Robinsons Land Corporation

2022 Sustainability Report

Contextual Information
Company Details
Name of Organization Robinsons Land Corporation

Level 2, Galleria Corporate Center, EDSA corner

Location of Headquarters Ortigas Avenue, Quezon City, Metro Manila

We have 53 commercial centers, 126 residential

buildings and subdivisions, 31 office buildings, 8
flexible spaces, 25 hotels and resorts, 7 industrial
Location of Operations facilities and 3 integrated developments – distributed
in 51 cities and 13 municipalities in 30 provinces across
the Philippines. Attached in Annex A is the list of
properties and respective locations.

Robinsons Land Corporation, covers the following

divisions:

1. Robinsons Malls
Report Boundary: Legal 2. Robinsons Hotels and Resorts
entities (e.g. subsidiaries)
3. Robinsons Offices
included in this report
4. Robinsons Residential
5. Robinsons Logistix & Industrial
6. Robinsons Integrated Developments

Robinsons Land Corporation (RLC) is a leading real

estate developer in the Philippines with a well-
diversified portfolio. We are mainly engaged in the
development and operation of shopping malls, office
Business Model, including buildings, hotels, and logistics facilities. We are also
Primary Activities, Brands, strongly involved in residential developments both in
Products, and Services vertical and horizontal projects located in key cities and
urban areas nationwide. Key brands for malls include
Robinsons Galleria, Robinsons Metro & Robinsons
Malls. For residential, we now have RLC’s Residences
as our brand for vertical projects and Robinsons Homes
for our horizontal developments. For Hotels and
 Resorts: Go Hotels & Go Hotels Plus and Summit Hotels
& Resorts & Grand Summit & Resorts. For Industrial
and Integrated Developments: Robinsons Land
Logistics and Facilities (RLX).

Details of each key brand are provided in

Annex 1.

Reporting Period January 1, 2022 – December 31, 2022

Highest Ranking Person Mr. Ramon Rivero, Head of Corporate Strategy

responsible for this report

Materiality Process

We conducted a series of workshops and discussions with key persons in our company
and a cross-section of our stakeholders to help us identify what truly matters to us and
to our stakeholders. This process helped widen our business perspective and enabled
us to set approaches to improve our performance in both financial and non-financial
aspects.

The following specific steps were undertaken:

1.Understanding the Sustainability Context. Understanding societal needs was the first
step we took to determine the contributions of our core business to sustainable
development. This also allowed us to identify which impacts are most material from
the societal point of view.

2. Engaging our Stakeholders. Our stakeholders’ inputs helped us validate and enhance our
list of material topics. The process also helped us put emphasis on topics that are most
important to them. We captured our stakeholders’ perspectives through regular
meetings, surveys, interviews and focus group discussions.

3.Identifying Material Topics. We looked at the entire value chain of our different
property types, both in construction and operations, identifying key sustainability
topics that matter to us and to our stakeholders. We determined the economic,
environmental, and social topics that we should monitor and continually improve on,
moving forward. We considered the key impacts of each of our activities, relevant risks
and opportunities including the key capitals we rely on to sustain and grow our business.
We identify focus by looking into aspects that we are best positioned to effect positive
change.
4.Measuring Performance and Defining Management Approaches. In 2019, we
obtained baseline data (2018) as basis for measuring our performance on each of the
material topics identified. Following the GRI reporting standards and consolidation
guidance, we ensured that the metrics used were right, and the data collected were
accurate and comparable. This year, we did an analysis of gaps in data in each
performance area. We began setting up a procedure to systematically collect more
data to better measure our sustainability performance. We have also defined
management approaches that will help us improve our performance in these areas.

We also referred to the UN Sustainable Development Goals to see how our impacts to
environment, economy, and society are linked to delivering on specific SDG targets.

Materiality is an iterative process for us. We will continue to review how we impact the
environment and society, how we measure our performance in these impact areas, and
how we can better communicate these to our stakeholders.

Important Note: The discussion of impacts, risks, and opportunities are made per topic,
instead per metric, since the risks and opportunities apply to the topic rather than the
individual metrics under one topic. For example, for the topic on Anti-corruption, only
one discussion on Impacts, Risks, and Opportunities is made that covers both metrics:
a) Training on Anti-corruption Policies and b) Procedures and Incidents of Corruption.
This makes the disclosure on management approach more focused and not repetitive.
 ECONOMIC

Economic Performance
Direct Economic Value Generated and Distributed (in Millions)
Disclosure 2021 2022 Units
Direct economic value generated (revenue) 36,539.42 45,502.99 PhP
Direct economic value distributed 32,253.12 39,553.05 PhP
1. Provisions (if bank) (n/a) 0.00 0.00 PhP
2. Payments to suppliers, other operating costs 24,428.70 28,335.81 Php
3. Total Wages and Benefits 1,505.15 1,868 .01 Php
c. Dividends given to stockholders and interest
3,842.43 5,879.64 PhP
payments to loan providers
d. Taxes given to government 2,476.59 3,469.47 PhP
e. Investments to community (e.g., donations, 0.25 0.11 PhP
CSR)
Economic Value Retained 4,286.30 5,949.94 PhP

Procurement Practices
Proportion of spending on local suppliers

Disclosure 2022 Unit

Percentage of procurement budget used for

significant locations of operations that is spent on N/A %
local suppliers1
1We do not currently tag our payments to suppliers according to our definition of what is local.

Economic Performance and Procurement Practices

Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Impacts. In terms of economic performance, RLC reported Php 45.50 billion in total revenues
and Php 11.13 billion in consolidated net income, which was 25% and 21% higher than the
previous year. The company attributed its growth to the recovery of all its business segments
on the back of a fully reopened economy and robust consumer spending.

In 2022, 87% of our revenue flowed back to society, through our key stakeholders, suppliers,
employees, and the government. Our impact on the economy is determined in terms of
how we stimulate economic growth in the areas where we operate such as job creation,
tourism, infrastructure development, foreign investment, and overall GDP Growth.

In terms of the value that flowed back to suppliers, 62% of the economic value generated went
in the form of payment to our suppliers. On top of building strong and sustainable relationships
with its existing suppliers, Robinsons Land puts effort in promoting and supporting local
suppliers who can contribute to the growth and development of local businesses, which can
have a positive overall impact on the Philippine economy.

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RLC is one of the largest employers in the Philippines, with over 2,617 employees as of 2022. In
the same year, 4% of the company’s economic value generated went to salaries and wages. The
company's real estate developments generated employment opportunities for workers in
construction, property management, and retail industries. Moreover, our properties such as
Malls, Office Buildings, and Hotels and Resorts hosted more than 8,000 businesses that also
created and supported over 133,000 decent jobs.

Meanwhile, 8% of our total revenue went to the government in the form of taxes and 13% went
back to our shareholders in the form of dividends.

Lastly, RLC through Robinsons Land Foundation Inc., continued its mission to support the
sustainable development of communities by providing various programs and services with
focus on child welfare & education, health & nutrition, community development and
emergency response. On the other hand, 13% of the total economic value was retained to fund
existing and future projects for the continuous growth of the company.
Risks. Since 62% of our revenue flows to our suppliers, the company identifies that our supply
chain is at the biggest risk of inequitable flow of economic value. Any unfair practice in the
way they deal with suppliers can pose a risk to our ability to flow value to society in an
equitable way. In addition, our inability to serve local businesses in our malls and offices
may also severely affect their ability to compete and succeed in the market.

Management Approach for Impacts and Risks

Ensuring Equitable Flow of value.

We ensure that we maintain the highest standards of corporate governance, i.e., anti-
corruption in all our transactions to safeguard that economic value flows to the right
stakeholders. We make sure that we pay a fair price to all our stakeholders to ensure
equitable distribution of economic value. Year-on-year, we monitor the total economic
value distribution as a percentage of our revenue. In the last five years, an average of 84%
of our revenues has flowed back to the economy. The value that we retained is reinvested
to drive future growth.

Fostering equitable distribution of economic opportunities.

RLC establishes ethical sourcing policies that prioritize suppliers who demonstrate a
commitment to fair labor practices, environmental sustainability, and social responsibility. By
building strong relationships with suppliers and promoting ethical business practices
throughout their supply chains, companies can reduce the risk of inequitable flow to suppliers
and ensure the long-term sustainability of their businesses.

RLC's supplier relationship management program aims to promote fairness, transparency, and
ethical practices in its dealings with suppliers. The company values the contributions of its
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suppliers and seeks to build long-term partnerships with them. RLC recognizes that its suppliers
play a critical role in its operations and success, and the company is committed to upholding its
responsibilities as a socially responsible and sustainable business partner.

In addition, Robinsons Land also partners with local suppliers for various projects. RLC
recognizes that sourcing locally can be a win-win situation for the company and the local
communities, and can help to build long-term relationships that benefit everyone involved.
This provides locals with access to economic opportunities wherever we are located. We
prioritize sourcing goods and services locally if suppliers who meet our minimum standards
are available in the locality. We only source in Metro Manila when qualified suppliers do not
exist in local provincial areas.

Lastly, Robinsons Land often prioritizes local hiring in the areas where their operations are
based. The company recognizes that local hiring can provide a number of benefits, such as
creating jobs and supporting the local economy, demonstrating commitment to the area and
developing a sense of trust and goodwill with its neighbors, and increasing diversity that can
lead to a more inclusive and collaborative workplace.

Ensuring equitable access to our products. Our malls and offices enable businesses to grow
and flourish by providing the right locations that afford them and their clients a space to
transact their businesses. We ensure that we cater to local merchants and organizations
and grow local businesses and foreign brands.

Ensuring fair compensation to our employees. We benchmark our compensation packages

against industry standards in the Philippines to ensure our compensation package remains
competitive in the market, while ensuring our employees are paid at least a minimum wage
and afford them social safety nets in cases of emergencies.

Opportunities & Management Approach

RLC continues to conduct anti-corruption policies and codes of business ethics to ensure the
organization applies proper and up-to-date control mechanisms and that they are in place in
all our business operations. We also continue to engage third-party providers such as SGV to
implement best practices on anti-corruption and bribery. As an outcome, transparency, and
fairness to all our stakeholders are achieved.

In terms of materials sourcing, we see opportunity in crafting a more robust sustainable

material selection guideline. With the collective effort of the conglomerate, we intend to work
with our parent company, JG, on distributing a primer on ESG standards, which will form part
of our requirement from suppliers to promote product quality, fairness, and sustainability. This
will produce positive change in our supply chain and encourage other suppliers to also adopt
similar sustainable practices.

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 We will also re-examine our network to see if there are any underrepresented local suppliers
or materials we can incorporate in the business. We intend to attend trade shows and industry
conventions to further connect with MSMEs who we can support to help stimulate local
economic growth. As a result, we will also expand our network of suppliers, which will provide
us with more options for various kinds of sustainable materials.

Lastly, we continue to work on a strategy to ensure that all employees are paid a decent, living
wage.

Climate related risks and opportunities

Being a real estate company, we recognize that climate related risks and opportunities are
material to our organization. In 2022, we continued to assess and are still in the process of
scoping and understanding the risks and opportunities related to climate impacts. At the
same time, we are working on embedding this framework into our risk management
processes to sufficiently and systematically produce a good basis for management to design
effective approaches to manage them. When we get a strong understanding of the topic, we
will elevate the same to the board and create a function in one of our board committees to
look after this concern. We target to accomplish all this in the next 3-5 years, which is an ideal
timeline recommended by TCFD1 experts we consulted.
1The Task Force on Climate-Related Financial Disclosures

Anti-corruption
Training on Anti-corruption Policies and Procedures

Disclosure 2022 Units

Number of employees to whom the organization’s anti-
corruption policies and procedures have been 2,617 #
communicated to
Number of business partners to whom the organization’s
anti-corruption policies and procedures have been 45 #
communicated to
Number of directors and management that have received
anti-corruption training 1 337 #
Number of employees that have received anti-corruption
training 1,174 #
1Upon boarding, the board of directors receives orientation on RLC’s Code of Conduct which includes anti-graft
corruption policy. The Company is committed to promoting transparency and fairness to all stakeholders. The
Board sets the tone and makes a stand against corrupt practices by adopting an anti-corruption policy and
program. Some of the Company’s Anti- Corruption programs are embodied in the Code of Business Conduct and
Ethics, Conflict of Interest, and Offenses Subject to Disciplinary Action (OSDA), among others. The Corporate
Governance Training (2022 Gokongwei Group Innovation Festival) was held last June 16, 2022.

Incidents of Corruption
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 Disclosure 2022 Units

Number of incidents in which directors were

removed or disciplined for corruption 0 #
Number of incidents in which employees were
dismissed or disciplined for corruption 0 #
Number of incidents when contracts with business
partners were terminated due to incidents of 0 #
corruption

Anti-Corruption
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Corruption undermines our ability to equitably flow value to our key stakeholders, i.e.,
suppliers, employees, government, and providers of capital. Risks can exist in key areas such
as procurement, and those functions that directly interface with government.

Management Approach for Impacts and Risks

The Company is committed to promoting transparency and fairness to all stakeholders. The
Board sets the tone and makes a stand against corrupt practices by adopting an anti-
corruption policy and program. Some of the Company’s Anti-Corruption programs are
embodied in the Code of Business Conduct and Ethics, Conflict of Interest, and Offenses Subject
to Disciplinary Action (OSDA), among others. The same are disseminated to all employees
across the Company through trainings to embed them in the Company’s culture. New
employees are oriented regarding policies and procedures related to Business Conduct and
Ethics and similar policies. All employees are given periodic reminders. Further, all concerned
employees are required to comply with the Annual Self-Disclosure Activity on an annual basis.

The following Business Conduct & Ethics Policies are in place:

• Conflict of Interest - The Company’s Code of Business Conduct and Conflict of Interest
Policy require employees to make a conscious effort to avoid conflict of interest
situations so that his judgment and discretion are not influenced by considerations of
personal gain or benefit. A conflict of interest may also occur because of the actions,
employment, or investments of an immediate family member of an employee.

• Conduct of Business and Fair Dealings – The Company’s employees who recommend,
endorse, or approve the procurement or sale of goods and services should make a
conscious effort to avoid any conflict-of-interest situation in transactions that they are
involved in.

• Receipt of Gifts from Third Parties – The Company discourages the acceptance of
gifts. However, gifts like advertising novelties may be given or accepted during the
Christmas season. There is no restriction in the value of the gift accepted. However, an
accepted gift with an estimated value of over 2,000.00 PhP must be disclosed to the

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 Conflicts of Interest Committee.

• Compliance with Laws and Regulations - The Company ensures that all transactions
comply with relevant laws and regulations. Any deficiencies are immediately rectified.

• Respect for Trade Secrets/Use of Non-public Information - The Company has policies
that ensure proper and authorized disclosure of confidential information. Disclosures
of material information to the public can only be done after the disclosure to SEC and
PSE by the Company’s authorized officers.

• Use of Company Funds, Assets and Information - Employees are required to safeguard
the Company resources and assets with honesty and integrity. Employees must ensure
that these assets are efficiently, effectively, and responsibly utilized.

• Employment and Labor Laws and Policies - The Company ensures the observance, strict
implementation and compliance with Philippine employment, labor laws and policies
with regard to recruitment, employment, retention and benefits of the employees. The
minimum notice period regarding operational changes ranges from three to six months,
depending on the proponent of change.

• Whistleblowing – The stakeholders may discuss or disclose in writing any concern

regarding potential violation of the Code of Business Conduct with the Conflicts of
Interest Committee. Reports or disclosures can be made in writing or by email. All
information received in connection with the reports or disclosures shall be strictly
confidential and shall not be disclosed to any person without prior consent of CICOM.
The Company commits to protect those who report in good faith from retaliation,
harassment and even informal pressures. It will take the necessary and appropriate
action to do so in enforcing the policy.

Violation of any provision of the Code of Business Conduct as determined through due
process may result in disciplinary action, including dismissal and reimbursement for any
loss to the Company that results from the employee’s action. If appropriate, a violation may
result in legal action against the employee or referral to the appropriate government
authorities.

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 The following shows the process of termination upon findings of Anti-Corruption:
1. In case an Offense is committed or supposed to have been committed by an employee
or business partner, his immediate superior or transacting department must properly
investigate the matter.
2. Establish and check facts that will serve as basis for decision, examining evidence
physical or otherwise. Twin notices are to be sent. The employee concerned or business
partner is asked to air side, while there will also be an employee conference.
3. Analysis and evaluation of the findings
4. Preserving the integrity and reliability of evidence
5. Recommendation of Penalty. If the recommended penalty is dismissal, the department
head shall endorse the matter to HRD for further evaluation and will in turn endorse
the matter to Corporate Legal for the conduct of Administration Investigation/Hearing
to determine whether the matter merits the imposition of dismissal
6. Imposing the penalty/dismissal will be documented using the appropriate forms
7. The concerned party will be informed verbally by explaining the findings and the
penalty. All concerned parties/department must be notified of the disciplinary penalty.
8. Upon recommendation of Corporate Legal of dismissal, the Notice of Dismissal is
subject to approval by the President or Company Officer authorized to do so. Upon
approval of the Notice of Dismissal, the department head will serve the notice to the
employee. If the employee refuses to acknowledge receipt copy of notice as such fact(s)
will be annotated on all copies of the notice. The said Notice of Dismissal has to be sent
via registered mail or other accredited courier to the last known address of the
employee. Proof of delivery must be kept as evidence to show that the notice was
served. All departments concerned must be notified of the dismissal.

Opportunities and Management Approach

We are taking steps to evaluate the effectiveness of implementation of our anti-corruption
policy. We are looking at opportunities to engage our employees more on this topic through
conducting more regular formal trainings on anti-corruption and how to best ensure that
incidents are better tracked and avoided in the company.

ENVIRONMENT

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Resource Management
Energy consumption within the organization:
Disclosure 2021 2022 Units
Energy consumption (renewable sources)1 104,951.30 253,897.50 GJ
Energy consumption (gasoline)2 N/A 2,581.11 GJ
Energy consumption (LPG)3 N/A 12,063.99 GJ
Energy consumption (diesel) 37,091.44 38,668.14 GJ
Energy consumption (electricity)4 783,783.76 1,672,609.25 GJ
1These include energy generated from the rooftop solar facility of our malls and renewable energy purchased.
2,3 2021 data for gasoline and LPG are no longer available.
4This covers all non-renewable electricity from the grid in all our properties

Reduction of energy consumption

Apart from buying from renewable energy sources and installing solar panels, RLC conducts
several energy-saving projects to efficiently manage the consumption of our energy resources.
This includes the changing of lightbulbs to LED to fit green building standards. To track the
savings done by these projects, a data management system is put in place to effectively record
the changes in energy consumption.

Energy and Reduction of Energy Consumption

Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
The main source of electricity in the Philippines is still generated by burning fossil fuel. Amidst
the efforts to use renewable energy, it is barely enough for buildings to fully function with green
energy alone. The over reliance on fossil fuel causes huge environmental impacts such as high
amounts of GHG emissions and air pollutants, as well as high volume of water consumption,
among others. Communities surrounding these plants run the risk of several health problems
due to exposure to these air pollutants while GHG emissions contribute to climate change and
global warming.

Management Approach for Impacts and Risks

Since 2015, RLC has committed its efforts to the continuous installation of solar panels in our
malls. Currently, RLC has 24 solar-powered malls and has invested a total of 1.7 billion to install
99,100 panels. To date, these 24 malls have saved a total of 1.1 billion pesos in electricity costs
and avoided a total of 98,951 Tonnes of co2 emissions which is equivalent to 1.6 million trees
planted. Apart from this, a total amount GJ of renewable energy was purchased for 2022 to
lessen the consumed electricity from fuel-based generators.

To lower energy consumption RLC did a Chiller Upgrade program as an initiative to lower energy
consumed by replacing old chillers with new ones that consume less electricity.

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 Opportunities and Management Approach
Seeing the big effect of our solar panel installations on the environment in the past 7 years, RLC
plans to install additional solar panels on our other malls every year, eventually expanding to
other properties. The goal is to install solar panels in 2 malls every year, moving forward. There
is huge potential considering that the prices of solar panels continue to go down and processes
of acquisition and installment improve every year. The company is consistently improving its
efficiency in reaching its sustainability goals.

Water consumption within the organization

Disclosure 2021 2022 Units
Water withdrawal Cubic
5,643,629.41 5,801,123.81
meters
Water consumption Cubic
4,909,957.59 5,046,977.71
meters
Water recycled and reused Cubic
23,997.76 29,005.62
meters

Water Consumption
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Being the most versatile resource, water is a key element in making sure that daily operations
run smoothly. Office buildings need to ensure the availability of their water supply in order to
cater to its customers, personnel and tenants properly as well as to maintain clean and
workable spaces. Despite its seemingly limitless supply, water is still a scarce resource and it’s
our duty to handle it responsibly and efficiently. We understand that every liter that’s
consumed is a liter potentially taken from communities or agriculture that needs it as well.

Management Approach for Impacts and Risks

Currently, all our water resources are sourced underground. Before water is discharged,
operational treatment is in place to make sure that the water used was cleaned well. We also
make sure that the tenants, customers and personnel know how to conserve water by
educating them on its importance as well as the different ways to responsibly use the
resource. RLC malls have either rainwater collection systems that make rainwater usable, or
wastewater treatment and recycling facilities for repurposing wastewater for non-portable
uses, or both. Our wastewater recovery program has reduced our total wastewater discharge
to public sewers and maximized different available sources of water. We make sure that our
operatives on water treatment and discharge is in accordance with the Philippine Clean Water
Standards.

During construction processes, particularly in RLC’s residential properties, conservation of

water is done by rationing for masonry and testing activities onsite.

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 In our Resorts and Hotels, water is on a much more operational level. With frequent use of
amenities like pools and showers to ensure the enjoyable experience of guests, consumption
of water is at a much higher level. This allows for a limited range of options for water
efficiency. To tackle this, RLC continues to do periodical checking of leaks, invests in water-
efficiency fixtures and sets water conservation reminders for customers and guests. Water
softeners for provincial properties that experience hardness in water supply, continue to be
implemented this year. It has improved our overall water efficiency and reduction in
consumption. For future developments, installation of indirect heat exchangers will help save
in our maintenance costs by protecting pipes from scaling which naturally conserves water
resources as well.

Opportunities and Management Approach

RLC believes that water conservation and treatment are the key opportunities that can be
explored. With new technology developing every day, the capacity in which rainwater can be
harvested, treated and repurposed will definitely be a huge opportunity to lower discharge and
increase water saved. Water catchments and water impounding areas continue to be good
measures we are exploring to recharge the aquifer and reduce the impact of groundwater
extraction.

Materials used by the organization

Disclosure 2021 2022 Units
Materials used by weight or volume
• Total renewable1 None None kg
•
Total non-renewable 81,160,071.66 71,680,944.03 kg
• Cement 49,930,544.46 48,325,534.59 kg
• Concrete 17,295,246.64 166,270.19 kg
• Glass 65,062.86 50,721.90 kg
• Rebars 13,869,217.70 23,138,417.35 kg
Percentage of recycled input materials
None None %
used to manufacture the organization’s
primary products and services
1 We plan to monitor the use of both renewable and non-renewable construction material for future building projects.

Materials
Management Approach for Impacts and Risks
In real-estate, construction and development is in the centerfold of growing the business. This
means that RLC is heavily reliant on the use of construction materials such as cement, rebars
and glass to build malls, houses, offices, paved roads in subdivisions, mixed-use developments
and townships. While these materials are essential in building and renovating infrastructure,
they are also non-renewable and require lots of energy, waste and carbon emissions to
produce. It is also recognized that such materials also require mining of raw minerals to
produce, hence added negative effects to the environment. Usage of these materials impacts

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 all stakeholders in general, since such scarce resources affect pricing of other resources
indirectly. Limestone deposits in the Philippines are also limited, hence being more reserved in
its usage will reduce the availability of these finite resources for future generations.

Management Approach for Impacts and Risks

Regulation and monitoring will be the key to managing the use of these materials. Working with
contractors to continuously improve the overall design of our buildings and infrastructures while
also ensuring sustainable construction practices will create a more optimized and eco-friendly
use of raw materials without any trade-offs in durability and quality.
Opportunities and Management Approach
The main costs of constructing properties come from the materials used to build them.
Reducing material use is a good way to lower cost, but to maintain the structural integrity of
our buildings, we plan to improve and analyze our material efficiency, design and
construction systems through improved use of environmentally friendly and recycled
materials.

Ecosystems and biodiversity (whether in upland/watershed or coastal/marine)

This is considered non-material for our company since we do not have operations within
or adjacent to biodiversity-rich areas.

Environmental impact management

Air Emissions
Total GHG Emissions Produced
Disclosure 2021 2022 Units
Direct (Scope 1) GHG Emissions1
4,561.08 3,493.26 Tonnes
CO2e
Energy indirect (Scope 2) GHG Emissions 119,716.18 180,266.76 Tonnes
CO2e
Indirect (Scope 3) GHG Emissions 173,928.20 Tonnes
153,674.94 CO2e
Emissions of ozone-depleting substances (ODS)
R-22 (has ODP of 0.05)2 N/A N/A Kg
1Scope 1 includes diesel consumption in operations.
2We have yet to set up the system to collect data from the properties.

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Greenhouse Gas (GHG) Emissions
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
A huge part of our GHG emissions come from sourcing our electricity externally. These power
generation facilities burn fossil fuel to produce high amounts of electricity, and thus also
release a lot of carbon emissions. Scope 2 emissions are indirect since the electricity that is
being used is produced by a company outside RLC. Scope 3 emissions are a step further since
the usage of electricity is not on RLC per se but our tenants. All these emissions if not reduced,
will greatly affect climate change and global warming. In that sense GHG emissions affect all
stakeholders indirectly.

Management Approach for Impacts and Risks

The key to significantly lowering emissions is simply to replace fossil fuel-based energy with
renewable energy. Sourcing electricity from RE will result to zero carbon emission, so
projects like solar panel installations in the rooftops of our malls as well as purchasing RE
from suppliers will cause our company to buy less electricity from the grid, meaning we will
consume less and naturally reduce our emissions. The whole GIGA Tower sources 100% of its
electricity from RE suppliers and is now LEED Gold certified. This means that GIGA emits zero
carbon emissions for scope 2 and 3.

Part of the company’s emissions also come from diesel, gas and LPG use (scope 1). There is
no clear alternative yet for these resources, however, educating our tenants, customers, and
employees in responsible usage of these carbon-emitting sources continues to be a
committed effort for RLC.

Air pollutants
How to compute for air pollutants:
Disclosure 20211 2022 Units
NOx N/A 257.38 Tons
SOx N/A 17.02 Tons
COx N/A 55.46 Tons
TOC N/A 20.87 Tons
Particulate matter (PM) N/A 18.27 Tons
1Data for 2021 is not available.

Air Pollutants
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
In our operations, the major source of air pollutants is from properties that have standby
generators. Since they are standby power supplies only, their use is limited only in times of
power interruptions, which has become very minimal in recent years. Unlike bunker C fuel,
the generating sets are fueled by diesel oil, which could easily be burnt without the release
of soot. Importantly, the air to fuel ratio is optimized during the operation of the
generating power units. The impact of operating the generating sets on air quality is
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 expected to be tolerable and will not cause a significant adverse impact to the environment
or people.

The main air pollutant source of RLC is when generators become operational. When there are
power outages or sudden need for additional electricity, stand-by generators are used to supply
energy on the spot. Since these generators are only on “stand-by” they are only used on a
situational basis. However, when they are operational, air pollutants such as NOx, SOx, COx are
produced. These generators are powered by diesel oil, and unlike bunker C fuel, diesel oil is
easily burnt without the release of soot.

Management Approach for Impacts and Risks

We ensure that we comply with clean air standards of the Department of Environment and
Natural Resources (DENR). Our gensets are being tested twice a year by third-party
consultants to ensure that they remain within DENR standards.

Opportunities and Management Approach

We see opportunities for reducing our Air Pollutants. We make sure that mitigating
measures are properly implemented in all the APCS (Air Pollution Control Systems) and
ensure the installation and proper & regular monitoring and maintenance of the generator
sets, and air pollution control facilities, such as, mufflers exhausts, and air conditioning
systems filters.

Solid and Hazardous Wastes

Solid Waste
Disclosure 2021 2022 Units
Total solid waste generated 22,926,915.64 26,989,210.20 kg
Reusable 1 N/A 117,819.64 kg
Recyclable 4,114,634.37 4,449,445.96 kg
Composted 6,906,395.98 8,221,626.78 kg
Incinerated None None kg
Residuals/Landfilled 11,904,249.45 14,200,317.82 kg
12021 Reusable waste data is unavailable
Hazardous Waste
Disclosure 2021 2022 Units
Total weight of hazardous waste generated N/A 290,905.81 kg
Total weight of hazardous transported 1 N/A 288,735.03 kg
1A portion of Hazardous Waste remained in our allocated depository area as of year-end 2022. We have
already transported all remaining hazardous waste from 2022 in Q1 2023 to DENR-accredited treatment
facilities.

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Solid and Hazardous Wastes
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Waste generated from our facilities is collected by our accredited waste haulers and
disposed of properly in the landfills closest to our locations. We recognize gaps in this system
because we are unable to fully monitor how much of the waste is being collected from our
facilities and is being recycled versus how much ends up in landfills. Landfills may not be
ineffective in storing waste; hence it could potentially contribute to marine litter. This could
affect us and our stakeholders, including government, communities, waste pickers, and the
environment. Biodegradable waste in landfills is also a major source of GHG emissions.

Management Approach for Impacts and Risks

We assess the capability of our waste haulers to manage our waste, including making sure
that they dispose of our waste in a legally operated landfill that meets the standards of
DENR. In our properties, we allocate a space for our materials recovery facility. We
designate key people to effectively manage and operate the MRFs according to DENR
standards.

We provide training to our housekeeping staff who handle the waste to ensure it is
properly managed, and hauling is done regularly.

For hazardous wastes, we engage with DENR accredited transporter and treater. We
allocate a separate space to store these wastes in our facilities before they are collected.

Opportunities and Management Approach

With increasing awareness on the issue on marine litter we see an opportunity to be part of
the solution and position our properties to have the best waste management system in the
country. We are currently improving our waste management system by working with our
merchants to replace non-recyclables with recyclables to reduce total residual wastes that
are more difficult to manage. We are also working with recyclers to link them with our waste
collectors to ensure the recyclable waste we generate is recycled. We are also exploring ways
to process our biodegradable waste into compost or energy to reduce the total waste sent to
landfills. We are piloting the system in our two malls and if proven to be successful, it will
be scaled-up to all our commercial centers. Moving forward, this will give us an opportunity
to collaborate with our stakeholders. We will innovate on waste flows by providing training
and learning opportunities to both our employees and customers.

Effluents
Effluents are relevant in all our properties. By design, all our commercial, office, and hotels
have been fitted with wastewater treatment facilities to meet with the regulatory
requirements of DENR.

Environmental compliance
Non-compliance with Environmental Laws and Regulations1
17 | P a g e
 Disclosure 2021 2022 Units
Total amount of monetary fines for non-compliance with
None None PhP
environmental laws and/or regulations
No. of non-monetary sanctions for non-compliance with
None None #
environmental laws and/or regulations
No. of cases resolved through dispute resolution
None None #
mechanism
1No data to be disclosed

Environmental Compliance
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Being a real-estate business, RLC has a very sensitive relationship with the environment. Certain
decisions and choices such as where buildings are constructed, how buildings are constructed,
what materials were used, what permits we have, can easily disrupt the environment, thus
exposure to non-compliance risks. With the scarcity of environmental resources and the
industry’s impact on nature, environmental laws are set to regulate the actions done by
companies such as RLC. Putting a focus on compliance will not only be good for the
environment but also minimize overall cost and damage to our reputation.

Management Approach for Impacts and Risks

Compliance to environmental laws is fundamental to our operations. We have a designated
unit that ensures all aspects of our operations are compliant with relevant laws. We ensure
our gensets are maintained well to meet air quality standards and that our sewage
treatment facilities are fully operational to ensure our effluents meet the Clean Water Act.

RLC is aware of the stakes in maintaining compliance with environmental laws set by the
government.

Opportunities and Management Approach

We plan to step up our internal capability building and improve our systems so that all
activities that we will do will remain compliant to regulations. We will invest in training and
monitoring activities to correct any non-compliance issues in our operations internally to
reduce findings from audits of government and third - party consultants.

SOCIAL

Employee Management
18 | P a g e
Employee Hiring and Benefits Employee data
Disclosure 2022 Units
Total number of employees 2,617 #
a. Number of female employees 1,477 #
b. Number of male employees 1,140 #
Attrition rate1 19% rate
Ratio of lowest paid employee against minimum wage 1:1 ratio
1New Hires in 2022 = 1224; Turn-over = 726; 2021-2022 average employee count: 2,575.50
Attrition computation: Total New Hires – Turn-over / Average Total # of Employees last year & current year (1224 -
726) / (2,534+2,617 / 2)

Employee benefits
% of female
employees who % of male employees
List of Benefits Y/N availed for the who availed for the
Year Year (2022)
(2022)
SSS1 Y 21% 16%
PhilHealth1 Y 3% 2%
Pag-ibig1 Y 24% 13%
Parental leaves2 Y 4% 4%
Vacation leaves2 6 Y 87% 85%
Sick leaves2 Y 89% 77%
No data provided by No data provided by
Medical benefits (aside from
Y HMO due to data HMO due to data
PhilHealth)3
privacy privacy
Housing assistance (aside from
N none none
Pag- ibig)4
Retirement fund (aside from
Y 83% 67%
SSS)
Further education support Y 2 5
Company stock options N - -
Telecommuting Y No data available No data available
Flexible-working Hours Y No data available No data available
Rice Subsidy5 Y 100% 100%
1Based on total number of employees – 2,617 Note that 100% of our regular employees are covered by mandatory
benefits.
2Based on total number employees who are entitled to leaves and the actual number of employees who availed the

leaves.
3100% of regular employees are covered with at least PhP 60k/month for entry level but availment of HMO benefits

is not being disclosed due to data privacy.

4We only provide discount privileges to employees
5Based on regular permanent employees only

19 | P a g e
 6Unclaimed Vacation and Sick Leaves for non-executive positions are convertible to cash 100% and 50% of daily
rate respectively. Unclaimed Sick leaves for executives are convertible at 50% of daily rate.

Diversity and Equal Opportunity

Disclosure Quantity (2022) Units
% of female workers in the workforce 56 %
% of male workers in the workforce 44 %
Number of employees from indigenous
communities and/or vulnerable sector 1 30 #
1Vulnerable sector includes, elderly, persons with disabilities, vulnerable women, refugees, migrants,
internally displaced persons, people living with HIV and other diseases, solo parents, and the poor or the
base of the pyramid (BOP; Class D and E).
1 Solo Parents (13) + Elderly (17)

Employee Hiring and Benefits, Diversity and Equal Opportunity

Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Our policy and practice in hiring determines our ability to foster equal distribution of
opportunities across diverse sets of people. For example, setting a policy on gender equality
or hiring people coming from vulnerable groups will determine how much opportunity we
are able to distribute to the male and female population or vulnerable groups given their
nuanced needs and circumstances. Hence, we take our hiring policy seriously to provide
everyone with a level plane field to access the employment opportunities that we create
through our business.

The benefits we provide our employees deliver a lasting effect to our employees’ quality of
life. For example, providing health care coverage to our employees determines their
resilience to medical emergencies, which is key to maintaining quality of life. Employees who
enjoy a good quality of life will tend to be more engaged and productive in the workplace,
which impacts our business positively.

Management Approach for Impacts and Risks

Hiring, Benefits, Diversity and Equal Opportunity. We hire based on capability and
alignment with the requirements of the job. In our hiring process, we do not discriminate
against any person in terms of gender, ethnicity, age, and other circumstances. We apply an
anticipatory hiring strategy looking at our needs in the next 3-5 years based on our long-term
business strategy. We have an intake program to hire early on and better prepare our new
hires even before the actual needs arise.

In terms of gender diversity, we currently have about 56% female and 44% male. We are
working towards striking a better balance in terms of gender. RLC was included in the 2022
Bloomberg Gender Equality Index for scoring at or above global threshold established by
Bloomberg to reflect high level of disclosure and over- all performance across the
frameworks’ five pillars: Female Leadership and Talent Pipeline; Equal pay and Gender Pay

20 | P a g e
 Parity; Inclusive Culture; Sexual Harassment Polices; and Pro-Women Brand.

In particular, RLC scored high in Female Leadership and Talent Pipeline or equal
representation and opportunities in the workplace and Anti-Sexual Harassment Policies.
RLC’s employees are 56% women. It can also be noted that 67% of promoted employees and
48% of executive officers are Female.

Benefits. We benchmark our benefit structure with the industry standards and adjust
accordingly to stay within the industry average. On top of government-mandated benefits,
we provide other benefits as part of our engagement initiatives such as healthcare coverage
(HMOs), life insurance, medical allowance, rice subsidy, bereavement assistance, discounts
to our products, and access to affordable emergency loans.

We also take advantage of our business ecosystem in the JG Summit Group by linking our
employees to Robinsons Bank for access to affordable loans tailor fitted for our employees.

Opportunities and Management Approach

Attrition. Our attrition rate for 2022 was 19%. In exit interviews, we see offers for better
employment opportunities remain the biggest reasons for attrition. We opened 13 properties
(Malls: Robinsons Malls Gapan, Robinsons Malls Antipolo Expansion | Offices: Cybergate
Galleria Cebu, Cybergate Bacolod 2, Cybergate Iloilo 2 | Hotels: Go Hotel Plus Naga, Summit
Naga, Go Hotel Plus Tuguegarao, Fili Urban Resort Cebu | Residences Vertical: Amisa Building
D, Sierra Valley Gardens Building 3, Woodsville Crest Pine Bldg | Residences Horizontal:
Springdale Baliwag).

Retaining employees is critical to our long-term success in the real estate industry, ensuring
customer satisfaction, increased sales, satisfied coworkers, and effective succession planning
as well as organizational knowledge and learning.

RLC aims to reduce its attrition rate by 5 percentage points in the next 5 years. The
management aims to improve the following, (i). training/ workshops, (ii). increase
mentorship and guidance from supervisors, (iii). more discussion with employees and
managers on employee’s career growth, (iv). as well as a review of our benefits and total
rewards policy.

Benefits. More than mere compliance to minimum pay mandates, we provide healthcare
coverage (HMOs), life insurance, medical allowance, rice subsidy, bereavement assistance,
discounts to our products, and access to affordable emergency loans. We also offer
preferential rates for real estate purchases from RLC, and loans with Robinsons Bank.

To improve our talent retention and employee engagement, we see an opportunity to assess
the benefit availment rates of our employees across our different benefit types to determine

21 | P a g e
 overall effectiveness of our benefit structure. We will continue to innovate on structures that
better responds to the real needs of our employees.

Employee Training and Development

Disclosure 2022 Units
Total training hours provided to employees
a. Female employees 4,242 hours
b. Male employees 2,409 hours
Average training hours provided to employees 1
a. Female employees 3.41 hours/employee
b. Male employees 2.83 hours/employee
1Training hours indicated here are the instructor-led Classroom internal trainings. Not reflected are trainings
attended by employees outside the organization, hands-on/on-the job trainings, computer/video base e-
learnings, and coaching and mentoring. There are 1,243 female employees and 850 male employees who
underwent training in 2022.

Employee Training and Development

Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
The level of training hours is an important driver of employee growth and development. Our
ability to meet our employees’ training needs impacts their overall growth as professionals.
Highly trained and highly engaged employees tend to be more productive, which also
benefits the company. This year about 2,409 and 4,242 training hours were provided to male
and female employees, respectively. We will continue to make trainings more equally
accessible and attractive across genders.

During the pandemic, RLC provided virtual training programs and online learning courses in
lieu of in face-to-face person trainings.

To make training opportunities more accessible to employees, RLC provided online learning
resources via LinkedIn and Coursera. This encouraged participation from employees in other
regions. Training areas included: customer service, communication, coaching, leadership,
finance, negotiation, and problem solving; as well as engineering, leasing, and marketing. Not
only are online courses cost-effective, but there are also no down time, travel or
accommodation expenses incurred; and they have the smallest carbon footprint, too. Their
popularity among employees is also due to time efficiency. Research shows that virtual
training is generally 25% to 60% shorter compared to in person courses on the same subject.

22 | P a g e
 Management Approach for Impacts and Risks
We adopt a centralized learning framework that is anchored on the Core Values of the
organization. RLC follows curriculum consistent with the standards of JG Summit group of
companies, which are categorized into internal learning courses as follows:

1. Core Development Programs - enhances the soft skills of employees. This includes
programs on customer service, communication, and professional image.
2. Management Development Programs aim to provide a strong leadership and coaching
culture in the organization, hence programs aimed to develop these competencies fall
under this.
3. Executive Development Programs target high potential and high performing leaders. This
covers programs on problem solving, negotiation, finance, and strategic communication.
4. Functional Training Programs. There are Functional Training Programs that are
customized per department that address the gaps of different functions. These programs
include development plans for Engineering, Leasing, Marketing, Construction
Management, and Operations. There is a continuous development of in-house SMEs
(subject matter experts) who continue to impart learning on the job to their colleagues
via share and learn sessions that allows for sharing of best practices while learning new
technology and trends at the same time.

RLC promotes the development of employees by continuously providing relevant and timely
training programs anchored on the training needs of the company and the employees.

Opportunities and Management Approach

We continue to anticipate new skills and capability needed by our employees to help us
prepare for the future in terms of new technologies and industry practices in real estate. For
example, we are continually on the look-out for new and better technologies and practice in
managing malls, offices, residences and hotels or in the design and construction of different
property formats. Being continually informed on new industry developments enable us to
take leadership in the market.

Labor-Management Relations
Disclosure 2022 Units
% of employees covered with Collective Bargaining
0% %
Agreements1
Number of consultations conducted with employees
0 #
concerning employee-related policies1
1In general, we consult our employees on any new policy that affects them. Based on our corporate
governance we afford ample time for employees to provide input and feedback before we put policies in
effect.

Labor – Management Relations

Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
23 | P a g e
 Good labor-management relations create a healthy workplace for us. It enables our
employees to raise their concerns to the management. It helps the management find ways
to refine its policies and systems that improve our workplace conditions in both construction
and in operations, particularly in our malls and hotels and resorts. Good workplace conditions
help reduce health and safety risks and provide social safety nets for our employees in times
of crisis.

Poor Labor-Management relations grossly affect performance and inherently has high
reputational risk especially when labor unions resort to actions beyond close-door dialogues.

Management Approach for Impacts and Risks

RLC ensures the observance, strict implementation and compliance with employment and
labor laws and policies with regards to recruitment, employment, retention and benefits of
the employees.

We are committed to providing a decent workplace for our employees and providing their
needs to be effective in their work. We practice an open-door policy. Employees may directly
communicate with their immediate superior or with the HR department. We also listen to
our employees through employee engagement surveys and other ad Hoc surveys that are
conducted by our HR. We also provide informal avenues for employees to raise their
concerns to the management, such as lunch meetings and get together activities.

Digital tools such as video meetings and group chats were utilized to frequently update our
employees of changes at work. This included work protocols in line with the pandemic which
provided opportunities for our employees to communicate their concerns to management.
However, open lines were established due to limited face-to-face interaction during the
pandemic

The safety and welfare of our employees are important, protocols were placed to meet the
needs of the employees during the pandemic such as the provision of healthcare monitoring
system of employees, work from home arrangements, provision of shuttle service for
employees, shifting schedules, postponement of construction works, essential health kit etc.

The Company ensures the observance of strict implementation and compliance with
employment, labor laws and policies with regards to recruitment, employment, retention
and benefits of employees. Minimum notice period regarding operational changes ranges
from three to six months, dependent on the proponent of change.

24 | P a g e
 Opportunities and Management Approach
We continually look for better ways to solicit feedback from our employees through formal
and informal feedback sessions. In November 2022, we received an average score of 78%
when we conducted a pulse survey to assess the impression of the employees towards the
company and its work environment. This is in terms of employee engagement, collaboration,
communication, company leadership, customer focus, personal career growth &
development potential, job enablement, pay & benefits, performance & accountability,
strategic alignment and work process.

Workplace Conditions, Labor Standards, and Human Rights

Occupational Health and Safety1
Disclosure 2022 Units
Safe Man-Hours 5,757,245.62 Man-hours
No. of work-related injuries 0 #
No. of work-related fatalities 0 #
No. of work-related ill-health 0 #
No. of safety drills 147 #
1This disclosure includes the Robinsons Construction Management unit.

Labor Laws and Human Rights

Disclosure 2022 Units
No. of legal actions or employee
grievances involving forced or child 0 #
labor

Do you have policies that explicitly disallows violations of labor laws and human rights (e.g.
harassment, bullying) in the workplace?

We do not have explicit written corporate policies relating to these topics since these are
expressly defined in our Philippine labor laws, which we ensure compliance in all our
operations.

If Yes, cite reference in the company

Topic Y/N
policy
Forced labor Y
Indicated in the Employee Discipline
Policies and Guidelines;
“Notwithstanding the express
Child labor Y enumeration of acts, omission or
incidents in the Offenses Subject to
Disciplinary Action (OSDA), the
25 | P a g e
 pertinent provisions of the Labor
Law and allied laws, rules, and
regulations are deemed
incorporated in the OSDA. For acts
or omission not specifically treated
in the OSDA, the pertinent
provision of law shall apply”

Indicated in OSDA; (1) Sections 3-

Acts or Omissions Concerning
Relationships with Superior,
Attendance to and Performance of
Assigned Duties, (2) Section 4- Acts
or Omissions Concerning Harmony
and Good Order, Safety and
Decency at Work

• Policy on Sexual Harassment

Human Rights Y • Policy on Health, Safety and
Welfare
• Corporate Environment,
Health and Safety Policy
• Drug Free Workplace Policy
• Workplace Policy on
Prevention Control of HIV and
AIDS, Hepatitis B and
Tuberculosis
• Special Benefits for
Women/Magna Carta for
Women
• Leave Benefits Policy (includes
Expanded Maternity Leave,
Solo Parent Leave, Vacation
Leave, Sick Leave, Service
Incentive Leave, Nuptial
Leave, Emergency Leave,
Bereavement Leave)
• Whistleblowing Policy
• Data Privacy Policy
• Flexible Work Arrangement
Policy
• Work from Home Program
• Mental Health and Wellness

26 | P a g e
 Policy
• Environment Health and
Safety Policy
• Retirement and Separation
Benefits Policy

Workplace Conditions, Labor Standards, and Human Rights

Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Compliance to labor laws and human rights standards, as well as safe operation and accident
prevention are fundamentals to running a good business.

Threats to the rights, health, and safety of our employees impact our productivity, employee
retention, and employee engagement. More importantly, it impacts the wellbeing and
quality of life of our employees. Risks to health and safety are greater in construction sites
than in operations.

Management Approach for Impacts and Risks

OSH management system is primarily designed to protect the health and safety of individual
workers or members of the company. OSH Trainings are regularly conducted for the Lead
Persons – Engineers, Security, Operations personnel.

Health and safety risks are regularly assessed to identify ways to eliminate or minimize
incidence. We set standards for safe working practices and ensure they are practiced by all
our employees, especially those involved in construction and operations. In-house auditing
and inspections are being conducted by facility's/property engineers and operation's
personnel. Documentations is done by engineering and security and validated by the JG
Summit Engineering group.

Protocols were put in place to ensure protection of the employees from exposure of COVID-
19 virus. These included mandatory submission of health declaration, physical distancing in
the workplace, work-from-home arrangements, shifting schedules, restrictions on physical
meetings & gatherings and strict implementation of sanitation protocols. We established a
healthcare team to check and assess conditions of our employees when they have been
exposed or display symptoms of the virus.

We ensure strict compliance with the requirements of the Fire Code of the Philippines and
other relevant regulations.

We regularly submit our safety records to the Department of Labor and Employment (DOLE)
to comply with their safety, health, and welfare standards and policies. In addition, all
27 | P a g e
 properties/facilities of RLC's have clinics to cater to employees and workers.

Beyond safety, we ensure all our operations comply with labor laws, including those relevant
to forced labor, child labor, and human rights. We conduct periodic internal audits to monitor
these risks in all our operations. The findings are discussed in the top management.

Opportunities and Management Approach

We continue to work with our contractors to build a culture of safety in all our construction
and operations. More frequent and deliberate activities will be done to educate and remind
our employees on safety standards and protocols to strengthen our safety culture and make
safety a second nature to our employees not just in the workplace but even in their homes.

Supply Chain Management

Do you have a supplier accreditation policy? If yes, please attach the policy or link to the policy:

Yes. Pertinent portion is re-stated in column no. 3 below.

Do you consider the following sustainability topics when accrediting suppliers?

If Yes, cite reference in the
Topic Y/N 2022
supplier policy
As stipulated in Supplier
Environmental Accreditation Policy,…”All
performance Y
interested suppliers shall submit
the accomplished Supplier
Accreditation Application Form
Forced labor Y (SAAF) together with the required
accreditation documents.”

Child labor --required documents include all

Y pertinent government permits per
supplier type eg Mayor’s Permit,
Environmental Permits, Philhealth,
Human rights SSS, Pag-Ibig etc
Y
As stipulated in Supplier
Accreditation Policy, “…Without
the written consent of the
Y company, directly or indirectly
offers or gives any benefit or
Bribery and corruption
compensation in cash or
otherwise, to a company employee
because of the employee’s
association, engagement
Or duties with the company.
28 | P a g e
Supply Chain Management
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
About 62% of our revenue flows to our suppliers. Most of the activities we do in the value
chain is carried out by suppliers from construction to property management. Hence the
impact of our suppliers to environment, society, and economy (ESE) is a significant portion of
our impact. Our supplier’s success in delivering their output determines our own success.
Their impact to ESE affect essentially all our stakeholders.

Management Approach for Impacts and Risks

Our current supplier accreditation policy ensures that all our suppliers meet the minimum
standards to deliver quality output for us. Through our accreditation process, we assess their
capability and compliance to all relevant laws and regulations.

Our supplier accreditation process are as follows:

1. Application - All suppliers intending to do business with any BU must apply for
accreditation through the submission of an accomplished Supplier Accreditation
Application (SAA) together with the required documents. SAA contains the basic
information about the supplier’s company, organization, products or services offered and
other relevant information necessary to evaluate the supplier’s overall competencies.
2. Appraisal - RLC shall appraise all suppliers applying for accreditation using a rating system
for both the company and the product or service. The Rating System for each
accreditation criteria may vary by commodity group. The supplier must meet at least 75%
to be recommended for accreditation approval.
3. Accreditation Approval – Approval will be done by the corporate supplier accreditation
team of RLC.

On top of the accreditation process, the following processes are being done to assess the
performance of suppliers.

1. Maintenance – All accredited suppliers shall be included and maintained in the supplier
information database.
2. Review and Evaluation – on a periodic basis, a complete reassessment of the supplier's
performance like the initial accreditation process will be conducted based on key
performance metrics.

Any supplier that fails to comply with minimum standards go through the following
recourse: 1) Suspension, 2) Debarment, 3) Appeal Process, and 4) Reinstatement if the
supplier is able comply with our minimum standards.

29 | P a g e
 Opportunities and Management Approach
We are reviewing our supplier accreditation policy to include relevant to environment,
social, and economic criteria to ensure that our sustainability standards and practices is also
applied to the supplier.

Relationship with Community

Significant Impacts on Local Communities

Focus Area : RELIEF OPERATIONS

In times of crises that impact jobs and livelihoods, immediate aid and support make a huge
difference in alleviating the plight of disadvantaged populations. This year, the RLC actively took
part in extending emergency assistance to address the most urgent humanitarian needs in light of
natural calamities.

1. Emergency Relief / Relief Operations

This year, a total of 18 relief operations were organized in coordination with both local and
provincial government units. Through our malls, we were able to provide affected
communities nationwide with over 8,000 relief packs and emergency assistance in the
aftermath of Typhoons Agaton, Karding, Neneng and Paeng and the fire incident that
happened at Brgy. Punta Princesa Cebu City.

During calamities various Robinsons Malls took part by providing free parking, charging, and
WiFi stations for stranded individuals.

Focus Area : HEALTH & NUTRITION

The COVID19 pandemic emphasized the importance of maintaining good health and nutrition more
than ever. As communities slowly recover from the effects of the pandemic, RLC launched several
initiatives to provide much needed support and assistance to the most vulnerable communities.

1. Feeding Programs
This year, RLC launched 1-school year Feeding Programs for over 100 malnourished students
of City Gates Academy Antipolo and Ilugin Elementary School Pasig in partnerships with
Giving Hope Foundation and Thrive. This program seeks to fill the nutrition gap and provide
“brain power” to the students that results in better attendance and participation in school.

2. Mental Health Services

In support of the mental health awareness campaign, Robinsons Place Valencia, in
partnership with Halad to Health, opens a safe space booth that provides free mental health
consultations to mallgoers. This initiative aims to make mental health support more
accessible to the community especially to those who may be dealing with bullying,
depression, suicidal thoughts, teen pregnancy, stress, and other anxiety & mental health
30 | P a g e
 issues.

3. Pediatric Cancer Home Rehabilitation

In the objective of improving the living conditions of indigent pediatric cancer patients of
Philippine General Hospital who take shelter in “Bahay Aruga” in Ermita Manila, RLC, in
partnership with Boysen Paint Philippines, conducted a rehabilitation activity through
repainting of the bedroom walls with fun and colorful designs to provide a better
environment to its inhouse patients. This repainting activity was participated by RLC
volunteers from Robinsons Hotels & Resorts.

Focus Area : CHILD WELFARE & EDUCATION

With its recognition of the importance of child welfare development and education, RLC promotes
education through provision of needed equipment, supplies, and basic materials to support the
education of children and youth.

1. Brigada Eskwela
In anticipation for the re-opening of face-to-face classes after the pandemic, RLC through
DepEd’s Brigada Eskwela, provided support to chosen schools by donating cleaning &
painting materials, sanitation equipment, furniture and school supplies. RLC was able to
reach a total of 31 schools nationwide. RLC volunteers also actively participated in the
cleaning & painting activities of the school in preparation for the opening of classes.

2. Brigada Pagbasa
RLC also supported DepEd’S “Brigada Pagbasa”, through donations of learning & reading
materials to over 100 Kinder to Grade 3 students of Ilaya Barangka Integrated School,
Mandaluyong City. RLC volunteers also shared fun book-reading sessions with the children.

3. Gift-Giving to Indigent Children

Children were the highlight of Christmas season, as RLC, through Robinsons Malls, Robinsons
Hotels & Resorts and RHomes launched gift-giving initiatives to various child welfare
organizations through partners and local government units. Over 800 children were given
some Christmas cheer with gifts and fun activities.

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Focus Area : COMMUNITY DEVELOPMENT
RLC strives to impact positive change in communities where it is present through provision of
avenues to access to opportunities and services on health and wellbeing.

1. Lingkod Pinoy & Homeowners Express

The Lingkod Pinoy Centers emerged from the RLC’s desire to support the government in
making essential services accessible to more Filipinos. It is a one stop shop where people can
access a variety of public services. Started in 2011, the Lingkod Pinoy Center is now present
nationwide to provide convenient and comfortable venues to make transactions. The centers
average daily transaction in 2022 is 27,543 with 84 stand-alone offices and 152 centers
nationwide. The following are the government agency partners:
• SSS
• Pag-Ibig
• PRC
• PhilHealth
• BI District Offices
• DFA
• OWWA
• QC LGU
• BOQ
• PHILPOST
• NBI
• TIEZA
• LTO
• POEA
• LRA
• SEC
• DTI
Robinsons Malls and RLC Residences also provided safe spaces for government agencies to
administer COVID-19 Vaccinations, Bloodletting, National ID registrations, Saliva RT-PCR
testing, Voters’ Registration, Passport Renewal, Seminars on safety etc in select properties
nationwide.

2. Transport Hubs
RLC’s presence in several communities makes it a strategic hub for transport connectivity. By
providing terminal spaces for public utility vehicles, the malls improve accessibility to several
destinations for commuters. Robinsons Malls host a variety of transport services: from P2P
buses, UV Express Services and vans, electric and regular jeepneys and tricycles. Some of the
Malls also provide loading bays to ensure a safe and systematic way for commuters to board
and alight from public transport vehicles. In total, 54,823 sqm of space in Robinsons Malls
were allotted for public transport terminals nationwide.

32 | P a g e
 3. Locally Sourced
Robinsons Malls hosted Locally Sourced in select malls nationwide to support the businesses
of local MSMEs. Executed in partnership with the Department of Agriculture and other
related agencies, the program helped showcase the different agricultural products of local
farmers/entrepreneurs.

4. Entrep Corner
RLC launched the Entrep Corner Exhibit in partnership with Trinity University of Asia where
over 200 college and senior high school students taking up business-related courses &
subjects showcased their original food & non-food products. This activity provided actual
retail experience to the students with the aim of honing their entrepreneurial skills in a real
business environment.

5. Solar Lights Donation

As part of RLC’s commitment to supporting our local government to provide a our
communities with better life, RLC, through RHomes, donated over 20 solar streetlights with
poles to the local government unit of General Santos City to provide better and sustainable
lighting in the streets of the city.

6. Lingkod Pinoy & Homeowners’ Express

To support the government in making essential services accessible to more Filipinos,
Robinsons Malls and RLC Residences provided safe spaces for government agencies to
administer COVID-19 Vaccinations, Bloodletting, National ID registrations, Saliva RT-PCR
testing, Voters’ Registration, Passport Renewal, Seminars on safety etc in select properties
nationwide.

7. Livelihood Program
RLC’s Adopt-A-Community project provided a 4-month livelihood program to chosen “ultra-
poor” families in Purok 8 Riverview Village, Bacaca Davao City. The sponsored community
was taught various livelihood, health & values lessons. Through this project, 36 families are
given opportunities to put up their own sustainable sources of income.

Disclosure on Free and Prior Informed Consent (FPIC) is not material given that there are no
operations that is within or adjacent to ancestral domains of indigenous peoples.

33 | P a g e
Relationship with Communities
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Community could get impacted positively or negatively ranging from physical risks to social
and economic risks. For example, displacement can be both physical displacement or
economic displacement due to our presence.

Negative impacts in the community could have significant impact to our reputation and social
license to operate. Conversely, delivering positive benefits to the community enable us to
build stronger partnerships such as in local sourcing of goods and talents.

Management Approach for Impacts and Risks

Our social/community impact assessment and risk management process is a mandatory
process that guides sustainability-related risk management and integrates a risk register into
operating plans. As part of that process, exploration, production and major projects are
examined against the physical, social and political settings of our operations. Local concerns
may influence the potential importance of these stakeholders and environmental matters
including long-term risks and cumulative impacts. Risks are identified and described by a
diverse group of subject matter experts in each business unit (BU) and project.

To help Business Units in Community Assessment and affairs a System Management

Approach is developed:

1. Impact and Risk Assessment- Assessment is basically the identification of potential and
likely risks within a particular community, and the process of prioritizing those risks. The
community risk assessment process can be as complex and detailed as local resources
permit. Or, using basic skills and resources available to most organizations can be a more
simplified process that will produce basic information that can be used effectively for
intervention/enhancement projects.
2. Mapping Stakeholders and Prioritizing Risks- Identifying the people related to the
project, those who will be affected by the development and those than can influence,
and to help develop strategies to engage these people in the right way. In most contexts
community development projects will have a wide variety of actors. Also, during this
process, a risk register is developed looking at the long term and short term, and also
looking at the probability and severity.
3. Addressing the Risk- A structured and coherent approach to managing the identified
and ranked risk.
4. Engage Stakeholders- Communicate and collaborate on strategies and action plans in
addressing risks and impacts.
5. Measure and Monitor- Tracking and assess actions to ensure ongoing adequacy and
effectiveness of the management system.

Over-all, incorporating community affairs strategy into business brings transformative power
through business excellence. Our philosophy is based on the idea that corporate success and
34 | P a g e
 social welfare are interdependent. A business needs a healthy, educated workforce,
sustainable resources, and adept government, to prosper and compete effectively. Also, for
society to thrive, profitable and competitive business must be developed and supported to
create income, wealth, tax revenues and opportunities for engaged social development.

Opportunities and Management Approach

RLC is currently cascading the Community Assessment tool to be used during the different
phases of development; from Business development, construction and operations of projects
and properties. Done properly, commercial development can improve a local community in
more ways than one, by adjusting, innovating, and continuously improving systems, services
and products being put out by the company.

Accordingly, since engagement and transparent reporting and disclosure of how we minimize
and mitigate risks associated with construction and operations is a top business priority and
key concern of our stakeholders; periodic communication and reporting is to be enhanced.

Customer Management
Customer Satisfaction
Did a third-party conduct
Disclosure 2022 the customer satisfaction
study (Y/N)?
Customer Satisfaction Score 79% N

Health and Safety

Disclosure 2022 Units
No. of substantiated complaints on product or
874 #
service health and safety1
No. of complaints addressed2 1,354 #
1 RHomes – 1 \ Hotels – 23 \ Malls - 850
2 Hotels – 504 \ Malls - 850

Marketing and labelling

This topic is not material to our company, since we do not sell fast-moving consumer product

35 | P a g e
Customer Privacy
Disclosure 2022 Units
No. of substantiated complaints on customer
1 #
privacy 1
No. of complaints addressed 2 #
No. of customers, users and account holders
whose information is used for secondary 0 #
purposes
1Substantiated complaint include complaints from customers that went through the organization’s formal
communication channels and grievance mechanisms as well as complaints that were lodged to and acted
upon by government agencies.

Data Security
Disclosure 2022 Units
No. of data breaches, including leaks, thefts and
0 #
losses of data

Customer Management - Health and Safety, Customer Privacy and Data Security
Impacts and Risks: Where it occurs, RLC’s involvement, stakeholders affected
Customer management is fundamental to corporate success and sustainability. Our ability to
keep our customers satisfied is at the core of our performance as a corporation. Ensuring
their health and safety in the use of our products, and protecting their information are ways
to deliver customer satisfaction.

Our inability to meet their expectations poses a significant risk to our viability in both the
short-and-long term horizons.

Management Approach for Impacts and Risks

Customer Satisfaction. We conduct periodic market research to gauge customer
expectations and build the right products and services to meet their expectations, needs, and
capabilities. Our customer satisfaction surveys tell us whether the products and services as
designed have indeed met their requirements. We continually iterate and improve our
performance through these processes.

Health and Safety. We ensure that our properties do not pose any risk to the health and
safety of our employees. This is assured from the design process to construction as well as
operations that it meets the highest building standards that ensures it is resilient to any
structural threats. In our properties, we continue to assess risks to our customers such as
slippage and fall and periodically audit to ensure compliance to our standards.

Protocols were put in place to ensure protection of the employees from exposure to COVID-
19 virus. These included mandatory submission of health declaration (i.e. Fit To Work

36 | P a g e
 Certification), physical distancing in the workplace, work-from-home arrangements, shifting
schedules, restrictions on physical meetings & gatherings and strict implementation of
sanitation protocols. We established a healthcare team to check and assess the conditions of
our employees when they have been exposed or display symptoms of the virus.

Customer Privacy and Data Security. All personal information collected during customer
interactions is handled in accordance with the Data Privacy Act of 2012. The contact details
of our Data Protection Office are visible on our company website and various privacy notices
where data privacy inquiries and complaints may be addressed. The Company & our Data
Protection Officer (DPO) is registered with the National Privacy Commission (NPC), the
government agency mandated to administer and implement the Data Privacy Act of 2012.
Moreover, our DPO is an active member of Data Privacy Council of NPC as the Sectoral
Representative for Real Estate.

To protect customer data as well as all our other confidential information, we have
implemented a strong security policy, put in place advanced network security protection
and monitoring process in the following aspects of our data management system:

o Secured Email System. RLC is using advanced security protection through Microsoft
Office 365 as employee’s corporate email. It provides URL filtering, screening of
attachments and links to be protected from spam and phishing.
o End-point Security Protection. RLC installed Crowdstrike Endpoint Protection as the last
defense layer to protect end-user's computer from malware, spam and phishing.
o Protection of RLC’s edge network. RLC used a strong network firewall rules that serve
as a network gateway to only allow authorized and specific ports to pass through. It also
includes URL filtering and secured VPN connections among its remote sites.
o Disallowed the use of external storage by employees.
o We have corporate information security team that performs Security Vulnerability
Assessment and Penetration Testing (SVAPT) on regular and on-demand basis specially
before we launch a new website
o 24x7 IT Service Desk that also monitors all our network, systems and applications
through our monitoring system which could detect performance degradation, capacity
threshold breach and availability faults. The team is alerted and performs remediation
actions following incident management process and service level targets.

Opportunities and Management Approach

Customer management is a continual improvement process. We continually assess our
customer experience journey and find ways to better meet their expectations.

We maintain various communication channels and facilitate meaningful interactions with our
customers and stakeholders. This allows us to better address their needs and strengthen our
relationships with them, while improving our systems in the process. The information and
37 | P a g e
 feedback we receive are processed through the appropriate business units, ensuring
feedback is addressed immediately and incorporated into our business strategies.

Beyond customer satisfaction, we intend to measure the real economic and social value we
contribute to our customers and their stakeholders, such as how our malls are able to
increase their access to market through increased foot traffic to our malls to better
understand how our product enable them to grow as they locate with us. A more
systematized measurement of economic and social value will enable us to better optimize
our products for increased value to the customers we serve and to society in general.

UN SUSTAINABLE DEVELOPMENT GOALS

Product or Service Contribution to UN SDGs
Key products and services and their contribution to sustainable development.

Potential Negative Management

Key Products Societal Value /
Impact of Approach to
and Services Contribution to UN SDGs
Contribution Negative Impact
We provide a suitable
location where businesses Apart from the
can operate and grow, environmental,
contributing to job social, and Nothing material
Office creation and increased economic that we could
Space economic activity in the impacts identify
areas where we are identified
located. above, we see
no further
To date we have material
305,942.82 square meters negative
of gross floor area. impacts of this
product to
SDGs.

38 | P a g e
 We provide a space
where our customers
(merchants) benefit from
the foot traffic to the When we enter
malls. It allows foreign Current a location, we
and local enterprises to businesses could map which local
access key markets and be negatively enterprises could
scale their businesses. affected be negatively
People around our through reduced affected by our
Mall locations can access customers. entry. We assess
Space quality products that Increased the impact and
meet their needs from consumerism provide
food, medicine, clothing, could reduce opportunities for
and other needs that the savings of the affected
improve their quality of citizens. parties to locate
life. May cause in our mall, or
traffic their household
To date, we have a total congestion that members to
of 3,108,935 square reduces given
meters of gross floor productivity of employment
area. In addition, 24 of population. opportunities.
our malls offer low-
carbon malls spaces, as
they’re fitted with solar
panels that meet a
significant part of their
power requirement.

We provide affordable,
quality accommodation
options for tourists who
contribute economic Apart from the
value to the local areas environmental,
where we operate. social, and Nothing material
Hotel People who travel to economic that we could
Rooms offsite locations on impacts identify
business are also able to identified
access quality rooms that above, we see
meet their budget. no further
material impacts
of this product
to SDGs.

39 | P a g e
 Currently, we have 2,420
rooms in our Go Hotels
and Summit Hotels
Brands.

We help families achieve

their dreams of owning a
Apart from the
home. We have a deep
environmental,
understanding of the
social, and
needs of our customers
economic
and build for them a
Vertical impacts
house that meets their
and identified Nothing material
needs wherever they are
Residential above, we see that we could
Products on their journey towards
no further identify
financial freedom.
material impact
of this product
In 2022, we have a total
to SDGs.
of 45,542 residential
units.

We provide storage space

that helps product-based Apart from the
businesses make their environmental,
Logistics distribution system more social, and Nothing material
(Storage) efficient, ensuring that economic that we could
their goods are well impacts identify
secured. identified
above, we see
To date we have 196,150 no further
square meters of material impacts
warehouse space. of this product
to SDGs.

40 | P a g e
 Our master planned
properties are designed
to foster resilience,
mobility, security,
connectivity, and comfort.
With a well-designed
combination of office
space, commercial and
residential areas, we
create an urban
environment that Apart from the
Master supports economic environmental,
planned growth in a manner that social, and
mixed-use protects the environment economic Nothing material
developm and puts people’s needs impacts that we could
ents and at the heart of it. identified identify
townships above, we see
With efficient master- no further
planning, innovative material impacts
designs, and quality of this product
construction, our to SDGs.
townships will raise the
standards of mixed-use
developments in the
country. Overall, the
locations and design will
attract foreign
investments that will
increase our country’s
overall economic pool.
The compact
communities that we built
also help reduce the need
to travel by car, fosters
walkability, that has long
term benefits to air
quality, health, and
climate mitigation.
Currently, we have a total
of 263 hectares of township
developments.

41 | P a g e
Annex A. Location of Operations and Geographical Presence
(51 Cities, 13 Municipalities and 30 Provinces)

Robinsons Malls (Total of 53)

Year
Robinsons Malls Address
Opened
Metro Manila (8)
1. Robinsons Galleria EDSA corner Ortigas Avenue, Quezon City 1990
2. Robinsons Place
M. Adriatico Street, Ermita, Manila 1997
Manila
3. Robinsons Novaliches Quirino Highway, Novaliches, Quezon City 2001
4. Robinsons Metro East Marcos Highway, Brgy. Dela Paz, Pasig City 2001
5. Robinsons Otis P.M. Guanzon St., Paco, Manila 2007
Aurora Blvd. corner Doña Hemady St., Quezon
6. a. Robinsons Magnolia 2012
City
b. Magnolia Aurora Blvd. corner Doña Hemady St., Quezon
2019
Expansion City
7. Robinsons Town Mall Gov. Pascual Ave. cor. Crispin St., Tinajeros,
2013
Malabon Malabon
8. Robinsons Place Las
Alabang-Zapote Road, Brgy. Talon, Las Piñas City 2014
Piñas

Luzon ex-Metro Manila (24)

Aguinaldo Highway, Tanzang Luma V, Imus,
1. Robinsons Place Imus 1998
Cavite
2. Robinsons Town Mall Lopez Avenue, Batong Malaki, Los Baños,
2000
Los Baños Laguna
3. Robinsons Star Mills
San Jose, San Fernando, Pampanga 2002
Pampanga
4. Robinsons Santa Rosa Old Nat’l Hi-way, Brgy Tagapo, Sta Rosa, Laguna 2002
5. Robinsons Place
Pala-Pala, Dasmarinas, Cavite 2003
Dasmariñas
6. Robinsons Place Lipa Mataas Na Lupa, Lipa City, Batangas 2003
Ortigas Avenue Extension, Junction, Cainta,
7. Robinsons Cainta 2004
Rizal
8. Robinsons Place McArthur Highway, Balibago, Angeles City,
2004
Angeles Pampanga
McArthur Highway, Brgy. San Miguel, Tarlac
9. Robinsons Luisita 2007
City
10. Robinsons Townville
Km. 3, Maharlika Highway, Cabanatuan City 2008
Cabanatuan

42 | P a g e
 11. Robinsons Townville Trinidad Highway, Brgy. Cutcot, Pulilan, Bulacan 2008
Pulilan
12. Robinsons Tagaytay Km. 58, Tagaytay-Nasugbu Road, Tagaytay City 2008
13. Robinsons Ilocos Norte Brgy. 1 San Francisco, San Nicolas, Ilocos Norte 2009
14. Robinsons Place McArthur Highway, Brgy. San Miguel, Calasiao
2012
Pangasinan Pangasinan
15. Robinsons Place National Highway, Brgy. San Miguel, Puerto
2012
Palawan Princesa City
16. Robinsons Place MacArthur Highway, Brgy. Sumapang Matanda,
2013
Malolos Malolos City, Bulacan
Maharlika Highway, Brgy Mabini, Santiago City,
2014
Isabela
17. a. Robinsons Place Sumulong Highway, cor. Circumferential Road,
2014
Antipolo Antipolo City
b. Robinsons Antipolo
Sumulong Highway, Antipolo City 2022
Expansion
18. Robinsons Place
Governor’s Drive, General Trias, Cavite 2016
General Trias
Roxas Ave., cor. Almeda Highway, Brgy.
19. Robinsons Place Naga Triangulo, 2017
Naga City, Camarines Sur
20. Robinsons Place
Brgy. Tanza, Tuguegarao City, Cagayan 2018
Tuguegarao
21. Robinsons Galleria
San Pedro, Laguna 2019
South
22. Robinsons Place La MacArthur Highway, Brgy. Sevilla, San
2020
Union Fernando City, La Union
23. Robinsons Place Pan-Philippine Highway, Gapan City, Nueva
2022
Gapan Ecija

Visayas (14)
1. Robinsons Place
Lacson Street, Mandalagan, Bacolod City 1997
Bacolod
2. Robinsons Fuente
Fuente Osmena, Bo. Capitol, Cebu City 2000
Cebu
Quezon-Ledesma Street, Rojas Village, Iloilo
3. Robinsons Place Iloilo 2001
City
4. Robinsons Cybergate
Barrio Tangub, National Road, Bacolod City 2004
Bacolod
5. Robinsons Place
National Highway, Marasbaras, Tacloban City 2009
Tacloban
43 | P a g e
 6. Robinsons Place
Calindagan Business Park, Dumaguete City 2009
Dumaguete
7. Robinsons Cybergate
Don Gil Garcia St., Capitol, Cebu City 2009
Cebu
Immaculate Heart of Mary Avenue, Pueblo de
8. Robinsons Place Roxas 2014
Panay, Brgy. Lawa-an, Roxas City, Capiz
9. Robinsons Place
Brgy. Maybato, San Jose, Antique 2015
Antique
10. Robinsons Galleria
Gen. Maxilom Ave. Ext, Cebu City, Cebu 2015
Cebu
11. Robinsons Place Jaro E Lopez St. Jaro, Iloilo City, Iloilo 2016
12. Robinsons North
Brgy. Abucay, Tacloban City, Leyte 2017
Tacloban
13. Robinsons Place
Brgy. Cogon, Ormoc City, Leyte 2018
Ormoc
14. Robinsons Place Pavia Brgy. Ungka 2, Pavia, Iloilo 2018

Mindanao (7)
1. Robinsons Cagayan de Limketkai Complex, Lapasan, Cagayan De Oro
2002
Oro City
2. Robinsons Cybergate
J. P. Laurel Avenue, Davao City 2009
Davao
3. Robinsons Place Jose Catolico Sr. Ave., Lagao, General Santos
2009
General Santos City
4. Robinsons Place
J.C. Aquino Avenue, Brgy Libertad, Butuan City 2013
Butuan
5. Robinsons Place
Tagum City, Davao del Norte 2016
Tagum
Macapagal Ave., Brgy. Tubod, Iligan City, Lanao
6. Robinsons Place Iligan 2017
del Norte
7. Robinsons Place Sayre Highway, Brgy. Hagkol, Bagontaas
2018
Valencia Valencia, Bukidnon

Office Buildings (Total of 31)

Metro Manila (18)
Size &
Name Location Address
Designation
1. Galleria Corporate Quezon City Along EDSA corner Ortigas
30-storey
Center Ave, Quezon City
2. Robinsons- Ortigas Center, Corner of ADB Ave and
Equitable Tower Pasig City Poveda St., Ortigas Center,
45-storey
Pasig City

44 | P a g e
 3. Robinsons Summit Makati City Ayala Avenue, Makati City
37-storey
Center
4. Robinsons Mandaluyong City Pioneer St., Mandaluyong
Cybergate City 18-storey
Center Tower 1
5. Robinsons Mandaluyong City Pioneer St., Mandaluyong
Cybergate Center City 27-storey
Tower 2
6. Robinsons Mandaluyong City Pioneer St., Mandaluyong
Cybergate City 27-storey
Center Tower 3
7. Robinsons Mandaluyong City EDSA, Mandaluyong City
12-storey
Cybergate Plaza
8. Robinsons Ortigas Center, Sapphire and Garnet
Cyberscape Alpha Pasig City Roads, Ortigas Center, 26-storey
Pasig City
9. Robinsons Ortigas Center, Ruby and Topaz Roads,
Cyberscape Pasig Pasig 37-storey
Beta City City
10. Tera Tower Bridgetowne Bridgetowne, E. Rodriguez
West, (C5) Avenue, Quezon City 21-storey
Quezon City
Fort Bonifacio, Lawton Avenue, McKinley
11. Cyber Sigma Taguig City West, Fort Bonifacio,
21-storey
Taguig City
12. Robinsons Ortigas Center, Ruby and Topaz Roads,
Cyberscape Pasig City Pasig City 37-storey
Gamma
13. Exxa Tower Bridgetowne Bridgetowne, E. Rodriguez
West, (C5) Avenue, Quezon City 21-storey
Quezon City
14. Zeta Tower Bridgetowne Bridgetowne, E. Rodriguez
West, (C5) Avenue, Quezon City 21-storey
Quezon City
15. Giga Tower Bridgetowne Bridgetowne, E. Rodriguez
West, (C5) Avenue, Quezon City 29-storey
Quezon City
16. Cybergate Cubao, Quezon Aurora Blvd. corner Doña
10-storey
Magnolia City Hemady St., Quezon City
17. Campus One Bridgetowne Bridgetowne, E. Rodriguez
West, (C5) Avenue, Quezon City 3-storey
Quezon City

45 | P a g e
 18. Cyber Omega Ortigas Center, Pearl Dr., Ortigas Center,
29-storey
Pasig City Pasig, Metro Manila

Provincial (13)
Name Location Address Size &
designation
1. Robinsons Cebu City Don Gil Garcia St., Capitol
3-storey
Cybergate Cebu Site, Cebu City
2. Robinsons Galleria Cebu City Gen. Maxilom Avenue
Cebu Office cor. Sergio Osmena, Cebu 2-storey
City
3. Cybergate Galleria Cebu City Gen. Maxilom Avenue
Cebu cor. Sergio Osmena, Cebu 14-storey
City
4. Robinsons Place Ilocos Norte San Nicolas, Ilocos Norte
4-storey
Ilocos Office
5. Robinsons Luisita Luisita Tarlac McArthur Highway Bo.
3-storey
BTS Tarlac City, Tarlac
6. Robinsons Luisita Luisita Tarlac McArthur Highway Bo.
2-storey
BTS 2 Tarlac, City, Tarlac
7. Cybergate Delta Davao City JP. Laurel Ave., Davao
5-storey
Tower 1 City
8. Cybergate Naga Naga City Almeda Highway, cor
Roxas Avenue, Naga, 4-storey
Camarines Sur
9. Cybergate Delta Davao City JP. Laurel Ave., Davao
7-storey
Tower 2 City
10. Robinsons Luisita 3 Luisita Tarlac McArthur Highway Bo.
3-storey
BTS 3 Tarlac City, Tarlac
11. Cybergate Iloilo 1 Pavia, Iloilo City Bgry. Ungka 2, Pavia,
7-storey
Iloilo
12. Cybergate Iloilo 2 Pavia, Iloilo City Bgry. Ungka 2, Pavia,
10-storey
Iloilo
13. Cybergate Bacolod Bacolod City Lacson St., Mandalagan,
9-storey
2 Bacolod City

46 | P a g e
Work.able Centers (total of 8)

work.able Centers Location Size in sqm

1. work.able
Cyberscape
Gamma 1
Cyberscape Gamma Topaz & Ruby Roads, 1,836
2. work.able Ortigas Center, Pasig City
Cyberscape
Gamma 2
Exxa & Zeta Towers, Bridgetowne E.
3. work.able Exxa-
Rodriguez Jr. Ave., C5 Road Ugong Norte 1,430
Zeta
Quezon City
4. work.able Sigma Cyber Sigma, Lawton Avenue, Bonifacio,
309
(BTS) Taguig City
5. work.able Giga
730
(BTS)
Giga Tower, Bridgetowne E. Rodriguez Jr.
6. work.able Giga 2
Ave., C5 Road, Ugong Norte, Quezon City 1,117
(GoTyme)
7. work.able
390
Omega (1) (BTS)
Cyber Omega, Pearl Drive, Ortigas Center,
8. work.able
Pasig City 112
Omega (2) (BTS)
Total 5,924

Hotels and Resorts (Total of 25 owned hotels and resort)

# Locations Address No. of

Rooms

GO HOTELS

Metro Manila
UG/F, Robinsons Cybergate Plaza, EDSA cor.
Go Hotels
1 Pioneer 223
Mandaluyong
Street, Mandaluyong City, 1550
5F Robinsons Otis 1536 Paz Guazon St. 831 Zone
2 Go Hotels Otis 90 Paco 118
Manila, 1007

47 | P a g e
 Robinsons Cyberscape Alpha, Garnet Road,
Go Hotels Ortigas
3 Ortigas 198
Center
Center, Pasig City, 1605

VISAYAS
Go Hotels Puerto North Road, Brgy. San Manuel, Puerto Princesa
1 108
Princesa City, Palawan, 5300
Calindagan corner South Road, Dumaguete
Central Business District, Dumaguete City, 6200
Go Hotels
2 Negros 102
Dumaguete
Oriental, 6200
Tabuan National Highway, Marasbaras, Tacloban
3 Go Hotels Tacloban City, 98
Leyte, 6500
Lacson Street, Mandalagan, Bacolod City 6100,
4 Go Hotels Bacolod 108
Negros Occidental
Ledesma Street Corner Quezon Street, Iloilo City,
5 Go Hotels Iloilo 167
Iloilo 5000

MINDANAO
JC Aquino Ave., Brgy. Bayanihan, Butuan City,
1 Go Hotels BUTUAN Agusan 104
Del Norte, 8600
Go Hotels Lanang Phoenix Mega Service Station, J.P Laurel Ave., cor.
2 183
Davao (JV) Arroyo St., Lanang, Davao City, 8000
Robinsons Place Iligan, Brgy. Tubod, Iligan City,
3 Go Hotels Iligan 100
Lanao Del Norte

Roxaco-Asia-Hospitality Group (Franchisee)

Go Hotels
1 608 Quirino Avenue, Brgy. Tambo, Parañaque City 199
Parañaque
Go Hotels North 1107 EDSA, Veterans Village, Bago Bantay, Quezon
2 167
Edsa City
3 Go Hotels Ermita 1412 A. Mabini St. Ermita Manila City 219
4 Go Hotels Timog 63 Timog Ave. South Triangle Quezon City 219
Total count 2,313
Total without Franchisee 1,509

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 GO HOTELS PLUS
Naga Diversion Road corner Almeda Highway,
1 Go Hotels Plus Naga 68
Bgy. Triangulo, Naga City
Go Hotels Plus 608 Quirino Avenue, Brgy. Tambo, Parañaque
2 75
Tuguegarao City
Total 143

SUMMIT HOTEL
LUZON
Km. 58 Gen. Aguinaldo Highway, Maharlika West,
1 Summit Ridge 108
Tagaytay City, Philippines
Robinsons Magnolia, Dona M. Hemady Avenue
2 Summit Magnolia corner 82
Aurora Boulevard, New Manila, Quezon City 111
3 Summit Greenhills 13 Annapolis, San Juan, 1504 Metro Manila 100
Naga Diversion Road corner Almeda Highway, Bgy.
4 Summit Naga 60
Triangulo, Naga City

VISAYAS
1 SCC Fuente Fuente Osmeña Corner F. Ramos St. Cebu City 211
2 SGC Maxilom Gen. Maxilom Ave cor. Benedicto St. Cebu City 220
3 SHT Tacloban Brgy. Marasbaras, Tacloban City, Leyte 138

MINDANAO
Grand Summit Honorio Arriola St., General Santos City, South
1 104
General Santos Cotabato
Total 1,023

INTERNATIONAL
Metro Manila
1 Holiday Inn ADB Avenue, Ortigas Center, Pasig 289
Punta Engano Rd., Mactan Island, Lapu-Lapu City,
2 Dusit Thani 270
6015, Cebu
Ortigas Ave., corner ADB Ave., Ortigas Center,
3 Crowne Plaza Quezon
264
City
Total 823
Cebu
1 Fili Urban Resort
Cebu City, Cebu 379
Hotel
TOTAL INVENTORY 4,681
TOTAL without Franchisee 3,877
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Residential Buildings (Total of 86)
Projects / Buildings Address
1 Amisa Private Residences - Tower A Brgy. Punta Engaño, Lapu-Lapu City, Cebu
2 Amisa Private Residences - Tower B Brgy. Punta Engaño, Lapu-Lapu City, Cebu
3 Amisa Private Residences - Tower C Brgy. Punta Engaño, Lapu-Lapu City, Cebu
4 Galleria Regency Ortigas Ave. corner ADB Ave., Quezon City
Valero Street corner Rufino Street, Salcado
5 Signa Designer Residences - Tower 1
Village, Makati City
Valero Street corner Rufino Street, Salcado
6 Signa Designer Residences - Tower 2
Village, Makati City
San Miguel Avenue corner Lourdes St.,
7 Sonata Private Residences - Tower 1
Mandaluyong City
San Miguel Avenue corner Lourdes St.,
8 Sonata Private Residences - Tower 2
Mandaluyong City
San Miguel Avenue corner Lourdes St.,
9 Residences at Westin Sonata Place
Mandaluyong City
Adriatico Street corner Pedro Gil, Ermita,
10 Adriatico Place - Tower 1
Manila City
Adriatico Street corner Pedro Gil, Ermita,
11 Adriatico Place - Tower 2
Manila City
Adriatico Street corner Pedro Gil, Ermita,
12 Adriatico Place - Tower 3
Manila City
13 Azalea Place Cebu Gorordo Ave., Brgy. Lahug, Cebu City
Topaz Road corner Ruby Road, Ortigas
14 East of Galleria
Center, Pasig City
5th Ave. corner 21st Drive, Bonifacio Global
15 Fifth Avenue Place
City, Taguig
16 Galleria Residences Cebu Tower 1 Gen. Maxilom Avenue, Cebu City
17 Galleria Residences Cebu Tower 2 Gen. Maxilom Avenue, Cebu City
18 Galleria Residences Cebu Tower 3 Gen. Maxilom Avenue, Cebu City
19 Gateway Garden Heights Pioneer Street, Mandaluyong City
20 One Gateway Place Pioneer Street, Mandaluyong City
21 Gateway Regency Pioneer Street, Mandaluyong City
3rd Avenue corner 31st Street, Crescent Park
22 McKinley Park Residences
West, Fort Bonifacio, Taguig City
23 Otis 888 Residences PM Guazon Street, Otis Paco, Manila City
8th Avenue corner McKinley Parkway, Fort
24 The Fort Residences
Bonifacio, Taguig City

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 The Magnolia Residences, Aurora Blvd.
25 The Magnolia Residences - Tower A corner Doña Hemady and N. Domingo
Streets, New Manila Quezon City

The Magnolia Residences, Aurora Blvd.

26 The Magnolia Residences - Tower B corner Doña Hemady and N. Domingo
Streets, New Manila Quezon City
The Magnolia Residences, Aurora Blvd.
27 The Magnolia Residences - Tower C corner Doña Hemady and N. Domingo
Streets, New Manila Quezon City
The Magnolia Residences, Aurora Blvd.
28 The Magnolia Residences - Tower D corner Doña Hemady and N. Domingo
Streets, New Manila Quezon City
The Radiance Manila Bay - North Roxas Boulevard corner Maytubig Street,
29
Tower Pasay City
The Radiance Manila Bay - South Roxas Boulevard corner Maytubig Street,
30
Tower Pasay City
Projects / Buildings Address
31 The Robinsons Place Residences Padre Faura St., Ermita, Manila
The Sapphire Bloc North Tower Sapphire, Garnet, and Onyx Roads, Ortigas
32
Center, Pasig City
The Sapphire Bloc West Tower Sapphire, Garnet, and Onyx Roads, Ortigas
33
Center, Pasig City
The Sapphire Bloc East Tower Sapphire, Garnet, and Onyx Roads, Ortigas
34
Center, Pasig City
The Trion Towers - Tower 1 8th Avenue corner McKinley Parkway, Fort
35
Bonifacio, Taguig City
The Trion Towers - Tower 2 9th Avenue corner McKinley Parkway, Fort
36
Bonifacio, Taguig City
The Trion Towers - Tower 3 10th Avenue corner McKinley Parkway, Fort
37
Bonifacio, Taguig City
Woodsville Residences West Service Road, Brgy. Merville, Parañaque
38
City
39 Vimana Verde Residences - Bldg A St. Martin, Brgy. Oranbo, Pasig City
40 Vimana Verde Residences - Bldg B St. Martin, Brgy. Oranbo, Pasig City
41 Vimana Verde Residences - Bldg C St. Martin, Brgy. Oranbo, Pasig City
Acacia Escalades Bldg. A Amang Rodriguez Ave corner Calle Industria,
42
Brgy. Manggahan, Pasig City
Acacia Escalades Bldg. B Amang Rodriguez Ave corner Calle Industria,
43
Brgy. Manggahan, Pasig City

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 Aurora Escalades Tower 20th Ave, Aurora Blvd, Cubao, Quezon City,
44
1109 Metro Manila
Pioneer St., Brgy. Barangka Ilaya,
45
Axis Residences Tower A Mandaluyong City
Pioneer St., Brgy. Barangka Ilaya,
46
Axis Residences Tower B Mandaluyong City
47 Bloomfields Novaliches Novaliches, Quezon City, Metro Manila
48 Centennial Place Benitez St., Brgy Horseshoe, Quezon City
49 Chimes Greenhills 13 Annapolis, San Juan, 1502 Metro Manila
Bridgetowne C5 Road, Brgy. Rosario Pasig
50
Cirrus City
Corner 20th Ave and Aurora Blvd Cubao,
51
Escalades @ 20th Ave - Tower 1 Quezon City
Corner 20th Ave and Aurora Blvd Cubao,
52
Escalades @ 20th Ave - Tower 2 Quezon City
Corner 20th Ave and Aurora Blvd Cubao,
53
Escalades @ 20th Ave - Tower 3 Quezon City
Corner 20th Ave and Aurora Blvd Cubao,
54
Escalades @ 20th Ave - Tower 4 Quezon City
Corner 20th Ave and Aurora Blvd Cubao,
55
Escalades @ 20th Ave - Tower 5 Quezon City
Corner 20th Ave and Aurora Blvd Cubao,
56
Escalades @ 20th Ave - Tower 6 Quezon City
57 Escalades @ 20th Ave - East Tower 20th Avenue, San Roque, Cubao, Quezon City
Meralco Road, corner Dr. A Santos, Brgy
58
Escalades South Metro A Sucat, Muntinlupa City
Meralco Road, corner Dr. A Santos, Brgy
59
Escalades South Metro B Sucat, Muntinlupa City
60 Gateway Garden Ridge Pioneer Street, Mandaluyong City
61 Gateway Regency Studios Pioneer Street, Mandaluyong City
62 SYNC - S Tower C5 Road, Brgy. Bagong Ilog, Pasig City
Gold Loop corner Pearl Drive, Brgy. San
63
The Pearl Place - Tower A Antonio, Pasig City
Gold Loop corner Pearl Drive, Brgy. San
64
The Pearl Place - Tower B Antonio, Pasig City
J.P. Rizal Avenue cor. Mayor’s Drive, Tagaytay
65
The Wellington Courtyard - Bldg A City
J.P. Rizal Avenue cor. Mayor’s Drive, Tagaytay
66
The Wellington Courtyard - Bldg B City

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 Projects / Buildings Address
J.P. Rizal Avenue cor. Mayor’s Drive
67
The Wellington Courtyard - Bldg C Tagaytay City
J.P. Rizal Avenue cor. Mayor’s Drive
68
The Wellington Courtyard - Bldg D Tagaytay City
J.P. Rizal Avenue cor. Mayor’s Drive
69
The Wellington Courtyard - Bldg E Tagaytay City
Edison Ave. corner West Service Rd.
70
Woodsville Mansions Bldg. 1 Brgy. Merville, Parañaque City
Edison Ave. corner West Service Rd.
71
Woodsville Mansions Bldg. 2 Brgy. Merville, Parañaque City
Edison Ave. corner West Service Rd.
72
Woodsville Mansions Bldg. 3 Brgy. Merville, Parañaque City
Edison Ave. corner West Service Rd.
73
Woodsville Mansions Bldg. 4 Brgy. Merville, Parañaque City
Edison Ave. corner West Service Rd.
74
Woodsville Mansions Bldg. 5 Brgy. Merville, Parañaque City
Edison Ave. corner West Service Rd.
75
Woodsville Mansions Bldg. 6 Brgy. Merville, Parañaque City
Edison Ave. corner West Service Rd.
76
Woodsville Mansions Bldg. 8 Brgy. Merville, Parañaque City
77 The Sapphire Bloc - South Tower Ortigas Center, Pasig City, Metro Manila
78 Robinsons Place Residences II Padre Faura St., Ermita, Manila
79 Sierra Valley Garden 1 Ortigas Avenue, Extension, Cainta, Rizal
80 Sierra Valley Garden 2 Ortigas Avenue, Extension, Cainta, Rizal
81 SYNC - Y Tower C5 Road, Brgy. Bagong Ilog, Pasig City
West Service Road, Brgy. Merville
82
Woodsville Crest Oak Bldg. Parañaque City
83 Amisa Private Residences D Brgy. Punta Engaño, Lapu-Lapu City, Cebu
84 Sierra Valley Gardens 3 Ortigas Avenue, Extension, Cainta, Rizal
West Service Road, Brgy. Merville
85
Woodsville Crest Pine Bldg. Parañaque City
86 SYNC - N Tower C5 Road, Brgy. Bagong Ilog, Pasig City

Housing Subdivisions (Total of 40)

Robinsons Homes
Property Name Address
1 Aspen Heights Brgy. Consolacion Cebu City, Cebu
2 Bloomfields Cagayan De
Oro Brgy. Lumbia Cagayan De Oro City, Misamis Oriental
3 Bloomfields Davao Lanang Davao City, Davao

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 4 Bloomfields General
Santos Brgy. Labangal General Santos City, South Cotabato
5 Bloomfields Heights Lipa Brgy. Tibig Lipa City, Batangas
6 Tagaytay-Nasugbu Highway Maharlika West
Bloomfields Tagaytay Tagaytay City, Cavite
7 Blue Coast Residences Brgy. Punta Engaño Mactan, Cebu
8 Brighton at Pueblo
Angono Brgy. Mahabang Parang Angono, Rizal
9 Brighton Bacolod Brgy. Estefania Bacolod City, Negros Occidental
10 Brighton Baliwag Calle Rizal Brgy. Sta. Barbara Baliwag, Bulacan
11 Brighton Parkplace Brgy. Araniw Laoag City, Ilocos Norte
12 Brighton Parkplace North Brgy. Cavit Laoag City, Ilocos Norte
13 Brighton Puerto Princesa Brgy. Sta. Lourdes Puerto Princesa City, Palawan
14 Fernwood Parkhomes Brgy. Sta. Maria Mabalacat, Pampanga
15 Forbes Estates Lipa Jose P. Laurel Highway, Lipa City Batangas
16 Forest Parkhomes Brgy. Pampang Angeles City, Pampanga
17 Forest Parkhomes North Brgy. Pampang Angeles City, Pampanga
18 Fresno Parkview Brgy. Lumbia Cagayan De Oro City, Misamis Oriental
19 Grand Tierra Brgy. Sto. Domingo Capas, Tarlac
20 Grosvenor Place Governors Drive Brgy. Tanauan Tanza, Cavite
21 Hanalei Heights Brgy. Balacad Laoag City, Ilocos Norte
22 Hillsbourough Pointe Pueblo De Oro Brgy. Upper Carmen Cagayan De Oro
City, Misamis Oriental
23 Mirada Dos Brgy. Sindalan San Fernando City, Pampanga
24 Montclair Highlands Brgy. Buhangin Davao City, Davao
25 Nizanta @ Ciudades Brgy. Mandug Davao City, Davao
26 Residenza Milano Brgy. San Isidro Batangas City, Batangas
27 Richmond Hills Brgy. Camaman-an Cagayan De Oro City, Misamis
Oriental
28 Robinsons Highlands Brgy. Buhangin Davao City, Davao
29 Robinsons Homes East Brgy. San Jose Antipolo City, Rizal
30 Robinsons Vineyard Brgy. San Agustin Dasmariñas, Cavite
31 Rosewood Parkhomes Brgy, Cutcut Angeles City, Pampanga
32 San Jose Estates Brgy. San Jose Antipolo City, Rizal
33 San Lorenzo Homes Brgy. San Jose Antipolo City, Rizal
34 Southsquare Village Brgy. Pasong Kawayan General Trias, Cavite
35 Springdale Baliwag Brgy. Sta. Barbara, Baliwag

36 Springdale at Pueblo Brgy. Mahabang Parang Angono, Rizal

Angono Phase 1

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 37 Springdale at Pueblo Brgy. Mahabang Parang Angono, Rizal
Angono Phase 2
38 St. Bernice Estates Brgy. San Jose Antipolo City, Rizal
39 St. Judith Hills Brgy. San Jose Antipolo City, Rizal
40 Terrazo At Robinsons Brgy. San Agustin Dasmariñas, Cavite
Vineyard

Industrial Facilities (Total of 7)

Robinsons Land Logistics (RLX)
Property Name Location
1 RLX Sucat 1 East Service Road, Brgy. Sucat, Muntinlupa City, Metro
Manila
2 RLX Sucat 2 Meralco Road, Brgy. Sucat, Muntinlupa City
3 RLX Calamba 1 A Brgy. Maunong, Calamba City
4 RLX Calamba 1B Brgy. Maunong, Calamba City
5 RLX Sierra Ortigas Extension Ave, Cainta, Rizal
6 RLX San Fernando Brgy. Malpitic, San Fernando City, Pampanga
7 RLX Mexico Brgy. Lagundi, Mexico Pampanga

RLC Integrated Developments

Property Name Location
Bridgetowne West Brgy. Ugong Norte, Quezon City, Metro Manila
Bridgetowne East Brgy. Rosario, Pasig City
Sierra Valley Ortigas Extension Ave, Cainta, Rizal
Montclair Brgy. Manuali, Porac, Pampanga

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