Sustainability

Our Sustainability Journey - Deepening our Sustainability Commitment

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.

Our Sustainability Strategy and Targets

Building Responsiveness, Resiliency, and Relevance to our Business Strategies

Responsiveness through constant Stakeholder Engagement

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.

Our Investor Engagement Process

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.

Insight Session

  • Underwent a process to determine top shareholders across the conglomerate and other investors that showed interest on the companies’ sustainability performance
  • Developed ESG focused questionnaire and constructed engagement guidelines for interview

Engagement

Disseminated questionnaire and interviewed identified investors to get insights on the following topics:

  • How they use ESG Ratings in investment decision making
  • What ESG topics and disclosures are material to them
  • How aligned their ESG priorities are to those of ESG Ratings Agencies

Data Analysis

  • Enhanced understanding on how investors perceive ESG on their investment decisions
  • Confirmed that we share the same understanding on what key topics are material to us and used the feedback to guide us in prioritizing certain areas of sustainability for disclosure

Communication of Results

  • Communicated the study findings to JGS top management (Executive Leadership Council & Board of Directors) and sustainability champions across the conglomerate
  • Cascaded key relevant topics for the BUs and conducted workshops to incorporate investors’ feedback into our business and sustainability strategies

Embedding

  • Established a harmonized ESG data template that can be utilized by data owners across the group
  • Potential inclusion of identified priority topics in the sustainability disclosure
  • Adjust the group-wide data collection process and monitoring dashboards to reflect additional key metrics
Enhanced Sustainability Disclosure
Summary of findings:
  1. Based on engagement with investors, we are able to identify priority issues which we aim to disclose and guide our sustainability performance.
  2. Topics around Climate Change were identified as the priority environmental issue, which is aligned to one of our identified strategic pillars on our commitment to Climate Action.
  3. Investors are interested on forward-looking plans which include targets that need to be backed by clear roadmaps or key actions on how to achieve them.
Our Response:
  1. Integrate the identified priority topics into our Materiality process and work with our internal partners to provide data which can be eventually disclosed.
  2. Work with our subsidiaries to maintain focus on Climate Action to ensure yearly progress.
  3. Release our forward-looking plans (please refer to our ESG Targets page).

Our Sustainability Strategy and Commitments

Relevance to Our Business Success and Sustainable Development

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

Resiliency and Sustainability interwoven in our ESG Targets

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.

Our Process in Developing ESG Targets

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 enhanced our Enterprise Risk Management (ERM) process to better capture sustainability risk drivers and megatrends.
  • Each strategic business unit identified, assessed, prioritized, and built risk responses on their identified top risks.
  • JGS, then consolidated all SBU top risks.
  • Appropriate risk responses are set in place for each JGS top risks, with an established risk governance structure.
  • Each business reviewed the materiality and scanned which sustainable development issues they are best positioned to tackle while also generating business value.
  • We prioritized sustainability issues based on set criteria and defined a set of actions that are most strategic for the SBUs to implement.
  • The identified contribution of each business shape the development of our group-wide ambitions.
  • In 2022, we also set an engagement with investors to understand their view of sustainability as we accelerate our initiative to set long-term targets.
  • The strategic actions identified by each of our businesses were consolidated and aligned to the group’s five (5) focus areas. Our goal is to have collaborative action towards group-wide ambition.
  • The proposed targets of each business unit are presented and approved by the highest governing body of each of the subsidiaries.
  • Through the establishment of JGS’s Governance, Nomination, Remuneration and Sustainability Committee (GNRSC), formerly Corporate Governance and Sustainability Committee, we strengthen the integration of sustainability in our board level decision-making which includes the setting of targets.

Our ESG Targets

We have officially released our ESG targets in the President and CEO's report.

Read more

Our Sustainability Performance

Working collectively to achieve business success and contribute to sustainable development

Climate Action

In 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.

29,658,971 GJ

Total Energy Consumption

49.30%

Share of Own Generated Renewables to Total RE Consumption

1,668,296 GJ

Total Renewable Energy Consumption

2,615,183 tCO2e

GHG Emission

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

Resource Efficiency and Circularity

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.

26,534,593 m3

Water Withdrawal

14.32%

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.

1,981,157 tonnes

Renewable Materials

3.0%

Recycled Materials

URC Leads Group Wide Signature Initiative: Juan Goal for Plastic in place

RLC Residences Promotes Circularity

Shared Success

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.

₱314B

Economic Value (EV) Generated

₱317B

Economic Value (EV) Distributed

  • Payments to Employees
  • Payments to Suppliers
  • Payments to Capital Providers
  • Payments to Government
  • Payments to Communities

Supplier Experience:

Winning Partnership for Shared Success

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.

CEB continued to provide air transport services in support of humanitarian efforts and disaster relief

RLC’s Emergency Relief Operations to the Communities affected by calamities

RLC Launched Health and Nutritional Initiatives to Help the Most Vulnerable Communities

RLC Promotes Education and Supports Child Welfare Development

RLC Provides Opportunities and Services on Health and Well-being

Sustainable Procurement: Revolutionizing One URC Towards Sustainable Supply Chain

RBank Launched the “Future is Bright Program” to Support Education

RBank Partnered with Premiumbikes to Support Financial Inclusion

Employee Growth and Well-Being

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.

1.43:1

Male to Female Ratio

16.93 hrs/employee

Training Hours per Employee

66 hrs/employee

Lost Time Incidents

Sustainability Track in our Executive Development Program in 2022

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:

Sustainability Masterclass for CEO’s and Senior Executives

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:

  • 1st Session: Business Case for Sustainability and Leadership in the Age of Sustainability focuses on understanding how resource externalities in a competitive world link responsible business to the financial position and operational capabilities of JG Summit, diving deeper into consumer and regulator perspectives around responsible business.
  • 2nd Session: Sustainability, Climate Change & Finance focuses on the link between sustainability, climate change and financial institutions as providers of capital and explore the role of data and disclosure, sustainable (or green) investing and financing, and carbon markets.
  • 3rd Session: Circular Strategy focuses on introducing the two fundamental building blocks of circularity: Design for Circularity and Circular Business Mode.
  • 4th Session: Governance and Sustainability focuses on defining the notion of organizational sustainability from a governance perspective and using the Fair Process Leadership (FPL) framework.

Climate Leadership Series for Senior Leaders

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.

Pride in Performance Awards Recognizes Excellence within JG Summit Holdings

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.

Business Performance

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.

  • 1st Universal Robina Corporation SURE (Sugar and Renewables)
  • 2nd Robinsons Land Corporation Office Buildings Division
  • 3rd Robinsons Bank

Rising Star

  • Robinsons Retail Holdings Inc. – Rose Pharmacy
  • Robinsons Land Corporation Industrial and Integrated Developments
  • URC Packaging Group (BOPP & UFLEX)

Customer-centric Culture (Internal and External)

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

  • 1st Place: Cebu Pacific – CEB Super Pass
  • 2nd Place: Corporate Center Units & URC BCF – Business Data-driven Actions for Improving Supplier Experience (B-DA Suppliers or Suppliers ang Bida)
  • 3rd Place: RRHI Rose Pharmacy – Welcome Back Rose Pharmacy: Recovery by Refocusing on Customer Needs

Internal

  • 1st Place: RRHI Robinsons Supermarket – Automated Cash Management Solutions - Retail Systems
  • 2nd Place: Robinsons Retail Holdings, Inc. – Electronic Approval for Request for Payments (RFP) for Non-Trade Transactions
  • 3rd Place: Universal Robina Corporation – Agile Team: Back-Office Optimization for Sales Team (BOOST)

Digital Transformation

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.

  • 1st Data Analytics Ventures, Inc. – Launch of Go Rewards App an all-in-one lifestyle rewards app
  • 2nd Cebu Pacific – Refunds Reengineering
  • 3rd Robinsons Land Corporation – Robinsons Malls is Future-Proofing the Malling Experience through Digital Services

People Focus

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.

  • 1st Universal Robina Corporation – Human Resources, Agile Transformation Office
  • 2nd Corporate Center Units – Creating a Culture of Learning, Growth and Psychological Safety
  • 3rd Cebu Pacific – Celebrating Every Hue: Equity, Diversity and Inclusion

Purpose & Sustainability

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.

  • 1st Universal Robina Corporation – Improving Resource Utilization: Ingredients for A Healthy Planet and Sustainable Business
  • 2nd Cebu Pacific – Neo Way to Fly
  • 3rd Robinsons Bank – Building Bais: Equipping Planters Thru Access to Financial Services

URC’s Put People First

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:

  • Safety Maps indicating the risks and hazards in the area were developed by the Process Owners that would also guide new hires on the risks and hazards associated with their areas of assignment
  • Project S4K (Salin ng Kaalaman sa Kaligtasan, Kalusugan at Kapaligiran) is a condensed version of training on Operation Control Programs (OCP) targeting managers and supervisors
  • Project OWLS (OCP Webinar Learning Session) is focused on the conduct of refresher or learning sessions of OCPs based from critical accidents from the prior year
  • Project LTSE (Life Training in Safety Excellence) is an OCP training workshop designed for startup safety and environment, health & safety system
  • Project ICE (Information, Communication and Education) is a program designed to disseminate infographics or digests on selected topics of Environment, Health & Safety (EHS)

Programs on promoting Ownership:

  • Ensured all sites have a dedicated EHS Officer to oversee and implement safety programs
  • Reinforced Behavior-based Safety observation and Coaching to effect behavioral change in the way our employees look at safety --that it should be a Way of Life
  • Implemented Basic Equipment Care (BEC) Red and Blue Tagging which is a method to correct unsafe conditions wherein if the tag of an equipment is blue, it means that it can be fixed by an operator while if the tag is red, it should be fixed by maintenance

Better Choices

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.

Robinsons Land Giga Tower Turns Gold

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.

Cyberscape Gamma Is PH’s first EDGE-certified REIT Building

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.

URC Updates its Wellness Criteria

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

  • Threshold for Total Fat: No more than 30% of the total energy per serving and no more than 10% SaFa of the total energy (WHO 2016) 
  • Threshold for Sugar: Less than 6% Added Sugar in Beverages & <10% of Total Kcal per serving for other products (WHO SSB)
  • Threshold for Sodium: 1mg Sodium per Kcal per 100g product or per serving (WHO 2012/2016) 
  • Zero Trans Fat & Zero Cholesterol 
  • ≤ 230 calories per serving of snacks and beverages (WHO 2016)

B. Criteria guiding Enhanced Wellness

  • Products addressing micronutrient deficiency (Such as: Iron, Iodine, Zinc, Folate, Vitamin A and D as source) (CDC Micronutrient Facts 2021 / PAHO-WHO 2016 Nutrient Profiling)
  • Acceptable Macronutrient Distribution Range (AMDR) [Carbohydrate (55-70%), protein (10-15%) and fats (20-30%)] (National Academy of Science, FNB of the Institute of Medicine 2002/2004)
  • 100% Natural Ingredients (Recognizable ingredients, naturally sourced, minimally processed. Free from artificial flavors /  artificial colors / artificial preservatives / or synthetic additives.) 
  • 100% Plant based proteins 
  • Products using functional quality ingredients to improve wellness (Such as Protein, Fiber, Bioactives as source)

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.

Sustainability Annex

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 generated (Revenue)

(5,111)

(2,893)

Note

  • The amounts reflected herein are taken from the Company's audited financial statements for the year. Certain items in direct economic value distributed such as dividends given to stockholders are sourced from the previous years' economic value generated based on the SEC guidelines and found in the Company's balance sheet accounts. All other items are taken from the Company's financial statement. Hence, the economic value distributed can be greater than the economic value generated.
  • Philippine Financial Reporting Standards (PFRS) 5, Noncurrent Assets Held for Sale and Discontinued Operations, requires income and expenses from disposal groups to be presented separately from continuing operations, down to the level of profit after taxes. Robinsons Bank, in relation to its planned merger with BPI, qualifies as a disposal group held for sale, and as such, Robinsons Bank's revenues, expenses, and taxes for the year will be presented as a single line item in the consolidated income statement per 17A report called “Net income from discontinued operations”.

    For purposes of the sustainability report, references should be made to the total JG consolidated balances including Robinsons Bank.

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,
JGSOC, RBank, CCU 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,
JGSOC, RBank, CCU

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)

12

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

Water consumption

tonnes

18,956,215

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

16

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)

17

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)

18

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,
RLC, JGSOC

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,
RLC, JGSOC

Consultant, FTE and Project Based

#

154

CCU, RBank, CEB,
JGSOC

Probationary

#

1,869

CCU, RBank, CEB,
RLC, JGSOC

Employees by Length of Tenure

Disclosure

Unit

Quantity

Boundaries

< 1 years

#

3,301

CCU, RBank, CEB,
RLC, JGSOC

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,
RLC, JGSOC

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,
RLC, JGSOC

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,
RLC, JGSOC

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,
RLC, JGSOC

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,
RLC, JGSOC

Temporary or fixed term

#

178

New Hires by Place of Origin

Disclosure

Unit

Quantity

Boundaries

Local

#

3,647

CCU, RBank, CEB,
RLC, JGSOC

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,
RLC, JGSOC

Male

#

873

Female

#

1,106

Employee Turnover by Age Group

Disclosure

Unit

Quantity

Boundaries

Gen Z (26 and below)

#

445

CCU, RBank, CEB,
RLC, JGSOC

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,
RLC, JGSOC

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,
RLC, JGSOC

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

  • Salary Loan
  • Parental Benefit
  • Sickness Benefit

Y

9.74%
100% covered
6.12%

11.91%
100% covered
8.20%

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%
0.69%

0.01%
0.19%

URC19
CEB

Telecommuting

Y

9%
100%

33%
100%

URC
CCU

Flexible-working Hours

Y

5%
100%
8.46%

6%
100%
11.88%

URC20
CCU
CEB

Others:

  • Rice Subsidy
  • Medicine Allowance
  • Uniform Allowance
  • Other Employee Perks and Partnerships

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

  • 21

    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

  • Policy on Sexual Harassment
  • Policy on Health, Safety and Welfare (Protection of Company Employees, Creditors and other Stakeholders’ Rights)
  • Corporate Environment, Health and Safety Policy
  • Drug-Free Workplace Policy
  • Workplace Policy on Prevention Control of HIV and AIDS, Hepatitis B and Tuberculosis
  • Special Benefits for Women/Magna Carta for Women
  • Leave Benefits Policy (includes Expanded Maternity Leave, Solo Parent Leave, Vacation Leave, Sick Leave, Service Incentive Leave, Nuptial Leave, Emergency Leave, Bereavement Leave)
  • Whistleblowing Policy
  • Data Privacy Policy
  • Flexible Work Arrangement Policy
  • Work-From-Home Program
  • Mental Health and Wellness Policy
  • Retirement and Separation Benefits Policy
  • Hazard Pay Policy
  • Covid Protect Vaccination Policy
  • Information Security and Management Services Policies

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.

Incidents of Corruption

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

Customer Management

Data Security

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

1.1

Information Security Policy aims to establish, maintain, and continuously improve the ISMS to protect information assets, maintaining competitive advantage and increasing stakeholders’ confidence.

1.2

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.

1.3

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. 

1.4

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

2.1

Information Security Internal Organization Policy aims to establish the appropriate internal organization that ensure security of information assets

2.2

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

2.3

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

3.1

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

3.2

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.

3.3

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

4.4

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 

4.1

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.

4.2

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.

4.3

Communications Security Policy aims to implement measures that will protect information as it moves both within the corporate network and outward.

4.4

Data Security Policy aims to implement measures to protect corporate information from possible loss and leakage, avoiding breaches to legal, statutory or contractual obligations.

4.5

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

Biodiversity

Habitats Protected or Restored

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 affecting Biodiversity Protected Areas

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