Toril  Kidapawan
 Davao, Ponciano  Parang
 Panabo  Tacurong

 The PLDT here at the Fd. Rd. 4, Tibal-og, Sto. Tomas, Davao del Norte, were I
had my on-the-job training ,is just a branch of PLDT Panabo.

 Nature of business operation and what product/services they offer

PLDT is the leading telecommunications and digital services
provider in the Philippines. Through its principal business groups –
fixed line, wireless and others – PLDT offers a wide range of
telecommunications and digital services across the Philippines’
most extensive fiber optic backbone, and fixed line and cellular
networks.

PLDT is listed on the Philippine Stock Exchange (PSE:TEL) and its

American Depositary Shares are listed on the New York Stock
Exchange (NYSE: PHI). PLDT has one of the largest market
capitalizations among Philippine listed companies.
 Organizational Structure
 Organization chart of the department/division/section where I was
assigned

AV REMOLAR
Manager

GA MIRANDA
(blank)
Supervisor

AM MANALOP
RS CAMILLO
BO - Sto.
Technical
Tomas

JM GENABE
Nopeus
Chapter 2:
REPORTS
  Reaction Paper
1. What did you learned from your practicum experience?
What I learned from my practicum experience is that in business, you should
know how to deal with your customers, customers with different attitudes,
behavior and characteristics. Patient is also needed and acquiring a good
personality would really help your business to boom.

2. What is the most memorable moment/event during your practicum?

The most memorable moment or event during my practicum was my first day on
duty. I was so scared and nervous and at the same time excited.

3. What problems did you encounter in your practicum? And what did you do to
solve it?
The problem did I encounter during my practicum is time management. What I
did to solve it was I made an advance schedule for everything I am planning to
do or go. If I needed to be absent because of emergencies or important matters, I
asked in advance but if I forgot, I will only send a private message to Sir Jover for
them to be inform.

4. Was the 360 hours practicum enough for you to be exposed to the actual job
experience?
No. for me, 360 hours practicum was not enough to be exposed to the actual job
experience because there are things, we weren’t able to know because of the
limited time.

5. Comments and Recommendations regarding to your HTE's facilities, office

procedures, behavior and others.
Facilities Office Procedures Behavior
Comments The facilities The office is Employees They are very
are fine. clean and big doing great, friendly and
enough for the they knew the approach their
customers and sequences of customers
employees. their jobs. very well.
Recommendations Maybe they Just change Nothing to They should
should change those raze recommend. continue their
the old tiles. good
facilities or behavior.
equipment’s to
a new one to
be more
productive.
 Chapter 3:
EVALUATION FORM
 Chapter 4:
PERTINENT
DOCUMENTS
Chapter 5:
APPENDIX