Entre 7 - Submission 8

VII.
OBJECTIVES, STRATEGY RECOMMENDATIONS, AND ACTION PLANS
A. Financial Objectives
1. From a 6% average sales growth from years 2015, 2016, and 2017, attain an
increase in revenues of not less than 8% every calendar period for the years 2020,
2021, and 2022.
2. Increase the company’s after tax net profitability from 11.2% in 2017 to 13.0% by
December 31, 2020.
3. Improve the company’s current ratio from 1.66:1.00 in 2017 to 1.90:1.00 by the end of
calendar year 2020.
B. Strategic Objectives
1. From a 21% property development increase in 2017, increase additional land
acquisitions and property development growth to 25% by December 31, 2020.
2. From a 16% commercial leasing increase in 2017, attain a not less than 20% increase
in commercial leasing every calendar year for the years 2020, 2021, and 2022.
C. Functional Objectives
1. Increase talent acquisition in the Sales Department by 10% every calendar year for
the years 2020, 2021, and 2022.
2. Increase productivity in the Sales Department by reducing lag time by 15% in all
pertinent processes by the end of calendar year 2020.
3. Boost construction and operational capacity by 25% by December 31, 2020.

ABBREVIATED CONTENT. CONTENT MAY HAVE NO RELATIONSHIP TO OTHER
PARTS OF THE SAMPLE SUBMISSIONS.
Table 7.1 The Balanced Scorecard

AREA OF PRIMARY
MEASURE OR TARGET
OBJECTIVES RESPONSIBILITY
By the End By the End By the End
of 2020 of 2021 of 2022
FINANCIAL
⦁ Increase after tax net ⦁ Not less ⦁ Not less ⦁ Not less ⦁ Executive
profitability than 20% than 23% than 25% Committee
⦁ Improve company’s ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Audit and Risk

leverage ratio 20% 30% 35% Committee
⦁ Improve company’s ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Audit and Risk

liquidity ratio 10% 20% 25% Committee
INTERNAL
PROCESSES
⦁ Boost operational ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Support

and construction 15% 25% 30% Businesses (MDC
capacity and AMPC)
⦁ Increase additional ⦁ By an ⦁ By an ⦁ By an ⦁ Strategic Landbank

land acquisitions and additional additional additional Management
property 15% 20% 25% Group
development
CUSTOMERS
⦁ Increase residential
count in:
⦁ Residential ⦁ To 300 ⦁ To 350 ⦁ To 400 ⦁ SMD, Residential

business Unit
⦁ Commercial ⦁ To 2,000 ⦁ To 2,300 ⦁ To 2,500 ⦁ SMD, Commercial

business Operations Unit
⦁ Hotel and resort ⦁ To 3,000 ⦁ To 4,000 ⦁ To 4,500 ⦁ SMD, Hotel and

business Resorts Committee
⦁ Increase customer ⦁ Less than ⦁ Less than ⦁ Less than ⦁ Risk Management
satisfaction 80 60 50 Committee
customer customer customer
complaints complaints complaints
per year per year per year
⦁ Improve customer ⦁ Completely ⦁ Completely ⦁ Completely ⦁ Risk Management

complaint resolution resolved resolved resolved and Sustainability
within 8 within 7 within 6 Committee
hours of hours of hours of
discovery discovery discovery
LEARNING AND
GROWTH
Managers/Employees
⦁ Improve employee ⦁ Reduce lag ⦁ Reduce lag ⦁ Reduce lag ⦁ Personnel and
productivity time by time by time by Compensation
25% in all 40% in all 50% in all Committee
processes processes processes
⦁ Increase talent ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Human Resources

acquisition of sales 5% 15% 25% and Sales and
people Marketing
Department
Community and
Social Responsibility
⦁ Initiate community ⦁ 20% of ⦁ 50% of ⦁ 80% of ⦁ Sustainability

livelihood project in residents residents residents Committee
Nuvali, Laguna completed completed completed
training training training
Business Ethics and
Natural Environment
⦁ Initiate sustainable ⦁ 80% ⦁ 90% ⦁ 95% ⦁ Sustainability

land use planning in assurance assurance assurance Committee
land acquisition and of no trees of no trees of no trees
development destroyed destroyed in destroyed
in every every site in every site
site
⦁ Increase Green ⦁ Increase ⦁ Increase ⦁ Increase ⦁ Sustainability

Training Series as Green Green Green Committee
part of market Training Training Training
shaping Module up Module up Module up
sustainability to 15% to 25% to 30%

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VII.

OBJECTIVES, STRATEGY RECOMMENDATIONS, AND ACTION PLANS

2021, and 2022.

December 31, 2020.

calendar year 2020.

1. From a 21% property development increase in 2017, increase additional land

acquisitions and property development growth to 25% by December 31, 2020.

the years 2020, 2021, and 2022.

pertinent processes by the end of calendar year 2020.

3. Boost construction and operational capacity by 25% by December 31, 2020.

Table 7.1 The Balanced Scorecard

⦁ Improve company’s ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Audit and Risk

⦁ Improve company’s ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Audit and Risk

⦁ Boost operational ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Support

⦁ Increase additional ⦁ By an ⦁ By an ⦁ By an ⦁ Strategic Landbank

⦁ Residential ⦁ To 300 ⦁ To 350 ⦁ To 400 ⦁ SMD, Residential

⦁ Commercial ⦁ To 2,000 ⦁ To 2,300 ⦁ To 2,500 ⦁ SMD, Commercial

⦁ Hotel and resort ⦁ To 3,000 ⦁ To 4,000 ⦁ To 4,500 ⦁ SMD, Hotel and

⦁ Improve customer ⦁ Completely ⦁ Completely ⦁ Completely ⦁ Risk Management

⦁ Increase talent ⦁ By at least ⦁ By at least ⦁ By at least ⦁ Human Resources

⦁ Initiate community ⦁ 20% of ⦁ 50% of ⦁ 80% of ⦁ Sustainability

⦁ Initiate sustainable ⦁ 80% ⦁ 90% ⦁ 95% ⦁ Sustainability

⦁ Increase Green ⦁ Increase ⦁ Increase ⦁ Increase ⦁ Sustainability

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