Reinforcing Foundations

2020 SUSTAINABILITY REPORT About this Report Table of Reinforcing Foundations is the Company’s second annual Sustainability Report. At DMCI Holdings Inc., we see our employees and workers as the foundation Contents of our businesses.

This report documents our efforts to support our people About this Report 02 throughout a period of crisis, as well as our sustainability About the Cover 02 journey for the period January 1 to December 31, 2020. Who We Are 04 We continue to cover our sustainability performance Message from the Chairman, President, and CEO 05 in relation to our economic, environmental, and social Sustainability at DMCI 10 impacts as a Group. Construction 12 Real Estate 14 We encourage you to read this Sustainability Report Integrated Energy 16 alongside our Annual Report for 2020, which covers our Off-grid Electricity 18 financial performance as a Company. Such disclosures are Nickel Mining 20 available on our website at www.dmciholdings.com. Water Distribution 22 Stakeholder Engagement and Materiality 24 The 2020 Sustainability Report has been reviewed Economy 29 by external assurers, whose inputs will be utilized to Economic Performance 30 further improve and guide our reporting practices and Indirect Economic Performance 32 disclosures moving forward. Procurement Practices 33 Defined Benefit Plan Obligation 33 Environment 35 About Energy 35 Emissions 36 the Cover Water 37 Waste 39 Society 44 Employment 44 The cover features a collage framed inside a radial Labor Management Relations 51 pattern with photos of employees, partner communities, Occupational Health and Safety 52 and other stakeholders. This, paired with classic fonts, Training and Education 53 highlights how DMCI, by Reinforcing Foundations, Local Communities 56 serves as a sturdy and reliable pillar for its subsidiaries Customer Health and Safety 58 who, in turn, are prepared to face the challenges of a Socioeconomic Compliance 59 changing world and stay steadfast in service. GRI Content Index 66

2 REINFORCING FOUNDATIONS Who We Are (102-1, 102-2, 102-16)

DMCI Holdings, Inc. is a diversified engineering and management conglomerate established in the Philippines on March 8, 1995, and registered under the Philippine Stock Exchange (PSE) on December 18, 1995. (102-6, 102-7, 102-11, 102-14)

The Company has investments in general construction, real estate development, Message power generation, mining, and water distribution. We are currently the only publicly listed company that has construction as a core investment. DMCI is also from the Chairman, one of the 30 largest Philippine companies listed under the PSE Composite Index President, and Chief Executive Officer (PSEi), setting the standard for stock market performance within the country.

MISSION Dear stakeholders, To invest in engineering and construction-related businesses that bring real benefits to the people and to the country. This year, the nation faced a myriad of natural hazards. Individuals and businesses alike VISION struggled against the conditions of a changing environment as well as what the Asian Development Bank calls the “worst pandemic in the century.” We are the leading integrated engineering and management conglomerate in the Philippines. Through our investments we are able to do the following: From an economic standpoint, the Philippines’ 9.5% drop in its gross domestic product (GDP) is the lowest on record since the 1947 financial crisis. This can be directly Deliver exceptional shareholder value attributed to limited economic activity due to COVID-19 restrictions and disaster Motivate and provide employees with opportunities and just rewards recovery. Cultivate growth in remote areas and key sectors Integrate sustainable development with superior business results The construction sector was greatly affected and experienced a continued decline CORPORATE VALUES throughout the first three quarters of the year. This was most pronounced during the 65.5% annual decline in approved projects when the government first implemented the ◊ Integrity Enhanced Community Quarantine (ECQ) during the second quarter. ◊ Fairness ◊ Customer focus As people stayed at home in accordance with government directives, consumption ◊ Teamwork began to decrease across the non-essential industry by 51% during the third ◊ Accountability quarter. This eventually led to the contraction of business activities and increased ◊ Innovation unemployment. ◊ Sustainability

Amid the pandemic, natural disasters such as typhoons slowed down the service of the utilities sector during the fourth quarter. Power interruptions and delays in water supply further hindered economic productivity.

4 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 5 OVERCOMING CHALLENGES STRIVING TOWARDS SUSTAINABILITY

DMCI Holdings and its subsidiaries have also faced drawbacks from these The disruption of the economy and business is unlike the financial crises events on an operational level. that we have weathered in the past. These events are reminders of the universal relevance and issue of climate change and environmental In the latter half of 2019, a series of earthquakes in Davao del Sur, stewardship, which significantly impact the stability of our businesses and culminating in a magnitude 6.9 earthquake, brought the structural integrity the people we serve. of our buildings into focus. By 2020, DMCI Homes finished making seismic

upgrades on four buildings in the Verdan Parc condominium community in In the 2020 Global Climate Risk Index, the Philippines ranked second Davao City to reinforce their resilience against stronger earthquakes. among the countries most affected by climate change. This is a significant leap from 2017 when the Philippines still ranked outside of the top 10 The magnitude 6.6 Masbate earthquake on August 18, 2020, on the other most affected countries in the index. hand, forced the shutdown of DMCI Power Corporation’s (DMCI Power)

Cataingan Satellite Plant. The plant, which supplied electricity to areas The World Health Organization (WHO) has looked into human interference under the Masbate Electric Cooperative, was inoperable for approximately in natural ecosystems and environmental changes as potential eight hours. contributors to surfacing infectious diseases. On the other hand, there is a direct correlation between global warming and disasters such as tropical Typhoons Goni and Vamco made landfall from October to November 2020, cyclones and intense seismic activity. less than a month apart. The collective damage to infrastructure across the

country was estimated at Php 38 billion. As the parent company of businesses engaged in the operation of heavy equipment and coal-fired facilities, we hold greater responsibility for The La Mesa Treatment Plants of Maynilad Water Services, Inc. mitigating and monitoring our potential negative impacts. (Maynilad) accumulated sludge due to Typhoon Vamco, resulting in limited

water production for Metro Manila while desludging was undertaken. Php If we are to holistically contribute to sustainable development, we must 34.4 million was spent to address the build-up. collectively account for our economic, environmental, and social impacts to inform our sustainability strategy. Then, of course, we have the COVID-19 pandemic. During the first half of

the year, the government prioritized mitigating the transmission of the We currently commit to the Sustainable Development Goals of the virus. Strict containment measures, such as the ECQ, were implemented. United Nations (UN SDGs), which have served as the groundwork for our corporate social responsibility (CSR) initiatives since the publication of our Our mining segment, Semirara Mining and Power Corporation (SMPC) CSR report in 2018. and DMCI Mining Corporation (DMCI Mining), were affected by the

slowed economy and disruptions to their supply chains from the lockdown. DMCI Holdings has identified focus areas for SDGs that our businesses can contribute the most towards and are most aligned with their operations. D.M. Consunji, Inc. (DMCI), our construction business, was brought

to a momentary standstill by the ECQ. All construction activities were put As our wholly-owned subsidiary, DMCI is a consistent proponent of to a stop in March to address the growing number of COVID-19 cases Industry, Innovation, and Infrastructure; as well as Decent Work and nationwide. We were eventually allowed to resume operations as restrictions Economic Growth. eased in June.

6 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 7 Despite the temporary halt in our construction work during the mid-year, Despite the challenges of new on-site arrangements and remote work, DMCI managed to secure Php 45.7 billion worth of joint venture projects our people have shown resilience and adaptability in attending to their in 2020. These projects, which employ at least 23% of their manpower responsibilities. from nearby municipalities, include infrastructure plans for new railway lines and improved water treatment facilities. At the parent level, our ability to cushion the effects of the pandemic for our people primarily relied on our overall financial stability. DMCI Holdings DMCI Mining and SMPC addressed the inevitable land disruption from prioritized this over short-term cost-cutting by taking measures such as their operations by leading reforestation in their areas and protecting postponing our capital investments and putting off non-essential hires for Life on Land. 2020 saw the continued monitoring of over a million native the year. trees spanning municipalities in Palawan and Antique where our mining operations are located. By the end of 2020, we managed to retain an average of 95% of our employees across our businesses. Admittedly, we are far from being the leader of sustainability in the country. As a parent company, there is still work to be done with regard to With everything that has happened, I remain grateful that, despite formulating a collective sustainability strategy. widespread difficulties and a rough financial year, we have been able to look after our people and keep our organization intact. We are supported In the coming year, DMCI Holdings is eyeing an engagement with its by a sturdy foundation of human capital and systems that have been subsidiaries to take a look at where the Group currently stands in its continuously honed for 66 years since the founding of DMCI. sustainability journey and how we can better work together to advance a united agenda. In a post-pandemic world, we brace ourselves for the future by jointly prioritizing sustainability and adaptability. DMCI Holdings aims for closer collaboration with our subsidiaries to carry out Group-wide actions in THE STRENGTH OF OUR FOUNDATIONS sustainable development.

For now, I commend the individuals who have brought us this far. The Thank you, dear stakeholders, for supporting us throughout the years. synergy between management and the greater workforce has carried us Rest assured, the Company will remain steadfast in service as we build our through what was referred to by the United Nations as a “triple crisis”—two sustainability initiatives on the learnings of 2020. super typhoons and COVID-19.

As a Group with site workers and employees spanning essential industries, we turned to our subsidiaries’ respective task forces to provide immediate protective measures on the ground.

Quarantine facilities for workers were provided across our operation sites with the addition of interest-free vehicle loans by two of our subsidiaries. Collectively, DMCI Homes and SMPC were able to provide vehicles for Isidro A. Consunji over 400 employees. CHAIRMAN, PRESIDENT, AND CEO

8 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 9 We employ local residents while We update our technology and (102-6 , 102-7, 203-1, 203-2) upholding just compensation engineering solutions to create and benefits for our people. Our cost-efficient structures that Sustainability at DMCI royalties to the government are met provide housing and crucial on-time and become a combined infrastructure for both our With the publication of our first Sustainability Report in 2019, we officially began documenting our contribution to national growth. customers and communities. sustainability efforts as a Holdings company. Our journey carried on with the belief that achieving sustainability goals is best done through collective efforts. From this understanding, we moved towards being transparent about how our operations create impacts beyond the financial aspect. PHP 1.8 BILLION 6 PUBLIC WORKS ROYALTIES PAID TO PROJECTS IN 2020 Reporting our economic, environmental, and social impacts has helped us hone in on aspects of our operations that may have been overlooked and adopt business practices that are holistic and GOVERNMENT IN 2020 sustainable. As a business investing in multiple utilities and essential services, we acknowledge the communities that rely on our operations.

We prioritize education and livelihood, subsidizing schooling for We build residential and the youth and creating livelihood commercial structures for the programs for unemployed women majority of Filipinos in urban and rural workers. We uphold areas while reinforcing our local Our Contributions gender equality in the workplace ecosystems for more disaster- to the UN SDGs and prohibit discrimination. resilient rural communities.

DMCI aligns its initiatives with the United Nations Sustainable Development Goals (UN SDGs), with PHP 2.77 MILLION 2,744 RESIDENTIAL UNITS each subsidiary leveraging their service to contribute to their respective communities. We focus SPENT ON SCHOLARSHIPS TURNED OVER on areas where we can create the most positive impact and generate the most value for our IN 2020 stakeholders.

We mind our emissions while We invest in water treatment We witness lowered poverty working towards technology incidence in the areas we base facilities and distribution networks We save our seas through and systems that address our our operations in. Our businesses in both urban and rural areas, giving plastic waste reduction, environmental impacts. We go provide employment and spur a our people access to sustainable collaborative projects informed by beyond the rehabilitation of our more active local economy. sources of clean water. environmental experts, and the operation sites and facilitate the propagation of marine life. protection of endangered species.

8.7% DECREASE IN 917.52 MILLION CUBIC POVERTY INCIDENCE IN METERS OF CLEAN WATER 289.72 HECTARES OF 3 ENDANGERED TREE ANTIQUE SINCE 2015* IN 2020 PROTECTED MARINE SPECIES PLANTED HABITATS *Note: Latest data available for Q1 of the year 2018 from the Philippine Statistics Authority, poverty incidence among families.

10 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 11 (102-2, 102-6, 102-7, 203-2) OUR BUSINESSES Livelihood for the Local Community

Apart from the infrastructure developments that DMCI is able to bring to provincial communities, the Company contributes to regional employment by hiring local workers.

With provincial transport restrictions in place due to the pandemic, industry workers with projects outside of their province are unable to attend work on-site or are required Construction to quarantine after travel. Among DMCI’s entire workforce composed of direct labor and heavy equipment operators, 46% are based within the province of the project site. D.M. Consunji, Inc. (DMCI) is one of the Philippines’ top engineering-based integrated In 2020, DMCI employed a total of 997 local community workers across Calabarzon, construction companies. The firm contributes Central Luzon, and Metro Manila. Eight hundred thirty-seven were construction skilled to four construction segments: building, energy, workers, while 160 were special trade skilled workers. This composition meets the infrastructure, and utilities and plants. Recognized minimum manpower sourced from the local community as required by the LGUs. as the “Builder of Landmarks”, DMCI has built public infrastructure, utilities, residences, and DMCI coordinates directly with the local government Public Employment Services commercial establishments across Southeast Asia Office (PESO) in sourcing its workers. Employment opportunities are most commonly and the Middle East for the past six decades. announced through job fairs or are endorsed by the local government.

Local workers were assigned to five projects within their regions, namely: the Cavite- 2020 Highlights Laguna Expressway, North-South Commuter Railways CP01, NLEX-SLEX Connector Road Section 1, and LRT Line 2, and Sections 1 and 2 of the Metro Manila Skyway Stage 3. PHP 58.83 BILLION These infrastructure projects are collectively valued at approximately Order Book Php 37.9 billion.

16,664 Total Workforce

PHP 659.64 MILLION Capital Expenditures

PHP 15.96 BILLION Goods and Services Spending

PHP 3.34 BILLION Value of Equipment

12 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 13 Preparing our People Online and On-site

OUR BUSINESSES DMCI Homes, like many continuous businesses, ramped up its digital learning of (102-2, 102-6, 102-7) systems in 2020 to maintain employees workforce productivity and ensure through Real Estate operational efficiency. Adopting a technical and soft skills training. digital workplace has also become DMCI Homes’ management DMCI Homes is the real estate arm of DMCI a key measure for employee safety has realized that adopting a Holdings. The company specializes in building and effective customer service responsive online learning resort-inspired residential properties for during the pandemic. program for employee growth and middle to upper-income earners across development is crucial to securing the country. Since its launch in 1999, the The shift to a cloud-based a sustainable competitive strategy Philippines’ first Quadruple A developer has office productivity platform beyond the pandemic. about 80 properties under its name with was established last year and over 44,617 residential units turned over is currently being applied to The company also ensured the nationwide. various aspects of employee health and safety of its on-site work and tasking. Some of these construction workers through digital transformation activities digital means. It instituted an 2020 Highlights implemented by DMCI Homes online screening tool that workers include investing in cloud-based used to record their health prior to 2,744 Enterprise Resource Planning entering the worksite. Free Wi-Fi (ERP) software for better and was installed in more than half of Units Turned Over efficient operations and a Building the company’s barracks to help Information Modeling (BIM) them communicate easier with 9,983 platform for streamlining design their families. Interest-free bike Total Workforce and engineering processes. loans, free Vitamin C supplements, and personal protective PHP 14.42 BILLION The company also improved equipment were also provided Capital Expenditures its Customer Relationship beyond the implementation of Management (CRM) system to the standard COVID-19 health PHP 20.10 BILLION easily address client and customer protocol. Goods and Services Spending concerns and interact with them directly through digital channels DMCI Homes will continue to and applications. provide employee support and 1,817,299.59 apply digital transformations to Total Landbank (in sqm) DMCI Homes rolled out its Online other facets of its operations to Academy in 2020. The new ensure workforce productivity, learning management system innovation, and employee serves as an avenue for the efficiency.

14 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 15 OUR BUSINESSES Partnering to Protect Our Employees (102-2)

SMPC has aimed to build a steady relationship with the people of Semirara Integrated Island over the years. During the pandemic, the Company partnered with local institutions in creating safer working conditions for employees and the local Energy community.

Semirara Mining and Power Corporation (SMPC) In February 2020, two SMPC hospital staff underwent a COVID-19 training is the country’s first and only vertically integrated session with the Provincial Health Office of Antique. The session briefed them coal and power company. SMPC mines its coal on the proper handling of personal protective equipment (PPEs), as well as the from Semirara Island while producing electricity implementation of a cold chain for handling test samples. After the training, for Luzon and Visayas through its Sem-Calaca SMPC’s hospital staff relayed this knowledge to the barangay health workers of Power Corporation (SCPC) and Southwest Luzon Barangays Alegria and Tinogboc at Semirara Island. Power Generation (SLPGC) plants in Calaca, Batangas. Shared knowledge was a crucial factor in keeping the virus at bay on the island. SMPC worked alongside registered nurse and barangay captain Catherine Lim in managing the entry and exit of vehicles and people at Semirara. 2020 Highlights SMPC also provided quarantine facilities for its employees, one of which was 97% through its partner school, the Divine Word School of Semirara Island, Inc. (DWSSII). The DWSSII served as a temporary quarantine facility for SMPC Talent Retention employees, where suspected cases and those undergoing a mandatory 14-day quarantine would receive free meals during their stay. 4.680 GWH Electricity Produced

3,667 Total Workforce

PHP 5.5 BILLION Capital Expenditures

PHP 12.7 BILLION Goods and Services Spending

16 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 17 OUR BUSINESSES

(102-2) Off-Grid Electricity Extended Assistance Among Our People DMCI Power Corporation (DMCI Power) is one of the largest off-grid electricity providers in the country. Since its establishment in 2006, As the country faced typhoons, Beyond these measures, DMCI Power it has generated power for the provinces of earthquakes, and a pandemic in 2020, ensured total compliance with COVID-19 Palawan, Masbate, Oriental Mindoro, and Filipinos were often left in financially protocols at its offices and across the Sultan Kudarat. DMCI Power operates a series precarious positions. DMCI Power’s company’s plant sites. Transportation was of diesel plants, bunker-fired power plants, Human Resources department and provided upon reservation for employees and diesel generating sets. Management team took the initiative who had transactions outside of the to organize a collection of monetary office. donations for employees affected by the 2020 Highlights year’s crises. The company’s plants continued to fully operate with the exception of 136.42 MEGAWATTS From the year’s collection, organizers maintenance days and temporary Total Installed Rated Capacity were able to pool an amount from which shutdowns due to earthquakes. employees received approximately 76.34 MEGAWATTS PHP 5,000 each. Through collective action towards Contracted Capacity employee support and business To alleviate the immediate financial needs continuity amid a difficult period, DMCI of employees during the pandemic, Power upheld its role as a service PHP 348.86 MILLION DMCI Power enacted an early release provider for its missionary areas. Consolidated Power Sales of salaries, 13th-month pay, and leave credits. These additional efforts made 410 by DMCI Power to extend financial Total Workforce assistance for its employees embody the value of malasakit and a strong sense of PHP 4,447.36 MILLION partnership among employees within the Capital Expenditures organization.

18 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 19 OUR BUSINESSES SECURING THE SAFETY OF OUR SITE WORKERS (102-2) DMCI Mining’s production of nickel ore and overall operations are heavily dependent on Nickel Mining on-site work. To ensure the continuation of work, creating a safe working environment is a non-negotiable. DMCI Mining Corporation (DMCI Mining) is involved in the mineral exploration, development, With zero reported fatal accidents and a Certificate of Recognition for 5 million man- and operation of its mining properties in Palawan hours without lost time accident since 2018 for BNC, DMCI Mining is confident in its and Zambales through its subsidiaries - Berong ability to uphold workplace safety. Nickel Corporation (BNC) and Zambales Diversified Metals Corporation (ZDMC). The company Most of the company’s Safety and Health Program practices were continued in 2020 primarily exports its ore to China, Japan, and within the boundaries of physical distancing and minimized contact. In both the BNC Korea and is committed to grow the business and and ZDMC sites, a Safety Engineer and the company nurse conducted regular health and make it sustainable through its various programs sanitary inspections while other Safety and Health meetings were done through virtual in Community Development, Environmental platforms. Protection, and Safety. During the Enhanced Community Quarantine implemented during the pandemic, DMCI Mining’s safety measures continued to comply with strict adherence to government and 2020 Highlights regulatory body directives. These directives included general approaches to preventing infection at the workplace. 1,583,766 METRIC TONS Nickel Ore Produced The company heeded to suggestions on the provision of COVID-19-related information, setting up a Health Bulletin for employees and workers to inform themselves of the different stages regarding the virus: transmission, infection outcomes, and treatment 1,647,555 options. Number of Shipments

Site preparations were also made through the sanitizing of workspaces, minimized 169 entry, and extended supplies for facilities such as the mess hall. DMCI Mining invested Total Workforce PHP 3.4 million to secure a safe workplace for its employees.

5 MILLION Man-hours without lost time accident since 2018

PHP 784,091,967 Value of Equipment

20 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 21 OUR BUSINESSES

(102-2) Water Sustaining Service and Safety (413-1) Distribution Maynilad operated on two priorities for addressed the health risks that COVID-19 Maynilad Water Services Inc. operates the year—to keep its employees safe and brought to its people, spending over indirectly under DMCI Holdings through continue to provide essential services. PHP 22 million on personal protective a 27.19% stake in Maynilad Water Holding With the heightened effects felt from equipment and prevention supplies for its Company, Inc. The company is a water typhoons and COVID-19 in 2020, the offices. distributor and treatment services provider company took measures to prioritize the that caters to the West Zone of the Greater health of its workers during these crises PHP 9.5 million was raised by the Manila Area. Currently, it serves over nine and subsequently maintain manpower for Maynilad Management Team’s collection million customers across the region. catering to customers. of employee donations to provide financial support to the company’s Typhoon Ulysses was the fourth tropical service providers. 2020 Highlights cyclone to hit the Philippines during the months of October to November On the other hand, operational efficiency 9.8 MILLION 2020. The Category 4 typhoon passed and business continuity banks on the Population Served through Central Luzon, leaving several well-being of Maynilad’s employees. With of Maynilad’s employees trapped within the majority of office workers operating in 98.02% their homes in flood-prone areas. a work-from-home scheme, the company Customers Served with 24-hour Availability was able to minimize COVID-19-related The company organized rescue risks and hindrances to service delivery. operations for Marikina, Rizal, and 2,473 Caloocan on the first day of Typhoon In response to the Metropolitan Total Workforce Ulysses’ touchdown in Metro Manila. Waterworks and Sewerage System Rubber boats were deployed to areas (MWSS)’s directive to have water 7,729 KM where employees were trapped, resulting distributors offer a grace period for bill Pipes Laid in the rescue of 27 individuals, including payment, Maynilad extended beyond the the families of employees and a Maynilad recommended date of October to having PHP 1,735.93 MILLION service provider. settling of payments by December 2020. Capital Expenditures Bill adjustments were also made during Throughout the year, Maynilad also quarantine months to avoid the risk of bill shock for customers.

22 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 23 ENGAGEMENT STAKEHOLDER CONCERNS IN 2020 CHANNELS (102-40, 102-42, 102-43, 102-44)

MINING: Permits, contracts, mandatory reports, Stakeholder Engagement compliance to RA 7492 and related rules and regulations

and Materiality SMPC: Government benefits and availments, mining royalties, infrastructure development, Our Approach to Stakeholder Engagement carbon mitigation, COVID-19 pandemic, livelihood programs/assistance during the pandemic and Taal Volcano eruption Our reporting practice is done in accordance with the GRI Standards and is also consistent with the guidelines set by the Securities and Exchange Commission (SEC). We recognize that we have EMPLOYEES Online channels (email, REAL ESTATE: Job security, Company stability, responsibilities to our stakeholders, therefore, knowing their needs and understanding their concerns is social media, Teams) Employee engagement, Learning and Development, important to us. Health and Safety Employee news, webinar/forums/ WATER: Business continuity, COVID-19 related For this report, we built on our engagement process of the previous year by reaching out to our meetings resources, issues, and other health related stakeholders, both internal and external. Given the challenges and limitations caused by the pandemic, concerns, safety and security Online platforms we had to forego face-to-face engagements and instead utilized a survey questionnaire prepared and administered by our communications partner. In this way, we were able to revisit the material topics we Advisories CONSTRUCTION: Compensation and benefits during the pandemic, safe and healthy working reported on last year and updated them with the insights into our stakeholders’ concerns for this reporting environment year. OFF-GRID POWER: Masbate earthquake

SMPC: Compensation and benefits, COVID-19 Our key stakeholders pandemic safety, industrial peace, workplace and their concerns in 2020 safety,nutrition, occupational health, training

MINING: Safety (especially with COVID-19) ENGAGEMENT STAKEHOLDER CONCERNS IN 2020 CUSTOMERS Email, phone, Social REAL ESTATE: Project delays, loans, payment CHANNELS media, meetings extensions, additional payment channel

GOVERNMENT Correspondence REAL ESTATE: Compliance with regulations and Public consultations, WATER: Desludging services and new sewer service AGENCIES (online, letters) requirements community briefing, connections, responsiveness to customers requests AND LOCAL Customer Satisfaction (desludging and sewer line), quality of wastewater GOVERNMENT Physical meetings WATER: Compliance to DENR standards, Survey, Hotline services, water availability and supply (including UNITS implementation of sewerage projects and number, Census, Text water service interruptions), inaccurate meter Public consultations sanitation programs, water availability and supply, blasts reading, collection efficiency, bill shock review of concession agreement, COVID-19 Focus Group response, Manila Bay rehabilitation Discussions CONSTRUCTION: Sharing of COVID-19 related expenses, project delays due to the pandemic Memorandums CONSTRUCTION: Compliance to government COVID-19 protocols in the workplace SMPC: Plant and facility inspections and visits

OFF-GRID POWER: Reliable and cheap electricity MINING: Ore quality

24 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 25 Material Topics and GRI Disclosures (102-12, 102-47)

ENGAGEMENT SUSTAINABILITY STAKEHOLDER CONCERNS IN 2020 MATERIAL TOPICS GRI DISCLOSURES CHANNELS AREA

THIRD PARTY Email/online meetings WATER: Lockdowns/quarantine due to COVID-19 ECONOMIC Financial stability GRI 201 Economic Performance SERVICE PROVIDERS ◊ GRI 201-1 Direct economic value generated CONSTRUCTION: Financial stability during the Healthy and reasonable and distributed COVID-19 pandemic economic returns ◊ GRI 201-3 Defined benefit plan obligations and other retirement plans SMPC: Safety, COVID-19 Creation of local ◊ GRI 203 Infrastructure investments and employment services supported MINING: Hauling rate, employment opportunities GRI 203 Indirect Economic Performance MEDIA Phone calls, email, SMS, REAL ESTATE: Project launches and completion social media, radio, Promotion of local ◊ GRI 203-1 Infrastructure investments and television MINING: Information education campaigns procurement services supported ◊ GRI 203-2 Significant indirect economic COMMUNITY REAL ESTATE: Health and safety, maintenance, impacts Property Management residents engagement, online payment channels Office, phone, email, ENVIRONMENT Compliance with GRI 302 Energy social media WATER: Right of Way issues environmental laws ◊ GRI 302-1 Energy consumption within the Public consultations, and regulations organization meetings, town hall CONSTRUCTION: Community assistance during the meetings, coordination pandemic, local employment GRI 303 Effluents and Waste with LGU employment Proper management of office hazardous waste ◊ GRI 303-1 Interactions with water as a shared OFF-GRID POWER: Masbate earthquake resource Responsible water use ◊ GRI 303-2 Management of water discharge SMPC: Mine rehabilitation, mangrove destruction, related impacts solid waste management, educational tours, Effluent management ◊ GRI 303-3 Water withdrawal livelihood opportunities, resilience during ◊ GRI 303-4 Water discharge calamities Responsible energy use GRI 305 Emissions MINING: Royalties, community programs, ◊ GRI 305-1 Direct GHG Emissions environmental protection Energy and fuel ◊ GRI 305-2 Energy Indirect GHG Emissions efficiency ELECTRIC OFF-GRID POWER: reliable and cheap electricity GRI 306 Effluents and Waste COOPERATIVES* Solid waste ◊ GRI 306-2 Waste by type and disposal method management and ◊ GRI 306-4 Transport of hazardous waste *Electric cooperatives were identified only by Direct Power recycling

26 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 27 SUSTAINABILITY MATERIAL TOPICS GRI DISCLOSURES AREA Economy SOCIAL Provision of a safe and GRI 401 Employment healthy workplace ◊ GRI 401-1 New employee hires and employee turnover Occupational health and ◊ GRI 401-2 Benefits provided to full-time safety employees that are not provided to temporary (201-1) or part-time employees Management and ◊ GRI 401-3 Parental Leave Economic Value Generated and Distributed mitigation of social and GRI 402 Labor Management Relations environmental impact ◊ GRI 402-1 Minimum notice periods regarding 2020 on our stakeholders and DMCI HOLDINGS AND SUBSIDIARIES operational changes (in Php millions) communities GRI 403 Occupational Health and Safety DIRECT ECONOMIC VALUE GENERATED 69,160 Health and safety ◊ GRI 403-1 Occupational health and safety impact assessment and management system Revenue 67,700 management of our ◊ GRI 403-2 Hazard identification, risk products and services assessment and incident investigation Dividend income from associates 36 ◊ GRI 403-3 Occupational health services Workforce recruitment, ◊ GRI 404-4 Worker participation in occupational Finance income 503 hiring, and retention health and safety ◊ GRI 403-5 Worker training on occupational Other income 921 Compliance with health and safety socioeconomic ◊ GRI 403-6 Promotion of worker health regulations GRI 404 Training and Education DIRECT ECONOMIC VALUE DISTRIBUTED 65,403 ◊ Employee training and RI 404-1 Average hours of training per year development per employee Operating costs 40,200 ◊ GRI 404-2 Programs for upgrading employee

Provision of skills and transition assistance programs Employee wages and benefits 8,950

comprehensive benefits GRI 419 Socioeconomic compliance Dividends given to stockholders and interest payments to loan providers 11,330 to employees ◊ GRI 419-1 Non-compliance with laws and regulations in the social and economic area Development of Taxes given to government 4,520 community GRI 413 Local Communities infrastructure ◊ GRI 413-1 Operations with local community Investments to community (e.g. donations, CSR) 403 Social assistance engagement, impact assessments, and programs development programs

GRI 416 Customer Health and Safety ◊ GRI 416-1 Assessment of the health and safety impacts of product and service categories

*The materiality matrix visualizing topics of concern to our stakeholders can be found in the report Annex 1.

28 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 29 Building Better Structures Together

Through our construction segment’s activities, DMCI supports the infrastructure needs of the country, in line with the priorities of the national government and in collaboration with other organizations. DMCI’s joint venture projects introduce new construction technologies to the country while directly contributing to national economic development. In the year 2020, engagements with local and international firms are (102-8, 103-1, 103-2, 103-3, 203-1) projected to yield approximately Php 45.7 billion worth of infrastructure.

Economic The Cebu Cordova Link Expressway (CCLEX) is a joint venture with multinational companies Acciona S.A. and First Philippine Balfour Beatty Inc.. With an 8.5-kilometer Performance length, it is the longest bridgeway structure in the country. Other projects such as the LRT Line 2 - East (Masinag) Extension and North-South As a publicly-listed company, DMCI Holdings Commuter extend railway lines to provide efficient transportation in areas spanning acknowledges its responsibility to ensure Metro Manila and Rizal; and Metro Manila and Bulacan, respectively. The North- not only financial stability but also to foster South Commuter is DMCI’s first project with Taisei Philippines Construction, Inc., a economic growth. We manage our various construction company based in Japan. businesses cognizant of the expectations of our shareholders and seek to generate reasonable Apart from having a hand in building mass transport systems across the metro, DMCI financial returns for them. We practice sound also leads the construction of treatment plants and other facilities. financial management and regularly evaluate our performance. We uphold high standards of Currently scheduled for completion in 2021-2023 are the La Mesa Wastewater corporate governance and apply the principles of Treatment Plant 2 alongside VA Tech Wabag, Inc. and the 150 MLD Laguna Lake Water accountability, transparency, and responsibility Treatment Plant with Acciona S.A.. These facilities, once completed, will either bring throughout our business operations. improvements to their current treatment capacity or introduce a new treatment facility altogether. We also actively seek to create value through the operations of our subsidiaries. Our businesses These are only some of the joint venture projects currently underway for the year as engage and boost supply chains, create DMCI continues to secure the development of efficient and resilient infrastructure. employment and livelihood opportunities, contribute to the government through timely and proper payment of taxes, and implement social development programs that meet the needs of our host communities and broader society.

30 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 31 Affordable Power for (103-1, 103-2, 103-3, 203-1, 413-1) Masbate Communities Indirect The operation of DMCI Power’s 15-megawatt Masbate Thermal Power Plant in Economic Barangay Tugbo in Masbate, officially began on September 10, 2020. The coal- fired bunker is set to replace DMCI Power’s diesel generator in Bicol, which was Performance the former energy supplier in the area. With this addition, consumers benefit from a lower peso per kilowatt-hour Our subsidiaries are engaged in various essential (KwH) rate of Php 7.90 per KwH compared to the Php 15.51 per KwH rate from industries--construction, power, water, real estate－ the diesel plant. and therefore are active participants and partners in

national development. DMCI coordinates and oversees The thermal plant primarily operates on indigenous low-grade coal its subsidiaries as they implement projects and supplemented by coconut husk as its biomass fuel for meeting up to 20% of its initiatives that contribute to local economic growth and calorific demand. It can, however, utilize all types of coal, operating with higher respond to community needs. efficiency if higher-grade coal is used. This flexibility extends to its fuel usage, as the plant is capable of adapting to different kinds of fuel, including inferior Through infrastructure development and condominium fuel. properties, DMCI and DMCI Homes promote and

support the creation of livable and sustainable Other features of the plant include its large-capacity boiler and axial exhaust- communities. In Metro Manila and Cavite, Maynilad type turbine and condenser. Seawater is used for both its circulating water provides basic services for water and wastewater system and treatment plant, the latter of which provides water for utilities and that enable people to live in decent and healthful stores a demineralized water supply. conditions. SMPC continues exploration, extraction,

and development of domestic coal resources, making By running the new 15MW Masbate Thermal Power Plant, DMCI Power is able affordable power possible. to address the growing demand for affordable electricity in off-grid areas. As a baseload power plant, it generates electricity for the area and will be backed DMCI Holdings also meets the needs of areas of our up by DMCI Masbate Power Corporation’s existing units during peak load. country beyond urban centers. With the activities of DMCI Power and DMCI Mining, we are able to generate meaningful employment in rural areas and promote development through infrastructure and community investments.

32 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 33 Environment

Energy (103-1, 103-2, 103-3) Procurement Practices Our businesses aim for and promote the efficient Our coal and construction operations operate heavy use of energy through engineering-based upgrades machinery and vehicles, which are the main drivers and technologies. Information campaigns on for fuel use. Equipment maintenance and upgrades Our subsidiaries boost economic inclusion and energy and fuel conservation are carried out across to our coal transport processes help us improve develop the local economy by engaging with DMCI to involve our workers and employees in our efficiency and manage our resource use. We target local suppliers and business partners where conservation practices. opportunities to minimize fuel consumption when possible. Local suppliers and service providers possible without compromising the efficiency of our provide the added benefit of easier access and In our construction operations, full-time safety operations. coordination in order to ensure timely delivery of officers are responsible for monitoring and needed goods and services. managing the consumption of fuel and electricity. Our subsidiaries invest in and adopt efficient We monitor and analyze our energy consumption technologies, such as LED lighting and renewable through our monthly billings while inspecting energy options. They also utilize variable frequency (201-3) electrical sources for possible repairs or drives for the operation of large pumps and motors. Defined Benefit modifications.

Plan Obligations Energy Consumption (302-1) and Other Retirement Plans TOTAL FUEL CONSUMPTION TOTAL E LE C T R IC I T Y In recognition of our employees’ contributions to SUBSIDIARY CONSUMPTION DI E S E L GASOLINE our businesses, we not only provide competitive LPG (TONS) (IN GJ) (LITERS) (LITERS) compensation, but also offer them benefit and retirement plans. Our subsidiaries have established their own systems for providing DMCI 6,267,524.16 13,740.00 N/A 9,528,287,61 these non-contributory, defined benefit plans, which vary according to the employees’ years of DMCI Homes N/A N/A N/A 2,906,712 service in the companies. SMPC 219,128,455 18,398 3.45 1,417,309

DMCI Power 43,566,620.64 15,624,003.96 N/A 5,296,339.92

DMCI Mining 2,974,632 13,872 N/A 614,016

Maynilad 2,472,378.00 81,346.00 N/A 151,998,355.00

34 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 35 Water Emissions (103-1, 103-2, 103-3, 303-1, 303-2)

(103-1, 103-2, 103-3) We manage our water consumption to minimize supply. Maynilad complies with the allocations laid withdrawal for our operations while supplying our out in its concession agreement with Metropolitan communities with sufficient amounts of clean water. The large-scale operations and power generation Both Maynilad and SMPC have also integrated Waterworks and Sewerage System (MWSS) and Our facilities across our different business segments, facilities we run result in the production of emissions tracking as an additional effort in their monitors water withdrawal to stay within the such as water provision and integrated energy, utilize greenhouse gases (GHG). In curbing these emissions, environment disclosures. prescribed limits. our subsidiaries have enacted various programs treatment methods suitable for both domestic use and for returning to water bodies where water was on carbon capture and sequestration. SMPC To expand the efforts that have already been carried Maynilad’s water is withdrawn from the Angat and withdrawn from. In the case of the latter, excess approaches emissions management through a set out by our subsidiaries, we aim for implementing Ipo Dams. To reduce dependency on these sources, water withdrawn for plant use is first treated prior of internationally-recognized guidelines, such as that emissions reporting across our other businesses the company obtains water from Laguna Lake as to discharge. of the Intergovernmental Panel of Climate Change, under DMCI Holdings. an alternative. We also utilize groundwater from and on-site technology for limiting particulates and deepwells in accordance with the agreements and emissions at its power plants. Monitoring and consumption analysis is undertaken limits of the Department of Environment and Natural by respective monitoring teams at our offices while Resources-Environmental Management Bureau our people are also provided with resources to guide (DENR-EMB). them on proper water conservation practices. GHG Emissions (305-1, 305-2) DMCI Holdings and its subsidiaries comply with all Maynilad, as a water distributor, values and sustains relevant laws and regulations on water, including the water bodies that are the source of its water standards on wastewater discharge. GHG EMISSIONS (IN TCO2 E)

Water Withdrawal (303-3) SUBSIDIARY DIRECT (SCOPE 1) INDIRECT (SCOPE 2)

MAYNILAD SMPC 6,304,983 15,225

WATER SOURCE WITHDRAWN FROM MEGALITERS Maynilad 6,825.44 111,821.39

Surface water 949,019.96

Groundwater 241.33

WATER WITHDRAWAL FROM EACH OF THE SOURCES LISTED ABOVE, BY THE FOLLOWING MEGALITERS CATEGORIES:

Freshwater (<1000 mg/L Total Dissolved Solids 949,261.28

36 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 37 Water discharge (303-4) Waste

WATER DISCHARGE Our businesses implement solid and hazardous waste management programs, in accordance with SUBSIDIARY WATER SOURCE (IN CUBIC METERS) national regulations, to ensure the proper handling and disposal of generated waste. For hazardous waste, we work with the Department of Environment and Natural Resources-accredited (DENR)

0 (water is treated and treaters and haulers. Environment health and safety (EHS) managers and pollution control officers are DMCI Maynilad recycled) assigned to oversee and monitor the implementation of these programs.

DMCI Homes 6,825.44 734

Bunlao spring, Sanglay spring, Puntod deep wells, Unong deep wells, Fresh water well No. 6 and Ilugao bay. Waste by Type and Disposal Method (306-2) SMPC 937,637,000 Dacanlao river, groundwater, and Balayan bay NON-HAZARDOUS WASTE (TONS)

Manila Water SUBSIDIARY TOTAL SOLID WASTE GENERATED 22,995 (based on 63 cu.m/ DMCI Power Deepwell day) DMCI 0 Runoff from the mine site and haul road, Llabungan DMCI Mining 152,415 DMCI Homes No data River, Marangreg Creek, BNC Settling Ponds

SMPC 484 Maynilad Angat Dam, Laguna Lake 74,512,049.40

DMCI Power 0

DMCI Mining 28.06

Maynilad No data

38 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 39 HAZARDOUS WASTE (TONS)

DISPOSED/TREATED BY SUBSIDIARY ON-SITE STORED THIRD PARTY CONTRACTOR

DMCI 870.15492 796.8 (413-1) Cleaning Urban Spaces DMCI Homes No data No data as a Community SMPC 132 179

DMCI Power 8547.72 1190.52 Kaakbay is DMCI Homes' Corporate Club of Diliman Silangan, and the Rotary Social Responsibility program which International District 3780. DMCI Mining 108.69 N/A aims to uphold the well-being of Filipinos and foster good relations with Last February 2020, DMCI Homes was Maynilad 1452.44 275.91 the communities where it operates by able to assist in installing a floating trash bringing them social activities in health, trap in the creek near its project, the education, environment, and community Stellar Place condominium community. Transport of Hazardous Wastes (306-4) welfare. DMCI Homes strongly supports The trash traps are made from used environmental initiatives through its and recycled PET plastic bottles and are SUBSIDIARY HAZARDOUS HAZARDOUS HAZARDOUS Kaakbay sa Kalikasan advocacy where it capable of ensnaring solid wastes that WA S T E WASTE TREATED WASTE GENERATED continuously partners with government find their way into the creek. TRANSPORTED (IN TONS) (IN TONS) institutions, non-government (IN TONS) organizations and associations to support Volunteers from the barangays monitor various environmental initiatives. and collect the accumulated garbage DMCI 66.4 66.4 66.4 that is ensnared in the water trash trap The DENR’s Enhanced Adopt-an-Estero before turning these over to the DENR for DMCI Homes N/A N/A N/A campaign engages parties from both the collection. The barangays also check the private and public sector in the cleaning condition of the trash trap from time to SMPC 179 179 1,744 of urban waterways by receiving on-site time to ensure that it is still functioning

DMCI Power 76.2 0 425.816.18 volunteers or equipment needed for the properly. cleanup. DMCI Mining 0 0 6010.36 The Rotary Club Diliman Silangan For the cleanup of the Pasong Tamo creek acknowledged the efforts made Maynilad 22.99 22.99 27.45 in Quezon City, DMCI Homes worked alongside DMCI Homes in upholding this alongside the barangays of Culiat, Pasong environmental stewardship. Through this Tamo, and Bahay Toro together with the partnership, wastes that continue to fall in Boy Scouts of the Philippines, the Rotary waterways are contained.

40 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 41 Environmental Compliance Leading Record-time Restoration

After the depletion of the Panian Mine in Semirara Island in 2016, the Department of DMCI Holdings’ businesses comply with national laws and regulations related Energy (DOE) called for the fast-tracking of the South Panian Mine’s rehabilitation— to the environment along with an ISO-certified Environmental Management prompting SMPC to enact the Philippines’ most efficient mine rehabilitation to date. System by DMCI. What would have normally taken nearly a decade to complete was accomplished in This covers undergoing the Environmental Impact Assessment (EIA) process less than two years. With a budget of Php 2.9 billion, the accelerated rehabilitation and obtaining necessary permits and certifications from the DENR as required project timeline included 16 months for backfilling the open pit with overburden for construction activities and industrial facilities. We proceed with activities materials. It then proceeded to the three-month reforestation phase with the only upon receipt of an environmental compliance certificate (ECC) and planting of over one million trees, of which approximately 400,000 are surviving to approval by the local government unit in whose jurisdiction the project is date. located. ECCs are subject to regular review and audit and as such, we monitor our activities to ensure that they abide by the commitments contained in the The accelerated rehabilitation of the South Panian Mine pit is a collaborative effort certificate. between SMPC and the DOE. Through these partnerships, SMPC’s commitment to informed environmental practices turned into decisive action. Areas that are disturbed by our activities are rehabilitated and reforested according to DENR and DOE regulations. A year after the completion of the rehabilitation phase, SMPC continued its reforestation efforts, closely monitoring planted trees and assessing their For operations in Palawan, such as those of our power and mining businesses, resiliency. The Company built supportive infrastructures such as water pumps and we must comply with the province’s Strategic Environmental Plan for Palawan drainage canals to prevent the submerging of planted trees during Act, which provides the regulations for development activities. heavy rains.

The efforts put into carrying out this record-breaking restoration project will continue as well with the rehabilitation of the North Panian Mine scheduled for starting in 2022.

42 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 43 Society NEW EMPLOYEE HIRES: PROFESSIONAL

MALE

DMCI (103-1, 103-2, 103-3) AGE GROUP DMCI DMCI HOMES SMPC DMCI POWER MAYNILAD local government units and third parties in sourcing MINING workers. Employment 18-30 220 67 7 73 0 77

The company’s productivity and the success of its Once employed, our people are provided with 31-50 117 18 4 131 2 18 a suitable compensation and benefits package. operations are dependent on the capabilities of Over 50 378 1 3 24 0 0 its workforce. DMCI Holdings and its subsidiaries Our Human Resources (HR) Department handles consider inclusivity, locality, and the alignment of employee relations and aims for creating a working Total 715 86 14 228 2 95 environment that continues to uphold the values an individual’s skills with the job at hand during the FEMALE hiring process. of continuous growth and ethical practice. The HR Performance Management System is a mechanism 18-30 80 41 5 18 2 27

For projects in our construction and extractive for employee performance and evaluation, while 31-50 34 3 3 31 1 6 industry, we prioritize applicants from the local also serving as a guide for gap analysis and the Over 50 0 0 0 8 0 0 community where our operations are based. subsequent formulation of needs-based programs Our job postings are advertised through various for employees. Total 114 44 8 57 3 33 mediums, often with the help and coordination of

New Employee Hires and Employee Turnover (401-1)

NEW EMPLOYEE HIRES: DIRECT LABOR EMPLOYEE TURNOVER: DIRECT LABOR

MALE MALE

DMCI DMCI AGE GROUP DMCI DMCI HOMES SMPC DMCI POWER MAYNILAD AGE GROUP DMCI DMCI HOMES SMPC DMCI POWER MAYNILAD MINING MINING

18-30 2,606 2,717 300 0 1 N/A 18-30 882 1,137 157 0 0 N/A

31-50 1,996 3,078 217 0 1 N/A 31-50 501 920 152 0 0 N/A

Over 50 141 257 10 0 0 N/A Over 50 34 70 34 0 0 N/A

Total 4,743 6,052 527 0 2 N/A Total 1,417 2,127 343 0 0 N/A

FEMALE FEMALE

18-30 1 4 21 0 2 N/A 18-30 0 2 11 0 1 N/A

31-50 0 0 2 0 0 N/A 31-50 0 0 3 0 0 N/A

Over 50 0 0 0 0 0 N/A Over 50 0 0 1 0 0 N/A

Total 1 4 23 0 2 N/A Total 0 2 15 0 1 N/A

44 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 45 Benefits Provided (401-2)

NEW EMPLOYEE HIRES: DIRECT LABOR REGULAR

MALE DIRECT LABOR

DMCI EMPLOYEE D M C I DMCI DMCI AGE GROUP DMCI DMCI HOMES SMPC DMCI POWER MAYNILAD DMCIHI DMCI SMPC MAYNILAD MINING BENEFITS HOMES POWER MINING Accident life 18-30 32 88 30 10 1 47 N/A Yes No Yes No Yes No insurance 31-50 14 15 6 6 1 25 Health care N/A No No Yes No Yes No insurance Over 50 3 0 15 2 0 2 All Total 49 103 51 18 2 74 Disability employees and invalidity N/A No No Yes No No FEMALE coverage covered by SSS 18-30 10 67 7 5 1 27 Retirement N/A No No Yes No Yes No 31-50 1 15 1 4 1 6 provision Stock N/A No No No No No No Over 50 0 0 1 0 0 0 ownership

Total 11 82 9 9 2 33 SSS N/A No No Yes No Yes No

Pag-Ibig N/A No No Yes No Yes No

Phil Health N/A No No Yes No Yes No

PROFESSIONAL

EMPLOYEE D M C I DMCI DMCI DMCIHI DMCI SMPC MAYNILAD BENEFITS HOMES POWER MINING Accident life Yes Yes Yes Yes Yes Yes Yes insurance Health care Yes Yes Yes Yes Yes Yes Yes insurance All Disability employees and invalidity No Yes Yes Yes No Yes coverage covered by SSS Retirement Yes Yes No Yes No Yes Yes provision Stock No No No No No No Yes ownership

SSS Yes Yes Yes Yes Yes Yes Yes

Pag-Ibig Yes Yes Yes Yes Yes Yes Yes

Phil Health Yes Yes Yes Yes Yes Yes Yes

46 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 47 Parental Leave (401-3)

PROJECT-BASED MALE

D M C I DMCI DMCI DIRECT LABOR DMCIHI DMCI SMPC MAYNILAD HOMES POWER MINING EMPLOYEE D M C I DMCI DMCI DMCIHI DMCI SMPC MAYNILAD Entitled to parental BENEFITS HOMES POWER MINING 0 8,336 792 3,430 138 101 1,907 leave Accident life N/A Yes Yes N/A N/A No No Employees who took insurance 0 214 20 18 3 2 79 parental leave Health care N/A Yes Yes N/A N/A No No Employees who insurance returned to work after 0 214 20 18 3 2 77 Disability parental leave ended and invalidity N/A Yes Yes N/A N/A No No Employees who coverage returned to work Retirement after parental leave N/A Yes No N/A N/A No No provision ended who were still 0 214 20 18 3 1 75 employed twelve Stock months after their N/A No No N/A N/A No No ownership return to work

SSS N/A Yes Yes N/A N/A No No Retention Rate (in %) 0 100% 100% 100% 100% 98% 97%

Pag-Ibig N/A Yes Yes N/A N/A No No FEMALE

D M C I DMCI DMCI Phil Health N/A Yes Yes N/A N/A No No DMCIHI DMCI SMPC MAYNILAD HOMES POWER MINING PROFESSIONAL Entitled to parental 0 324 759 237 26 20 645 EMPLOYEE D M C I DMCI DMCI leave DMCIHI DMCI SMPC MAYNILAD BENEFITS HOMES POWER MINING Employees who took 0 29 44 14 6 0 47 Accident life parental leave N/A Yes Yes N/A N/A No Yes insurance Employees who Health care returned to work after 0 23 44 13 6 0 47 N/A Yes Yes N/A N/A No Yes insurance parental leave ended

Disability Employees who and invalidity N/A Yes Yes N/A N/A No Yes returned to work coverage after parental leave ended who were still 0 23 42 11 6 0 45 Retirement employed twelve N/A Yes No N/A N/A No No provision months after their return to work Stock N/A No No N/A N/A No No ownership Retention Rate (in %) 0 100% 95% 85% 100% 100% 96%

SSS N/A Yes Yes N/A N/A No Yes

Pag-Ibig N/A Yes Yes N/A N/A No Yes

Phil Health N/A Yes Yes N/A N/A No Yes

48 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 49 (413-1, 203-2) Supporting our Social Enterprises

Amid the pandemic, Maynilad helped its cooperatives Kapwa and Green Badge in adjusting their products to answer to the rising demand for hygiene and sanitation essentials. Through training under Maynilad’s social enterprise program, the communities were able to focus production on the making of face masks and cleaning supplies.

The company has been partnered with the communities through its social enterprise initiatives for over 10 years. Kapwa, a group of women from Tondo, Manila, had (103-1, 103-2, 103-3, 402-1) originally specialized in making personal care products. Green Badge, on the other hand, is an urban poor community in Quezon City that took to rebadging and repurposing old Maynilad uniforms. Labor

This year, Kapwa was taught how to produce rubbing alcohol and disinfectants, while Management the Green Badge STM-Riverview tailors focused on making reusable cloth masks. By pivoting their production, the communities were able to overcome a drop in demand Relations for their former goods.

Apart from providing training, Maynilad also serves as a major customer to its Our labor management is backed by the feedback on programs, and grievances. A cooperatives. Kapwa and Green Badge are made to join a bidding and accreditation company’s Code of Business Conduct and 30-day notice period is also allocated in the process before they are able to supply the company with what is usually purchased Ethics and DOLE directives to ensure that case of operational changes. SMPC provides for corporate giveaways and events. we maintain a professional and productive a one-week minimum notice period for relationship with our people. employees prior to the implementation of By the end of the year, the social enterprises were able to generate a total gross profit changes due to exigency. of PHP 3,544,180. From this, each member of the community was able to earn a total Our HR departments, equipped with a of approximately PHP 800 to PHP 2,500. standard framework for labor relations, After taking note of the significant and head the modes of engagement with relevant concerns, they are discussed employees to give them ample opportunity internally during the company’s monthly to voice concerns. These interests often corporate administration department include labor and employment contracts, meetings.

50 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 51 (103-1, 103-2, 103-3) Training and (103-1, 103-2, 103-3, 403-1 , 403-2, 403-4, 403-5, 403-6) Education

Occupational To foster continuous learning and technical training programs to plan more beneficial development among our people, we programs for employees. Online training Health and administer both technical and soft skills systems are a predominant medium this training for our employees and management. year, implemented as a means to minimize We engage consultants To foster continuous physical contact but continue educational Safety learning and technical development among opportunities. Beyond skills-based and our people, we administer both technical technical programs that are regularly carried We seek the latest safety systems to ensure the practice builds a mindset of care and safety for and soft skills training for our employees and out for the professional development of our protection of our employees and subcontractors. site workers. We also give our workers the proper management. We engage consultants. people, we also trained our employees to Several hazards come with our business, the equipment and resources to minimize and monitor help them adapt to the changed business most common of which include the operation the health risks they encounter, such as personal DMCI Holdings and its subsidiaries regularly environment brought by COVID-19. of heavy equipment and exposure to chemical protective equipment, access to on-site medical review the effectiveness of implemented and geological hazards. To avert potential response, and regular health monitoring through accidents, we apply a multifaceted approach to annual check-ups. Our labor representatives implementing health and safety in the workplace. and designated safety officers oversee the (404-1) management of safety on-site, monitor OHS Average Training Hours All of our employees are covered by an compliance, and decide upon actions to be taken Occupational Health and Safety Management in response to any accidents that may occur. per Employee per Gender System (OHSAS 18001:2007) that has been internally and externally audited. In addition, Our workplaces are compliant with COVID-19 MALE FEMALE regular employees benefit from health restrictions to ensure minimized contact and maintenance organization (HMO) coverage, avoid transmission of the virus. Employees and DMCIHI 7.00 22.50 free medical consultations, and annual physical workers are also provided with face masks and DMCI 3.43 2.33 examinations. Qualified employees also have life access to hygienic products when required to and accident insurance, social security coverage, attend work physically. DMCI HOMES 8.37 25.36 and health insurance. SMPC 39.00 32.00 DMCI Holdings’ subsidiaries also invest in their Our businesses provide their people with own respective programs for health and wellness, DMCI POWER 4.74 7.12 mandatory safety training and daily toolbox such as health fairs and sports and recreational DMCI MINING 40.00 40.00 meetings to ensure that information on safe events for their employees. MAYNILAD 26.32 32.84

TOTAL 18.41 23.16 AVERAGE

52 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 53 Programs for Upgrading Employee Skills and Transition Assistance Programs (404-2)

DMCI DMCI DMCI DMCI DMCI DMCI DMCI SMPC MAYNILAD DMCI SMPC MAYNILAD HOMES POWER MINING HOMES POWER MINING

Technical COVID-19 Safety Harrison Development Accounting Clockify Technical/ Executive Related BOSH Training COVID-19 Mental Assessment People Program Consideration Webinar Behavioral Learning Trainings Health Forum (HA) Software Management (5 Things to Focus Webinar Series Training Session Upgrade Amidst Crisis, Lean Six Environmental Sigma 101, etc.) ICAR Discussion COVID-19: Laws and of DMCI Power Mandatory Integrated MT Trainings What you need Paralegal Calapan Job Trainings Getting Back Management System to know for Forest Descriptions (TESDA External to Basics: The IMS/VMV Leadership (8HR Mandatory OSH Protection Assessments Training Fundamentals of Orientations Program Orientation, Safety How to stay Virtual and Cyber Hygiene Orientation on MCSA GE Related mentally Workshop on Cerifications) Re-Entry, etc.) Windows Trainings healthy during Effective CSR Server 2016 Internal Audit Quarantine Programs Foundational Top Priorities (Data Privacy in Disaster DMCI Power Planning and Core Awareness, Achieving MMDP Recovery Safety Mental well- Executing Introduction Work-life Balance OSH and Business Orientation Competencies being and coping Programs with to Journalism During the COVID-19 Trainings Continuity with COVID-19 Social Impact in 101 Pandemic, etc.) Program the New Normal Top Risks in Managing 12th Employee Cadet Program Construction Working PPD Conducting Environmental Welfare and Technical Skills (Facilitation Skills for Site effectively from Trainings Remote Audit in Compliance Risk Fringe Benefits Cadet Trainings) Supervision Home Uncertain Times Sessions Forum Conferences (Crossing STAAD PRO + Bridges in Non- Pandemic RCDC Connect Ports Operation Communicable COVID-19: Edition Technical Post-ECQ Team First Aid Procedure Diseases - Issues What are we Fundamentals Trainings Briefing Development Orientation in Everyday Clinical Learning? for Beginners Practice, PAWD & Webinar PiChE, etc.) Mental Health IT Related Users Awareness Improvement Risk Training (Project Webinars and Corrective 81st National Soft Skills Management Stream, Test Action Report PIChE CLDPTraining/ Trainings in the Age of Automation Project - (ICAR) Writing Convention Certificate COVID-19 Knowledge Transfer, Session etc.) Root Cause Top Focus for Leadership Program Analysis and Mental Health PDP EHS Planning for (Virtual Coaching and Corrective Awareness Trainings COVID-19 and Mentoring, Managing Action Report Seminar Beyond for Results, etc.) Writing

54 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 55 (103-1, 103-2, 103-3) Local Communities

The sites of our business operations are areas that we share alongside our host communities. DMCI Holdings is conscious of both the positive and negative impacts that our operations can bring to these areas. On one hand, our projects spur local economic growth through employment and infrastructure. On the other hand, there is the potential to cause negative environmental impacts and site hazards. With this awareness, we work towards building a holistic and (413-1) providing transportation for over 600 students in consultative relationship with our local communities. Extending Barangay Berong. Students in neighboring schools Assistance for also receive supplies such as sports equipment and Each subsidiary enacts and reports on its respective social development awarding medals for school events and culminating program. These programs provide support in the areas of livelihood and Social Development activities. education, health and safety, and environmental stewardship and conservation. Some programs are collaborative in nature and build on the participation Safety and health also remain a top-of-mind of the local community in activities such as biodiversity conservation and DMCI Mining’s social development programs concern for both the business and its communities. entrepreneurship. We also consider the grievances of the community by are geared towards supporting neighboring DMCI Mining subsidized 138 local healthcare providing them with avenues to voice their concerns, whether these are communities through infrastructure support and workers and volunteers for the whole year under mediated through the local government, or business-led consultations. donation of materials for education, livelihood, and its Health Program. community health. The company also aids in emergency response At the start of the year, the Berong Nickel and medical assistance in Barangay Berong and Corporation (BNC) supplied building materials Barangay Aramaywan in Palawan, and Sitio Acoje such as cement and corrugated sheets for the in Zambales. These services are provided through construction of facilities at the Aramaywan Baptist the Company Clinic’s dental and medical services, Church, Our Lady Fatima Parish Church, and Morzon ambulances, and trained Emergency Preparedness Elementary School. Committee and Emergency Response Teams.

The company was able to fully continue its funding DMCI Mining remains committed to its social program for scholars. DMCI Mining allocated a development initiatives and has invested over total of PHP 1,640,300 for the monthly allowance PHP 13.17 million for uplifting its host of 188 college students for the entire year while communities.

56 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 57 (103-1, 103-2, 103-3, 419-1)

officers who receive quarterly reports Socioeconomic on performance. These facets of (103-1, 103-2, 103-3) compliance include, but are not Compliance limited to business and labor laws, Customer environmental regulations, and safety DMCI Holdings and its subsidiaries aim for full and health regulations. Health and compliance with government regulations, and in areas where it is unable to, acts with accountability Non-compliance with laws and and transparency. Conforming to these directives regulations in the social and Safety contributes to the sustainability of our operations and economic area. gives us points upon which we can improve within As a major provider of utilities and infrastructure, reasonable application. In 2020, DMCI and SMPC reported the we are obligated to uphold the health and safety following incidents in relation to general of our customers in service and product quality. To monitor the compliance of our businesses labor and safety: Our methods for ensuring this include customer spanning multiple industries, our administrative and and occupancy inspections, customer warranties, legal departments are aided by corporate compliance indemnity insurance, and product safety and quality testing.

INCIDENT M O N E TA RY C A S E S DESCRIPTION DATE To ensure the safety of our customers, we REGARDING VALUE OF BROUGHT AND RESPONSE evaluate our performance and operations NON- SIGNIFICANT THROUGH against regulatory standards. Our businesses COMPLIANCE FINES DISPUTE in construction, real estate, and water meet RESOLUTION industry standards such as the National Building MECHANISMS Code, Philippine National Standards for Drinking (NLRC) Water, and regulations for other operations. To keep our customers informed and assured, DMCI General Labor PHP 273,950.88 19 On account of the Various we also allow assessment of our coal and risk Philippine Supreme dates • Employment related Court’s “flip-flopping” management at SMPC. Customers are permitted complaints were interpretation of the law during filed for alleged on project employment, the year to inspect work sites and production procedures Illegal there have been instances • Dismissal with under full compliance with safety regulations. when the Labor Courts Money Claims rule against DMCI The company also holds orientations on coal notwithstanding the stockyard management to further inform fact that it (DMCI) has presented adequate visitors. evidence proving the complainant’s status as a legitimate project employee who can be validly separated upon completion of the project or phase thereof.

58 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 59 INCIDENT M O N E TA RY C A S E S DESCRIPTION DATE REGARDING VALUE OF BROUGHT AND RESPONSE NON- SIGNIFICANT THROUGH COMPLIANCE FINES DISPUTE RESOLUTION MECHANISMS (NLRC)

SMPC Safety PHP 20,000.00 On November 10, 2020, July 20, SMPC reported its full 2020 • A safety-related compliance with the DOE’s incident at the West corrective measures and Narra Quarry’s other directives, including: Payong-Payong • Implementation of Wall in Semirara administrative sanctions Island resulted in against company one fatality from officers who failed to the collapse of a address the Payong- limestone overhang. Payong Wall hazard • Revision and expansion of coverage of the company’s Risk Assessment Matrix • Assurance of proper supervision and monitoring across all operations • Payment of penalty for non-compliance to Rules 3, 8, 417, 425 and 428 of the DOE Department Circular No. DC2018-12- 0028, otherwise known as the “Coal Mine Safety and Health Rules and Regulations”

60 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 61 Annex 1: Materiality Assessment Ranking of Material Topics, Internal Stakeholders ABILITY OF Internal and external stakeholders were asked to rank topics on a scale of 1-5 (with 5 as the highest score) MATERIAL IMPORTANCE TO YOUR COMPANY based on their understanding of how important the topic is to the DMCI Group and the DMCI Group’s ability TOPICS YOUR BUSINESS TO INFLUENCE to influence and take action on the topic. Rankings were tallied to come up with an overall score per topic. The OR TAKE ACTION graphs below show the top ten material topics based on the internal and external stakeholder validation. Compliance with environmental laws 1 345 322 and regulations

2 Provision of a safe and healthy workplace 342 324

Top 10 Material Topics for Internal Stakeholders 3 Financial Stability 342 313

4 Occupational health and safety 340 321 325 5 Proper management of hazardous waste 334 317

Management and mitigation of social and 6 environmental impact on our stakeholders/ 334 310 315 communities Health and safety impact assessment and 7 332 308 management of our products and services

8 Health and reasonable economic returns 330 304 305 9 Responsible water use 328 311

10 Effluent management 328 310

295 11 Compliance with socioeconomic regulations 327 306 ABILITY OF YOUR COMPANY ABILITY COMPANY OF YOUR ACTION OR TAKE INFLUENCE TO

325 330 335 340 345 350 12 Workforce recruitment, hiring, and retention 327 306

IMPORTANCE TO YOUR BUSINESS 13 Employee training and development 326 300

Provision of comprehensive benefits 14 325 308 MATERIAL TOPICS (including retirement benefits) to employees 15 Responsible energy use 322 301

16 Energy and fuel efficiency 319 295

17 Creation of local employment opportunities 318 314

18 Solid waste management and recycling 317 294 Healthy and reasonable economic returns 19 Community consultation and engagement 315 304

20 Development of community infrastructure 312 294

21 Social Assistance Programs 293 286

22 Promotion of local procurement 290 279 Note: For the complete list of topics assessed by internal stakeholders and their scores, please see the table on page 63. MEDIAN 327 307

62 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 63 Top 10 Material Topics for External Stakeholders Ranking of Material Topics, External Stakeholders

180 ABILITY OF MATERIAL IMPORTANCE TO YOUR COMPANY TOPICS YOUR BUSINESS TO INFLUENCE OR TAKE ACTION

175 1 Financial Stability 182 173

2 Energy and fuel efficiency 180 175

3 Proper management of hazardous waste 180 173 170 Health and safety impact assessment and 4 179 176 management of our products and services

5 Development of community infrastructure 178 175

ABILITY OF YOUR COMPANY ABILITY COMPANY OF YOUR ACTION OR TAKE INFLUENCE TO 165 6 Responsible energy use 178 174 170 175 180 185 7 Solid waste management and recycling 178 172 IMPORTANCE TO YOUR BUSINESS 8 Effluent management 175 170

Management and mitigation of social and 9 environmental impact on our stakeholders/ 174 176 MATERIAL TOPICS communities Compliance with environmental laws and 10 173 179 regulations

11 Health and reasonable economic returns 173 169

12 Responsible water use 172 166

13 Compliance with socioeconomic regulations 171 171

14 Community consultation and engagement 170 170

15 Creation of local employment opportunities 170 170

16 Promotion of local procurement 169 165

17 Provision of a safe and healthy workplace 166 173 Note: For the complete list of topics assessed by external stakeholders 18 Social Assistance Programs 166 166 and their scores, please see the table on page 65. 19 Occupational health and safety 164 170

20 Employee training and development 149 150

Provision of comprehensive benefits 21 146 147 (including retirement benefits) to employees

22 Workforce recruitment, hiring, and retention 133 147

MEDIAN 173 171

64 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 65 GRI Content Index GR I DI S CLOSUR E DI S CLOSUR E DIRECT ANSWER/ STATEMENT PAGE NO. STANDARD NO. TITLE OF OMISSION GR I DI S CLOSUR E DI S CLOSUR E DIRECT ANSWER/ STATEMENT PAGE NO. STANDARD NO. TITLE OF OMISSION 102-12 External initiatives 27-28

GRI 101: FOUNDATION 2016 The Key officers of DMCIHI are members of business organizations and other associations such as: GRI 102: GENERAL DISCLOSURES 2016 1. Management Association of the Philippines Name of the 102-1 4 2. Financial Executives Institute of organization the Philippines 12, 14, 3. Shareholders’ Association of the Activities, brands, 102-2 16,18, 20, Philippines products, and services 22 4. Institute of Corporate Directors 5. Philippine Contractors 3rd Floor Dacon Bldg., 2281 Chino Location of Association 102-3 Roces Avenue, Makati City, 1231 headquarters 6. Philippine Chamber of Philippines Commerce and Industry Membership of 7. United Architects of the The Parent Company, DMCIHI, 102-13 is a holdings company that has associations Philippines business operations in Makati City, 102-4 Location of operations Philippines. DMCIHI subsidiaries The Company sends operate in various locations across representatives to conferences the country. and seminars conducted by the foregoing organizations. And 2020 Corporate Governance Report if necessary, provide monetary http://www.dmciholdings.com/ sponsorships to seminars and Ownership and legal uploads/corporate_governance/ 102-5 professional development activities form CG%20Report/CORPORATE%20 of these organizations. Chairman GOVERNANCE%202020_Final%20 Isidro A. Consunji is a Board Organizational 01.pdf p.32-34 Member of Construction Industry Profile 2020 Corporate Governance Report Authority of the Philippines (CIAP)

http://www.dmciholdings.com/ and Chairman of the Philippine

uploads/corporate_governance/ Overseas Construction Board. 102-6 Markets served 8-14 CG%20Report/CORPORATE%20 Statement from senior Strategy 102-14 5 GOVERNANCE%202020_Final%20 decision-maker 01.pdf p.23-30 Values, principles, Ethics and Scale of the 102-16 standards, and norms 4 102-7 8-14 Integrity organization of behavior Information on https://www.dmciholdings.com/ 102-8 employees and other 30-32 Governance 102-18 Governance structure corporate_governance/page/ workers board-governance

2020 Corporate Governance Report List of stakeholder 102-40 24-26 http://www.dmciholdings.com/ groups uploads/corporate_governance/ 102-9 Supply chain CG%20Report/CORPORATE%20 Reporting DMCIHI has no collective GOVERNANCE%202020_Final%20 bargaining agreements at present. Practice Collective bargaining 01.pdf p. 25-26 102-41 agreements SMPC has a CBA with 30 union Significant changes to members (1% of Coal Segment). 102-10 the organization and None. its supply chain Precautionary 102-11 7 Principle or approach

66 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 67 GR I DI S CLOSUR E DI S CLOSUR E DIRECT ANSWER/ STATEMENT GR I DI S CLOSUR E DI S CLOSUR E DIRECT ANSWER/ STATEMENT PAGE NO. PAGE NO. STANDARD NO. TITLE OF OMISSION STANDARD NO. TITLE OF OMISSION Identifying and 102-42 24 GRI 200: ECONOMIC STANDARDS SERIES 2016 selecting stakeholders Approach to Explanation of the 102-43 stakeholder 24 103-1 material topic and its 30, 32 engagement Boundary GRI 103: The management Key topics and Management 102-44 24-26 103-2 approach and its 30, 32 concerns raised Approach 2016 components • D.M. Consunji, Inc. (DMCI) • DMCI Project Developers, Inc. (a Evaluation of the subsidiary 100% owned by DMCI 103-3 management 30, 32 Entities included in the Holdings, Inc. and the parent approach 102-45 consolidated financial company of DMCI Homes.) Direct economic statements • Semirara Mining and Power GRI 201: 201-1 value generated and 29 Corporation (SMPC) distributed • DMCI Power Corporation Economic • DMCI Mining Corporation Performance Defined benefit plan 2016 201-3 and obligations and 34 This report contains relevant Defining report other retirement plans information on the sustainability 102-46 content and topic Infrastructure performance of our subsidiaries 10-11, 31, Boundaries GRI 203: 203-1 investments and and affiliates for the year 2020. 33 Indirect services supported 102-47 List of material topics 27-28 Economic Significant indirect Impacts 2016 203-2 10, 13, 46 Restatements of economic impacts 102-48 None. information GRI 300: ENVIRONMENTAL STANDARDS SERIES 2016 102-49 Changes in reporting None. Explanation of the January- 35, 36 ,37, 103-1 material topic and its 102-50 Reporting period December 39 2020 Boundary GRI 103: The management Date of most recent 35, 36 ,37, 102-51 July 2020 Management 103-2 approach and its report 39 Approach 2016 components 102-52 Reporting cycle Annual. Evaluation of the 35, 36 ,37, 103-3 management Mr. Herbert Consunji 39 Contact point for Director/Executive Vice President/ approach 102-53 questions regarding Chief Finance Officer/Chief GRI 302: Energy consumption the report Compliance Officer/Chief Risk 302-1 within the 35 Officer Energy 2016 organization Claims of reporting in This report has been prepared in Interactions with 102-54 accordance with the accordance with the GRI Standards: 303-1 water as a shared 37 GRI Standards Core option. resource 102-55 GRI content index 61 GRI 303: Management of water Water and 303-2 discharge related 37 The 2020 Sustainability Report impacts has been reviewed by external Effluents 2018 assurers, whose inputs will be 303-3 Water withdrawal 37 102-56 External assurance utilized to further improve and guide our reporting practices and 303-4 Water discharge 38 disclosures moving forward.

68 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 69 GR I DI S CLOSUR E DI S CLOSUR E DIRECT ANSWER/ STATEMENT GR I DI S CLOSUR E DI S CLOSUR E DIRECT ANSWER/ STATEMENT PAGE NO. PAGE NO. STANDARD NO. TITLE OF OMISSION STANDARD NO. TITLE OF OMISSION Direct (Scope 1) GHG Worker participation, 305-1 36 GRI 305: emissions consultation, and 403-4 communication on 52 Emissions 2016 Energy indirect (Scope 305-2 36 occupational health 2) GHG emissions and safety Waste by type and 306-2 39 Worker training on GRI 306: disposal method Effluents and 403-5 occupational health 52 Transport of and safety Waste 2016 306-4 40 hazardous waste Promotion of worker 403-6 52 health GRI 400: SOCIAL STANDARDS SERIES 2016 Average hours of Explanation of the 44, 51, 52, 404-1 training per year per 53 103-1 material topic and its 53, 56, 58, GRI 404: employee Boundary 59 Training and Programs for Education 2016 upgrading employee GRI 103: The management 44, 51, 52, 404-2 54-55 Management 103-2 approach and its 53, 56, 58, skills and transition Approach 2016 components 59 assistance programs Evaluation of the 44 51, 52, Operations with 103-3 management 53, 56, 58, GRI 413: local community Local engagement, impact approach 59 413-1 41, 50, 57 Communities assessments, New employee 2016 and development 401-1 hires and employee 44-46 programs turnover GRI 416: Assessment of the GRI 401: Benefits provided to Customer health and safety 416-1 58 Employment full-time employees Health and impacts of product 401-2 that are not provided 47-48 2016 Safety 2016 and service categories to temporary or part- time employees GRI 419: Non-compliance with Socioeconomic laws and regulations 419-1 59-60 401-3 Parental leave 49 Compliance in the social and 2016 economic area GRI 402: Labor/ Minimum notice 402-1 periods regarding 51 Management operational changes Relations 2016 Occupational 403-1 health and safety 52 GRI 403: management system Occupational Hazard identification, Health and 403-2 risk assessment, and 52 incident investigation Safety 2018 Occupational health 403-3 52 services

70 REINFORCING FOUNDATIONS 2020 SUSTAINABILITY REPORT 71 DMCI Holdings, Inc. 3rd Floor Dacon Building 2281 Chino Roces Avenue Makati City, 1231 Philippines Telephone: (632) 8888-3000 www.dmciholdings.com