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This report has been prepared in accordance with the GRI Standards: Comprehensive option. The content index lists Universal and Topic-specific Standards Disclosures and Electric Utilities Sector Disclosures issued in 2016/2018 and 2013, respectively. It also summarizes First Gen’s coverage and details where we report in relation to each Standard Disclosure. For the Materiality Disclosures Service, GRI Services reviewed that the GRI Content Index is clearly presented and references for disclosures 102-40 to 102-49 align with appropriate sections in the body of the report. For a detailed explanation of GRI Standard Disclosures, please visit www.globalreporting.org.
| GRI Standard | Disclosure Number | Disclosure Title | Link to Related Page | Direct Answers and Omissions |
|---|---|---|---|---|
| GRI 101 FOUNDATION 2016 | ||||
| GRI 102 DISCLOSURES 2016 | ||||
| ORGANIZATIONAL PROFILE | 102-1 | Name of the organization | About the Report | |
| 102-2 | Activities, brands, products, and services | 2019 Company Performance Why First Gen | ||
| 102-3 | Location of headquarters | 6/F Rockwell Business Center Tower 3, Ortigas Ave, Pasig City, 1604 | ||
| 102-4 | Location of operations | (1) Philippines | ||
| 102-5 | Ownership and Legal Form | Why First Gen Corporate Structure | ||
| 102-6 | Markets served | 2019 Company Performance | MERALCO, CEPALCO, NPC (for power generation & steam sales), WESM, NGCP, electric cooperatives and industrial customers pursuant to the PPAs and PSAs, and FIT located in Luzon, Visyas and Mindanao Grid. | |
| 102-7 | Scale of the organization | 2019 Company Performance Why First Gen Our Value Creation Diagram | ||
| 102-8 | Information on employees and other workers | Our Value Creation Diagram Social Performance | ||
| 102-9 | Supply chain | Our Value Chains | ||
| 102-10 | Significant changes to organization and its supply chain | There was no significant change in the location and supply chain from 2018 to 2019. In 2019, First Gen bought back a total of 33.0 million common shares from the open market under its existing share buyback program. Outstanding common shares as of December 31, 2019 was 3,609.9 million and the public float was 31.5%. There was no new share issuance to raise funds, and FPH remains the majority shareholder of the Company. | ||
| 102-11 | Precautionary Principle or approach | Management Approach to Capitals | ||
| 102-12 | External initiatives | Management Approach to Capitals Hydroelectric Performance | In addition to the ISO certification, First Gen discloses its environmental performance in the CDP portal and follows the GRI Standards and Integrated Reporting Framework in its Integrated Report | |
| 102-13 | Membership of Associations | Philippine Independent Power Producers Association Philhydro Association Inc. Semiconductor and Electronics Industries in the Philippines Business for Sustainable Development National Renewable Energy Board Philippine Disaster Resilience Foundation Pollution Control Association of the Philippines, Inc. Retail Electricity Suppliers Association | ||
| STRATEGY | ||||
| 102-14 | Statement from senior decision-maker | Chairman's Message | ||
| 102-15 | Key impacts, risks and opportunities | Our Value Creation Diagram Risk and Opportunities | ||
| ETHICS AND INTEGRITY | ||||
| 102-16 | Values, principles, standards and norms of behavior | About the Company Ethics and Compliance | ||
| 102-17 | Mechanism for advice and concerns about ethics | Ethics and Compliance | ||
| GOVERNANCE | ||||
| 102-18 | Governance structure | Board of Directors | ||
| 102-19 | Delegating authority | Board of Directors | ||
| 102-20 | Executive level responsibility for economic, environmental and social topics | Management Approach to Capitals | Mr. Renato A. Castillo, Senior vice president and Chief Risk Officer, is part of the Company’s senior management. He leads and oversees the company’s sustainability initiatives and activities with the guidance from the company’s sustainability champion and President, Francis Giles B. Puno. His functions include determining the underlying needs, risks and opportunities for the company; identifying enhancements in the sustainability efforts and programs; and overseeing the performance and engagements of the company with the stakeholders for a mutual-benefit-relations. He also collaborates with the FPH Corporate Sustainability Group Head, Agnes De Jesus for synergy of direction and alignment of strategies. | |
| 102-21 | Consulting stakeholders on economic, environmental and social topics | Materiality Corporate Social Responsibility | ||
| 102-22 | Composition of the highest governance body and committees | Board of Directors | ||
| 102-23 | Chair of the highest governance body | Board of Directors | Mr. Federico R. Lopez is both the Chairman of the Board, and the Chief Executive Officer of First Gen. The particulars regarding this, and the functions as Chairman and CEO are disclosed in the Integrated Annual Corporate Governance Report (as of May 2018), Recommendation 5.4, pp. 66 - 71. | |
| 102-24 | Nominating and selecting the highest gpvernance body | Board of Directors | The company’s Manual on Corporate Governance requires the members of the company’s Nomination and Governance Committee to review and evaluate the qualifications of all persons nominated to the board to ensure that each board election will result in a mix of proficient directors, each of whom will be able to add value and bring prudent judgment to the board. The committee does not discriminate against any person by reason of that person’s age, race, sex, religion, and marital status. Among the factors considered by the committee are: expertise in the power industry; financial, marketing, international, risk management, legal, human resources, technological, and operational expertise; and gender diversity. Stockholders votes for or against the election of qualified nominees to the Board are also taken into account in the process. | |
| 102-25 | Conflicts of Interest | Ethics and Compliance | The process and mechanism laid down to detect, determine and resolve any possible conflict of interest between the company and/or its group and their directors, officers, and significant shareholders are disclosed in the Company’s Integrated Annual Corporate Governance Report (as of May 2018), Recommendation 7.1, pp. 81 - 82. | |
| 102-26 | Role of setting governance body in setting purpose, values, and strategy | Board of Directors | ||
| 102-27 | Collective knowledge of highest governance body | Board of Directors | As per the Manual on Corporate Governance, the Board may require a newly-elected Director to attend a seminar on corporate governance conducted by any duly-recognized private or government institution. Appropriate training opportunities for both existing and potential directors may from time to time be identified and undertaken as assessed. The enumerated list of the trainings attended by the Directors are listed in the Annual Corporate Governance Report (as of May 2018). | |
| 102-28 | Evaluating the highest governance body's performance | The process followed and critera used in assessing the annual performance of the board and its committees, individual director, and the CEO/President are disclosed in the Annual Corporate Governance Report (as of May 2019), | ||
| 102-29 | Identifying and managing economic, environmental, and social impacts | Management Approach to Capitals Board of Directors | ||
| 102-30 | Effectiveness of risk management processes | Management Approach to Capitals Board of Directors | ||
| 102-31 | Review of economic, environmental, and social topics | Management Approach to Capitals Board of Directors | ||
| 102-32 | Highest governance body's role in sustainability reporting | About the Report | ||
| 102-33 | Communicating critical concerns | Management Approach to Capitals Board of Directors | ||
| 102-34 | Nature and total number of critical concerns | Board of Directors | The classification and nature of critical concerns depends on the internal business unit directly involved in or handling the concerns. These concerns typically involve operations, financing and/or regulations covering the Company. Critical issues are verified and assessed and raised to management and/or the Board of Directors, as needed. | |
| 102-35 | Remuneration policies | Board of Directors | ||
| 102-36 | Process for determining remuneration | The Compensation and Remuneration Committee has the principal function of studying and recommending an appropriate compensation and/or rewards system, and designate the amount of remuneration which shall be in a level sufficient to attract and retain directors and officers who are needed to run the Corporation successfully. The Committee also reviews the Company's human resources development or personnel handbook to strengthen provisions on conflict of interest, policies on salaries and benefits, and directives on promotion and career advancement. Members of the Compensation and Remuneration Committee can directly consult and confer with any member of management or employee of the Corporation to ask questions and request reports and other documents relating to any issue that is of interest to the committee. Likewise, members of the Board can directly confer and consult with external advisors. | ||
| 102-37 | Stakeholder's involvement in remuneration | As per the Compensation and Remuneration Committee Charter, which is publicly available in the Company website (http://www.firstgen.com.ph/corporate-governance/boardcommittees/ board-committee-charter/), the Compensation and Remuneration Committee shall establish a policy on remuneration of directors and officers to ensure that their compensation is consistent with the Company’s culture, strategy, and the business environment in which it operates. In May 2010 the stockholders passed a resolution fixing the annual compensation of the Board of Directors at an amount not to exceed ¾ of 1% of the company’s net income before income tax for the preceding year. This decision was approved by stockholders on May 12, 2010. | ||
| 102-38 | Annual total compensation ratio | Omission: Provision of information is restricted by confidentiality and security considerations | ||
| 102-39 | Percentage increase in annual total compensation ratio | Omission: Provision of information is restricted by confidentiality and security considerations | ||
| STAKEHOLDER ENGAGEMENT | ||||
| 102-40 | List of stakeholder groups | Materiality | ||
| 102-41 | Collective bargaining agreements | First Gen is non-unionized. EDC has 12 unions covering 32% of its employees. | ||
| 102-42 | Identifying and selecting stakeholder | Materiality | ||
| 102-43 | Approach to stakeholder engagement | Materiality | ||
| 102-44 | Key topics and concerns raised | Materiality | ||
| REPORTING PRACTICE | 102-45 | Entities included in the consolidated financial statements | First Gen Corporation and operating companies First Gas Power Corporation (FGPC), FGP Corp. (FGP), First Natgas Power Corporation (FNPC), First Gen Hydro Corporation (FG Hydro), First Gen Energy Solutions, Inc. (FGES), FG Bukidnon Power Corporation ((FG Bukidnon) and Energy Development Corporation (EDC). | |
| 102-46 | Defining report content and topic boundaries | Materiality | ||
| 102-47 | List of material topics | Materiality | ||
| 102-48 | Restatements of informaton | There are no restatements of information | ||
| 102-49 | Changes in reporting | The scope of reporting has included performance of EDC and FG Hydro. | ||
| 102-50 | Reporting period | About the Report | ||
| 102-51 | Date of most recent report | May 9, 2019 | ||
| 102-52 | Reporting cycle | About the Report | ||
| 102-53 | Contact point for questions regarding the report | About the Report | ||
| 102-54 | Claims of reporting in accordance with the GRI Standards | This report has been prepared in accordance with the GRI Standards: Comprehensive Option | ||
| 102-55 | GRI Content Index | References | ||
| 102-56 | External Assurance | Omission: The report is currently not externally assured. Measures were taken internally to ensure accountability and accuracy of reported information to the extent possible. | ||
| GRI Standard | Disclosure Number | Disclosure Title | Link to Related Page | Direct Answers and Omissions |
|---|---|---|---|---|
| GRI 200 ECONOMIC STANDARD SERIES 2016 | ||||
| ECONOMIC PERFORMANCE | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 201: ECONOMIC PERFORMANCE 2016 | 201-1 | Direct economic value generated and distributed | 2019 Company Performance Our Value Creation Diagram | |
| 201-2 | Financial implications and other risks and opportunities for the organization's activities due to climate change | Risk and Opportunities | ||
| 201-3 | Defined benefit plan obligations and other retirement plan | First Gen has distinct, funded, noncontributory, defined benefit retirement plans, which covers all permanent employees, each administered by the committees of each subsidiary | ||
| 201-4 | Financial assistance received from government | Our Value Creation Diagram | Actual duties waived in 2019 amounted to USD 1,365,925.86 | |
| MARKET PRESENCE | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals Board of Directors Human Resources Social Performance | |
| 103-2 | The management approach and its components | Management Approach to Capitals Board of Directors Human Resources Social Performance | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals Board of Directors Human Resources Social Performance | ||
| GRI 202: MARKET PRESENCE 2016 | 202-1 | Ratios of standard entry level wage by gender compared to local minimum wage | First Gen complies with the minimum wage rate set by the DOLE, regardless of the gender of the employee. | |
| 202-2 | Proportion of senior management hired from the local community | Natural Gas Performance | Majority of the members of senior management are from significant locations of operations: the Head Office and operating plants in various places in the Philippines | |
| INDIRECT ECONOMIC IMPACTS | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 203: INDIRECT ECONOMIC IMPACTS 2016 | 203-1 | Infrastructure investments and service supported | Wind and Solar Performance Contributions to UN Sustainable Development Goals | |
| 203-2 | Significant indirect economic impacts | Natural Gas Performance Contributions to UN Sustainable Development Goals | ||
| PROCUREMENT PRACTICES | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Social Performance | |
| 103-2 | The management approach and its components | Social Performance | ||
| 103-3 | Evaluation of the Management Approach | Social Performance | ||
| GRI 204: PROCUREMENT PRACTICES 2016 | 204-1 | Proportion of spending on local suppliers | Our Value Creation Diagram | 94.5% of purchases and services sourced from Local Suppliers. Local in this disclosure pertains to suppliers that are Philippine-based |
| ANTI-CORRUPTION | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Board of Directors Ethics and Compliance | |
| 103-2 | The management approach and its components | Board of Directors Ethics and Compliance | ||
| 103-3 | Evaluation of the Management Approach | Board of Directors Ethics and Compliance | ||
| GRI 205: ANTI-CORRUPTION 2016 | 205-1 | Operations assessed for risks related to corruption | First Gen has a Policy on Anti-Bribery and Corruption, where the company, in upholding the principles of honesty, integrity, and transparency in conducting business, strictly prohibits any form of bribery and corruption within the Company as well as in dealing with business partners, service providers, customers and governmental agencies and instrumentalities. Part of the Risk Management process is the assessment of operational and project risks based on general risk classifications which include political, regulatory and social risks. Under these classifications, the probability and impact of perceived and/or actual attempts for corruption are identified, analyzed and mitigated. In the existing Risk Management classifications, Risks related to Corruption falls under Political Risk: Governance (perceived or actual attempts for corruption) to which all business units were assessed. In the risk classifications of the ERM group, Risks related to Corruption will be covered by Fraud and Ethical risks. | |
| 205-2 | Communication and training about anti-corruption policies and procedures | The Company's Policy on Anti-corruption and bribery is published in its website and open for the public's viewing. Thus, all concerned members, business partners, and stakeholders of the organization are expected to, and are free to access such information. | ||
| 205-3 | Confirmed incidents of corruption and actions taken | There are no confirmed cases of corruption for the reporting period. | ||
| ANTI-COMPETITIVE BEHAVIOR | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Board of Directors Ethics and Compliance | First Gen complies with the anti-competitive laws (Republic Act No. 10667, or the Philippine Competition Act (PCA)), and the spirit of the EPIRA law. The company only participate in competitive bids to ensure arms-length transactions. The commitment is to remain compliant to the regulating laws and policies of the industry and to take an active part in defending the company’s rights and business interests during the proposition of new or adjustments to laws and policies. The power marketing and legal departments handle this topic in the organization. They ensure the compliance with government regulations as well as monitor relevant laws and guidelines. |
| 103-2 | The management approach and its components | Board of Directors Ethics and Compliance | ||
| 103-3 | Evaluation of the Management Approach | Board of Directors Ethics and Compliance | ||
| GRI 206: ANTI-COMPETITIVE BEHAVIOR 2016 | 206-1 | Legal actions for anti-competitive behavior, anti-trust and monopoly practices | There are no confirmed cases for the reporting period. | |
| GRI Standard | Disclosure Number | Disclosure Title | Link to Related Page | Direct Answers and Omissions |
|---|---|---|---|---|
| GRI 300 SERIES ENVIRONMENTAL STANDARDS SERIES 2016/2018 | ||||
| MATERIALS | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 301: MATERIALS 2016 | 301-1 | Materials used by weight or volume | Our Value Creation Diagram | |
| 301-2 | Recycled input materials used | Omission: The power plants use fuel as sources of energy, which is not recyclable. | ||
| 301-3 | Reclaimed products and their packaging materials | Omission: The Company is engaged in the business of electricity generation. This disclosure is not applicable to our operations or value chain. | ||
| ENERGY | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 302: ENERGY 2016 | 302-1 | Energy consumption within the organization | Our Value Creation Diagram | |
| 302-2 | Energy consumption outside of the organization | Environmental Performance | ||
| 302-3 | Energy Intensity | Environmental Performance | ||
| 302-4 | Reduction of energy consumption | Geothermal Performance Environmental Performance | ||
| 302-5 | Reductions in energy requirements of products and services | There are no reduction programs implemented during the period. | ||
| WATER AND EFFLUENTS | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 303: WATER AND EFFLUENTS 2018 | 303-1 | Interactions with water as a shared resource | Environmental Performance | |
| 303-2 | Management of water discharge-related impacts | Management Approach to Capitals Environmental Performance | ||
| 303-3 | Water withdrawal | Our Value Creation Diagram Environmental Performance | ||
| 303-4 | Water discharge | Our Value Creation Diagram Environmental Performance | ||
| 303-5 | Water consumption | Environmental Performance | ||
| BIODIVERSITY | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 304: BIODIVERSITY 2016 | 304-1 | Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | Environmental Performance | |
| 304-2 | Significant impacts of activities, products, and services on biodiversity | Our Value Creation Diagram Environmental Performance | ||
| 304-3 | Habitats protected or restored | Geothermal Performance Environmental Performance | ||
| 304-4 | IUCN Red List species and national conservation list species with habitats in areas affected by operations | Environmental Performance | ||
| EMISSIONS | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 305: EMISSIONS 2016 | 305-1 | Direct (Scope 1) GHG emissions | Our Value Creation Diagram Environmental Performance | |
| 305-2 | Energy indirect (Scope 2) GHG emissions | Our Value Creation Diagram Environmental Performance | ||
| 305-3 | Other indirect (Scope 3) GHG emissions | Our Value Creation Diagram Environmental Performance | ||
| 305-4 | GHG emissions intensity | Environmental Performance | ||
| 305-5 | Reduction of GHG emissions | Environmental Performance | ||
| 305-6 | Emissions of ozone-depleting substances (ODS) | There were no production, import and export of ODS during the period. | ||
| 305-7 | Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions | Environmental Performance | ||
| EFFLUENTS AND WASTE | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 306: EFFLUENTS AND WASTE 2016 | 306-1 | Water discharge by quality and destination | Management Approach to Capitals Environmental Performance | |
| 306-2 | Waste by type and disposal method | Our Value Creation Diagram Environmental Performance | ||
| 306-3 | Significant spills | Environmental Performance | ||
| 306-4 | Transport of hazardous waste | No hazardous waste is transported out of the country. | ||
| 306-5 | Water bodies affected by water discharges and/or runoff | Environmental Performance | ||
| ENVIRONMENTAL COMPLIANCE | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 307: ENVIRONMENTAL COMPLIANCE 2016 | 307-1 | Non-compliance with environmental laws and regulations | Management Approach to Capitals Our Value Creation Diagram Environmental Performance | |
| SUPPLIER ENVIRONMENTAL ASSESSMENT | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 308: SUPPLIER ENVIRONMENTAL ASSESSMENT 2016 | 308-1 | New suppliers that were screened using environmental criteria | Environmental Performance | |
| 308-2 | Negative environmental impacts in the supply chain and actions taken | Environmental Performance | ||
| GRI Standard | Disclosure Number | Disclosure Title | Link to Related Page | Direct Answers and Omissions |
|---|---|---|---|---|
| GRI 400 SOCIAL STANDARDS SERIES 2016/2018 | ||||
| EMPLOYMENT | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals Human Resources | |
| 103-2 | The management approach and its components | Management Approach to Capitals Human Resources | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals Human Resources | ||
| GRI 401: EMPLOYMENT 2016 | 401-1 | New employee hires and employee turnover | Human Resources | |
| 401-2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees | The company provide its employees with all benefits mandated by the Philippine labor code such as 13th month pay, paternal leaves and overtime pay. | ||
| 401-3 | Parental leave | Social Performance | ||
| LABOR/MANAGEMENT RELATIONS | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 402: LABOR/MANAGEMENT RELATIONS 2016 | 402-1 | Minimum notice periods regarding operational changes | For First Gen, no minumum notices. For EDC, at least four weeks or 30 days before an operational change is implemented. For EDC, the CBAs have a provision on venue for discussion between labor and management, the frequency of meetings specified, and which consultation may include on operational changes in the organization. | |
| OCCUPATIONAL HEALTH AND SAFETY | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 403: OCCUPATIONAL HEALTH AND SAFETY 2018 | 403-1 | Occupational health and safety management system | Management Approach to Capitals Social Performance | |
| 403-2 | Hazard identification, risk assessment, and incident investigation | Social Performance | ||
| 403-3 | Occupational health services | Social Performance | ||
| 403-4 | Worker participation, consultation, and communication on occupational health and safety | Social Performance | ||
| 403-5 | Worker training on occupational health and safety | Social Performance | ||
| 403-6 | Promotion of worker health | Human Resources Social Performance | ||
| 403-7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | Social Performance | ||
| 403-8 | Workers covered by an occupational health and safety management system | Social Performance | ||
| 403-9 | Work-related injuries | Social Performance | ||
| 403-10 | Work-related ill health | Social Performance | ||
| TRAINING AND EDUCATION | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals Social Performance | |
| 103-2 | The management approach and its components | Management Approach to Capitals Human Resources | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals Human Resources | ||
| GRI 404: TRAINING AND EDUCATION 2016 | 404-1 | Average hours of training per year per employee | Our Value Creation Diagram Human Resources Social Performance | |
| 404-2 | Programs for upgrading employee skills and transition assistance programs | Wind and Solar Performance Human Resources | ||
| 404-3 | Percentage of employees receiving regular performance and career development reviews | Human Resources | ||
| DIVERSITY AND EQUAL OPPORTUNITY | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals Ethics and Compliance | |
| 103-2 | The management approach and its components | Management Approach to Capitals Ethics and Compliance | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals Ethics and Compliance | ||
| GRI 405: DIVERSITY AND EQUAL OPPORTUNITY 2016 | 405-1 | Diversity of governance bodies and employees | Board of Directors Social Performance | |
| 405-2 | Ratio of basic salary and remuneration of women to men | Omission: Provision of the information is restricted by confidentiality and security considerations. | ||
| NON-DISCRIMINATION | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 406: NON-DISCRIMINATION 2016 | 406-1 | Incidents of discrimination and corrective actions taken | No incidents of discrimination was reported during the reporting period. | |
| FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 407: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING 2016 | 407-1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk | None | |
| CHILD LABOR | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 408: CHILD LABOR 2016 | 408-1 | Operations and suppliers at significant risk for incidents of child labor | There are no reported incidents of child labor during the reporting period among the employees of the Company. We ensure hiring of applicants who are at least 18 years old. | |
| FORCED OR COMPULSORY LABOR | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 409: FORCED OR COMPULSORY LABOR 2016 | 409-1 | Operations and suppliers at significant risk for incidents of forced labor | For forced labor, no reports have been made as of date with regard to our operations and our suppliers. For our suppliers, the Company has a Vendor Accreditation Policy to validate their legal existence and financial capability to provide the product or service. | |
| SECURITY PRACTICES | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals Social Performance | |
| 103-2 | The management approach and its components | Management Approach to Capitals Social Performance | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals Social Performance | ||
| GRI 410: SECURITY PRACTICES 2016 | 410-1 | Security personnel trained in human rights policies or procedures | Social Performance | |
| RIGHTS OF INDIGENOUS PEOPLES | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 411: RIGHTS OF INDIGENOUS PEOPLES 2016 | 411-1 | Incidents of violations involving rights of indigenous peoples | No incidents of violations involving the rights of indigenous peoples for the period. | |
| HUMAN RIGHTS ASSESSMENT | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Social Performance | |
| 103-2 | The management approach and its components | Social Performance | ||
| 103-3 | Evaluation of the Management Approach | Social Performance | ||
| GRI 412: HUMAN RIGHTS ASSESSMENT 2016 | 412-1 | Operations that have been subject to human rights reviews or impact assessments | Social Performance | |
| 412-2 | Employee training on human rights policies or procedures | Social Performance | ||
| 412-3 | Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening | Social Performance | ||
| LOCAL COMMUNITIES | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals Corporate Social Responsibility | |
| 103-2 | The management approach and its components | Management Approach to Capitals Corporate Social Responsibility | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals Corporate Social Responsibility | ||
| GRI 413: LOCAL COMMUNITIES 2016 | 413-1 | Operations with local community engagement, impact assessments, and development programs | Natural Gas Performance Hydroelectric Performance Contributions to UN Sustainable Development Goals | All sites have local community engagement, impact assessments and development programs. |
| 413-2 | Operations with significant actual and potential negative impacts on local communities | No negative impacts on local communities. Preventive measures were conducted to manage potential risks. | ||
| SUPPLIER SOCIAL ASSESSMENT | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 414: SUPPLIER SOCIAL ASSESSMENT 2016 | 414-1 | New suppliers that were screened using social criteria | Social Performance | |
| 414-2 | Negative social impacts in the supply chain and actions taken | Social Performance | ||
| CUSTOMER HEALTH AND SAFETY | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 416: CUSTOMER HEALTH AND SAFETY 2016 | 416-1 | Assessment of the health and safety impacts of product and service categories | All of our operting plants were designed , built and designed per Industry Safety Standard. | |
| 416-2 | Incidents of non-compliance concerning the health and safety impacts of products and services | There were no incidents during the reporting period. | ||
| MARKETING AND LABELING | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | The management approach and its components | Management Approach to Capitals | |
| 103-2 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| 103-3 | Assessment of the health and safety impacts of product and service categories | Management Approach to Capitals | ||
| GRI 417: MARKETING AND LABELING 2016 | 417-1 | Requirements for product and service information and labeling | First Gen discloses the various sources of electricity to all its customers. | |
| 417-2 | Incidents of non-compliance concerning product and service information and labeling | None. | ||
| 417-3 | Incidents of non-compliance concerning marketing communications | None. | ||
| CUSTOMER PRIVACY | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 418: CUSTOMER PRIVACY 2016 | 418-1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | No substantiated complaints on customer privacy for the period. | |
| SOCIOECONOMIC COMPLIANCE | ||||
| GRI 103: MANAGEMENT APPROACH 2016 | 103-1 | Explanation of the material topic and its boundaries | Management Approach to Capitals | |
| 103-2 | The management approach and its components | Management Approach to Capitals | ||
| 103-3 | Evaluation of the Management Approach | Management Approach to Capitals | ||
| GRI 419: SOCIOECONOMIC COMPLIANCE 2016 | 419-1 | Non-compliance with laws and regulations in the social and economic area | There no incidents of non-compliance for the period. | |
| GRI Standard | Disclosure Number | Disclosure Title | Link to Related Page | Direct Answers and Omissions |
|---|---|---|---|---|
| ELECTRIC UTILITIES SECTOR DISCLOSURES | EU1 | Installed capacity, broken down by primary energy source and by regulatory regime | Why First Gen 2019 Company Performance | |
| EU2 | Net energy output broken down by primary energy source and by regulatory regime | Our Value Creation Diagram Natural Gas Performance Geothermal Performance Hydroelectric Performance Wind and Solar Performance | ||
| EU3 | Number of residential, industrial, institutional and commercial customer accounts | Our Value Creation Diagram | ||
| EU5 | Allocation of CO2 emissions, allowances or equivalent, broken down by Carbon Trading Framework | The Philippines is a Non-Annex 1 country and therefore has no binding carbon reduction targets or alllowances in the Kyoto Protocol. | ||
| EU10 | Planned capacity against projected electricity demand over the long term, broken down by energy source and regulatory regime | Our Value Creation Diagram Natural Gas Performance Hydroelectric Performance Risks and Opportunities | ||
| EU11 | Average generation efficiency of thermal plants by energy source and by regulatory regime | Natural Gas Performance | ||
| EU13 | Biodiversity of offset habitats compared to the biodiversity of the affected areas | Our Value Creation Diagram Geothermal Performance Social Performance | ||
| EU15 | Percentage of employees eligible to return in the next 5 and 10 years broken down by job category and by region | Social Performance | ||
| EU17 | Days worked by contractor and subcontractor employees involved in construction, operation and maintenance activities | Social Performance | ||
| EU18 | Percentage of contractor and subcontractor employees that have undergone relevant health and safety training | All of our contractors have undergone relevant health and safety training needed for their kind of work. | ||
| EU22 | Number of people physically or economically displaced and compensation, broken down by type of project | There were no construction of new plants and expansion of existing plants during the reporting period. Thus, no people were displaced or relocated. | ||
| EU25 | Number of injuries and fatalities to the public involving company assets, including legal judgments, settlements, and pending legal cases of diseases | No individuals from the public were affected by our operations during the reporting period. | ||
| EU26 | Percentage of population unserved in licensed distribution or service areas | Omission: Not applicable. The Company is primarily involved in power generation. | ||
| EU27 | Number of residential disconnections for non-payment, broken down by duration of disconnection and by regulatory regime | Omission: Not applicable. The Company is primarily involved in power generation. | ||
| EU28 | Power outage frequency | Omission: Not applicable. The Company is primarily involved in power generation. | ||
| EU29 | Average power outage duration | Omission: Not applicable. The Company is primarily involved in power generation. | ||
| EU30 | Average plant availability factor by energy source and by regulatory regime | Natural Gas Performance Hydroelectric Performance Wind and Solar Performance |
FIRST GEN CORPORATION
6th Floor Rockwell Business
Center Tower 3, Ortigas
Avenue Pasig City.
Philippines 1604
Tel No.: (632) 3449-6400
Fax Nos.: (632) 8635-2322
www.firstgen.com.ph
SyCip Gorres Velayo & Co.
(SGV & Co.) SGV Building,
6760 Ayala Avenue Makati
City, Philippines 1226
Tel No.: (632) 8891-0307
BDO Unibank Inc.
TIG-Securities Services
15th Floor, South Tower, BDO
Corporate Center, 7899
Makati Avenue, Makati City
0726
Tel Nos.: (632) 8840 7000, 8878
4053, 8878 4961
2020. All rights reserved. First Gen