From the outset of our sustainability journey, we recognized that it would be a marathon and not a sprint. Every year, we establish new heights in achieving sustainability credentials, guided by global standards and best practices. We understand the importance of taking steady and incremental steps towards our sustainability goals, and we remain committed to this approach.
Continuous stakeholder engagement is particularly important as it allows our organization to stay up-to-date with the concerns and issues of our stakeholders as they evolve over time. This can help us to adapt our sustainability strategies in response to changing circumstances and ensure that our organization remains responsive to the needs of our stakeholders.
In addition, demonstrating responsiveness is a key aspect of building trust with our stakeholders. We aim to listen to their concerns and take actions to address them, thereby building strong relationships with our stakeholders and enhancing our organization‘s reputation for sustainability.
Every year, we review feedback from each of our stakeholders through various modes of engagement.
Stakeholders
Material Concerns
Modes of Engagement
Response
Investors and Shareholders
Employees
Suppliers and Service Providers
Regulators and Government Bodies
Communities
Customers of SBUs
In 2022, we took a deep dive in understanding the view of investors through our ESG Excellence project as their ESG expectations are continually evolving. By doing so, we are guided on how we can improve our sustainability performance and disclosures which they consider when making investment decisions.
Our sustainability framework is integrated into our strategic planning process, as we recognize its importance to the future success of our businesses. We also understand that each focus area of our sustainability strategy represents our meaningful contributions toward achieving selected and aligned UN Sustainable Development Goals. As such, we remain committed to embedding sustainability considerations into all aspects of our business operations.
Our Sustainability Strategy revolves around five (5) key focus areas and we have declared commitments in the coming years:
Climate
Action
Employee Growth and
Well-being
Resource Efficiency
and Circularity
Shared
Success
Better
Choices
Resilient businesses are those that can withstand and adapt to changes and disruptions in the market, economy, or environment. They have the ability to innovate and be agile in response to these changes, allowing them to continue to operate and grow over a long period of time despite challenges. A key aspect of resilience is the capacity to learn from and adapt to past disruptions, so that the business can become more resilient over time. Overall, resilience is essential for businesses to remain sustainable and achieve their long-term goals.
As we strengthen our initiatives around our five (5) Sustainability Focus Areas, we commit to deliver these targets with key steps in resiliency of our businesses especially in dealing with Climate Change, ensuring our employees are ready in facing our challenges and keeping our products and services adaptable to the ever-changing needs of our customers and the times.
Stakeholder Management and Enterprise Risk Management processes are key steps that feed into our long-term strategic planning process which includes the identification of financial and non-financial targets.
We have officially released our ESG targets in the President and CEO's report.
Read moreIn 2022, as our economy opened and our subsidiaries increased their operations, our total energy consumption increased by 63.76%. This also led to 47.83% increase in our carbon emissions compared to 2021. To mitigate the rise in emissions, we have implemented several energy savings activities and increased our renewable energy consumption by 67.67%. This was made possible by generating our own solar and biomass energy in RLC Malls, JGSOC, and URC facilities coupled with purchasing renewable energy from the grid.
For CEB, we continue to utilize a fuel-efficient fleet through our next-generation Airbus New Engine Option (NEO) aircraft, implement fuel efficiency best practices, and integrate the use of sustainable aviation fuel in our operations. CEB has likewise initiated in 2022 the electrification program of our ground support vehicles and equipment. The long-term transition to an electric, zero-emission ground fleet will reduce emissions from CEB’s ground operations to further contribute to our net-zero goal.
To further reduce GHG emissions, we plan to invest in more renewable energy sources like solar installations and explore the use of alternative sustainable fuel in our operations.
Total Energy Consumption
Share of Own Generated Renewables to Total RE Consumption
Total Renewable Energy Consumption
GHG Emission
SBU
Program
Activities
Results and Impact
SDG
Enhancement of fuel efficiency practices in operations
Sustainable Alternative BioFuels
Installation of Solar Rooftops in URC sites
Purchase Electricity from Renewable Energy Sources
Project JAGUAR X (Journey in Achieving Sustainability Goals thru Utilities and Assets Renewal)
Nationwide-tree planting initiative during Environment Celebration
For URC BCFG PH sites (Canlubang & Calamba):
URC Thailand
URC Vietnam
RLC continues to accelerate Solar Panel Installation in its malls
CEB operates its first SAF-powered commercial flight
JGSOC’s Solar Rooftop Project (Merbau Corporation)
URC’s Sustainable Alternative Biofuels
Given the resource-intensive nature of our businesses, which include food manufacturing, air transport, and petrochemicals, we constantly seek methods to optimize and streamline our operations to reduce consumption of water and materials.
We are committed to continuing our efforts to decrease water consumption and increase the use of recycled wastewater in our operations. For 2022, our water withdrawal decreased by 4.51% as compared to 2021 data, largely a result of URC streamlining its processes and water conservation initiatives.
Water Withdrawal
Recycled Wastewater
Implementing efficient solid waste management systems is crucial in mitigating the amount of waste that goes into landfills. Our subsidiaries continue to roll out waste segregation, recycling and reuse efforts of solid waste in their operations. In URC, we reincorporate industrial plastic scrap PET materials into flakes to mix with virgin materials in making new plastic bottles.
Renewable Materials
Recycled Materials
SBU
Program
Activities
Results and Impact
SDG
Implementation of proper waste segregation in malls and residential buildings |
|
|
|
|
Water Conservation Programs |
|
| ||
|
| |||
Solid Waste Management (Co-processing) |
|
| ||
Based only on pilot activation in 5 supermarket/mall branches using pilot Juan Goal for Plastic incentive scheme. |
| |||
End-to-End EPR Compliance Strategy: Plastic Collection & Diversion |
|
|
URC Leads Group Wide Signature Initiative: Juan Goal for Plastic in place
RLC Residences Promotes Circularity
We ensure the equitable flow of economic value to our key stakeholders. Our Economic Value Distributed to employees, suppliers, government, providers of capital, and communities amounted to Php 317 billion in 2022.
Economic Value (EV) Generated
Economic Value (EV) Distributed
SBU
Program
Activities
Results and Impact
SDG
Airlift transport services in support of humanitarian efforts and disaster relief |
|
| ||
Social commitment for the welfare of communities |
|
|
One Million Trees Project |
|
|
Lingkod Pinoy |
|
| ||
|
|
Sustainable Procurement: Revolutionizing One URC Towards Sustainable Supply Chain |
|
| ||
Flourish Pilipinas 2022: The CEO Initiative |
|
|
Supplier Experience (SX) Project underscores the company’s strategy of becoming the supplier’s partner of choice. It primarily addresses the pain point of paying the suppliers on time. Established to sustain the gains of Project Judith (a play on words for due date), SX has evolved over time with the strengthening of a cross-functional team led by Corporate Procurement implementing the total supplier experience, not just in URC, but also in JGSOC and RLC.
From paying the suppliers on time, the project further scaled-up its scope, covering the total supplier experience in various fronts and key areas such as procurement, delivery, invoicing, and payment release. Evident results are seen through the initiation of process improvements, dialogues, and systems deployment, reckoned with the deliberate boost in supplier relationship quality.
Securing a quality and collaborative partnership helps the company manage its supply risks and other external threats. The benefit can be best described as advantageous during the COVID-19 pandemic. The management premised that the sustainable plant production, which relies on the much-needed material and service deliveries, was a gained benefit from SX implementation.
Shared Success. The conglomerate is known to have brought some of the best products and services in the market, with their longstanding tradition of providing better choices to the general public and its partners. Providing better choices to suppliers means rallying behind the support from its financial arm, the RBank. Through a data-driven and customer-centric approach, the project introduced Supply Chain Financing for URC Suppliers. A competitive financing package aids small and medium businesses which regularly avail of the program. While this program is currently being offered to URC suppliers, others within the GG ecosystem will soon enjoy the exclusive financing benefits.
Ultimately, SX must pass the judgment of its discriminating suppliers. Therefore, the success in terms of improved satisfaction rating and net promoter score are frequently checked as bases for project ideation. The data reveals an annual increase in the satisfaction rating from 64% to 94% in URC and 85% to 89% in JGSOC. Consistently, suppliers score the brand with a better number in net promoter score—a measurement that defines brand loyalty—with a positive rating of 54 and 38 for URC and JGSOC respectively. For SX, there are still opportunities for better services, delivery, and collaborative partnership that will define the future state of shared success. And the team is banking on winning more stakeholders to champion its cause.
Our top priority has always been to provide a healthy and supportive work environment for our employees. As of 2022, we continue to roll out training opportunities for our employees with 16.93 training hours per employee.
Together with the strategic business units, we have established the Safety Council, whose membership expands across all SBU safety professionals. To enhance the safety council's knowledge & capabilities, learning sessions on occupational safety and health were conducted, and will continue to be conducted to sustain the program. Safety audits commenced this year to assess the performance of the SBU’s readiness in compliance with regulatory requirements and the implementation of safety programs. In addition, an annual safety rewards program was initiated, which we call SMile awards or Safety Milestone Awards, to encourage the other business units to enhance or create programs to minimize or eliminate incidents in the workplace. These are controls that will help us create a safety culture and thereby prevent work related incidents.
Male to Female Ratio
Training Hours per Employee
Lost Time Incidents
SBU/CCU
Program
Activities
Results and Impact
SDG
Enhancing Leadership and Development Program |
|
|
Employee Health Support Program |
|
|
Create a safe space for employees’ psychological well-being |
|
| ||
Continuously support the marketing needs of URVoice |
|
| ||
Resumption of F2F Engagement activities |
|
| ||
Build and Strengthen Agile Capability |
|
| ||
Build and Support Global Leadership Capabilities of Next Generation Leaders |
|
| ||
|
| |||
Build and Sustain Digital Learning Channel through URLearning | URLearning’s 3-Year Enhancement Roadmap
|
(1) Functional academies which will offer technical courses to build functional capabilities, and; (2) Roll out of Competency Assessment and Individual Development Plan via Darwinbox and manual forms. Top 3 most accessed courses include: Mandatory Courses, Onboarding Courses, and Basic GMP course | ||
Reinforced SAFETY | Focusing and reinforcing three key areas to embed a safety culture:
Programs on increasing the level of Awareness:
Programs on promoting Ownership:
Programs on Strengthening Accountability:
|
|
Since Sustainability is a key enabler of our business, we understand that society, including the environment we live in, are constantly evolving. And as a purpose-driven company, it is our responsibility to evolve along with it.
In 2022, our Executive Development Program implemented two Leadership Training programs to help them deeply understand the importance of addressing the broader societal impacts of our actions, which are featured below:
Conducted by a leading international business school, the Sustainability Masterclass was designed to challenge our leaders on how to steer our companies towards achieving our next level of success - where the sustainability of our business and our financial success is anchored on our contributions to enabling a healthier and better world for our next generations.
ESG is about measuring sustainability performance from (E)nvironmental, (S)ocial, and (G)overnance perspectives and linking it to the financial performance of the firm. This is the running thread throughout the three sessions for the CEO Masterclass:
Responsible leadership involves integration of climate action in business strategies and decisions. This was the backbone of the Climate Leadership Series which was rolled out in 2022 as part of JGS’s Executive Development Program. Through this series, the company is taking a proactive approach in driving a culture of responsibility and accountability for climate adaptation and mitigation efforts among its leaders.
The Climate Leadership series helped our senior leaders further understand our main steps to deliver climate adaptation and mitigation efforts and how to develop internal business cases. At least 45 executives from the following functions attended the series: Corporate Strategy, Investor Relations, Corporate Finance, Operations Heads, and Sustainability.
Responsible leadership involves integration of climate action in business strategies and decisions. This was the backbone of the Climate Leadership Series which was rolled out in 2022 as part of JGS’s Executive Development Program. Through this series, the company is taking a proactive approach in driving a culture of responsibility and accountability for climate adaptation and mitigation efforts among its leaders.
The Climate Leadership series helped our senior leaders further understand our main steps to deliver climate adaptation and mitigation efforts and how to develop internal business cases. At least 45 executives from the following functions attended the series: Corporate Strategy, Investor Relations, Corporate Finance, Operations Heads, and Sustainability.
At the end of the series, our leaders are able to assess and prioritize their climate related projects and align them to overall business strategy, financial objectives, as well as their sustainability goals.
On its 12th year, JG Summit’s Pride in Performance highlights the exemplary efforts and initiatives by employees to fulfill the group’s purpose — an unrelenting commitment to provide customers with better choices, creating shared success with stakeholders.
Guided by an entrepreneurial mindset, these awards recognize how we strive for growth and business unit success achieved over a year based on measurable criteria, such as profit growth, market share, etc.
Rising Star
This award recognizes best-in-class products, services, and processes that accomplish our purpose by exhibiting unrelenting commitment to providing our customers with better choices and creating shared success with our stakeholders. This includes adapting to customer needs in line with the pandemic.
External
Internal
This award recognizes initiatives that future-proof a digital, data-driven, and agile organization. They maximize productivity via digitalization of the core, building digital capabilities, adapting through digital interventions, and pursuing business opportunities using technology and data.
This award recognizes initiatives that strengthen organizational effectiveness and takes care of our people in changing times by engaging, enabling, exciting, and evolving Leaders and Talents to support business strategies, drive productivity, and maintain industrial peace, among others.
This award, anchored on our purpose to create shared success with all of our stakeholders, recognizes initiatives that responsibly and sustainably utilize our resources. These exhibit stewardship and care for the environment and the people in the communities where we operate.
URC is a firm believer that the employees are the core foundation of the company. Anchored to our values of Putting People First, the company is committed to ensure a safe and healthy environment for all our employees in our day-to-day operations. The company recognizes that embedding a safety culture is vital in achieving zero accidents in the workplace. It is also important that the people are protected from workplace hazards and promote their well-being through the implementation of URC’s five (5) core occupational health and safety programs.
In 2022, the implementation of its core programs was reinforced with the addition of key initiatives targeted to increase the level of awareness, promoting ownership, and improving accountability through the Reinforced Safety Campaign. The implementation of this program addressed all the safety issues encountered in the past year and slowly supports the building of a culture of safety excellence in the workplace.
Programs on increasing the level of Awareness:
Programs on promoting Ownership:
JG Summit Holdings, Inc. places great importance on the trust and loyalty of our customers. We are committed to nurturing this relationship by ensuring the continued provision of safe, high-quality, affordable, and accessible products and services. Our dedication to maintaining rigorous standards in these areas is an integral part of our brand identity.
As we focus on customer-centricity, we recognize the importance of understanding and meeting customer needs to achieve better choices. Streamlining processes, investing in digital systems, and optimizing synergies across the group are all important steps in achieving this goal. We aspire that everyone in the organization is aligned around the goal of putting the customer first and is working together to achieve it. By doing so, JGS can create a culture that values customer satisfaction and is committed to meeting customer needs.
Aside from being customer-centric, customer health and safety, marketing and labeling, and customer privacy are valued by the business units. Due to the specificity of concerns on product and service delivery of each JGS’s business unit, the subsidiaries define, manage, and evaluate their own communication channels to capture customer concerns; process and resolve customer complaints by feeding these into their corporate decision making; and engage more closely its most important stakeholders to develop and improve their products and services.
SBU
Program
Activities
Results and Impact
SDG
Investing in green buildings |
|
|
Providing affordable and accessible flight options |
|
| ||
More convenient passenger journey through digitalization |
|
| ||
|
| |||
|
| |||
| ||||
|
| |||
| ||||
|
Innovative petrochemical products and solutions |
|
|
URC Wellness Criteria |
| Total URC Wellness Score for 2022 using updated criteria showed
| ||
Food Safety System Certification (FSSC) |
|
|
RLC’s 29-storey premium-grade office building in Quezon City, Giga Tower, was awarded a Leadership in Energy and Environment Design (LEED) Gold certification in 2022, for how the building contributed to sustainability through its construction and design. Giga Tower’s covered parking area as well as all of its paving and rooftops comply with the Solar Reflectance Index meaning the structure can reflect solar energy enough to maximize solar power.
Other than having multiple energy-saving features, Giga Tower also makes use of non-CFC refrigerant (R-410A) to reduce stratospheric ozone depletion. By using renewable energy, this RLC property increased the overall GHG emissions per square meter of all RLC properties by a huge margin. Following this, three (3) more buildings have been LEED certified while two (2) more received a similar certification called Excellence in Design for Greater Efficiencies (EDGE) certification since 2016. These certifications show that RLC, not only focuses on its activities and projects for sustainability, but also invests on the designs of its infrastructure. The next steps for this initiative are to certify four (4) more buildings this 2023 and another two (2) in the following years.
The Robinsons Cyberscape Gamma building, owned by RL Commercial REIT, has received the EDGE certification from the Philippine Green Building Initiation (PBGI), making it the first certified REIT building in the Philippines. The EDGE certification system is an international green building certification system that focuses on energy, water, and embodied energy in materials for a quantitative approach to sustainability.
The EDGE certificate awarded to Cyberscape Gamma indicates that it has successfully reduced energy consumption through various measures, such as the use of high-performance glass, fresh air pre-conditioning system, efficient lighting, and power factor correction. The building has also implemented water-saving measures, including the installation of water-efficient faucets and urinals, and a rainwater harvesting system.
In addition to the EDGE certification, RLC Offices has committed to harnessing clean and renewable energy for all its current and future office projects, in line with its goal of shifting power requirements to RE sources by 2035.
In 2021, the URC Wellness Criteria was revised to make it applicable for all countries we operate in. It was revised using the World Health Organization’s (WHO) guidelines and the nutritional/health data of the ASEAN population. The criteria also reflected the range of the categories we operate in; and the context that our portfolio is a part of the overall diet of our consumers.
A. Criteria guiding Risk reduction
B. Criteria guiding Enhanced Wellness
Total URC Wellness Score for 2022 using updated criteria showed 100% of total products passed 1 URC Wellness Criteria, 98% passed 2 URC Wellness Criteria, 90% passed 3 URC Wellness Criteria and 41% passed 4 URC Wellness Criteria.
At the end of 2022, we have in our product portfolio a significant number of products well within most of the Risk Reduction Criteria Thresholds. A total of 210 products or 26% out of 822 products are within Threshold for Total Fat, 44% for Less than 6% Added Sugar in Beverages but < 10% of total calories, 99% for < 230 Calories/serving, 66% to 1 mg Sodium is to 1 Kcal Product, and 91% for 0 Trans Fat and 0 Cholesterol.
For the Enhanced Wellness Criteria, 12% of total products address micronutrient deficiency, 3% for products using functional quality ingredients to improve wellness and less than 1% for AMDR, 100% Plant-Based Protein and for 100% Natural Ingredients.
As we progress significantly against the Risk Reduction Criteria, we also continue to release new products that enhance wellness. This year includes functional beverages that help improve immunity and a calorie-nutrient dense biscuit. We launched B45 Coffee Mix with Malunggay as a source of Vitamin C and Zinc, reintroduced Goodday cultured milk drink with paraprobiotics that aids in the enhancement of natural resistance to infection. It comes in 3 flavors: Mango, Original, and Strawberry. Megamunch is a biscuit that contains 570 kcal to bridge energy and micronutrient gaps during calamities. All these initiatives contribute to the UN SDG 2.
Annex A
Economic, Environment, Social and Governance (EESG) Performance Indices
Economic Performance
Direct Economic Value Generated and Distributed
in Million Php
Disclosure
Quantity
per 17A
Quantity
per 17A
| Direct economic value generated (Revenue) | 303,614 | 314,116 |
| Direct economic value distributed | 308,725 | 317,009 |
| Payment to employees (Employee Wages and Benefits) | 27,558 | 29,672 |
| Payments to suppliers, other operating costs | 252,619 | 257,795 |
| Payment to Providers of Capital | 19,811 | 19,811 |
| Payment to Government | 8,726 | 9,718 |
| Community Investments Donations & Distributions | 11 | 12 |
| Direct economic value Retained | (5,111) | (2,893) |
Note
Procurement Practices
Proportion of spending on local suppliers
Disclosure
Unit
Quantity
Boundaries
Percentage of procurement budget used for significant locations of operations that are spent on local suppliers1 | % | 61 | URC2 |
| 62 | CEB3 | ||
| 15 | JGSOC |
1 JGSHI is still in the process of consolidating this data from all subsidiaries
2 Includes procurement of direct materials (raw materials and packaging material) of BCF PH and BCF INT
3 Limited to non-aircraft related spend
Environmental Performance
Energy consumption within the organization
Disclosure
Unit
Quantity
Boundaries⁴
| Total Energy Consumption | GJ | 29,658,971 | URC, CEB, RLC, JGSOC, RBank, CCU5 |
| Total Renewable Energy Consumption | GJ | 1,668,296 | URC6 & RLC |
| Renewable Energy Generated (Solar and Biomass) | GJ | 822,408 | |
| Renewable Energy from the Grid | GJ | 845,888 | |
| Total Non-renewable Energy Consumption7 | GJ | 27,990,674 | URC, CEB, RLC, JGSOC, RBank, CCU |
| Gasoline | GJ | 28,753 | |
| LPG | GJ | 680,856 | |
| Diesel | GJ | 751,290 | |
| Bunker | GJ | 4,286,595 | |
| Coal | GJ | 2,839,396 | |
| CNG | GJ | 385,683 | |
| LNG | GJ | 106,268 | |
| Jet fuel | GJ | 15,700,919 | |
| Grid Electricity | GJ | 3,210,914 | |
| Energy Intensity | GJ/MPhp | 94.428 |
4 Data covers information of total URC (BCF-PH, BCF-INT, Flour, SURE, AIG, head offices, and external distribution centers in the Philippines)
5 CCU stands for Corporate Center Unit
6 Renewable sources include power generated from solar and biomass/biogas owned facilities and electricity purchased from our geothermal energy provider
7 Includes fossil fuel used from operations and company-owned vehicles
8 Energy Intensity is lower than pre-pandemic level (2019)
GHG Emissions
Disclosure
Unit
Quantity
Boundaries
| Total GHG Emissions | tCO2e | 2,615,183 | URC9 , CEB, RLC, |
| Gross Direct (Scope 1) GHG Emissions | tCO2e | 2,114,530 | |
| Gross Energy Indirect (Scope 2) GHG Emissions | tCO2e | 391,600 | |
| Gross Other Indirect (Scope 3) GHG Emissions | tCO2e | 109,053 | RLC10 |
| GHG emissions intensity | tCO2e/MPhp | 8.3211 | URC, CEB, RLC, |
| ODS | tonnes | 23.48 | URC (BCF-PH only)12 |
9 GHG Emissions covers information of total URC (BCF-PH, BCF-INT, Flour, SURE, AIG, head offices, and external distribution centers in the Philippines)
10 Electricity usage of RLC tenants
11 GHG Intensity is lower than pre-pandemic level (2019)
The refrigerants consumed by the plants includes R22 / Freon, R134a, R404, R407, R410, R507, R141B, R417, R32. R22 will be phased out consistent with the phase-out schedule set by DENR Administrative Order (DAO) 2013-25. In 2021, we have reduced the consumption of R22 by almost 70% in the production area of BCF-PH. Main contributors to these are the replacement of old Air Conditioning Units that uses R22. In addition, as part of the company’s efforts in reducing the ODS usage, we are transitioning to centralized chiller systems to maintain only 1-4 types of ODS across different plants through Project JAGUAR.
Air pollutants
Disclosure
Unit
Quantity
Boundaries
| Nitrogen Oxides (NOx) | tonnes | 1,438.93 | URC and CEB |
| Sulfur Oxides (SOx) | tonnes | 418.54 | |
| Persistent organic pollutants (POP) | tonnes | - | No available data |
| Volatile organic pollutants (VOC) | tonnes | - | |
| Hazardous Air Pollutants (HAP) | tonnes | - | |
| Particulate Matter (PM) | tonnes | 365.65 | URC |
Note:
All stationary, mobile, and vehicular equipment of JGSHI subsidiaries undergo mandatory emission testing as required by DENR and LTO
Quantities reflect increase in scope in Air pollutants data. Air pollutants data for 2021 is lower than pre-pandemic levels (2019) except for PM.
URC data covers information from air pollution sources equipment (APSE) specifically from the boilers of BCF-PH, other APSE from BCF-Intl with air emission test result expressed in Tonnes per year and were conducted by a DENR Accredited Laboratory. The company will cover all the APSE including the generator sets and company vehicles as soon as DENR EMB releases the policy on Mass Emission Rate Standards for Stationary Sources and once the Scope 3 of GHG Inventory is established, respectively.
Water consumption within the organization
Total Water Withdrawal from all areas by source
Disclosure
Unit
Quantity
Boundaries
| Total Water Withdrawal | m3 | 26,534,593 | URC, CEB, RLC, JGSOC, RBank, CCU |
| Third-Party Water | m3 | 8,295,525 | |
| Ground Water | m3 | 10,719,582 | |
| Surface Water | m3 | 4,974,552 | |
| Sea Water | m3 | 2,544,934 | |
| Water discharge | m3 | 7,578,379 | |
| Water consumption | m3 | 18,956,215 | |
| Water recycled and reused | m3 | 1,084,659 | URC, CEB, RLC, JGSOC |
| % of wastewater recycled | % | 14.32 |
Materials used by weight or volume
Material used by the organization
Disclosure
Unit
Quantity
Boundaries
| Renewable Materials13 | tonnes | 1,981,157 | URC, RBank |
| Non-renewable Materials14 | tonnes | 767,659 | URC, RLC, JGSOC |
| Percentage of recycled input materials used to manufacture the organization’s primary products and services15 | % | 3.0 | URC |
13 Includes coffee spent grounds, spent tea leaves, bagasse, spent wash, molasses, chicken manure, pit dung in URC, as well as, paper use in RBank.
14 Includes, but not limited to, construction materials such as cement, concrete, glass, and rebars from RLC, as well as URC's re-grind PET bottles reused to mix with virgin resin for bottle making
15 Percentage of recycled input materials is computed as the amount of re-grind PET used as feedstock divided by the total input materials (virgin resin + re-grind PET)
Waste Generation
Solid Waste and Hazardous Waste
Disclosure
Unit
Quantity
Boundaries
| Total Solid Waste Generated | tonnes | 2,977,125 | URC, CEB, RLC, JGSOC, RBank |
| Reusable | tonnes | 120 | |
| Recyclable | tonnes | 952,316 | |
| Composted/Bio | tonnes | 8,367 | |
| Residual | tonnes | 35,196 | |
| Renewables | tonnes | 1,981,125 | |
| Total weight of hazardous waste generated | tonnes | 2,683 | |
| Total weight of hazardous waste transported | tonnes | 2,477 |
Note: Discrepancy from hazardous waste generated and transported are stored in the DENR -prescribed Hazwaste onsite storage
Non-compliance with Environmental Laws and Regulations
Disclosure
Unit
Quantity
Boundaries
| Total amount of monetary fines for non-compliance with environmental laws and/or regulations | Php | 0 | CCU |
| No. of non-monetary sanctions for non-compliance with environmental laws and/or regulations | # | 0 | |
| No. of cases resolved through dispute resolution mechanism | # | 0 |
Social
Employee Data
Disclosure
Unit
Quantity
Boundaries
| Total Employees | # | 23,122 | CCU, RBank, CEB, RLC, JGSOC, URC |
| Male | # | 13,597 | |
| Female | # | 9,525 | |
| Attrition Rate | % | 7.5816 | CCU, RBank, CEB, RLC, JGSOC |
| % | 10.517 | URC | |
| Ratio of lowest paid employee against minimum wage | Ratio | 1:118 | CCU, RBank, CEB, RLC, JGSOC, URC |
Attrition rate is calculated using SEC formula: Attrition rate = (No. of new hires - No. of turnover)/ (Average of total no. of employees of previous and current year)
Attrition rate is the total voluntary turnover of current year over average total no. of employees of current year (including new hires for the year)
The ratio is based on the comparison between the wage of the lowest paid employee (base fare) and the minimum wage on the specific region. JGS is compliant with the minimum wage requirement
Employees by Age Group
Disclosure
Unit
Quantity
Boundaries
| Gen Z (26 and below) | # | 2,108 | CCU, RBank, CEB, |
| Millennial (27-41) | # | 5,880 | |
| Gen X (42-56) | # | 1,737 | |
| Baby Boomer (57 and up) | # | 224 |
Employees by Contract Type
Disclosure
Unit
Quantity
Boundaries
| Regular | # | 7,926 | CCU, RBank, CEB, |
| Consultant, FTE and Project Based | # | 154 | CCU, RBank, CEB, |
| Probationary | # | 1,869 | CCU, RBank, CEB, |
Employees by Length of Tenure
Disclosure
Unit
Quantity
Boundaries
| < 1 years | # | 3,301 | CCU, RBank, CEB, |
| 1-3 years | # | 1,550 | |
| 3-5 years | # | 1,306 | |
| 5-7 years | # | 1,151 | |
| 7+ years | # | 2,641 |
Employees by Rank
Disclosure
Unit
Quantity
Boundaries
| Executives/Senior Management | # | 398 | CCU, RBank, CEB, |
| Male | # | 217 | |
| Female | # | 181 | |
| Rank & File | # | 4,583 | |
| Supervisor | # | 1,368 | |
| Manager | # | 2,649 | |
| Seasonal | # | 5 | |
| Professional/Technical | # | 946 |
Employees by Place of Origin
Disclosure
Unit
Quantity
Boundaries
| Local | CCU, RBank, CEB, | ||
| National Capital Region | # | 6,334 | |
| Luzon (outside NCR) | # | 2,234 | |
| Visayas | # | 993 | |
| Mindanao | # | 323 | |
| International | |||
| Africa | # | 0 | |
| America | # | 2 | |
| Asia | # | 58 | |
| Australia | # | 0 | |
| Europe | # | 5 | |
New Hires for Permanent Employees
Disclosure
Unit
Quantity
Boundaries
| New Employee Hires | # | 3,652 | CCU, RBank, CEB, |
| Male | # | 1,617 | |
| Female | # | 2,035 |
New Hires by Age Group
Disclosure
Unit
Quantity
Boundaries
| Gen Z (26 and below) | # | 1,460 | CCU, RBank, CEB, |
| Millennial (27-41) | # | 1,897 | |
| Gen X (42-56) | # | 281 | |
| Baby Boomer (57 and up) | # | 14 |
New Hires by Contract Type
Disclosure
Unit
Quantity
Boundaries
| Permanent or indefinite | # | 3,474 | CCU, RBank, CEB, |
| Temporary or fixed term | # | 178 |
New Hires by Place of Origin
Disclosure
Unit
Quantity
Boundaries
| Local | # | 3,647 | CCU, RBank, CEB, |
| National Capital Region | # | 2,410 | |
| Luzon (outside NCR) | # | 600 | |
| Visayas | # | 540 | |
| Mindanao | # | 97 | |
| International | # | 5 | |
| Africa | # | 0 | |
| America | # | 0 | |
| Asia | # | 5 | |
| Australia | # | 0 | |
| Europe | # | 0 |
Turnover for Permanent Employees
Disclosure
Unit
Quantity
Boundaries
| Employee Turnover | # | 1,979 | CCU, RBank, CEB, |
| Male | # | 873 | |
| Female | # | 1,106 |
Employee Turnover by Age Group
Disclosure
Unit
Quantity
Boundaries
| Gen Z (26 and below) | # | 445 | CCU, RBank, CEB, |
| Millennial (27-41) | # | 1,328 | |
| Gen X (42-56) | # | 157 | |
| Baby Boomer (57 and up) | # | 49 |
Employee Turnover by Rank
Disclosure
Unit
Quantity
Boundaries
| Executives/Senior Management | # | 48 | CCU, RBank, CEB, |
| Middle managers and supervisors | # | 671 | |
| Rank-and-file permanent | # | 1,051 | |
| Professional/Technical | # | 209 |
Employee Turnover by Type
Disclosure
Unit
Quantity
Boundaries
| Voluntary | # | 1,852 | CCU, RBank, CEB, |
| Involuntary | # | 126 |
Diversity and Equal Opportunity
Disclosure
Unit
Quantity
Boundaries
| Percent of male workers in the workforce | % | 59 | CCU, RBank, CEB, RLC, JGSOC, URC |
| Percent of female workers in the workforce | % | 41 | |
| Number of employees from indigenous communities and/or vulnerable sector 16 | # | 30 | RLC17 |
Note:
16 Vulnerable sector includes, elderly, persons with disabilities, vulnerable women, refugees, migrants, internally displaced persons, people living with HIV and other diseases, solo parents, and the poor or the base of the pyramid (BOP; Class D and E)
17 RLC’s vulnerable sector includes Solo Parents and elderly
Employee benefits
JGS and its subsidiaries provide all mandatory benefits to 100% of its regular employees. Listed below are these mandatory requirements as well as some additional benefits that JGSHI and its subsidiaries offer its employees:
List of Benefits18
Y/N
% of male employees who availed for the year
% of female employees who availed for the year
Boundaries
| SSS
| Y | 9.74% | 11.91% | CCU, RBank, CEB, RLC, JGSOC |
| Philhealth | Y | 1.83% | 4.16% | |
| Pag-ibig Salary loan | Y | 8.10% | 10.46% | |
| Parental leaves | Y | 100% covered | 100% covered | CCU, RBank, CEB, RLC, JGSOC, URC |
| Vacation leaves | Y | 100% covered | 100% covered | |
| Sick leaves | Y | 100% covered | 100% covered | |
| Emergency leaves | Y | 100% covered | 100% covered | |
| Medical benefits (aside from PhilHealth) - (HMO) | Y | 100% covered | 100% covered | |
| Housing Assistance (aside from Pag-IBIG) | Y | 0.8% | 0.3% | URC |
| Retirement fund (aside from SSS) | Y | 0.26% | 0.31% | RLC, RBank |
| Further education support | Y | 1.18% | 1.68% | CEB, RBank, RLC |
| Company stock options | Y | 0.03% | 0.01% | URC19 |
| Telecommuting | Y | 9% | 33% | URC |
| Flexible-working Hours | Y | 5% | 6% | URC20 |
| Others:
| Y | CCU21 |
Note:
18 URC 100% coverage for all mentioned regular employee benefits except housing assistance
19 Company stock options are only applicable to select executive officers in URC
20 Flexible working hours are only applicable to employees working in the head office
This covers JGSHI CCU employees only. Benefits not mandated by the government are specifically allocated by the business units based on what is most suitable to their industry and their employees’ needs. While JGSHI ensures that 100% of eligible employees are given government-mandated and company benefits
Employee Training and Development
Training hours provided to employees
Disclosure
Unit
Quantity
Boundaries
| Total training hours provided to employees | hours | 391,377 | CCU, RBank, CEB, RLC, JGSOC, URC |
| Male | hours | 71,576 | CCU, RBank, CEB, RLC, JGSOC |
| Female | hours | 78,082 | |
| Average training hours per employee | hours/ employee | 16.93 | CCU, RBank, CEB, RLC, JGSOC, URC |
| Male | hours/ employee | 15.42 | CCU, RBank, CEB, RLC, JGSOC |
| Female | hours/ employee | 14.71 |
Labor Management Relations
Disclosure
Unit
Quantity
Boundaries
| Percentage of employees covered with Collective Bargaining Agreements | % | 11.03 | URC and CCU |
| Number of consultations conducted with employees concerning employee-related policies | # | 16 | URC and CEB RLC |
Labor Laws and Human Rights
Disclosure
Unit
Quantity
| Number of legal actions or employee grievances involving forced or child labor | # | 0 |
| Topic | Y/N | If Yes, cite reference in the company policy |
|---|---|---|
| Forced labor | Y | The Company adopts and complies with the rules and regulations issued by the Department of Labor and Employment. Moreover, the Company ensures that engaged Service Providers comply with the same. |
| Child labor | Y | The Company adopts and complies with the rules and regulations issued by the Department of Labor and Employment. Moreover, the Company ensures that engaged Service Providers comply with the same. |
| Human Rights | Y |
|
Occupational Health and Safety
Disclosure
Unit
Quantity
| Safe Man-Hours | hours | 93,248,790 |
| Number of safety drills conducted | # | 272 |
| Number of work-related injuries | # | 341 |
| Number of work-related fatalities | # | 4 |
| Number of work-related ill-health | # | 0 |
| Number of Lost Time Incidents (LTI) | # | 66 |
| Number of Days lost due to LTI | # | 27,386 |
| Number of First Aid Incidents | # | 219 |
| Number of Medical Treatment Incidents | # | 61 |
| All Injury Frequency Rate (AIFR) | rate | 4.15 |
Governance
Anti-corruption
Training on Anti-corruption Policies and Procedures
Disclosure
Unit
Quantity
Boundaries
| Percentage of employees to whom the organization’s anti-corruption policies and procedures have been communicated to | % | 100 | This total accounts for employees in JGS to whom the Code of Business Conduct have been communicated to |
| Percentage of business partners to whom the organization’s anticorruption policies and procedures have been communicated to | % | 100 | This total accounts for suppliers in JGS to whom the Code of Business Conduct, the Code of Discipline, and related Offenses Subject to Disciplinary Actions (OSDA) have been communicated to during the onboarding and orientation processes. |
| Number of directors and management that have received anti-corruption training | % | 100 | The Board of Directors took the Business Conduct and Ethics E-learning Refresher Course, which includes the Anti-Bribery and Anti-Corruption Policy.22 |
| Percentage of employees that have received anti-corruption training23 | % | 100 | This total accounts for employees who took the Business Conduct and Ethics E-learning Refresher Course27, which includes the Anti-Bribery and Anti-Corruption Policy |
22 The company created an e-learning refresher course on the Code of Business Conduct, which discussed in detail the definition of corruption, the laws, rules and regulations covering the said topic, Anti-Bribery and Anti-Corruption Policy, Conflict of Interest Policy, among other corporate governance policies.
23 All RBank employees are required to take the Anti-Money Laundering Act training annually. URC will also roll-out an E-Module of the Code of Business Conduct where URC employees shall be asked to watch and take the exam to gauge comprehension and retention of the Company policies and guidelines. The Anti-Corruption policies and programs are made available online for all employees for their easy access, reference and guidance.
Disclosure
Unit
Quantity
Boundaries
Number of incidents in which directors were removed or disciplined for corruption | # | 0 | CCU |
Number of incidents in which employees were dismissed or disciplined for corruption | # | 0 | CCU |
Number of incidents when contracts with business partners were terminated due to incidents of corruption | # | 0 | CCU |
Disclosure
Unit
Quantity
No. of data breaches, including leaks, thefts and losses of data | # | 0 |
JGS implements cyber-security capability increase and preventive measures to ensure the security of confidential company data. As of to date, the Data Privacy Policy and Information Security (InfoSec) Policies applicable to the whole conglomerate are in place.
The Company established the Information Security Management Systems (ISMS) Policies that institutionalized information security as part of the Conglomerate’s enterprise risk management, protect the Company’s information assets and reputation, and to comply with relevant laws and regulations.
The ISMS consists of the following:
1. Core Information Security Policies drive the primary objectives of the ISMS: establish, maintain, and improve information security
Information Security Policy aims to establish, maintain, and continuously improve the ISMS to protect information assets, maintaining competitive advantage and increasing stakeholders’ confidence.
Information Asset Management Policy aims to define and classify information assets in both physical and electronic formats and provide guidance on how to appropriately handle information assets according to classification.
Information Security Incident Management Policy aims to mandate a structured approach in managing incidents that compromise corporate information and personal data of the business units’ customers.
Compliance Policy aims to ensure that Business Units comply with applicable legal, regulatory requirements and contractual obligations, when conducting business activities.
2. Organizational Policies aim to establish Information Security organization, roles and responsibilities as well as accountability of those who have access to corporate information
Information Security Internal Organization Policy aims to establish the appropriate internal organization that ensure security of information assets
Human Resource Security Policy aims to protect the company’s business interests by ensuring that employees and contractors understand and fulfill their roles and responsibilities to preserve information security before, during, and after employment
Supplier Relations Policy aims to mandate controls that protect information assets exposed to suppliers and preserve the integrity of supplier selection activities
3. Access and Use Policies enforce controls for access and authorization, as well as acceptable use of information assets
Access Control Policy aims to Implement adequate measures to regulate access to different information assets and facilities, ensuring that facilities and equipment are only accessed by authorized personnel
Acceptable Use of Assets Policy aims to ensure that employees understand how corporate assets should and should not be used, ensuring that the BU gets the most value out of its corporate assets and networks to avoid unintended security breaches.
Physical and Environmental Security Policy aims to protect corporate assets and information by mandating controls that prevent unauthorized physical access to company premises, as well as equipment that support business operations
Mobile Device and Teleworking Policy aims to establish rules for the use, management and security of all mobile devices that process company information and establish rules for conducting official business outside the work premises
4. Operational Security Policies refer to the implementation of technical controls to maintain the target level of security
Cryptographic Controls Policy aims to apply cryptographic controls (i.e. encryption) on confidential electronic information (e.g. files, databases), to add another layer of protection and prevent unauthorized use or disclosure.
Operations Security Policy aims to apply appropriate controls to ensure that day to day operations are carried out in a controlled and a secure manner.
Communications Security Policy aims to implement measures that will protect information as it moves both within the corporate network and outward.
Data Security Policy aims to implement measures to protect corporate information from possible loss and leakage, avoiding breaches to legal, statutory or contractual obligations.
Secure Development Policy aims to protect corporate information and minimize breaches by ensuring that information security is taken into consideration when developing or acquiring systems and services.
Regular and ad hoc exercises ensure the relevant teams practice cyber incident response and breach management procedures.
A 24/7 Security Operations Center was established in January 2020 to continuously monitor JGS’ information assets and help protect the enterprise security baseline.
Corporate IT Audit conducts year-on-year assessments on JGS Information Security Office’s programs and activities ensuring alignment to corporate policies, statutory and regulatory requirements and enterprise risk management
Habitats Protected
Area
Description
Wetland No. 8 in Boracay | 1.8 Ha | JGSOC has partnered with DENR-BMB to rehabilitate and restore Wetland No. 8, a 1.8-hectare swamp and marshland located in Brgy. Manocmanoc in Boracay Island that is home to 39 species of trees and 20 faunal species of birds, fish, mammals and gastropods. Dubbed as Para sa Atong Cagban Bobon Project, JGSOC launched the initiative in July 2019 with the objective of restoring the environmental sustainability of Wetland No. 8 and prevent further degradation of its ecosystem, espousing a private-public sector collaborative approach with involvement of other stakeholder communities. | |
Artificial reef in Batangas Bay | 160 m2 | The JGSOC Artificial Reef Project is located in a sandy area along the coastal zone of Barangay Simlong in Batangas City, near the JGSOC petrochemical complex. The artificial reefs function similarly to natural reefs, providing protection and habitat for a diverse range of marine life. Each artificial reef is a concrete block measuring approximately two (2) cubic feet. According to the latest monitoring survey of the faunal communities found at the sites, conducted last February 2021 by the Batangas Community Divers Seal, Inc (BCDSI), there have been positive changes in marine biodiversity in the area. | |
URC-wide tree planting and nurturing activities | 5,900 seedlings | URC-wide tree planting and nurturing activities were conducted across different sites identified to be with high biodiversity value. |
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas
Protected Areas affected by Operations
International Union for Conservation of Nature (IUCN) Red List Species in protected areas affected by Operation
IUCN Red List Category
JGSOC Batangas plant operates in a city-designated heavy industrial zone along Batangas Bay, along with several other industries such as the Batangas port, tank farms and depots, several power plants, food manufacturing facilities and other similar companies. | Batangas Bay is within a Key Biodiversity Area located in the Verde Island Passage | The company has no operations affecting the habitats of species listed in IUCN17 Red list species and national conservation list species. | n/a | |
CMC Davao Flour Mill located in Km 10 Sasa, Buhangin District, Davao City, Davao del Sur is situated on the gulf’s west coast. Davao City is among the four provinces that surrounds Davao Gulf which is listed by DENR-Biodiversity Management Bureau as Key Biodiversity Area | Davao gulf situated in the southeastern part of Mindanao is one of the priority conservation areas of the Sulu-Sulawesi Marine Ecoregion. It is a breeding and nursery ground for small and large species, with frequent sightings of whale sharks, dugongs and leatherback turtles, among the list of species cited in the Convention on the International Trade of Endangered Species (Source: WWF) | The company has no operations affecting the habitats of species listed in IUCN17 Red list species and national conservation list species. | n/a |