Google Data Center Efficiency Best Practices

Google operates some of the largest data centers in the world to support its search engine,Gmail, Google Maps,
YouTube and a host of other applications delivered to a global audience. Google’s Technical Program Manager
describes how Google manages the energy consumption of its data centers using industry best practices.This Data
Center Energy Efficiency Best Practices Guide was made to help data centers curb their primary operational cost:
energy consumption. As data consumption continues its exponential growth, data centers will need to maximize
their energy efficiency to avoid being crippled by power costs. This article will cover the best practices that data
centers can follow to improve their energy efficiency. Google is so intent on measuring accurately that they sample
their power usage effectiveness (PUE) at least once per second. By measuring across the year, you account for
seasonal weather variations and their effects on the data center’s cooling consumption. The center of expertise for
energy efficiency in data centers has a helpful guide on measuring data center energy efficiency.

Telus as a successful BPO Company

DRIVING employee engagement by creating a caring company culture that fosters high performance, ensures
customer satisfaction, and contributes to top and bottom-line growth led both Aon Best Employers Program
Awards and the Asia Corporate Excellence & Sustainability Awards (Aces) to recognize Telus International
Philippines as one of the Best Employers in the Philippines and in Asia for 2018. Unlike most companies, employee
engagement at Telus International Philippines is not solely delegated to the Human Resources team. At Telus
International Philippines, everyone is responsible for team member engagement -- from senior executives to team
leaders and all team members. The company's programs, processes and new initiatives are continuously improved
based on honest feedback from their team members, which the company regularly and systematically aggregates.
The results of this feedback are consistently reported and plans of action are geared toward addressing identified
areas for improvement and best practices to maintain optimum employee performance. "We believe our team
members are our competitive advantage, and we do our best to create an inclusive working environment where
they feel valued and recognized. This is the culture of caring that we are known for. Seeing our team members
strive to deliver more than is expected of them, to hear them say great things about the company, and to know
that they stay longer with us is a testament to how our culture value chain can fuel their passion for amazing client
service," said Carlos Giammattei, Telus International Philippines Director for Brand, Marketing, and Culture.

Another vital factor that Giammattei noted which contributes to Telus International Philippines' high team
member engagement is the company's ability to integrate their values of embracing change, initiating
opportunities, having a passion for growth, promoting spirited teamwork and having the courage to innovate with
their team members' personal values.

Diversity and inclusiveness among the workforce was also something that Telus International Philippines excels in.
The organization's efforts to ensure all team members feel supported and valued -- from having Persons With
Disabilities-friendly hiring processes, inclusive facilities and policies, and even the availability of support groups for
LGBTQA+ team members as well as female employees -- were lauded not just by its team members but by the
award judges as well. The company also has a wide-range of industry-leading initiatives for its employees. It has
purpose-driven activities all year round to give back to the community, such as Telus Days of Giving and Telus
International Philippines Community Board.
Telus International Philippines also enables its employees to express their true selves and pursue their passions
through special interest groups, parties like the Town Hall 2018, and opportunities to pursue learning and
education with their partner educational institutions at Telus International University. These, along with their
signature caring culture, create a holistic work environment that drives employees to thrive and further strengthen
its foothold as one of the best BPO and digital solutions companies in the Philippines and the region. (PR)

Compare ACCENTURE and SGV as consulting Companies

Accenture is a management consulting, technology services and outsourcing company. The Communications,
Media and Technology segment provides professional services that help clients accelerate and deliver digital
transformation, and enhance business results through industry-specific solutions for communications, media, and
high tech industries, as well as for software platforms. The Financial Services segment offers services that address
profitability pressures, industry consolidation, and regulatory changes. The Health and Public Service segment
provides research-based insights and offerings, including consulting services and digital solutions. The Products
segment helps clients enhance their performance in distribution, sales, marketing, research and development, and
manufacturing. The Resources segment enables clients to develop and implement strategies, improve operations,
manage complex change initiatives, and integrate digital technologies.

SGV & Co. is the Philippines’ largest multidisciplinary professional services firm with eight offices across the
country. The Firm employs nearly 6,000 professionals from various disciplines. We provide integrated solutions
that draw on diverse and deep competencies in assurance, tax, transaction and advisory services. We uphold the
highest standards of quality. In fact, the assurance service line of SGV & Co. has been ISO 9001-certified since 1996.
SGV & Co.’s track record has remained unmatched in the region. We have accumulated invaluable resources in our
70 years of operations – highly qualified and competent staff, state-of-the-art facilities and an enviable
international network. We envision not only to give value-added services to our clients but, more importantly, to
become a partner in their and the region’s development. SGV & Co. became a member practice of Ernst & Young
Global Limited on June 6, 2002.

Policies and Regulations of Marikina Municipality and it’s Current Government Officials
Sec. 2. The City of Marikina — The Municipality of Marikina is hereby converted into a highly urbanized city to be
known as the City of Marikina, hereinafter referred to as the City, which shall comprise the present territory of the
Municipality of Marikina in the Metropolitan Manila Area.

Sec. 3. Corporate Powers of the City of Marikina. — The City constitutes a political body corporate and as such is
endowed with the attribute of perpetual succession and possessed of the powers which pertain to a municipal
corporation, to be exercised in conformity with the provisions of this Charter. The City shall have the following
corporate powers:

(1) To have a continuous succession in its corporate name;

(2) To sue and be sued;

(3) To have and use a corporate seal;

(4) To acquire and convey real or personal property;

(5) To enter into contracts; and

(6) To exercise such other powers as are granted to corporations, subject to the limitations provided in this Act
and other laws.

Sec. 4. General Powers of the City. — The City shall have a common seal, and may alter the same at pleasure. It
shall exercise the powers to levy taxes and close roads, streets, alleys, parks or squares. It may take, purchase,
receive, hold, lease, convey, and dispose of real and personal property for the general interest of the city;
condemn private property for public use; contract and be contracted with; sue and be sued; prosecute and defend
to final judgment and execution suits wherein said City is a party; and exercise all the powers as are granted to
corporations and/or hereinafter conferred.

Sec. 5. Liability for Damages. — The City and its officials shall not be exempt from liability for death or injury to
person or damage to property.

Sec. 6. Jurisdiction of the City. — The jurisdiction of the City of Marikina, for police purposes only, shall be
coextensive with its territorial jurisdiction, and for the purpose of protecting and ensuring the purity of the water
supply of the City, such police jurisdiction shall also extend over all territory within the drainage area of such water
supply, or within one hundred meters (100 m.) of any reservoir, conduit, canal, aqueduct or pumping station used
in connection with the city water service. The city court of the City shall have concurrent jurisdiction with the city
or municipal court of the adjoining cities or municipalities to try crimes and misdemeanors committed within said
drainage area or within said spaces of one hundred meters (100 m.). The court first taking cognizance of such an
offense shall have jurisdiction to try said cases to the exclusion of others. The police forces of the several cities and
municipalities concerned shall have concurrent jurisdiction with the police force of the City for the maintenance of
good order and the enforcement of ordinances throughout said zone, area and spaces. But any license that may be
issued within. said zone, area or spaces shall be granted by the proper authorities of the city or municipality
concerned, and the fees arising therefrom shall accrue to the treasury of the said city or municipality concerned
,and not to the City.

Mayor: Marcelino Teodoro

Vice Mayor: Jose Fabian I. Cadiz

Policies and Regulations of DEPARTMENT OF TOURISM

Formulate an integrated sustainable tourism management plan for Central Philippines, identifying viable critical
environmental, infrastructure and community-based projects to link and integrate the tourism development of the
area.

In particular the Tourism Management Plan will:

Provide a comprehensive planning framework for the development of tourism so that it can play a key role in the
development of the regional economy;

Elaborate a vision of the future direction and content of tourism development, which can help to focus and guide
the actions of the various stakeholders towards a shared goal;

Indentify areas for tourism development, related tourism facilities and supporting infrastructure;

Specify the major programs, roles and responsibilities of key players, institutional arrangements and resource
requirements for achieving the vision.

To achieve the projected growth in tourist numbers and expenditures over the next decade. the Central Philippines
will have to move to an investment-driven strategy. Outside of Cebu and Boracay, little investment has taken place
in recent years in the Super Region’s tourism sector. The result is that the tourism industry is totally reliant on its
natural attractions as the motivation for tourists to visit. But the natural attractions, though unique in many ways,
are not sufficiently strong in themselves to attract the numbers required to support a significant tourism sector.
This is a primary factor driven strategy and characterized by infrastructure inadequacies, limited investment in
product, insufficient accommodation, medium to low quality product and inadequate airlift.

Current Head of DOT: Bernadette Romulo-Puyat

Magudang, Jonalyn S.

1BSTM-2B