First Gen Integrated Report 2019

References

GRI Content Index

GRI STANDARDS (“IN ACCORDANCE – COMPREHENSIVE”)

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