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. 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. This report is assured by an External Review Committee (ERC) hosted by the University of Asia and the Pacific Center for Social Responsibility. For a detailed explanation of GRI Standards Disclosures, please visit www.globalreporting.org.
| STANDARD | DISCLOSURE | PAGES/ANSWERS | OMISSIONS |
|---|---|---|---|
| GRI 101: Foundation 2016 | |||
| GRI102: Disclosures 2016 | |||
| Organizational Profile | 102-1 Name of the organization | About the Report | |
| 102-2 Activities, brands, products, and services | About the Company | ||
| 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 |
About the Company Corporate Structure |
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| 102-6 Markets served |
About the Company Manufactured Capital |
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| 102-7 Scale of the organization |
2020 Highlights Financial Capital |
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| 102-8 Information on employees and other workers |
2020 Highlights Human Capital Contribution to UN SDG |
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| 102-9 Supply chain |
First Gen Value Chain |
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| 102-10 Significant changes to the organization and its supply chain |
a) No changes in location of, or change in operations of the Company’s facilities. b) In 2020, First Gen has bought back a total of 21.0 million common shares from the open market under its existing share buyback program. Outstanding common shares as of December 31, 2020 was 3,597.9 million and the public float was 18.7%. There was no new share issuance to raise funds. c) No significant changes in the location of the suppliers and structure of the supply chain. |
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| 102-11 Precautionary Principle or approach |
Considering the results of environmental assessment, including the effects of climate change and its financial impact to the business, the Company adopted the “Mitigation Hierarchy Principle,”and practices a) avoidance of activity to prevent potential adverse impacts, b) minimization of the intensity and duration of adverse impacts, c) restoration to re-establish the natural system’s composition, structure, and function, and d) offsetting the adverse impacts on the operation. Meanwhile, First Gen’s adoption of the “Precautionary Principle” protects the ecosystems and prevents environmental degradation by ensuring that decisions with environmental implications are well studied and based on science. |
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| 102-12 External initiatives |
Natural Capital Intellectual Capital Awards and Certifications In addition to the ISO certification, First Gen discloses its environmental performance in the CDP portal and uses SASB, UN SDG, GRI Standards and Integrated Reporting Framework as references for the Integrated Report. |
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| 102-13 Membership of associations | Philippine Independent Power Producers Association, Semiconductor and Electronics Industries in the Philippines, Inc., Retail Electricity Suppliers Association, Business for Sustainable Development, Philippine Disaster Resilience Foundation, Pollution Control Association of the Philippines, Inc. | ||
| Strategy | 102-14 Statement from senior decision-maker | Chairman’s Message | |
| 102-15 Key impacts, risks, and opportunities | Our Risk Management Process | ||
| Ethics and Integrity | 102-16 Values, principles, standards, and norms of behavior | Lopez Credo and Values, Our Mission, Our Purpose, Our Chosen Path | |
| 102-17 Mechanisms for advice and concerns about ethics | The Company has a Code of Business Conduct and Ethics for the purpose of setting the principles and guidelines in the conduct of our company’s businesses and dealings with our stakeholders—its shareholders, customers, partners, government and employees. Likewise, the Company has a Manual on Corporate Governance that intends to institutionalize the principles of good corporate governance among the Board of Directors, Management, employees, and shareholders. In addition, the Company Code on Employee Discipline prescribes the penalty of dismissal for unethical or unlawful acts. These policies are available in the Company website. | ||
| Governance | 102-18 Governance structure | Our Corporate Governance | |
| 102-19 Delegating authority | Our Corporate Governance | ||
| 102-20 Executive-level responsibility for economic, environmental, and social topics | 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 |
Social and Relationship Capital Materiality The Company values the roles of our stakeholders and, as such, regularly consults and communicates with relevant parties including our customer(s), suppliers, shareholders, community, and employees. Details of our policies with regard to our stakeholders, are included in the Company’s Integrated Annual Corporate Governance Report for 2019, pp. 163-165. |
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| 102-22 Composition of the highest governance body and its committees | Board of Directors | ||
| 102-23 Chair of the highest governance body | Board of Directors | ||
| 102-24 Nominating and selecting the highest governance 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. |
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| 102-25 Conflicts of interest |
Corporate Policies 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 for 2019, Recommendation 7.1, p. 82. |
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| 102-26 Role of highest governance body in setting purpose, values, and strategy |
Board of Directors The Corporation’s vision and mission are reviewed by the board of directors during its Strategic Board Update which is conducted annually. Such vision and mission were revisited and affirmed by the directors during their annual board update held on September 11, 2019. Following their establishment and confirmation of the company’s vision and mission, the company’s directors formulate the corporate strategy to be executed by management. Overseeing the implementation of corporate strategies by management is one of the primary responsibilities of the company’s directors. |
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| 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 for 2019. |
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| 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 for 2019. | ||
| 102-29 Identifying and managing economic, environmental, and social impacts |
Our Risk Management Process Board of Directors |
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| 102-30 Effectiveness of risk management processes |
Our Risk Management Process The board of directors reviews and approves the Corporation’s Enterprise Risk Management (ERM) system as formulated and recommended by the Board Risk Oversight Committee (BROC). The board’s confirmation of the system is a commitment and affirmation of the adequacy of such risk management system. The ERM system and governance structure are reviewed and presented to the board of directors for its review and approval on an annual basis. The following criteria are used in the assessment of the effectivity of the risk management system: market position of the company, compliance with applicable rules and regulations, quality of services provided to customers, levels of exposure to interest rates as well as credit exposures to its customers. |
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| 102-31 Review of economic, environmental, and social topics |
Board of Directors On a quarterly basis, the BROC identifies the company’s strategic risk exposures. Risk owners are identified to develop, implement and monitor the treatment options for each strategic risk. For the succeeding year, these strategic risks and the success of the treatment options are reviewed by the BROC, and the list is accordingly updated for the next period. |
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| 102-32 Highest governance body's role in sustainability reporting | Certification from the Board | ||
| 102-33 Communicating critical concerns | The identification and nature of critical concerns depends on the department or operating group directly involved in or handling the concern. These concerns typically involve operations, financing, of and/ or regulations covering the Company. When a critical issue is identified, the department or operating group first studies the situation and raises the concern to various bodies such as the management, and/or the Board of Directors if need be. | ||
| 102-34 Nature and total number of critical concerns | |||
| 102-35 Remuneration policies | The remuneration policies for the Board of Directors and senior executives are available in the Annual Corporate Governance Report for 2019. | ||
| 102-36 Process for determining remuneration | Board of Directors | ||
| 102-37 Stakeholders involvement in remuneration | In May 2010 the stockholders passed a resolution fixing the annual compensation of the Board of Directors at an amount not to exceed 3⁄4 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 | Confidentiality constraints. Provision of information is restricted by confidentiality and security considerations. | ||
| 102-39 Percentage increase in annual total compensation ratio | Confidentiality constraints. Provision of information is restricted by confidentiality and security considerations. | ||
| Stakeholder engagement | 102-40 List of stakeholder groups | Materiality | |
| 102-41 Collective bargaining agreements | About 60.1% of employees are union members. | ||
| 102-42 Identifying and selecting stakeholders | 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 information | There are no restatements of information. | ||
| 102-49 Changes in reporting | There were no significant changes for this period. | ||
| 102-50 Reporting period | About the Report | ||
| 102-51 Date of most recent report | July 29, 2020 | ||
| 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 | GRI Contact Index | ||
| 102-56 External assurance | External Assurance Statement | ||
| GRI 200 Economic Standard Series 2016 / 2019 | |||
| Economic Performance | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Financial Capital | |
| 103-2 The management approach and its components | Financial Capital | ||
| 103-3 Evaluation of the management approach | Financial Capital | ||
| GRI 201: Economic Performance 2016 | 201-1 Direct economic value generated and distributed |
Financial Capital Social and Relationship Capital |
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| 201-2 Financial implications and other risks and opportunities due to climate change | Our Risk Management Process | ||
| 201-3 Defined benefit plan obligations and other retirement plans | 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 | Tax relief and tax credits amounted to USD 1,338,972.59. | ||
| Market Presence | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | First Gen hires employees from the local communities. The compensation provided to the local hires are at par with the minimum wage set by the Department of Labor and Employment and is also based on the wage standards in the energy industry. | |
| 103-2 The management approach and its components | |||
| 103-3 Evaluation of the management approach | |||
| 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 DOLE, regardless of the gender of the employee. | |
| 202-2 Proportion of senior management hired from the local community | 95.5% 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 Boundary |
Financial Capital Social and Relationship Capital |
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| 103-2 The management approach and its components |
Financial Capital Social and Relationship Capital Corporate Policies |
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| 103-3 Evaluation of the management approach |
Financial Capital Corporate Policies |
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| GRI 203: Indirect Economic Impacts 2016 | 203-1 Infrastructure investments and services supported |
2020 Highlights Social and Relationship Capital Contribution to UN SDG |
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| 203-2 Significant indirect economic impacts |
2020 Highlights Social and Relationship Capital Contribution to UN SDG |
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| Procurement Practices | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Social and Relationship Capital | |
| 103-2 The management approach and its components | Social and Relationship Capital | ||
| 103-3 Evaluation of the management approach | Social and Relationship Capital | ||
| GRI 204: Procurement Practices 2016 | 204-1 Proportion of spending on local suppliers | Social and Relationship Capital | |
| Anti-corruption | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Corporate Policies | |
| 103-2 The management approach and its components | Corporate Policies | ||
| 103-3 Evaluation of the management approach | Corporate Policies | ||
| GRI 205: Anti- corruption 2016 | 205-1 Operations assessed for risks related to corruption | All of the sites were assessed for risks related to corruption. | |
| 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 for the reporting period. | ||
| Anti-competitive Behavior | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | 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 | |||
| 103-3 Evaluation of the management approach | |||
| GRI 206: Anti- competitive Behavior 2016 | 206-1 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices |
On July 10, 2020, Prime Meridian Powergen Corporation (PMPC) received notice that the Energy Regulatory Commission (ERC) had imposed a penalty of PHP 1 Million on PMPC as a result of the ERC’s determination that in August 2017, PMPC did not comply with Section 45 of the EPIRA (Electric Power Industry Reform Act). No final determination on the case has been made as PMPC filed a Motion for Reconsideration (MR) of ERC’s finding. The MR is still pending before the ERC. |
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| GRI 300 Environmental Standards Series 2016 / 2018 / 2020 | |||
| Materials | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Natural Capital | |
| 103-2 The management approach and its components |
Natural Capital Corporate Policies |
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| 103-3 Evaluation of the management approach | Natural Capital | ||
| GRI 301: Materials 2016 | 301-1 Materials used by weight or volume | First Gen Value Creation Diagram | |
| 301-2 Recycled input materials used |
Not Applicable. The power plants use fuel as sources of energy, which is not recyclable. |
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| 301-3 Reclaimed products and their packaging materials |
Not Applicable. The company’s product is electricity which cannot be reclaimed and no packaging material. |
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| Energy | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Natural Capital | |
| 103-2 The management approach and its components |
Natural Capital Corporate Policies |
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| 103-3 Evaluation of the management approach | Natural Capital | ||
| GRI 302: Energy 2016 | 302-1 Energy consumption within the organization | Natural Capital | |
| 302-2 Energy consumption outside of the organization | The total energy consumed outside the organization amounted to 24,967.39 GJ. Mostly from the use of rented vehicles. | ||
| 302-3 Energy intensity | First Gen Value Creation Diagram | ||
| 302-4 Reduction of energy consumption | Natural Capital | ||
| Water | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Natural Capital | |
| 103-2 The management approach and its components |
Natural Capital Corporate Policies |
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| 103-3 Evaluation of the management approach | Natural Capital | ||
| GRI 303: Water 2018 | 303-1 Interactions with water as a shared resource | Natural Capital | |
| 303-2 Management of water discharge-related impacts | Natural Capital | ||
| 303-3 Water withdrawal | Natural Capital | ||
| 303-4 Water discharge | Natural Capital | ||
| 303-5 Water consumption | Natural Capital | ||
| Biodiversity | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Natural Capital | |
| 103-2 The management approach and its components |
Natural Capital Corporate Policies |
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| 103-3 Evaluation of the management approach | Natural Capital | ||
| 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 | Natural Capital | |
| 304-2 Significant impacts of activities, products, and services on biodiversity | Natural Capital | ||
| 304-3 Habitats protected or restored |
2020 Highlights Natural Capital Contribution to UN SDG |
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| 304-4 IUCN Red List species and national conservation list species with habitats in areas affected by operations | Natural Capital | ||
| Emissions | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Natural Capital | |
| 103-2 The management approach and its components |
Natural Capital Corporate Policies |
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| 103-3 Evaluation of the management approach | Natural Capital | ||
| GRI 305: Emissions 2016 | 305-1 Direct (Scope 1) GHG emissions | Natural Capital | |
| 305-2 Energy indirect (Scope 2) GHG emissions | Natural Capital | ||
| 305-3 Other indirect (Scope 3) GHG emissions | Natural Capital | ||
| 305-4 GHG emissions intensity | Natural Capital | ||
| 305-5 Reduction of GHG emissions | Natural Capital | ||
| 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 | Natural Capital | ||
| Waste | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Natural Capital | |
| 103-2 The management approach and its components |
Natural Capital Corporate Policies |
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| 103-3 Evaluation of the management approach | Natural Capital | ||
| GRI 306: Waste 2020 | 306-1 Waste generation and significant waste-related impacts | Natural Capital | |
| 306-2 Management of significant waste-related impacts | Natural Capital | ||
| 306-3 Waste generated | Natural Capital | ||
| 306-4 Waste diverted from disposal | Natural Capital | ||
| 306-5 Waste directed to disposal | Natural Capital | ||
| Environmental Compliance | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Natural Capital | |
| 103-2 The management approach and its components |
Natural Capital Corporate Policies |
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| 103-3 Evaluation of the management approach |
Natural Capital Corporate Policies |
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| GRI 307: Environmental Compliance 2016 | 307-1 Non-compliance with environmental laws and regulations |
Natural Capital There were no significant fines and non-monetary sanctions with environmental laws and regulations during the reporting period. |
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| Supplier Environmental Assessment | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary |
Natural Capital Social and Relationship Capital |
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| 103-2 The management approach and its components |
Natural Capital Social and Relationship Capital Corporate Policies |
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| 103-3 Evaluation of the management approach |
Natural Capital Social and Relationship Capital |
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| GRI 308: Supplier Environmental Assessment 2016 | 308-1 New suppliers that were screened using environmental criteria | Social and Relationship Capital | |
| 308-2 Negative environmental impacts in the supply chain and actions taken | Social and Relationship Capital | ||
| GRI 400 Social Standards Series 2016 / 2018 | |||
| Employment | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Human Capital | |
| 103-2 The management approach and its components | Human Capital | ||
| 103-3 Evaluation of the management approach | Human Capital | ||
| GRI 401: Employment 2016 | 401-1 New employee hires and employee turnover |
Human Capital Contribution to UN SDG |
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| 401-2 Benefits provided to full-time employees that are not provided to temporary or part- time employees |
Human Capital Contribution to UN SDG |
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| 401-3 Parental leave | A total of 98 employees (49 male and 49 female) availed of Parental leaves. The return to work rate after leave and retention rate until end of 2020 was both 99.0% which is 100.0% for male and 98.0% for female. | ||
| Labor/Management Relations | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | First Gen hires employees from the local communities. The compensation provided to the local hires are at par with the minimum wage set by the Department of Labor and Employment and is also based on the wage standards in the energy industry. | |
| 103-2 The management approach and its components | |||
| 103-3 Evaluation of the management approach | |||
| GRI 402: Labor/ Management Relations 2016 | 402-1 Minimum notice periods regarding operational changes | For First Gen, no minimum 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 Boundary | Human Capital | |
| 103-2 The management approach and its components |
Human Capital Corporate Policies |
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| 103-3 Evaluation of the management approach | Human Capital | ||
| GRI 403: Occupational Health and Safety 2018 | 403-1 Occupational health and safety management system |
Human Capital Social and Relationship Capital Contribution to UN SDG Corporate Policies |
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| 403-2 Hazard identification, risk assessment, and incident investigation | Human Capital | ||
| 403-3 Occupational health services |
Human Capital Contribution to UN SDG |
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| 403-4 Worker participation, consultation, and communication on occupational health and safety | Human Capital | ||
| 403-5 Worker training on occupational health and safety | Human Capital | ||
| 403-6 Promotion of worker health |
Business Continuity Management Human Capital Social and Relationship Capital Contribution to UN SDG |
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| 403-7 Prevention and mitigation of occupational health and safety impacts directly linked by business relationships |
Business Continuity Management Human Capital Social and Relationship Capital |
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| 403-8 Workers covered by an occupational health and safety management system | Human Capital | ||
| 403-9 Work-related injuries |
2020 Highlights Human Capital Contribution to UN SDG |
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| 403-10 Work-related ill health |
2020 Highlights Human Capital Contribution to UN SDG |
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| Training and Education | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Human Capital | |
| 103-2 The management approach and its components | Human Capital | ||
| 103-3 Evaluation of the management approach | Human Capital | ||
| GRI 404: Training and Education 2016 | 404-1 Average hours of training per year per employee |
2020 Highlights Human Capital |
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| 404-2 Programs for upgrading employee skills and transition assistance programs | Human Capital | ||
| 404-3 Percentage of employees receiving regular performance and career development reviews | 100 % of regular employees received performance and career reviews. | ||
| Diversity and Equal Opportunity | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary |
Human Capital Corporate Policies |
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| 103-2 The management approach and its components |
Human Capital Corporate Policies |
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| 103-3 Evaluation of the management approach |
Human Capital Corporate Policies |
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| GRI 405: Diversity and Equal Opportunity 2016 | 405-1 Diversity of governance bodies and employees | Board of Directors | |
| 405-2 Ratio of basic salary and remuneration of women to men | Confidentiality constraints. 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 Boundary |
Human Capital Corporate Policies |
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| 103-2 The management approach and its components |
Human Capital Corporate Policies |
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| 103-3 Evaluation of the management approach |
Human Capital Corporate Policies |
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| 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 Boundary | Corporate Policies | |
| 103-2 The management approach and its components | Corporate Policies | ||
| 103-3 Evaluation of the management approach | Corporate Policies | ||
| 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 Boundary | Corporate Policies | |
| 103-2 The management approach and its components | Corporate Policies | ||
| 103-3 Evaluation of the management approach | Corporate Policies | ||
| 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 Boundary | Corporate Policies | |
| 103-2 The management approach and its components | Corporate Policies | ||
| 103-3 Evaluation of the management approach | Corporate Policies | ||
| GRI 409: Forced or Compulsory Labor 2016 | 409-1 Operations and suppliers at significant risk for incidents of forced or compulsory 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 Boundary | Corporate Policies | |
| 103-2 The management approach and its components | Corporate Policies | ||
| 103-3 Evaluation of the management approach | Corporate Policies | ||
| GRI 410: Security Practices 2016 | 410-1 Security personnel trained in human rights policies or procedures | There were no trainings conducted for the period due the restrictions on mass gathering. | |
| Rights of Indigenous Peoples | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary |
Social and Relationship Capital Corporate Policies |
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| 103-2 The management approach and its components |
Social and Relationship Capital Corporate Policies |
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| 103-3 Evaluation of the management approach |
Social and Relationship Capital Corporate Policies |
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| GRI 411: Rights of Indigenous Peoples 2016 | 411-1 Incidents of violations involving rights of indigenous peoples | Social and Relationship Capital | |
| Human Rights Assessment | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Corporate Policies | |
| 103-2 The management approach and its components | Corporate Policies | ||
| 103-3 Evaluation of the management approach | Corporate Policies | ||
| GRI 412: Human Rights Assessment 2016 | 412-1 Operations that have been subject to human rights reviews or impact assessments | All worksites of First Gen are subjected to human rights impact review or assessments. | |
| 412-2 Employee training on human rights policies or procedures | Of the Company’s workforce, 19.1% participated in training on human rights policies and procedures with a total of 1,221.0 hours of training. | ||
| 412-3 Significant investment agreements and contracts that include human rights clauses or that underwent human rights screening | All significant agreements contain general clauses, requiring service providers, contractors, consultants, and counter parties, with relevant laws, rules and regulations. Significant investment agreements are those where the amount is 10% or more of the company assets. | ||
| Local Communities | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary |
Social and Relationship Capital Corporate Policies |
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| 103-2 The management approach and its components |
Social and Relationship Capital Corporate Policies |
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| 103-3 Evaluation of the management approach |
Social and Relationship Capital Corporate Policies |
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| GRI 413: Local Communities 2016 | 413-1 Operations with local community engagement, impact assessments, and development programs | 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 Boundary | Social and Relationship Capital | |
| 103-2 The management approach and its components | Social and Relationship Capital | ||
| 103-3 Evaluation of the management approach | Social and Relationship Capital | ||
| GRI 414: Supplier Social Assessment 2016 | 414-1 New suppliers that were screened using social criteria | Social and Relationship Capital | |
| 414-2 Negative social impacts in the supply chain and actions taken | Social and Relationship Capital | ||
| Public Policy | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | This topic is not material for First Gen | |
| 103-2 The management approach and its components | This topic is not material for First Gen | ||
| 103-3 Evaluation of the management approach | This topic is not material for First Gen | ||
| GRI 415: Public Policy 2016 | 415-1 Political contributions | None | |
| Customer Health and Safety | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | Customer's Health and Safety is of utmost importance to First Gen. Risk assessment on asset management including the whole process of power generation (from fuel sourcing and supply offshore and onshore to delivery to power plants, power generation, onsite storage at tank farms and fuel jetty) and delivery of power to customer is done on a quarterly basis and reported to senior management on a semi-annual basis. Moreover, risks that are analyzed and considered to be significant are planned and done with appropriate actions to reduce the risk level to an acceptable level. | |
| 103-2 The management approach and its components | |||
| 103-3 Evaluation of the management approach | |||
| GRI 414: Customer Health and Safety 2016 | 416-1 Assessment of the health and safety impacts of product and service categories | All of our operating 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 Explanation of the material topic and its Boundary | This topic is not material for First Gen | |
| 103-2 The management approach and its components | This topic is not material for First Gen | ||
| 103-3 Evaluation of the management approach | This topic is not material for First Gen | ||
| 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 |
Not Applicable. The Company is primarily involved in power generation. |
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| 417-3 Incidents of non-compliance concerning marketing communications | There were no incidents of non- compliance concerning marketing communications of the period. | ||
| Customer Privacy | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | First Gen believes that the company should maintain the confidentiality of customer information. The company deals with a lot of information through our contracting and customer engagements. Thus, in the company's business dealings, both parties sign a non-disclosure agreement. Participation of DPO and legal are also in place to ensure that the company is compliant to the requirement of DPA. However, limitations occur when customers refuse to sign NDA. | |
| 103-2 The management approach and its components | |||
| 103-3 Evaluation of the management approach | |||
| GRI 418: Customer Privacy 2016 | 418-1 Substantiated complaints concerning breaches of customer privacy and losses of customer data | No substainated compliants on customer privacy for the period. | |
| Socioeconomic Compliance | |||
| GRI 103: Management Approach 2016 | 103-1 Explanation of the material topic and its Boundary | As a power generation company, First Gen complies with the conditions of the Social Development Plan (SDP) of the Environmental Compliance Certificate (ECC). The company also ensures that the local communities are able to optimize the benefits from the ER 1-94. | |
| 103-2 The management approach and its components | |||
| 103-3 Evaluation of the management approach | |||
| 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. | |
| Electric Utilities Sector Supplement | EU1 Installed capacity, broken down by primary energy source and by regulatory regime |
About the Company Manufactured Capital |
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| EU2 Net energy output broken down by primary energy source and by regulatory regime | Manufactured Capital | ||
| EU3 Number of residential, industrial, institutional and commercial customer accounts |
First Gen Value Creation Diagram Manufactured Capital |
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| EU4 Length of above and underground transmission and distribution line by regulatory regime |
Not Applicable. The Company is primarily involved in power generation. |
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| 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 allowances in the Kyoto Protocol. | ||
| Management Approach: Demand-Side Management |
Not Applicable. The Company is primarily involved in power generation. |
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| Management Approach: Research and Development |
Not Applicable. The Company is primarily involved in power generation. |
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| Management Approach: Plant Decommissioning |
Not Applicable. The Company is not involved in the operation of nuclear plants. |
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| Management Approach: System Efficiency | Manufactured Capital | ||
| EU10 Planned capacity against projected electricity demand over the long term, broken down by energy source and regulatory regime. |
Manufactured Capital Contribution to UN SDG |
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| EU11 Average generation efficiency of thermal plants by energy source and by regulatory regime | Manufactured Capital | ||
| EU12 Transmission and distribution losses as a percentage of total energy |
Not Applicable. The Company is primarily involved in power generation. |
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| EU13 Biodiversity of offset habitats compared to the biodiversity of the affected areas |
2020 Highlights Natural Capital Contribution to UN SDG |
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| Management Approach: Programs and processes to ensure the availability of a skilled workforce | Human Capital | ||
| EU15 Percentage of employees eligible to return in the next 5 and 10 years broken down by job category and by region | 11.0% and 27.4% of total employees are expected to retire in the next 5 and 10 years, respectively. | ||
| EU17 Days worked by contractor and subcontractor employees involved in construction, operation and maintenance activities | There were 365.0 full-time equivalent (FTE) days performed by 161 contractors for operation activities and 212.1 FTE days performed by 697 sub-contractors for maintenance activities of our natural gas plants | ||
| 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. | ||
| Management Approach: Stakeholder participation in decision making processes related to energy planning and infrastructure development | Social and Relationship Capital | ||
| Management Approach: Contingency planning measures, disaster/emergency management plan and training programs, and recovery/ restoration plans (former EU21) |
Business Continuity Management Manufactured Capital Human Capital |
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| 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. | ||
| Management Approach: Programs, including those in partnership with government, to improve or maintain access to electricity and customer support services (former EU23) |
Not Applicable. The Company is not involved in the operation of nuclear plants. |
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| 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 |
Not Applicable. The Company is primarily involved in power generation. |
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| EU27 Number of residential disconnections for non-payment, broken down by duration of disconnection and by regulatory regime |
Not Applicable. The Company is primarily involved in power generation. |
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| EU28 Power outage frequency |
Not Applicable. The Company is primarily involved in power generation. |
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| EU29 Average power outage duration |
Not Applicable. The Company is primarily involved in power generation. |
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| EU30 Average plant availability factor by energy source and by regulatory regime | Manufactured Capital | ||