De La Salle University

Ramon V. del Rosario

College of Business

Final Paper

In Partial Fulfillment of the

Course Requirements for

GEWORLD Y10
2nd Term, AY 2024 - 2025

Submitted by:

Submitted to:

James Patrick Alonzo

Submitted on:

April 8, 2025

TABLE OF CONTENTS

GCash - (Local For-Profit Business)​ 3

A. Proposed Company​ 3
 B. Description of the Company​ 3
C. Overview of the Sector of the Company​ 3
D. Background of the Company​ 4
a. Vision​ 4
b. Mission​ 4
c. Values​ 4
d. History​ 5
e. Geographic Reach​ 6
f. Organizational Staffing​ 6
g. Products / Services​ 6
E. Globalization Issue/Challenge Faced​ 7
1. Poverty and Development​ 7
2. Environment and Sustainability​ 9
3. Cybersecurity​ 11
Haribon Foundation - (Local Non-Profit Business)​ 14
A. Proposed Company / Organization​ 14
B. Brief description of the Company / organization​ 14
C. Overview of the Sector that the Company/Organization belongs to​ 14
D. Background of the Company / Organization​ 15
a. Vision​ 15
b. Mission​ 15
c. History​ 16
d. Geographic reach​ 16
e. Organizational staffing​ 17
f. Products / Services​ 17
E. Globalization Issue/Challenge Faced​ 18
1. Global Environmental Issues​ 18
2. Poverty and Development​ 19
3. Gender and Globalization​ 20
Amazon - (International For-Profit Business)​ 22
A. Brief description of the Company/organization​ 22
B. Overview of the Sector that the Company/Organization belongs to​ 22
C. Background of the Company / Organization​ 23
a. Vision​ 23
 b. Mission​ 23
c. History​ 23
d. Geographic reach​ 24
e. Organizational staffing​ 24
f. Products / Services​ 25
D. Globalization Issue/Challenge Faced​ 25
1. Regulation Issues When Going Global​ 25
2. Unfair Labor Practices​ 27
3. Vulnerability Toward Global Challenges​ 29
Save the Children - (International Non-Profit Business)​ 32
A. Brief Description of the Company / Organization​ 32
B. Overview of the Sector that the Company / Organization Belongs To​ 32
C. Background of the Company/Organization​ 32
a. Vision​ 32
b. Mission​ 33
c. History​ 33
d. Geographic Reach​ 34
e. Organizational Staffing​ 35
f. Products and Services​ 35
D. Globalization Issue/Challenge Faced​ 36
1. Donor Dependency and Funding Volatility​ 36
2. Navigating Complex Political and Legal Environments​ 37
3. Localization vs. Global Standardization​ 38
REFERENCES​ 40
 GCash - (Local For-Profit Business)

A.​ Proposed Company

The proposed local for-profit business is Gcash.

B.​ Description of the Company

GCash is the top finance app and the largest cashless ecosystem in the
Philippines. Using the GCash App, users can easily purchase prepaid airtime, pay
important bills, send and receive money anywhere in the country, purchase from partner
merchants and social sellers, and get access to savings, credit loans, insurance, and invest
money. The mobile wallet operations are managed by G-Xchange, inc., which is a
subsidiary of Mynt and the first and only $5 billion unicorn in the Philippines.

C.​ Overview of the Sector of the Company

GCash belongs to the mobile financial services sector in the Philippines which is
an emerging market in the country. This sector is defined as any financial service that is
accessible via a mobile device including banking services, payment transfers, and mobile
money solutions (Lichtfous, 2024). The fintech market in the Philippines is a developing
market as it is driven by many factors such as greater financial inclusion, government
initiatives, and a young and technology-driven population (Acclime, 2023). It is
comprised of several players such as digital banking, digital payments and mobile
wallets, blockchain and cryptocurrency, alternative lending, electronic remittances,
insurance technology, and regulatory technology. The Philippine fintech industry is
regulated by the Bangko Sentral ng Pilipinas (BSP) and is guided by the 2020 Digital
Banking Framework and the 2020-2034 Digital Payments Transformation (Acclime,
2023). These provide a framework for fintech companies in the country as the BSP
ensures that payments are secure and more Filipinos have access to financial services.
The ultimate goal of the fintech industry is to provide greater and easier access to
financial services and banking to increase financial inclusion across the country. In this
case, GCash falls under the digital payments and mobile wallets sector. For the digital
payments and mobile wallets sector, significant growth was seen during the COVID-19
 Pandemic since people had to find ways to complete transactions from home (Krungsri
Research, 2024). The BSP implemented initiatives to ease the adoption of digital
payment systems such as a national QR code standard to allow greater access to this
service across the country (Acclime, 2023). Furthermore, the Philippine digital wallet
sector is led by GCash and PayMaya and continues to grow over the years as it works
toward greater financial inclusion in the Philippines.

D.​ Background of the Company

a.​ Vision
The vision statement of GCash is “Finance for All”.

b.​ Mission
The mission statement of Gcahs is to “Provide meaningful digital finance
solutions that empower people, organizations, and the nation”.

c.​ Values
GCash is a company with strong core values that keep it grounded.
According to the official GCash website, their core values as a company are the
following:
●​ Change the Game
○​ Innovate for meaningful impact to the community
○​ Be open and be bold
●​ Focus on Customers
○​ Always deliver the best possible customer experience
○​ Obsess on removing friction for our customers
●​ Care like Owners
○​ Do what it takes to get things done for the good of the company
○​ Take ownership of all results, good and bad
●​ Value Our People
○​ Our people make a difference so we care for their well-being and
growth
 ○​ Create a culture of respect and empathy
●​ Win Together
○​ Faster collaboration and celebrate wins
○​ Co-own platforms and solutions
●​ Be Fats or Be Last
○​ Act fast with bias on results over perfection
○​ Learn faster from failures
●​ Act with Integrity
○​ Always do the right thing
○​ Build trust and confidence by keeping our promises

d.​ History
GCash by Alipay was initially launched in October 2004 by Globe
Telecom under its subsidiary, Mynt - Globe’s Fintech Innovations. They offered
SMS-based domestic money transfers that did not require bank accounts or credit
or debit cards since during this time, it was reported that 80% of Filipinos were
unbanked (in-text citation). Over the years, the company has experienced several
milestones and developments. In the early stages of GCash, users were able to
convert bills to e-money through cash-in and cash-out services in sari-sari stores
with a small transaction fee. The GCash app was launched in 2012 to transition
from the traditional cash-in and cash-out system to a fully cashless system. The
company started to gain popularity in the country because they considered the
‘sachet market’ in the country since consumers generally preferred to spend less
in one transaction. This was a consideration during the introduction of GSave as it
enabled users to invest in stocks for as low as PHP 50 which resonated well with
the general public. Moreover, GCash solidified its place in the Philippine market
during the COVID-19 pandemic as GCash became the most downloaded financial
services app in the Google Store and App Store in 2020. GCash was able to
transform financial services and digital payments into daily essentials by giving
more control control to consumers. They also established a solid financial
ecosystem where consumers can spend, save, invest, and shop all in one place.
e.​ Geographic Reach
In the Philippines, there are over 94 million users of Gcash making up the
majority of fintech users (Fintech News Philippines, 2024). The users span all
regions and cities in the country as more people outside of the main cities are
discovering the app. Moreover, as of 2024, GCash Overseas is available in 16
countries namely the United States, Canada, the United Kingdom, Australia, Italy,
Japan, Germany, Spain, the United Arab Emirates, Qatar, Hong Kong, Taiwan,
Korea, Saudi Arabia, Kuwait and Singapore (Piad, 2024). This was made
available to cater to Filipinos overseas. The newly introduced GCash Visa card
also allows users to pay with GCash in over 200 countries (Fintech News
Philippines, 2024).

f.​ Organizational Staffing

Currently, GCash has a total of 2,947 employees. Its organizational
structure starts with the President and CEO. It is then followed by the Legal
department headed by the Chief Compliance Officer, the Human Resources
Department, the Sales Department led by the Head of Channel Success, and the
Health department. Its organizational structure also consists of the Finance
department headed by the Chief Risk Officer, the Marketing Department led by
the Chief Marketing Officer, the Operations department, and finally, the Product
and Engineering department. In total, GCash’s organizational structure consists of
8 departments that are under the CEO/President. ​

g.​ Products / Services

The services of GCash are categorized into five main categories: pay,
borrow, grow, enjoy, and green. For payment, GCash offers payments to
establishments and other users via a QR Code, bill payments, load, and gaming
credits, and transportation. GCash users may also borrow on the GCash app using
 the GGives, GCredit, and GLoan features. GGives offers flexible installments at
low interest rates, while GCredit gives users up to a PHP 50,000 credit line for
everyday expenses, and GLoan allows users to borrow money up to PHP 125,000.
The app also gives users the chance to grow their money with GSave which is a
mobile piggy bank that earns interest while GInsure offers affordable insurance.
The GStocks feature allows users to buy and sell stocks of Filipino companies for
as low as PHP 50. Moreover, the app caters to different lifestyles as users can
shop on the app, earn points with A+ rewards, and even enter the world of
cryptocurrency with GCrypto. Finally, GCash offers a unique service known as
Gforest where users can plant a virtual tree on the app which is then planted on
their behalf in partner sites.

E.​ Globalization Issue/Challenge Faced

1.​ Poverty and Development
When GCash was first introduced in 2004, 80% of Filipinos were
unbanked (Garin, 2022). This reality remained the driving force for the company
as it had a mission for greater financial inclusion in the Philippines. Over the
years, the operations and mission of GCash have been impacted by poverty and
development in the Philippines. McKinsey and Company (2021) reported that
44% of the Philippine population remains unbanked, primarily in rural areas with
limited financial services and access to physical banks. The limited development
of rural areas in the Philippines has restricted access to banking services in these
regions, thus leading to the majority of individuals remaining unbanked.
Moreover, multiple factors contribute to the high number of unbanked individuals
in the Philippines such as a lack of funds, low trust in financial services, and lack
of accessibility which can all be linked back to poverty and development
(Anaviso, 2022). Many Filipinos are unable to open a bank account in the first
place as they do not have enough funds to open one in the first place. Most live
paycheck to paycheck which barely covers their basic needs, so it is difficult to
keep extra money in an account (Anaviso, 2022). Lack of awareness and
information is another contributor to this reality as there are many misconceptions
about having a bank account (Financial Inclusion, 2021). This in turn leads to low
trust in banking institutions because many Filipinos are unaware of the benefits of
keeping money in a bank. Finally, many Filipinos have limited access to financial
services and banks as more find bayad centers, pawnshops, and ATMs more
convenient than commercial banks (Financial Inclusion, 2021). This is
particularly evident in rural areas as they lack basic banking infrastructure such as
ATMs and banking centers to deposit funds (Anaviso, 2022). The high unbanked
rate in the Philippines is largely driven by poverty, as rural and impoverished
areas tend to have limited access to financial services and information relating to
them.

Another study by the Financial Market Regulation and Intermediation

Program revealed that there is a direct relationship between the development of
the financial sector and poverty reduction. There are three ways in which the
development of financial systems can reduce poverty: economic growth, financial
inclusion among the poor, and financial sector stability (Financial Market
Regulation and Intermediation Program, n.d.). The study revealed that the
financial sector stimulates economic growth as it promotes the trading of goods
and services, consumption, investment, and more which may alleviate poverty in
the long run. Moreover, it promotes financial inclusion of the poor as this sector
can improve their lifetime income through savings bank accounts and other
financial services. Finally, it also ensures stability in the poorer sector as reduces
their vulnerability to macroeconomic impacts like inflation.

With these issues of poverty and development in mind, GCash had to

adapt to the needs of Filipinos regarding financial services. According to World
Business Outlook (2024), 90% of GCash users are from the lower-income classes
outside of Metro Manila. This inclusivity reflects GCash’s dedication to being a
leader in digital financial inclusion, empowering Filipinos to navigate daily life
with ease. However, many Filipinos in the low-income sector are still unfamiliar
with and unaware of the benefits of keeping money in a secure bank account. It
 has become GCash’s mission, especially during the pandemic, to provide
accessible and meaningful financing for all sectors, but most especially those who
remain unbanked. The poverty and development in the Philippines have impacted
the company’s operations as they have to work towards making financing
accessible, easy to understand, and secure for all socio-economic classes, with a
focus on the low-income sector. It has become a challenge to adapt to the mass
markets and educate them on the importance of banking services, but this has
become their long-term vision for the company.

GCash has adapted to the challenges brought by this issue through

concrete projects, solutions, and strategies. First, during the pandemic, the
company played a crucial role in enabling the livelihood of Filipino families
across all sectors as it provides a safe and secure mode of payment that allows
several merchants and sellers to move their business online (Sazon, 2021). This
was especially important during the pandemic as GCash empowered more people
to continue their businesses online and ensure that they were able to purchase
necessities from their homes. Another project that GCash implemented to
accommodate poverty-stricken areas is their Pera Talks literacy program which
introduces important financial concepts to unserved and underserved Filipinos
(Inquirer.net, 2024). The company takes its “finance for all” vision to the next
level through this program as it targeted local communities and provinces in the
country to discuss the digital banking features of GCash. It directly addressed the
lack of awareness, education, and resources in these areas to empower people to
take the next step in their financing. As Sazon (2021) says, GCash is with the
whole nation in its journey towards a financially inclusive future for all.

2.​ Environment and Sustainability

GCash is a company that prioritizes sustainability and environmental
protection as it recognizes the impact of climate change on the environment. The
company expresses that going green through their green solutions is part of their
business. According to GCash (2025), many are experiencing the impact of
climate change, particularly businesses as this has led to 20 trillion pesos in
losses, disrupted the supply chain and operational efficiency, and weakened the
purchasing power of consumers and businesses in the country. This is why GCash
believes that it is crucial to make an impact amidst the climate crisis.
Furthermore, GCash is also guided by UN SDG 13 which focuses on taking
urgent action to combat climate change and its impacts. The company has
incorporated environmental protection into its business model and daily
operations, acknowledging the growing severity of this global issue and its impact
on many people.

GCash has established green solutions within the business through

initiatives such as GForest and Green Transaction Alerts. The GForest initiative is
a full-packaged approach towards a sustainable future and includes several
features such as co-branding opportunities, green marketing and promotions, and
a tree planting initiative (GCash, 2025). The holistic co-branding opportunities of
GCash are made for businesses that are interested in implementing their own
science-based tree-planting program (GCash, 2025). The package includes virtual
trees, sustainability reporting, in-app co-branding, and awareness and marketing
initiatives where eco-conscious consumers may explore opportunities to plant
trees on the GCash app. The company acknowledges that 97% of consumers now
favor sustainable and eco-friendly brands, and through this initiative, they aim to
inspire more businesses to adopt greener solutions (In-text citation). Another
initiative under the GForest feature is green marketing and promotions which
allows businesses to engage with eco-conscious consumers through promo card
displays on the main GForest hub (GCash, 2025). This feature allows brands to
hit their target market through Geo-Target ads on the app which connects them to
customers nearby. The most popular initiative of GForest is the tree-planting
campaign where GCash users can plant a virtual tree by converting green energy
points into trees (Brandrap Team, 2025). The tree-planting efforts do not just stop
at planting the seeds as they expand to nurturing, growing, and mothering the
planted trees (WWF, 2020). According to KNowESG (2024), GForest has been
 able to plant over 2.7 million trees as of 2024 with digital transactions by GCash
users. This initiative has made a positive impact on the environment and the
company’s effort towards promoting sustainability and eco-conscious practices.

GCash has also introduced Green Transaction Alerts, a feature that lets
users track the grams of carbon reduced when making digital transactions, instead
of traditional ones (Inquirer.net, 2024). This is their newest update on the app in
line with their commitment to sustainability. To make this happen, GCash partners
with China Beijing Environmental Exchange to compute the carbon emissions
reduced by switching from traditional transactions to digital transactions
(Inquirer.net, 2024). The technology uses metrics on the GCash app to give users
a tangible way to see the impact of their choice to use mobile banking and
transact through GCash. It also allows users to realize that carbon emission
reductions occur when users avoid using paper, plastic, electricity, or
transportation for manual transactions (Inquirer.net, 2024). This Green
Transaction Alert appears at the bottom of the user’s screen as soon as they make
a transaction on GCash. According to the Sustainability Head of GCash,
sustainability is integrated into GCash’s method of conducting business as it
provides several ways for users to see how they can make an impact on the
environment in their own way. Overall, GCash is a company that prioritizes
sustainability and climate action as it recognizes the potential effects and
consequences of climate change. This global issue has been embedded in the
company’s operations and values as they integrate sustainability into many
features of their business.

3.​ Cybersecurity
The final global issue that has impacted the operations of GCash is cyber
security. According to the International Monetary Fund (2021), cyber threats in
the financial system industry are growing for two main reasons: the digital
transformation of the financial sector which was a result of the pandemic, and the
growth of malicious cyber actors around the world. Many cyberattacks are caused
by several players such as cybercriminals, state-sponsored groups, and terrorist
groups who all have different motivations behind conducting them. In this
situation, it is difficult to determine who is responsible for preventing these
threats and attacks because the global financial system will continue to become
more vulnerable due to innovation, competition, and aftereffects of the pandemic
that push the digital revolution (Maurer, 2021). This issue is not one that financial
institutions can address on their own as it takes collective action and coordination
between governments and businesses to combat threats. Moreover, as e-wallets
become more common, they become a primary target for hackers (Hsu, 2022).
Cybercriminals have advanced and can easily hack into digital wallets to steal
money and personal information. Some common cyberattack instances involving
e-wallets are phishing attacks, monetary scams, and identity theft. These have
been on the rise in recent years as cybercriminals have become more intelligent
and technology has advanced.

GCash has been targeted by cybersecurity threats in recent years,

experiencing phishing attacks and scams that have affected its users. Most
recently, in 2023, the company was hit by a phishing attack which resulted in
unauthorized transactions in many GCash accounts (Dela Cruz, 2023). Many
users reported suspicious deductions from their accounts during this time, and
further investigation from the National Privacy Commission was required. The
attackers took advantage of vulnerable GCash users through gambling websites to
kickstart the meticulous phishing scam (National Privacy Commission, 2023). In
late 2024, the company faced another phishing scam similar to the previous year
where over 1,000 GCash accounts reported unauthorized transactions on their
account (Hiltoin, 2024). The company concluded that it was a glitch in their
system and only certain users were affected by the incident. GCash was able to
correct the incident almost immediately, but the incident negatively impacted the
public image and reputation of the company. The recent phishing attacks and
cyber security incidents surrounding fintech companies have highlighted the
importance of stronger security and protection and proactiveness of the GCash.
 As a result of several cyber security threats in recent years, GCash has
been able to adjust its operations to address this serious issue. Between January
2023 and May 2024, the company successfully took down over 1,900 phishing
sites, prevented 3.2 million account takeover attempts, and blocked more than 5.5
million fraudulent GCash accounts (Montemayor, 2024). This initiative was
driven by the major phishing attacks the company faced in recent years and its
efforts to prevent similar incidents in the future. Similarly, the company also
introduced new features on the app to protect customers further such as the ‘Send
Money Protect’ and the ‘DoubleSafe’ features. Send Money Protect is a personal
cyber insurance that safeguards your GCash Express Send transfers to another
GCash account in case the users fall victim to potential scams (GCash, 2025). On
the other hand, DoubleSafe is a security feature that strengthens account
protection with two-factor authentication using mobile PINs and Face ID
(DailyGuardian, 2024). These features were implemented to enhance trust and
security in the app, mitigate potential risks, and ensure the platform remains
compliant, safe, and secure (DailyGuardian, 2024). Apart from this, GCash also
continuously posts warnings and reminders on their social media regarding
suspicious links, websites, and OTP sharing. They frequently post static images
and short videos highlighting various GCash scam scenarios, consistently warning
users about ongoing threats. Moreover, they also have a GCash help center on
their official website which provides guides, warnings, and FAQs to avoid any
potential scams. GCash provides several materials and guides to help customers
avoid and combat possible cyber attacks on the GCash app due to the frequency
and severity of past incidents. Overall, the company has successfully adapted to
the evolving threats of cyber attacks on financial systems, integrating
countermeasures into various aspects of its operations.
 Haribon Foundation - (Local Non-Profit Business)

A.​ Proposed Company / Organization

The Local Non-Profit Business selected is the Haribon Foundation

B.​ Brief description of the Company / organization

The HARIBON Foundation for the Conservation of Natural Resources, Inc.
(Haribon Foundation) is a local NGO based in the Ateneo de Manila University in
Quezon City. The organization prides itself as being the first and oldest in the Philippines
with the goal of environmental conservation. Beginning in 1972 as a birdwatching
society for Haring Ibon, the organization quickly served as the incubator for the
Philippine environmental movement and united different sectors, further growing
conservation awareness in the Philippines. Now, the Haribon Foundation continues to
lead through sustainable projects that cultivate green stewardship and safeguard
Philippine biodiversity.

C.​ Overview of the Sector that the Company/Organization belongs to

The Philippines is known as a center for biodiversity and rich ecological
resources. Given that, it’s no surprise that international conservationist organizations such
as the World Wide Fund for Nature (WWF) and Greenpeace have established Philippine
wings, with other organizations such as the Philippine Reef and Rainforest Conservation
Foundation, Inc. (PRRCFI), Rare, and Oceana Philippines focusing on preserving aquatic
habitats and biodiversity while others such as Mother Earth Foundation and the EcoWaste
Coalition focus on proper waste management and pollution mitigation and still others
such as Bantay Kalikasan, the Philippines Biodiversity Conservation Foundation (PBCF),
the Climate Reality Project Philippines, and Earth Island Institute Philippines place focus
on reforestation, land biodiversity, and clean energy (Tangco, 2024). The National
Development Authority (n.d.) states that its goals for the Philippines in the medium term
include “an environment that is healthy, ecologically balanced, sustainably productive,
climate change resilient, and one that provides for present and future generations” with a
focus on serving people and on collaborative effort.
 Raji (2024) finds that the Philippines faces 4 major environmental issues covering
air pollution, plastic pollution, marine pollution, and sea level rise. The quality of air
pollution is caused by an excessive use of fossil fuels for transportation and cooking as
well as a culture of firecracker use meanwhile regulations and plans to change course
remain outdated and unenforced. Plastic pollution is linked to an underdeveloped
recycling system and a dependence on sachet economics, though the Extended Producer
Responsibility Act of 2022 has the potential to significantly reduce this if properly
enforced. Marine pollution is related to plastic and air pollution, but also to ocean
warming and acidification, and this bears the threat of destroying ecosystems and making
the seas uninhabitable. The government is addressing this issue through the
implementation of the National Plan of Action on Marine Litter to address the land-based
sources of marine pollution as well as forming partnerships with organizations such as
the WWF Philippines to reduce leakage. Finally, rising sea levels particularly affect the
Philippines as an archipelago, with Manila itself sinking ten times faster than the global
average (Wu et al., 2022). The Philippines can only hope to address this issue by
reducing its fossil fuel emissions, and by precise placement of infrastructure, with the
DENR interested in constructing floodgates, pumping stations, box culverts, and
supplementary drainage.

D.​ Background of the Company / Organization

a.​ Vision
Haribon strives to train, nurture, and empower many more Filipinos to be
environmental leaders and defenders for countless generations of biodiversity to
come (HARIBON, n.d.)

b.​ Mission
Haribon Foundation has been taking several individuals, local
communities, and even decision-makers from different sectors under its wing,
helping incubate their own impactful conservation endeavors for five decades and
counting (HARIBON, n.d.).
c.​ History
The Haribon Foundation was founded in 1972 and was originally an
organization of birdwatchers with an interest in the Haring Ibon, the Philippine
eagle. The decline of the species as well as many other indicator species that
played critical roles in the Philippine ecosystem served as the catalyst for this
organization to begin its mission of preservation and conservation as the Haribon
Society (HARIBON, n.d.). The group was one of the first to begin conservation
efforts for and conduct ecological studies on the Haring Ibon, and in 1983 they
would achieve the form they would be known for in the modern day as an
environmental conservation nonprofit organization as the Haribon Foundation
(HARIBON, n.d.). From then on, the group would adopt the tree symbol with
nine leaves for the nine main ecosystems in the Philippines (forest, coral,
mangrove, freshwater, agricultural, urban, seagrass, soft-bottom, marginal) and
gain accreditation from the DOST. In 1987, they led the charge against
commercial logging in Palawan, helped establish the National Integrated
Protected Areas System Act (NIPAS Act), and established the Environmental
Legal Defense Program. In the years that followed, Haribon would partner with
the DENR, DOT, WWF, BirdLife, EU, GMA, Manila Times, Meralco, Marine
Support Network and others. They have implemented projects in Batangas, El
Nido, Mt. Pulag, Zambales, and Tubbataha Reef among others, and they have lead
campaigns against cyanide fishing, the Masinloc coal plant, and a Bolinao cement
plant and supported many other projects that helped to discover and categorize
environmental data and initiate dialog between different sectors. They’ve also
established the Green Forum, the Debt for Nature Swap, the books “Threatened
Birds of the Philippines” and “Key Conservation Sites in the Philippines,” and
PAMANA Ka sa Pilipinas, among others (The Haribon Foundation, 2015).

d.​ Geographic reach

The Haribon Foundation often works with government agencies such as
the DENR in order to implement national laws and policies such as the NIPAS
Act which established protected areas all across the country. Other than this, they
 also operate their own projects across Luzon, Visayas, and Mindanao. For
example, in March of 2025 they called for supporting sustainable livelihoods and
reforestation efforts in Quezon (The Haribon Foundation, 2025a), implemented
Project AGOS with the intention of protecting the Aklan River Watershed Forest
Reserve (The Haribon Foundation, 2025b), and partnered with KAAMPAKA in
Surigao del Sur to protect fish breeding grounds and assisted in fishing as a social
enterprise (The Haribon Foundation, 2015).

e.​ Organizational staffing

Haribon Foundation is lead by four members of the board of trustees with
experience in media, software, agriculture, and banking; and by seven additional
members of the board with experience in the fields of program management,
education, finance, sales, philosophy and theology, and agriculture (HARIBON,
n.d.).

The management team is comprised of seven members comprised of (1)

officer-in-charge, (2) advocacy, communication, and education department, (3)
organizational services unit, (4) strategic partnerships department, (5)
conservation research department, (6) natural resources management department,
and (7) site conservation and governance department (HARIBON, n.d.).

Additionally, the organization has 38 regular staff and 1 project-based

staff, with the rest being members and volunteers that cover the organization’s
activity in four regions, six provinces, and eighteen municipalities (Philippine
Council for NGO Certification (PCNC), n.d.). For example, the Haribon Forests
for Life initiative has a total of 15,000 volunteers (Trillion Trees, n.d.).

f.​ Products / Services

The Haribon Foundation typically conducts programs that assist in
“education and training, protection of endangered tropical rainforests, advocacy
against illegal wildlife trade, reducing the rate of deforestation and degradation
 …, research and conservation of endangered wildlife” (PCNC, n.d.) and many
more while partnering with a variety of different sectoral partners to create dialog
and greater awareness.

The organization raises funds by soliciting donations and securing

memberships for yearly payments in exchange for membership kits, learning
sessions, access, priority to volunteer, discounts on merchandise and events, a
newsletter, board voting rights, and annual reports and printables (HARIBON,
n.d.).

E.​ Globalization Issue/Challenge Faced

1.​ Global Environmental Issues
The National Integrated Climate Change Database Information and
Exchange System (NICCDIES) (n.d.) highlights the deep impact that
environmental degradation is having on Filipinos. According to the provided
statistics, the Philippines is set to lose 6% GDP every year by 2100; total rainfall
is expected to decrease across the country while days with heavy rainfall are set to
increase; rice yields are expected to fall 10% for every 1°C; the severity of El
Niño droughts is also expected to worsen, affecting at least four hundred thousand
farmers; the Philippines is expected to have a ‘high’ degree of water shortage by
2040 according to the World Resources Institute and a greater vulnerability to
diseases such as dengue, malaria, and cholera.

Apart from the cost on human society, the destruction of ecosystems will
likewise have an effect on natural ecosystems. The Climate Change Commission
(2024) warns that the Philippines, as one of 18 mega-biodiverse countries and
home to nine main ecosystems which house 70-80% of the world’s flora and
fauna, there is a clear need for the Philippines to take an active role in the
prevention of climate change, as well as of pollution, exploitation, and destruction
of natural habitats. NICCDIES (n.d.) finds that 98% of coral in Southeast Asia is
 expected to die out by 2060 and that fish catches will reach half of what they used
to be by that time.

Of course, since this is the main focus of the Haribon Foundation as an

environmental conservation organization, most of their operations fall under this
category of global issue. The degradation of the environment and the ensuing
habitat destruction and natural calamities are of paramount importance to the
Haribon Foundation, and their chief directives are often to mitigate or prevent
such from affecting humans and local flora and fauna. One such example of their
disaster relief efforts is seen in the report of Zambas (2024) on their effort to
restore the environment after Typhoon Kristine hit the country in 2024. During
this initiative, the Haribon team woke up early and traveled to Sto. Niño, Tanay,
Rizal in order to plant seedlings alongside community members and strengthen
the Sierra Madre.

2.​ Poverty and Development

The Asian Development Bank (2024) noted the following indicators of
poverty in the Philippines. A total of 18.1% of the population lives below the
national poverty line; a total of 0.2% of the population earns below $2.15 PPP per
day; a total of 2.6% of the population is unemployed; and 27 in every 1,000 live
births end in fatality. Weir (2024) also informs that 9.79 million Filipinos are
unable to meet their basic food needs, though there is a brighter picture. The
author finds that poverty has actually gone down between 2021 and 2023, by
around 1.3% due in part to some government programs such as the 4Ps and SLP
program.

In response to this issue, the Haribon Foundation (n.d.) implemented the

Empower program, seeking to encourage participation in restoration among the
community in order to create public-private partnerships. The project, funded by
the NGCP, was focused on the proper maintenance of food, water, clean air,
electricity, and other services that require forest cover for transportation.Through
 the collaboration of the NGCP with the DENR, LGUs, and Haribon, they hope to
foster the participation and empowerment of the local stakeholder communities
that will be principally affected by the delivery of these services.

Specifically, the Empower program seeks to better integrate local

communities into the NGCP in order to achieve forest restoration, capacity
building, and sustainable livelihoods. The restoration of the forests will be
achieved through the deployment of rainforestation technology where native trees
and fruit nurseries are planted and protected by local communities in exchange for
income. The program also seeks to improve monitoring and reporting of forest
status through the utilization of new systems and crowdsourced data from
multiple stakeholder groups and increase the strength of the local protected area
management boards through guidance and collaborative plans. Examples of such
plans were implemented through the Pantabangan-Carranglan Watershed Forest
Reserve, Aurora Memorial National Park, and Bicol National Park, where the
implementation of such programs helped not only to protect important river
systems, flora, and fauna, but also helped to provide income, strengthened
governance, and stability to local communities.

3.​ Gender and Globalization

The Philippine Commission on Women (n.d.) in an effort to introduce a
degree of intersectionality raised the following gender-based issues relevant to
environmental conservation organizations including (1) the vulnerability of
women and other minorities to gender-based violence during and after disasters,
(2) women are underrepresented in the decision-making processes at local and
national levels for disaster readiness, and (3) limited capacity of sectoral agencies
to gender analysis, planning, and budgeting within policies and programs.

NICCDIES (n.d.) also highlights that droughts, floods, and storms that are
brought by climate change and a degraded environment are much more likely to
affect women more and at a younger age. Negative health impacts caused by the
climate are disproportionately more likely to affect women than men.

The Haribon Foundation (n.d.) in response to the challenge faced

implements projects such as the Women Go project between January of 2020 and
December of 2023 and funded by the European Union. The project, with the
purpose of “enhancing the role of women in protected area governance for social
change” seeks to address the identified issues of women lacking representation in
disaster prevention by empowering them to take lead over protected areas.
Specifically, the project aims to have at least one women’s group participating
actively in protected area management boards, allowing women to properly
represent and engage themselves in governance. Activities must also be
implemented at the levels of the family, community, and the protected area
management board that will increase the participation of women in governance
discussions.

From the perspective of Haribon, women are important participants in the

harvesting and harmonious living with the environment and natural resources,
especially in protected areas. Because of this, there is an increasing need for their
role to be recognized and for them to be empowered to participate in management
boards, as is in the spirit of the NIPAS Act, ideally through the implementation of
solutions for climate change adaptation, disaster risk reduction, and livelihood.
This project is able to do this by increasing the influence that women have in
protected area governance helping to reduce risk and make their communities
more resilient to climate change. The main project sites for this initiative are in
the municipalities of Real, Infanta, and General Nakar with beneficiaries
including women organizations including KUMARE, KALIPI-Real Federation,
KALIPI-Infanta Federation, and KALIPI-Gen. Nakar Federation.
 Amazon - (International For-Profit Business)

A.​ Brief description of the Company/organization

Amazon is a global technology and e-commerce company widely known for its
customer-centric approach, rapid innovation, and vast product offerings. It operates as an
online marketplace, a cloud computing giant through Amazon Web Services (AWS), and
a leader in digital media and consumer electronics. The company stands out for its ability
to integrate technology into everyday services, offering customers speed, convenience,
and personalization. From books and electronics to AI-powered home devices and
streaming services, Amazon has reshaped the way people shop, work, and consume
content worldwide.

B.​ Overview of the Sector that the Company/Organization belongs to

​ Amazon operates within several key sectors, primarily e-commerce, cloud
computing, digital streaming, and consumer technology. Its core lies in the global
e-commerce industry, which involves buying and selling goods online, powered by
digital platforms and logistics networks (Laudon & Traver, 2023). This sector continues
to grow due to changing consumer habits, convenience, and technological advancements,
with Amazon as one of its biggest players. In cloud computing, Amazon Web Services
(AWS) holds a significant share of the global market, offering scalable computing,
storage, and AI services to businesses of all sizes (Synergy Research Group, 2023). The
cloud industry is driven by digital transformation, cost-efficiency, and demand for secure
data infrastructure (Marston et al., 2011). Amazon is also part of the digital entertainment
sector through Prime Video and Audible, as well as the smart device industry through
Alexa-powered Echo products, falling under the growing Internet of Things (IoT) and
voice assistant markets (Statista, 2024). As a multi-sector company, Amazon’s innovation
across e-commerce, cloud, media, and tech enables it to stay competitive, shape global
consumer behavior, and influence the future of digital industries.
C.​ Background of the Company / Organization
a.​ Vision
Amazon’s vision is “to be Earth’s most customer-centric company, where
customers can find and discover anything they might want to buy online.” This
vision emphasizes the company's commitment to providing a seamless and
satisfying shopping experience for customers across the globe, supported by
innovative technologies and an expansive product range.

b.​ Mission
Amazon’s mission is “to strive to offer our customers the lowest possible
prices, the best available selection, and the utmost convenience.” This mission
drives every aspect of Amazon’s operations, from how it develops technology and
designs its logistics systems, to how it selects products and services for its
platform. The mission reflects Amazon's focus on value, variety, and efficiency.​

c.​ History
Amazon was founded by Jeff Bezos in July 1994 and launched as an
online bookstore on July 16, 1995, aiming to take advantage of the growing
internet by offering a vast selection of books online (Laudon & Traver, 2023).
Operating initially from Bezos' garage in Seattle, the company rapidly expanded
its product offerings to include electronics, toys, and household goods. In 1997,
Amazon went public, and by the early 2000s, it introduced a third-party seller
model that allowed other businesses to sell through its platform, dramatically
increasing its product range and revenue (Stone, 2013). A major turning point
came in 2006 with the launch of Amazon Web Services (AWS), a cloud
computing platform that positioned Amazon as a key player in enterprise
technology (Marston et al., 2011). The release of the Kindle in 2007 and
Alexa-powered Echo devices in 2014 marked Amazon's successful entry into
digital publishing and smart home technology. In 2017, Amazon made headlines
by acquiring Whole Foods Market for $13.7 billion, expanding its footprint into
brick-and-mortar grocery retail (Yohn, 2017). In 2021, Jeff Bezos stepped down
 as CEO and was succeeded by Andy Jassy, former head of AWS, under whose
leadership Amazon continues to drive innovation in cloud services, AI, and global
logistics. Today, Amazon stands as one of the most influential companies in the
world, known for redefining e-commerce, cloud infrastructure, and digital
consumption (Statista, 2023).

d.​ Geographic reach

​ Amazon has a vast global presence, with operations in North America,
South America, Europe, Asia-Pacific, and the Middle East. It has country-specific
platforms in the United States, Canada, the United Kingdom, Germany, France,
Japan, India, Brazil, Australia, and more (Statista, 2023). The company supports
this reach with a robust logistics network consisting of over 1,000 fulfillment
centers, sorting facilities, and delivery stations worldwide. AWS also operates in
multiple geographic regions, with data centers and availability zones across major
global markets (Synergy Research Group, 2023).

e.​ Organizational staffing

​ As of early 2025, Amazon employs approximately 1.53 million
individuals globally, with around 1.1 million based in the United States
(DemandSage, 2025). The company’s workforce spans various divisions,
including e-commerce operations, logistics, cloud services, software
development, artificial intelligence, and customer service. Demographic data
reveals that approximately 55.7% of the workforce is male, while 44.1% is
female, reflecting Amazon’s efforts toward diversity and inclusion (DemandSage,
2025). In September 2024, Amazon announced a workforce restructuring
initiative aimed at increasing the ratio of individual contributors to managers by
15% by the end of Q1 2025, to streamline workflows and promote agile
decision-making (Amazon News, 2024). Additionally, Amazon has committed
$700 million to its “Upskilling 2025” program, designed to retrain 100,000
employees for future-ready roles in both technical and non-technical fields,
highlighting its investment in talent development (Spiceworks, 2024). However,
 the company’s return-to-office mandate has sparked pushback from some
employees, particularly due to long commute times and changes in work-life
balance (Wall Street Journal, 2024). Despite these challenges, Amazon continues
to prioritize innovation, operational efficiency, and workforce adaptability to
maintain its global leadership.

f.​ Products / Services

​ Amazon offers a wide range of products and services across multiple
sectors, reinforcing its position as a global leader in technology and commerce. In
e-commerce, it sells books, electronics, apparel, groceries, and more through
Amazon.com and Amazon Fresh, while Prime membership enhances customer
experience with fast shipping, exclusive deals, and access to digital content
(Amazon.com, n.d.-a). In the cloud computing sector, Amazon Web Services
(AWS) provides over 240 services—including computing power, storage,
databases, and AI tools serving millions of customers worldwide and generating
$107.6 billion in revenue in 2024, a 19% year-over-year increase (Amazon.com,
n.d.-b; Amazon.com, 2025a). Amazon also delivers digital entertainment through
Prime Video, Amazon Music, and Audible, with Prime Video offering a diverse
library of movies, shows, and originals (Amazon.com, n.d.-c). In consumer
electronics, the company produces Kindle e-readers, Fire tablets, Fire TV devices,
and Echo smart speakers powered by Alexa, contributing to its influence in the
smart home and voice assistant market. Additionally, Amazon’s advertising
business grew 24% year-over-year, reaching $47 billion in 2023 (Amazon.com,
2024), while Amazon Pay supports secure online payments. These services are
powered by Amazon’s sophisticated logistics network, which supports both direct
and third-party sellers, ensuring efficient global fulfillment and delivery.

D.​ Globalization Issue/Challenge Faced

1.​ Regulation Issues When Going Global
​ Given Amazon’s drive to go global, one of the problems that the company
may face is the need to conform to the various rules and regulations that vary
depending on the country. More specifically, this is evidently seen in e-commerce
platforms since other countries have very strict regulations to online selling.
Amazon has already been seen struggling with this issue in various regions.

​ First is the United States. According to Goel (2024), Amazon faced

charges against the Federal Trade Commission (FTC) for alleged illegal
monopolization. According to the FTC, Amazon underwent an investigation in
2019 for their business practices. They were then accused of punishing vendors if
they sold their merchandise at lower prices on other e-commerce platforms.
Additionally, they are said to force their sellers into using Amazon’s fullfilment
services. According to Amazon’s website, this is called the Fulfillment by
Amazon (FBA), and it allows sellers to store their products in Amazon’s global
fulfillment network. Additionally, sellers will have their products packed,
shipped, and returned all via Amazon.

The Federal Trade Commission also made its official statements on the
issue in 2023. To muffle out issues regarding any biases toward Amazon simply
because it is a “big company,” their statement clarifies that it is not because
Amazon is a big company but because the company restricts other competitors
from growing. By offering a wide array of products, it stifles competition and
prevents several retailers from garnering sales. Many companies complained
about this, which in turn launched a full investigation into the company regarding
monopolization allegations. By 2024, however, the company left with a partial
victory, with some of the allegations being ruled off by the court while some were
still pending.

​ Another area that Amazon struggled with is the European Union (EU).
Even before the issue with the United States, in 2020, Amazon faced issues with
the European Union. According to a press release done by the European Union,
Amazon was said to be found relying on non-public information from
independent sellers. They then use this information to benefit their own company.
 According to the EU, this is illegal and goes against the set rules since it distorts
the competition within the online market. Margrethe Vestager, the Executive
Vice-President of competition policy, mentions that they cannot allow Amazon to
bend the online market to fit into their conditions artificially. She believes that
even if Amazon is the number one e-commerce platform, the company still
shouldn’t monopolize the access to online consumers.

After further investigation, the commission's preliminary findings were

that Amazon has large amounts of non-public data at the hands of its employees,
which it then uses to enhance its product offerings. They were then speculated to
use this to leverage themselves against their competitors and dominate the whole
market. If true, this then violates Article 102 of the Treaty on the Functioning of
the European Union (TFEU), which prohibits companies from dominating their
market position and abusing what they already have. Despite Amazon’s initial
objections, by December 2022, they caved to avoid fines and agreed to change
some of their business practices. However, they remained after close watch.

​ These are just a few examples of how Amazon needs to keep a careful
watch on how they implement their practices depending on the country. Some
countries try to keep their e-commerce sellers safe and ensure equal footing when
it comes to the online market. They may continue to be under hot water and may
face even more severe charges if they do not remain mindful of the country in
which they are exercising their influence. Additionally, Amazon should adapt well
to the diverse rules and regulations of different countries, especially in order to
continue its pursuit of globalization.

2.​ Unfair Labor Practices

​ Amazon is heavily criticized for its unfair labor practices. With the
company’s fast-paced environment, they have been criticized for poor working
conditions and strict productivity monitoring. Across the various sites that
Amazon has stations under, a few people have already begun to protest.
​ First, Germany and the United States banded together to protest against
the unjust working conditions created by Amazon. Reports by the UNI Global
Union say that the reason behind the strikes was to hold Amazon accountable for
the terrible working conditions they put their workers under. The widespread
protests aim to demand fair wages, safe working conditions, and respect on the
job. As per the report, their last strike was on December 19, 2024, and was said to
be their biggest strike— ensuring that Amazon can no longer ignore their cries of
anger and that the big company finally adheres to labor laws.

Despite the rallies occurring in 2024, the fight against Amazon for fair
labor practices has been said to last for over a decade now, and Germany’s union,
like Verdi, has fought nonstop for these rights. Their efforts were not in vain,
however, since other parts of the world that are part of the Amazon Pay
movement have received a few benefits. States such as California and New York
have already passed laws to protect workers from Amazon’s high-pressure
environment. Amazon Pay is a global movement created by the UNI Global
Union and Progressive International. The two organizations continue to build
their movement and continue to find more to join their good cause. Over 150
countries and 20 million workers have joined this movement in hopes that
Amazon will create a systematic change that will protect their current workers.

​ Another country that has been fighting for their worker's rights is India.
The Indian court is currently charging Azmaon for providing inadequate safety
equipment to their workers and for their failure to comply with labor laws within
the Amazon warehouses. According to Jha (2024), these were all identified during
a labor inspection done earlier in the year. The reports launched in May in which
people reported having to take a verbal pledge not to take breaks, to drink water,
or to use the toilet unless they have met their targets for the day. The pledge was
utilized to “motivate” the employees. Ultimately, the Indian court was able to
 make Amazon aware of the situation and have the manager in charge fired from
the position.

However, aside from these statements, further investigation proved that

Amazon wasn’t just making employees take an empty verbal pledge. Amazon
workers would take up full 10-hour shift— the whole time being forced to stand.
Additionally, the workers only have two 30-minute breaks— far below what is
expected. Although Amazon claims the workers are free to take informal breaks,
Supriya, an Amazon warehouse employee, counterclaims by saying they simply
do not have the time allowance to be able to take those breaks due to the heavy
workload given to them by the company. As mentioned, workers have a quota,
and thus, times used as informal breaks or “idle times” may make them lag behind
and lead to negative consequences.

Amazon employees often work tirelessly for the company and do not
receive just compensation and treatment for it. Amazon is a big company, and for
them to not be treating their employees right is simply cruel. Employees are the
backbone of a company— if they continue to mistreat their employees, Amazon
may face even harsher consequences. The company is currently under strict watch
for how it continues to treat its employees.

3.​ Vulnerability Toward Global Challenges

Since Amazon operates on a global scale, challenges that enter on a global
scale often pose a problem for Amazon. The best example of this is the recent
pandemic, COVID-19. While the pandemic was a challenge for all businesses,
Amazon specifically operates on a global scale, thus having more difficulty with
global issues such as this.

During the pandemic, Amazon faced massive delays and inventory

shortages. The inventory shortages stemmed from the heightened need to have
online deliveries due to the lockdown (Gulati, 2020). This led to an increase in
employees and safety measures to be undertaken within the company. This
resulted in increased costs for the company. Additionally, Amazon has a specific
set of paying customers called the prime customers. They would need to have
their deliveries sent on the same day, but the pandemic created delays for this
system— which was said to harm the reputation of the company. The overall issue
also showed that Amazon is unable to protect its third-party sellers with a
contingency plan. The majority of these third-party sellers come from small
businesses, thus leaving them severely vulnerable and struggling. Amazon's
inability to help them further showed their lack of care toward their sellers, with
the company only caring about how to please their customers. While Amazon
was able to grow as a company in the end, Amazon's overall brand reputation was
damaged, especially when it came to how they treated their sellers and workforce.

Another global challenge has been the tensions between China and the
United States. The two countries are currently undergoing a trade war in which
neither party refuses to give in. The US’ aggression toward China is shown by
Trump's imposing tariffs worth at least 104% (earlier set at 34%) of all goods
entering the US (Collinson, 2025). According to Collinson (2025), this is because
China has been said to be abusing the trade system and because the relationship
between countries has been sour for almost more than a decade now. However,
while China is in the spotlight since they have stated to “fight until the end”,
many countries have disagreed and are enraged by the imposed tariffs. Countries
in South East Asia have reportedly some of the highest tariff rates, with Vietnam
at 46%, Cambodia at 49%, Thailand at 36%, and many more (Head, 2025).
Exports lead to increased economic development, and this has greatly affected
these countries.

These tariffs have hit people who sell their products on online platforms
such as Amazon. Bernie Thompson sells computer accessories via Amazon, and
he says that tariffs will push them to increase prices due to the increased prices of
importing and exporting. Thompson produces his products in Vietnam, Thailand,
and Taiwan, and these tariffs have impacted him harshly. This all stems from
tariffs and how it has made global stock markets skyrocket (Medlicott, 2025).
Tariffs have, ultimately, challenged Amazon’s manufacturing and fulfillment
pipelines. It is unsure how the company will go about it, but one thing for certain
is that the company is now facing customs delays, uncertain sourcing strategies,
and the need to shift toward alternate countries in order to manufacture its
products.

​ As a globalized company, Amazon has to constantly keep track of these

sorts of global challenges. Amazon has to ensure many contingency plans so that
they can stay on top of all their potential challenges and hurdles. Additionally, the
global market is volatile and unpredictable, making it difficult for the company to
maintain stability.
 Save the Children - (International Non-Profit Business)

A.​ Brief Description of the Company / Organization

Save the Children is a leading independent children’s rights organization
operating worldwide. It offers both direct services and policy advocacy to address
children’s immediate needs and long-term development. Its programs focus on ensuring
every child receives a quality education, has access to healthcare and nutrition, is
protected from violence and exploitation, and receives emergency aid when crises occur
(Save the Children, 2024; Jones, 2021). The organization emphasizes innovation,
accountability, and community partnership to drive sustainable results in both low- and
middle-income countries.

B.​ Overview of the Sector that the Company / Organization Belongs To

Save the Children belongs to the international non-governmental humanitarian
sector, operating primarily in the field of child rights and global development. This sector
includes organizations that deliver aid, development programs, and advocacy efforts that
address the systemic causes of poverty, inequality, and marginalization. NGOs like Save
the Children operate across borders, often working with the United Nations, national
governments, and local communities to implement programs that promote sustainable
development and disaster resilience (Edwards, 2019). The sector is characterized by
donor-funded operations, performance accountability, and rights-based approaches.

C.​ Background of the Company/Organization

a.​ Vision
Save the Children’s vision is “a world in which every child attains the
right to survival, protection, development, and participation” (Save the Children,
2024). This vision underlines its commitment to universal child rights and
emphasizes the belief that every child, regardless of context or background,
deserves a life free from poverty, violence, and injustice. The organization views
children not just as beneficiaries but as rights-holders and active participants in
their communities (UNICEF, 2022).
b.​ Mission
The mission of Save the Children is “to inspire breakthroughs in the way
the world treats children and to achieve immediate and lasting change in their
lives” (Save the Children, 2024). This mission guides all programs and strategies,
emphasizing both innovation and systemic change. It reflects the dual approach of
the organization—addressing urgent needs through humanitarian work and
influencing global policies to protect and empower future generations (Jones,
2021).

c.​ History
Save the Children was founded in 1919 by Eglantyne Jebb and her sister
Dorothy Buxton in London, United Kingdom, in response to the suffering of
children in post-World War I Europe. Shocked by the famine and deprivation
caused by war and blockades—particularly in Austria and Germany—Jebb and
Buxton initially worked through the Fight the Famine Council. However, they
soon realized that a focused organization was needed to advocate specifically for
children, leading to the birth of Save the Children (Brocklesby, 2020). Jebb’s
groundbreaking idea was that children have inherent rights, regardless of national
origin or political circumstances. In 1923, she authored the Declaration of the
Rights of the Child, a five-point document affirming that children must be given
the means for normal development, relief in times of distress, protection against
exploitation, and an upbringing that fosters social responsibility. This declaration
became the foundation of the modern child rights movement and was later
adopted and expanded by the League of Nations and eventually inspired the
United Nations Convention on the Rights of the Child in 1989 (Clay, 2020; Jones,
2021).

In the 1920s and 1930s, Save the Children expanded its work to Greece,
Russia, and other countries devastated by war and famine. The organization
emphasized neutrality and the universality of child welfare, which became central
 to its operating ethos. During World War II, Save the Children again played a
crucial role in aiding displaced and orphaned children, operating shelters and
support centers throughout the UK and continental Europe. In the post-war years,
the organization shifted from merely providing emergency aid to engaging in
long-term development, particularly in healthcare, education, and child protection
in countries recovering from colonization or conflict (Edwards, 2019).

In the second half of the 20th century, Save the Children expanded into
Africa, Asia, Latin America, and the Middle East, responding to famines in
Ethiopia, civil wars in Central America, the Rwandan genocide, and the
HIV/AIDS epidemic in sub-Saharan Africa. In the 2000s, the organization
formalized its international structure, establishing Save the Children International
to improve coordination among its various national members and to centralize
operations for better efficiency and global impact (Save the Children, 2023).

In the 21st century, Save the Children has become a key player in global
humanitarian and development work. Its interventions in crises such as the Syrian
refugee emergency, the Yemen conflict, and the COVID-19 pandemic have been
vital in reaching millions of children with health services, learning continuity, and
child protection support. As of today, Save the Children operates in over 120
countries and continues to blend humanitarian response with long-term
development, while pushing for policy changes and global accountability for
children's rights (ReliefWeb, 2021; Save the Children, 2024).

d.​ Geographic Reach

Save the Children is a globally recognized non-profit organization that
operates in over 100 countries, making it one of the most widespread
humanitarian groups dedicated to improving children's lives. Its geographic reach
spans North America, South America, Europe, Africa, Asia, and the Middle East,
ensuring that vulnerable children, regardless of location, receive critical aid and
support. The organization works in both urban and rural communities, addressing
 issues such as poverty, education gaps, child protection, and emergency relief.
Save the Children also has a strong presence in conflict zones and
disaster-affected areas, where it provides immediate humanitarian assistance and
long-term rebuilding efforts. Through strategic partnerships with governments,
local organizations, and international agencies, Save the Children ensures that its
programs are sustainable and tailored to each region’s specific needs.

e.​ Organizational Staffing

To effectively implement its initiatives, Save the Children relies on a
well-structured organizational staffing model that includes thousands of
employees, volunteers, and field workers worldwide. Its workforce comprises
professionals from diverse fields such as healthcare, education, logistics, and
child welfare, allowing for a multidisciplinary approach to problem-solving. The
organization employs local staff in many countries to ensure culturally sensitive
and community-driven interventions. Additionally, Save the Children partners
with corporate sponsors, donors, and philanthropic institutions to fund its
programs, while volunteers and advocacy groups help amplify its mission. The
combination of a dedicated workforce and strong partnerships enables Save the
Children to maximize its impact and efficiently allocate resources to the areas that
need them most.

f.​ Products and Services

Save the Children offers a wide range of products and services designed to
address the most pressing challenges faced by children worldwide. Its education
programs focus on building schools, training teachers, and providing essential
learning materials to ensure that children have access to quality education. In the
area of health and nutrition, the organization works to combat malnutrition,
provide maternal and child healthcare services, and implement vaccination
programs to protect children from preventable diseases. During times of crisis,
Save the Children plays a crucial role in emergency response, offering food,
water, shelter, and medical aid to children and families affected by natural
 disasters, conflicts, and displacement. The organization also leads child protection
initiatives, advocating for the rights of children, fighting against child labor and
trafficking, and providing safe spaces for displaced or orphaned children.
Additionally, Save the Children engages in advocacy and policy work, influencing
governments and international bodies to create policies that protect children's
rights and improve their well-being. Through these services, Save the Children
not only addresses immediate humanitarian needs but also invests in long-term
solutions that empower children to build better futures.

D.​ Globalization Issue/Challenge Faced

1.​ Donor Dependency and Funding Volatility
Save the Children relies heavily on funding from governmental and
institutional donors. In 2023, approximately 55% of its operating revenue was
derived from U.S. government contracts (Save the Children, 2023). This
significant reliance exposes the organization to financial instability when donor
priorities shift or funds are withheld. A pertinent example is the Trump
administration's 90-day freeze on foreign aid in 2024, which led to substantial
financial challenges for Save the Children (Devex, 2024). The organization faced
workforce reductions affecting about 300 roles, the closure of several country
offices, and the suspension of essential programs. These cuts jeopardized services
that millions of children depend on for healthcare, education, and support (Save
the Children, 2024).

The abrupt halt in funding also resulted in logistical challenges, such as

over 17 million items of aid being stranded in warehouses, on trucks, and with
suppliers during the funding freeze (Devex, 2024). This disruption not only
affected immediate aid delivery but also had long-term implications for program
planning and execution.

Moreover, the suspension of critical services due to funding cuts directly

affects vulnerable children, depriving them of essential healthcare, education, and
 protection services. For instance, in Mozambique, the suspension of food aid
projects left families unable to feed their children, with nutritional supplements
locked in warehouses and inaccessible. Similarly, in Somalia, the end of cash
assistance programs led families back into hunger, reversing progress made in
food security (BBC News, 2024).

The unpredictability of funding can lead to abrupt cessation of programs,

leaving communities without necessary support and undermining long-term
development efforts. Children in conflict zones or areas affected by natural
disasters are particularly vulnerable, as they rely heavily on the continuity of aid
programs for survival and development (Save the Children, 2024).

2.​ Navigating Complex Political and Legal Environments

Operating across diverse political and legal landscapes requires Save the
Children to adapt to varying regulations and government policies. In some
regions, restrictive laws on foreign NGOs can limit the organization's ability to
operate effectively, necessitating careful negotiation and compliance strategies.
For example, in countries experiencing political instability or conflict, such as
Sudan, international aid agencies often face significant operational challenges due
to security concerns and governmental restrictions (ReliefWeb, 2023). In such
contexts, Save the Children must navigate complex bureaucratic processes to
obtain necessary permissions, which can delay aid delivery and increase
operational costs.

In addition, legal and political constraints can delay or restrict the delivery
of aid, leaving children in crisis situations without timely assistance. In conflict
zones like Sudan, where international agencies may have limited access, local
organizations often step in to provide aid. For instance, Sudanese citizens have
organized over 600 Emergency Response Rooms (ERRs) to deliver food, shelter,
medical aid, and education (The New Humanitarian, 2023). While these
grassroots efforts are commendable, they may lack the resources and expertise
 that established organizations like Save the Children can provide, potentially
affecting the quality and reach of aid.

Moreover, in regions where governments impose strict regulations on

foreign NGOs, the populations served may experience reduced access to essential
services. Children in these areas may face increased risks of malnutrition, lack of
education, and exposure to violence without the support of international aid
organizations (Save the Children, 2024).

3.​ Localization vs. Global Standardization

Save the Children is actively working towards increasing the leadership
and authority of local and national actors to address community priorities
effectively. This involves transitioning from direct service delivery to roles that
support local entities through advocacy, technical assistance, and capacity
building. For example, in South Sudan, Save the Children supported a local actor
in assuming the co-leadership role of the national Education Cluster, promoting
local leadership in decision-making processes (Save the Children, 2023).

However, balancing localization with the need for standardized,

high-quality programs presents challenges. While local organizations possess
contextual knowledge and cultural sensitivity, they may require support to meet
international standards in areas such as financial management, reporting, and
program evaluation. Save the Children must invest in capacity-building initiatives
to ensure that local partners can uphold these standards while maintaining the
flexibility to adapt programs to local contexts (Save the Children, 2023).

Empowering local organizations can also lead to more culturally

appropriate and sustainable interventions, enhancing the effectiveness of aid. For
instance, in the Democratic Republic of Congo, Save the Children partnered with
Umoja in Action, a local organization, to provide child-friendly spaces in
displacement camps. This collaboration leveraged local knowledge and trust
within the community to deliver effective support to children (ReliefWeb, 2023).

However, inconsistencies in program implementation due to varying

capacities among local partners can affect service delivery and outcomes for
children. Ensuring that local organizations have the necessary resources and
training to deliver high-quality programs is essential to maintain the trust and
well-being of the populations served (Save the Children, 2024).
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