MINUTES OF THE MEETING

Date and Time : November 14, 2020 from 1000H to 1300H

Venue : Training Room of G1 and G2

Presiding : Mr. Rory San Juan, Consultant

Agenda : “Client Feedbacks”

Attendees : Mr. Edgar B. Cabaltera, General Manager

Mr. Antonio B. Taino, Operations Manager
Ms. Jeanne G. Razon, HR Head
Mr. Roberto Rubin, Acting Operations Manager, G2
Ms. Eloisa Deocareza, HR Supervisor for Enforcement
Mr. Christopher Llanes, Operations Officer
Mr. Maximo C. Pinca, Jr., Investigator/MO
Mr. Robertson Igat, Monitoring Officer
Mr. Rommel Blazo, Monitoring Officer
Mr. Ricky Publico, Monitoring Officer
Mr. Josefino Agustin, Monitoring Officer
Mr. Eddie Jarabe, Monitoring Officer
Ms. Rosalia Rasalan, Special Assistant to Operations

Absentees : Mr. Larry Sinang, Monitoring Officer

Mr. Loreenzo Rosel, Monitoring Officer

Minutes Proper : The Following Topics Were Discussed, To Wit:

1. This is the 4th session in a series of consecutive seminars with Mr. Rory San Juan our
security consultant from East West Bank (EWB) and it is being conducted every
Saturday morning. The meeting proper started at exactly 1000H.

2. Before the meeting started Mr. San Juan mentioned about the fact that two of the
Monitoring Officers (he is referring to Mr. Lorenzo Rosel and Mr. Larry Sinang) has been
twice absent in the past two successive meetings. Mr. San Juan stated that he leaves it
to the management of the agency to deal with these Monitoring Officers and to help
them in the “recovery” of the topics that they missed to hear. Vis-à-vis, Mr. San Juan is
not recommending that the HR imposes disciplinary action against these Monitoring
Officers since the objective of this series of consultative meetings is focus more on
constructive measures instead of punitive or disciplinary actions.

3. At the opening of his presentation proper, Mr. San Juan explained that the topic of the
said meeting/seminar shall focus on the “client feedbacks” (after Mr. Igat and Mr. Agustin
had finished their respective inspection tour) at the same time he explained that he
wants to hear feedbacks from the Monitoring Officers about their everyday difficulties in
handling operational matters. Likewise, Mr. San Juan added that feedback is important
nevertheless he prefers to hear “bad” and “negative” feedbacks because this is where
the action is. He expounded further that his mission as consultant is to solve problems;
hence, he needs negative feedbacks from the people in order to solve it. Mr. San Juan
further emphasized that errors can only be rectified if we know what is it and the best
way to know the bottom line of the problem is to get feedbacks. Mr. San Juan also
elucidated that “good feedbacks” is the natural outcome of everyday operations

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 therefore it is not really a thing that needs to be talked about. Rather what we need to
talk and discuss is the negative or the bad feedbacks since problem solving is the main
job of the operations people.

4. In the course of his presentation Mr. San Juan reviewed the past lessons. According to
him in the topic regarding “Communication Impact” and “Team Management” he
stressed several times in the flow of his lectures that feedback is very important.

5. Mr. Igat was asked by Mr. San Juan to share to the group the feedbacks of the clients
that he collated from his inspection. Nevertheless, he reminded Mr. Igat that he should
be honest in reporting his experiences with the client while he was in the course of his
inspection. Mr. Igat reported that so far so good, yet Mr. San Juan objected and said that
he do not believe that there was no negative feedbacks that came from the client.
Whereas, Igat clarified that in general the client banks has no negative feedbacks about
the service and performance of the security guards under his supervision. However, the
complaints of some of the banks was that some of the armored units of AITC are
defective and/or it easily breaks down and the response of AITC in sending “back-up” is
quite slow. Mr. San Juan was satisfied when he heard this, according to him this is the
kind of feedback that he needs to hear. In addition, Mr. Agustin likewise gave his verbal
report about his inspection experienced with similar feedbacks from the clients.

6. Feedback is either GOOD or BAD. Put them together and you will have this kind of
equation: GOOD (positive) + BAD (negative) = ALIGNMENT. Meaning whatever the
feedback is whether it is good or bad it should be aligned to the company’s corporate
values and rules and regulations. In aligning good and bad feedback same should be
done in a constructive manner. Even bad feedback should be addressed in a good way.
Then Mr. San Juan explained that feedbacks come either from data or from people.

7. Data as feedback – it comes from documents, policies, reports, reading a book, personal
analysis and imagination. This consists 20% of the feedback. A good example of this is
the instruction in General Order # 5 that guards should not leave their post without being
properly relieved. The General Order is the data in this case.

8. People as source of feedback – this is more reliable because it comes from the actual
situation in the ground; it consists of about 80% of the feedback. In connection to the
previous example: the guard knew very well that he should not quit his post without
proper turn-over to his reliever however he is so exhausted that he needs to take a rest
or there is an extreme emergency that he needs to attend to personally. This is the clear
example of feedback from the people at the ground.

9. In order to make an effective alignment the data (20%) and people (80%) feedbacks
should be integrated together; only then you will reach 100% accuracy in making a
constructive alignment. The main objective of alignment is to IMPROVE the level of
performance of the operations department.

10. Relying too much on data is not good in the same manner that relying 100% on people
without the guidance of the data is also dangerous.

11. Most of the time data are permanent (you can’t break it) nonetheless the feedback from
the people can be bend according to the need of the situation. Many rules and enacted
laws are not applicable to the actual operation at the ground. At this juncture, Mr. San
Juan shared his experienced when he was still a soldier in Mindanao. According to him
they were instructed to save the people in a village that was burning however before
they went there, they gathered first intelligence information and by doing so they learned

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 that the area that they’re going to rescue was infested by rebels. Hence, they went and
maneuvered tactically their movements on the way to that area and prepared
themselves. As expected they were ambushed by the rebels who were lurking at the
surroundings of the village but since they have prepared they were not hurt and killed.
The lesson that he wanted to impart is that they did not just rely 100% on the data or the
instruction given to them by their superior; they also gathered feedbacks from the people
in the surrounding areas, hence they were save from the ambush.

12. Therefore in concluding this topic, Mr. San Juan stated that sometimes we need to think
“outside of the box”. The box is the data, the actual experience of the people is the outer
portion of that box and we can somehow maneuver to make things work from this
ground.

13. Two-way communication is important in dealing with feedbacks from the people. First,
we must listen to what our people from the ground are saying. Second, we must think
outside of the box in order to make a constructive alignment. The data can sometimes
be relaxed since people are more important compared to written protocols.

14. Mr. Pinca also shared his point of view about feedbacks (data and people) he mentioned
the following examples: the Accounting Department is denying the reimbursement claim
of the guards because the receipt that they’ve submitted is not an official receipt. Mr.
Pinca pointed out that the stand of the Accounting Department of the agency was
grounded mainly on the data. The data of the Accounting Department says that no
official receipt, no reimbursement. However, in reality there are transactions in the field
that has no official receipt or it has no receipt at all (e.g. the fare for the UV Express and
meals from the Carinderia). Another example was the incident that happened at the Sky
Way wherein the armored team was held by the Sky Way Police because of a vehicular
accident. They need to pay the amount of the damaged incurred otherwise they will not
be released. The armored guards called the operations department and the latter sought
the monetary assistance of the Accounting Department to resolve the issue. However,
the reply of the Finance Manager to this problem was that she instructed the Operations
Department to advise the guards to go to Eastern Aisle to file for a financial loan. Mr.
Pinca pointed out that the advised of the Finance Manager was ridiculous, impractical
and it is not helpful because how can they (the armored guards) go to Eastern Aisle
when they are being held at that time by the police on top of the Sky Way. Mr. Agustin
also added that the accounting department is denying the reimbursement of the guards
for their expenses in photocopying important documents because they could not show a
valid receipt. In practice, the Accounting Department is holding too much on their data
and they in effect are sacrificing the real feedback of the people from the ground.
Whereas, in doing so the Accounting Department is indirectly creating difficulty for the
Operations Department.

15. Mr. Cabaltera explained that previously the management of the agency was very lenient
in releasing funds for operational use. However, due to issues of dishonesty (tampering
documents and inflated amount) the management decided to be strict in the
disbursement of funds. Nevertheless, through formal justification this issue in the
reimbursement of cash advance is being remedied.

16. Mr. Jarabe was restrained by Mr. San Juan because just like in the last meeting Mr.
Jarabe was commenting against the procedures of the accounting department. For this
matter Mr. San Juan added the following tenets: don’t pass judgment, don’t blame other
person, don’t try to fill silence and don’t impose solution. Even Mr. Pinca when he was
explaining about the fault of the guards as the main reason why the management of the
security agency does no longer trust them was likewise cut by Mr. San Juan.

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17. Feedbacks about the transportation policy were also discussed. As per Mr. San Juan the
best justification for the transportation expenses (in the absence of a valid ticket) is a
picture of the plate number of the vehicle and the meter reading (in the case of taxi).
Same can be done when you are eating in a carinderia, you can picture the food and the
carinderia itself.

18. Email communication and the etiquettes governing the sending thereof were also
discussed in passing. Mr. San Juan explained that the addressee should answer the
email immediately or within the day upon receipt of the said electronic communication.
The recipient of the certified copy (CC) can also send their comments in case they
wanted too. Nevertheless, they are not obliged to answer on the spot. There is also what
we call the Blind Copy (BC) and usually this is intended for the top managers, executive
managers (company owners).

19. Protocols in answering phone calls, text messages were also discussed. According to
Mr. San Juan this system of communiqué is very important in communication impact as
well as in collecting feedbacks and giving instructions to the players in the ground. Every
call and text message (as long as it is connected to the operation). In short, mobile
phone is vital in the exchanges of ideas. In connection with, Ms. Jeanne Razon
explained the time bound (24/7) of answering calls and text messages including email
communications.

20. The issue about handling incidents involving vehicular accidents was likewise tackled.
All the Monitoring Officers shared their individual experiences and same were
encapsulated herein, to state: the Claims Department of AITC doesn’t want to talk to the
victim of the accident; they have no liaison officer assign to respond to the scene of
incident and they’re (the Claims Department) putting in everything to the shoulders of the
Monitoring Officers whenever there is a vehicular accident. Vis-à-vis, the standard
answer of the Claims Department whenever there is an incident is that the security
agency should fix the problem because the driver guard is their employee. While it is
true that the guard is the employee of the security agency nevertheless the ACU is the
property and responsibility of the AITC. Settlement and payment to the victim is the
concerned of the Claims Department of AITC not of the security agency.

21. Mr. Igat in addition, mentioned the dilemma of one of his driver guards because up to
now the poor fellow’s driver’s license is still being held by the police in Cavite because
the document (Settlement) needed to release it is still being withheld by the Claims
Department of AITC. This problem has already gone for more than a year now.

22. Mr. San Juan questioned the authority of the police; according to him the police have no
authority to withhold the driver’s license since he is required to submit it to the fiscal
upon filing criminal charge against the driver. Mr. San Juan further explained that police
have limited power to hold people and confiscated property; they are required to file a
case against the suspect within thirty-six hours upon apprehension. For this reason, Mr.
San Juan smells something fishy about the story of Igat about his driver guard. Mr. San
Juan even instructed Ms. Razon and Mr. Pinca to assist the driver guard of Igat because
obviously there is something wrong about the way the apprehending police officer or
investigator is handling the case. Again, Mr. San Juan offered a solution “outside the
box” according to him to avoid this kind of problem the Monitoring Officer and the
security agency should settle this kind of problem on the spot; don’t let it be elevated to
the Prosecutor’s Office or to the Court of Law. This proposition was seconded by Mr.
Llanes, as a former police officer Llanes believes that the solution to this kind of problem
is to “talk” to the police and to persuade the police to release the driver’s license. In short
Mr. Llanes is suggesting that the agency and the MO should bribe the police.

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 23. Mr. Cabaltera aired his opinion that AITC should have a designated liaison officer who
will respond to the incident site to talk to the victim. This idea of Mr. Cabaltera was
supported by Mr. San Juan, according to him the Claims Department should have a
person who is knowledgeable both in Criminal and Civil Laws; a person who can explain
clearly to the victim matters concerning claims and money matters. And that person
must know how to decide on the spot. Likewise, that person must be familiar in dealing
with police matters (e.g. impound vehicles, reckless imprudence resulting to homicide
and damaged to property etc.). Mr. San Juan also agreed that when the issue of
settlement is in question, it is the representative from the Claims Department of AITC
who should be doing the explaining (to the victim of the accident and/or to the
authorities) and not the Operations Department of the security agency.

24. Before the presentation of Mr. San Juan ended Mr. Denzell Cham arrived and he gave a
brief talk about some of the operational problems encountered lately by the agency;
likewise he followed up the status of the Monthly Report of the Monitoring Officers.

25. With no further topics to discuss the meeting/seminar was adjourned at exactly 1300H.

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