Issuu

T S N O IO T HIN AC

Y IT NITD I AL E KOSP

H UL H F TMIND

SUSTA I N A B I LIT Y REPO RT 2025 S u s t a i n a b i l i t y R e p o r t 2025

ABOUT THE COVER The theme “The Kind Host — Mindful Hospitality in Action” reflects Filinvest Hospitality’s journey from intention to execution—bringing our sustainability commitments to life through purposeful and responsible hospitality. The concept of the Kind Host embodies our evolving role: not only as a provider of exceptional guest experiences, but as a steward of the environments and communities where we operate. It represents our commitment to extend hospitality beyond hotel walls—ensuring that kindness is experienced by all stakeholders, from guests and employees to business partners, communities, and the natural environment.

Visually, the cover symbolizes connection and balance—highlighting the interconnected relationships between people, places, and purpose. It captures how each interaction, decision, and initiative contributes to a broader ecosystem of shared value and responsible growth. In 2025, mindful hospitality is no longer just a guiding principle—it is reflected in how we design our programs, manage our resources, and deliver our services. The cover affirms our commitment to lead with empathy, act with responsibility, and create lasting positive impact.

ABOUT THE REPORT This Sustainability Report presents Filinvest Hospitality’s Environmental, Economic, Social, and Governance (EESG) performance for the period of January 1 to December 31, 2025. It builds on the foundations established in our previous reports, reflecting our continued evolution from defining our sustainability pillars to embedding them more deeply into our operations and decision-making processes. Guided by our core philosophy of mindful hospitality, this year’s report highlights how we have translated purpose into action—advancing initiatives that create measurable value for our stakeholders while reinforcing long-term resilience across the business. Our disclosures are anchored on topics that are most material to our stakeholders and operations.

F i l i nve s t H o s p i t a l i t y

The report captures our performance across key focus areas—service excellence, inclusive growth, environmental responsibility, and business resilience—demonstrating how these pillars continue to guide our strategy and execution. Prepared in alignment with recognized sustainability frameworks, including the Global Reporting Initiative (GRI) Standards and relevant industry references, this report reflects our commitment to transparency, accountability, and continuous improvement. More importantly, this report goes beyond documentation. It underscores our shift toward a more integrated approach—where sustainability is not a parallel initiative, but a core driver of how we operate, make decisions, and create shared value for our people, partners, communities, and the environment.

S u s t a i n a b i l i t y R e p o r t 2025

CONTENTS

6 10 11 13 13 14 16 18 22 26 28 30 35 40 42 48 50 52 54 58 60 66 70 74 78 80

Message from the Leaders About Filinvest Hospitality Core Values of Filinvest Group Vision and Mission Statements Business Overview Our Brands and Services Strategic Portfolio of Assets with Strong Homegrown Hospitality Brands Our Properties Scope, Materiality and Stakeholder Engagement Filinvest Hospitality’s Sustainability Commitments & Performance Service Filipino Hospitality Driven Unique Guest Experience Security and Safety Inclusive Advocating Tourism Growth Equitable Value Distribution Community Engagements & Partnerships Talent Development and Employee Engagement A Commitment to Diversity, Equity and Inclusion Green Energy Conservation Efficiency Water Conservation Efficiency Waste Management & Circular From Reef to Land: Expanding Our Commitment to Biodiversity Moving Forward Sustainability Index

F i l i nve s t H o s p i t a l i t y

10 About Filinvest Hospitality

28 Service

40 Inclusive

58 Green

78 Moving Forward

80 Sustainability Index

S u s t a i n a b i l i t y R e p o r t 2025

MESSAGE FROM THE LEADERS

To our dear stakeholders,

At Filinvest Hospitality, we believe that true success is defined not only by what we achieve, but by how we achieve it—through responsible decisions, disciplined execution, and meaningful impact on the people, communities, and environments we serve.

Our 2025 Sustainability Report,“The Kind Host — Mindful Hospitality in Action,” reflects this belief in practice. It marks our shift from articulating our sustainability commitments to embedding them into how we operate, make decisions, and deliver value every day. FRANCIS GOTIANUN Chief Executive Officer Filinvest Hospitality Being a Kind Host means going beyond providing excellent guest experiences. It means taking responsibility for our broader impact—how we manage our resources, support our people, collaborate with partners, and contribute to the communities where we operate. It is about ensuring that every action we take creates value that is not only measurable, but also sustainable and inclusive.

F i l i nve s t H o s p i t a l i t y

This report presents our Environmental, Economic, Social, and Governance performance for 2025 and reflects our continued progress in integrating sustainability into the core of our business. More importantly, it underscores a fundamental shift: sustainability is not a separate initiative—it is increasingly shaping how we run our operations, manage risks, and drive long-term growth.

We recognize that this journey requires discipline and accountability. We remain committed to transparent reporting, strengthening our systems, and continuously improving how we translate intent into action across the organization.

As we move forward, we will continue to lead with purpose, act with responsibility, and deliver hospitality that creates lasting value—for our stakeholders today, and for the future.

S u s t a i n a b i l i t y R e p o r t 2025

MESSAGE FROM THE LEADERS

To our dear stakeholders,

In our previous Sustainability Report, we introduced the vision of becoming the Kind Host – a commitment to embed responsibility, care and purpose into how we operate and grow, and to uphold our duty to our people, our communities, and the environments we are privileged to be part of. In 2025, Filinvest Hospitality built on this foundation, translating intent into more consistent and measurable action across our portfolio.

JAMES M. MONTENEGRO President and Chief Operating Officer Filinvest Hospitality

F i l i nve s t H o s p i t a l i t y

Sustainability is no longer a parallel initiative; it is increasingly integrated into our operations. Across our properties, we expanded environmental programs— from waste reduction and circular practices to water conservation, plastic reduction, and the adoption of more efficient, paperless guest systems through our Check-in and Check-out Kiosks. These efforts strengthen both operational efficiency and environmental stewardship.

Our commitment to biodiversity evolved into a more integrated approach across both marine and landbased ecosystems. What began with coral reef rehabilitation now includes mangrove planting, treegrowing initiatives, habitat restoration, and on-site gardens that support sustainable food systems. Composting and waste-to-resource practices further help restore natural cycles and strengthen our connection to the environments we operate in.

As technology reshapes the hospitality landscape, particularly with the growing adoption of artificial intelligence in guest services and operations, we remain equally focused on strengthening human capabilities. We continue to invest in leadership development, digital readiness, and adaptive learning to ensure our teams can effectively leverage technology while delivering authentic, human-centered service.

Equally important is the role of our people. Through stronger community partnerships, outreach programs, and relief efforts, our teams continue to demonstrate that hospitality extends beyond our hotel doors. Internally, we are deepening a culture of inclusion, engagement, and leadership, recognizing that meaningful impact begins with empowered teams.

Looking ahead, our priority is to further scale what works, sharpen how we measure outcomes, and deepen partnerships that amplify our impact. Our ambition remains clear—to build an organization that our stakeholders trust, our communities rely on, and our people are proud to be part of.

This year also marked a step forward in accountability and recognition. Select properties achieved globally recognized third-party certifications, including the Good Travel Seal, while others progressed to higher levels of distinction. These milestones reflect the discipline behind our work—the systems we have built, the standards we uphold, and the consistency of execution.

Our journey continues. While we have made meaningful progress since last year, we remain committed to advancing further. Because in the end, our journey is not only about building more sustainable properties, but about becoming the kind hosts we aspire to be: thoughtful in our choices, responsible in our growth, and sincere in the care we extend to people and planet.

S u s t a i n a b i l i t y R e p o r t 2025

ABOUT FILINVEST HOSPITALITY Filinvest Hospitality operates as the integrated hospitality platform of the Filinvest Group, encompassing the development, investment, and management of a diversified portfolio of hotels and resorts across key destinations in the Philippines. Its operating model is anchored on two core entities: Filinvest Hospitality Corporation (FHC), which leads hotel investment and development; and Chroma Hospitality, Inc. (CHI), which manages and operates hospitality assets across the portfolio in ways that reflect the distinct character of Filipino hospitality.

F i l i nve s t H o s p i t a l i t y

This integrated structure enables Filinvest Hospitality to create value across the full lifecycle of hospitality assets—from development and capital investment to day-to-day operations and asset management— ensuring consistency in brand standards, operational excellence, and long-term portfolio growth. Aligned with the broader Filinvest Group, Filinvest Hospitality contributes to nation-building through tourism development, job creation, and the delivery of meaningful guest experiences that reflect the distinct character of Filipino hospitality. Guided by a long-term perspective, the Group continues to strengthen its portfolio while supporting sustainable and responsible growth in the hospitality sector.

CORE VALUES OF THE FILINVEST GROUP Customer Centricity We keep our customers at the center of every decision.

Entrepreneurial Mindset We pursue opportunities with ownership and accountability.

Change for the Better We embrace innovation and continuous improvement.

Shared Benefit We grow together with our stakeholders and communities.

Filinvest Family We invest in bringing out the best in our people and teams.

Trustworthiness We act with integrity and uphold trust in all that we do.

We enable Filipinos to achieve their dreams.

Susta Siu nsatbai il n i taybR i le i tpyoR r te p 2025 o r t 2025 11

F i l i nve s t H o s p i t a l i t y

Filinvest Hospitality Corporation (FHC), established on August 22, 2011, serves as the investment and development arm for hospitality assets within Filinvest Group. Its primary mandate is to invest in and develop hotel-related businesses across key destinations. FHC is a wholly owned subsidiary of Filinvest Development Corporation (FDC), a publicly listed conglomerate.

Chroma Hospitality, Inc. (CHI), established on November 28, 2008, is the hotel management company of the Filinvest Group. It is primarily engaged in the management and operation of hotels, resorts, serviced residences, condotels, restaurants, and recreational facilities. CHI is a wholly owned subsidiary of Filinvest Development Corporation (FDC).

VISION

As the premier Filipino hotel ownership and management company, we want to open the world of Philippine hospitality by being at the forefront of delivering valuable, unique, and meaningful experiences to guests, shareholders, employees, partners, and local communities.

Be the number one privately held hospitality management company in the Philippines.

MISSION To assemble and maintain a profitable and valuable portfolio of world-class hospitality products across different touchpoints and leisure segments in the Asia Pacific region.

MISSION To consistently deliver genuinely unique Filipino Hospitality across all our brands, with heartfelt service that is both inclusive and innovative by tapping into the brilliance of our people in making a positive impact to stakeholders.

BUSINESS OVERVIEW

HOTEL BRANDS

OPERATING PROPERTIES

1,800+

ROOMS IN OPERATION

CHAMPIONSHIP GOLF COURSES

2,000+

FOOD & BEVERAGE CONCEPTS

WORKFORCE

(18 HOLES EACH)

(DIRECT AND INDIRECT)

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OUR BRANDS & SERVICES Strategic Portfolio of Assets with Strong Homegrown Hospitality Brands Filinvest Hospitality’s hotel assets are well-positioned to benefit from the growing Philippine tourism industry. As of December 31, 2025, our company’s operating hotel portfolio comprises seven distinct properties with a combined total of 1,836 rooms.

F i l i nve s t H o s p i t a l i t y

Filinvest Hospitality’s three main brands cater to distinct market segments:

Crimson Hotels & Resorts curates refined island and beachfront escapes shaped by warmth, detail, and a quiet sense of indulgence. Each stay unfolds through immersive dining, thoughtful service, and spaces designed to slow the pace, inviting guests to linger a little longer, from sunlit days by the water to evenings that ease effortlessly into night.

Grafik Hotel Collection is a design-led hospitality brand created for independent travelers, curious explorers, couples, and modern creatives seeking stays with depth, character, and a strong sense of place. Each property is shaped by the culture, artistry, and rhythm of its destination, with thoughtfully designed spaces that balance style, comfort, and everyday functionality. From communal areas for dining and connection to spaces made for work and creativity, Grafik Hotel Collection invites guests to experience destinations in a more personal and expressive way.

Quest Hotels & Resorts is designed for travelers who value comfort, convenience, and stays that easily keep up with the way they move. Whether for business, leisure, or a bit of both, each property offers dependable service, well-designed spaces, and a relaxed, approachable atmosphere. Quest Basic delivers straightforward stays with clean, comfortable spaces and everything essential within reach. Quest Plus offers dynamic destinations for meetings, conferences, and events, paired with accommodations designed for both productivity and downtime. Quest Residences brings together the ease of hotel living with the comfort and familiarity of home, ideal for extended business and leisure stays.

Susta Siu nsatbai il n i taybR i le i tpyoR r te p 2025 o r t 2025 15

Growing Food and Beverage Business Our company is also leveraging its industry experience to move into complementary hospitality businesses starting with its F&B brands:

F i l i nve s t H o s p i t a l i t y

S u s t a i n a b i l i t y R e p o r t 2025

OUR PROPERTIES

Crimson Resort & Spa, Mactan

Crimson Resort & Spa, Boracay

290 rooms, opened in 2010 (Crimson Mactan)

192 rooms, opened in 2018 (Crimson Boracay)

One of Cebu’s most prestigious leisure destinations, Crimson Mactan is a sprawling 6-hectare Balineseinspired beach resort & spa with the right mix of comfort and style all housed under a contemporary Asian design with unique Cebuano touches.

Situated in an exclusive location, uniquely coined as Station Zero. Get breathtaking views, 3,000sqm of pristine white sand beach, and crystal-clear waters with zero distractions. All rooms are designed with a distinct style and equipped with modern facilities.

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Quest Plus Conference Center, Manila

Quest Plus Conference Center, Clark

345 rooms, opened in 2013 (Quest Plus Alabang)

304 rooms, launched in 2016 (Quest Clark)

Right in the heart of Alabang, where business, dining, and city life come together with comfort and ease. It’s a stay designed for people always on the move, with everything you need just within reach.

Nestled in the heart of Filinvest Mimosa+ Leisure City an hour and a half away from Manila, the four-star Quest Hotel in Clark effortlessly combines a professional setting for business meetings and an ideal weekend family leisure getaway.

Quest Hotel & Conference Center, Cebu

Quest Hotel, Tagaytay

470 rooms, opened in 2012 (Quest Cebu)

164 rooms, opened in 2019 (Quest Tagaytay)

Delivers unparalleled value for money with its 470 rooms (inclusive of 43 service apartments), delightfully furnished and located right at the pulse of Cebu’s business and lifestyle center.

A choice destination for relaxation, family bonding and staycations. It is an ideal place for guests looking for value for money and gratifying experiences. Guests will enjoy cool, clean, and comfy accommodations with engaging heartfelt service during their stay.

S u s t a i n a b i l i t y R e p o r t 2025

Timberland Highlands Resort, Rizal

Mimosa Plus Golf Course

71 rooms, launched in 2021 (Timberland)

36-hole championship course, launched in 2016

Explore your new destination for adventure, a tranquil escape for leisure and your choice venue for celebrations or corporate events. Find everything you need within the vicinity for relaxation, sports facilities, a farm trip and accommodation to complete a memorable staycation.

Set against stunning foothill mountains which afford scenic vistas of the idyllic surrounding countryside, a spectacular golfing experience awaits at the historic Mimosa, with its two, par-72, 18-hole courses for both enthusiasts and veterans of the sport.

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Grafik Pine House Baguio 256 rooms, under construction as of 2025 (Grafik Baguio) Set within the cool, pine-lined landscapes of Baguio, Grafik Pine House Baguio draws from the city’s creative spirit, rich Cordilleran heritage, and evolving cultural scene. Thoughtfully designed spaces, local artistry, and communal experiences come together to create stays that feel grounded, expressive, and deeply connected to the rhythm of the highlands.

S u s t a i n a b i l i t y R e p o r t 2025

SCOPE, MATERIALITY AND FULL SPREAD STAKEHOLDER SECTION BREAK ENGAGEMENT

F i l i nve s t D Ho s p li o t aplm ity eve ent Corporation

A n n u aSl uRset apionratbSi lti tyyl eRG eu p iodret 2025

Scope This report presents the non-financial or EESG (Economic, Environmental, Social, and Governance) performance of Filinvest Hospitality covering hotel and restaurant operations across seven properties, including the Mimosa Plus Golf Course.

Materiality This report is guided by the principle of materiality and focuses on the sustainability matters most significant to Filinvest Hospitality’s business, strategy, risk profile, and long-term value creation. It also sets out management’s approach to these material topics. Filinvest Hospitality undertakes a full materiality reassessment every three years. The 2024 reassessment informed the material topics applied in 2025 and served as the basis for the disclosures and management priorities presented in this report. A weighted scoring methodology across key criteria— business impact, regulatory and compliance risk, stakeholder relevance, environmental and social impact, and reputational considerations —while ensuring alignment with the Group’s strategic imperatives: Execution Excellence, Customer Obsession, Builder of Brands, and Talent Centric. This process identified 18 material topics across economic, environmental, social, and governance dimensions. These topics reflect the areas of greatest significance to the Group’s operating context and stakeholder expectations and form the basis of Filinvest Hospitality’s sustainability disclosures and management priorities for 2025.

Material Topics Identified in the 2024 Re-assessment The material topics applied in 2025 are presented below by EESG dimension.

Environmental • Resource Efficiency • Environmentally Sustainable Properties • Reduce Carbon Footprint • Waste Management and Circular Economy; • Eco-Friendly and Sustainable Products • Green Buildings and Spaces • Enhancing Biodiversity

Economic • Economic Value Distribution • Promoting Philippine Tourism • Supply Chain Support, Particularly Local Businesses

Social • Safety and Security • Employee Engagement • Talent Development • Diversity, Equity, and Inclusion • Filipino Hospitality-Based Unique Guest Experiences • Community Engagement and Partnership • Business Partnerships and Other Industry Affiliations

Governance • Transparency and Reporting

F i l i nve s t H o s p i t a l i t y

Stakeholder Engagement Filinvest Hospitality identifies and engages its key stakeholders to understand their priority concerns and to guide the company’s response across its operations and value chain.

Stakeholder

Concerns

Company Response

• Quality of products and services • Health, safety, and security • Value and affordability • Sustainable operating practices • Ethical conduct and transparency

• Monitor guest experience through surveys and service channels • Maintain safety protocols and staff training • Offer value-based products • Communicate sustainable options where available • Implement various resource efficiency initiatives • Uphold data privacy, cybersecurity and governance

• Compensation and job security • Career growth • Safety, inclusion, and fairness • Well-being and work-life balance • Engagement

• Review workforce and compensation programs • Invest in training and development • Promote health, safety, diversity, equity, and inclusion • Support well-being initiatives • Strengthen communication and engagement mechanisms

Suppliers and Vendors

• Procurement transparency • Payment timeliness • Sustainable sourcing • Ethical labor practices • Local partnerships

• Strengthen procurement systems and accreditation • Improve payment processes • Apply supplier standards and codes • Engage partners on EESG compliance • Support local sourcing where available

Government and Regulators

• Regulatory compliance • Reporting and disclosure • Ethics and anti-corruption • Public-sector collaboration

• Ensure compliance with applicable laws • Provide timely disclosures • Enforce governance controls • Collaborate with relevant agencies

Financial Institutions and Investors

• Financial transparency • Long-term viability • Sustainability risk integration • Governance and compliance • EESG disclosure

• Provide Financial and EESG performance and disclosures • Integrate risks • Maintain governance controls

Communities

• Employment and local sourcing • Community development • Cultural preservation • Engagement and responsiveness

• Generate local employment • Implement community programs • Promote cultural initiatives • Maintain engagement and grievance channels.

Environment

• Climate impact • Resource efficiency • Waste management • Sustainable properties • Biodiversity and land use

• Implement various climate and resilience initiatives. • Improve resource efficiency • Manage waste and circularity efforts • Apply sustainable design considerations • Support biodiversity protection

Customers

Employees

S u s t a i n a b i l i t y R e p o r t 2025

Filinvest Hospitality Sustainability Commitments and Performance To uphold our sustainability vision at Filinvest Hospitality, we have established 11 action points that we consider vital for our long-term viability and expansion. These actions are categorized into four pillars: exceptional service delivery, inclusive growth, environmental responsibility, and business resilience. These commitments align with the shared objectives of the hospitality industry, as well as with the agreements and initiatives we’ve endorsed. We’ve conducted assessments of our current standing on each action point and have outlined corresponding

F i l i nve s t H o s p i t a l i t y

goals for improvement and risk mitigation. You can find detailed information on these assessments in the following sections of this report. In the future, our disclosures will reflect our progress on our sustainability journey. We hope to receive the support and engagement of our diverse stakeholders as we work together to achieve mutual success.

We at Filinvest Hospitality have a vision of being a recognized champion of sustainability within the Philippine tourism sector, where our long-term ability to create exceptional guest experiences is fostered through partnerships with stakeholders with whom we share common goals.

FOCUS AREAS

SERVICE • Filipino Hospitality-based Unique Guest Experiences • Safety and Security

GREEN • Energy Efficiency and Conservation • Water Efficiency and Conservation • Waste Management and Circular Economy

INCLUSIVE • • • •

Equitable Value Distribution Community Engagements and Partnerships Advocating Tourism Growth Talent Development & Employee Engagement • Diversity, Equality, and Inclusion

RESILIENT • Climate Resilient and Environmentally Sustainable Properties

S u s t a i n a b i l i t y R e p o r t 2025

SERVICE

F i l i nve s t H o s p i t a l i t y

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Filipino Hospitality Driven Unique Guest Experience From Puso to Performance: Going Beyond in Delivering Filipino Guest Experiences At the heart of our Unique Guest Experience is Filipino hospitality—a cultural value that shapes how we serve through warmth, care, and genuine respect. It is expressed in how we make guests feel welcomed, valued, and personally cared for throughout their stay. In 2025, the Group focused on improving consistency in service delivery through the Guest Experience Summit and regular Quality Council meetings, which aligned teams, reviewed guest pain points, and led to service improvements across functions.

Service capability was supported through structured training. In 2025, 315 associates completed Make UGE Difference modules, while total participation in UGE-related programs reached 346 associates, representing 25% of the workforce. These programs focused on attentiveness, empathy, customer service, and operational readiness. Across the portfolio, properties applied this approach in ways suited to their operating context, including the use of guest history, personalized guest interactions, and service touches aligned with guest needs and location

Using Technology to Support Service Delivery

94.58% 2025 FROM

93.78% 2024

Number 1 in Trust You These efforts were reflected in guest experience indicators. The portfolio recorded a TrustYou score of 94.58%, above the 94.50% target and higher than the 93.78% recorded in 2024. The Group also ranked first among its five benchmark competitors and saw repeat guest percentage increase from 5% in 2024 to 10% in 2025 based on year-to-date totals.

F i l i nve s t H o s p i t a l i t y

As guest expectations continue to evolve, we continued to use technology to support selected parts of the guest journey without replacing the human connection that defines Filipino hospitality. Self-service kiosks were used for check-in and check-out, with reported utilisation of 23.10% and 52.15%, respectively. The Beyond Mobile App was launched at Quest Plus Conference Center in December 2025, allowing guests to access services and submit requests through mobile devices. Internal service systems were also used to support coordination across teams. These efforts helped reduce friction in routine processes while giving teams more space to focus on guest engagement.

Recognition Rooted in Genuine Care In 2025, Filinvest Hospitality and its properties received 27 recognitions from 26 awarding bodies across guest experience, service quality, sustainability, workplace, and communications. Guest feedback highlighted warmth, attentiveness, and personalized service as consistent elements of the guest experience.

At the property level, Quest Plus Conference Center recorded recognitions in guest review, tourism, sustainability, and workplace-related categories. Crimson Resort and Spa Mactan and Crimson Resort and Spa Boracay also received awards linked to service, hospitality, and destination appeal, while Chroma Hospitality, Inc. and other properties were recognized for corporate and operational performance.

Awards

Crimson Resort & Spa Mactan Michelin Guide Hotel 2025

Crimson Resort & Spa Mactan Best for Value Experience Spa Crimson Resort & Spa Boracay Award for Excellence

Quest Plus Conference Center Clark

Quest Plus Conference Center Clark First Philippine Tourism Award - Finalist Quest Plus Conference Center Manila

Chroma Hospitality Inc Chroma received the award for its entry “Mindful Hospitality: Strengthening the Pillars of Sustainability” under Division 4: Communication Skills, Category 24: Publications.

Quest Hotel Conference Center Cebu MICE Hotel of the Year Diversity and Inclusion Initiative of the Year

Chroma Hospitality, Inc. Hotel & Resort Management of the Year

S u s t a i n a b i l i t y R e p o r t 2025

Crimson Resort & Spa Boracay Global Winner for Best Luxury Seaside Resort Quest Plus Conference Center Manila Best Luxury Conference Center

Crimson Resort & Spa Mactan Quest Hotel Conference Center Cebu Bronze

Quest Plus Conference Center Clark - Mequeni Live Crimson Resorts & Spa Boracay

Greenstay Excellence Award Quest Plus Conference Center Clark First Star Award

Sustainability Award Crimson Resort & Spa Mactan Champion

Region 3’s Most Gender Sensitive Workplace Quest Plus Conference Center Clark

Most Resilient Business Enterprise Quest Plus Conference Center Manila

User’s Choice Award Crimson Resort & Spa Boracay

Quest Plus Conference Center Clark Gold

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Top Performing Chain Chroma Hospitality Inc.

Elite Partnership Award Chroma Hospitality Inc.

Guest Voices Guest feedback remains an important reflection of how Filipino hospitality is experienced in practice. Guest responses point to warmth, personalised service, attentiveness, and meaningful connection as defining elements of the stay experience.

Our annual R&R Go To in Boracay. It’s our second straight year celebrating my birthday at Crimson Boracay and I must say, you guys never fail to deliver on a relaxing and wonderful stay. Jude A (judea382)

The Trip I Never Knew I Needed. But from the moment I arrived at Crimson Boracay, everything changed. The service was exceptional, the food was both flavorful and beautifully presented, and the private beach was the definition of calm and beauty. My kids had an incredible time, and I left feeling grateful and completely in love with the place. Celeene R (celeener)

Best Birthday Staycation in Tagaytay. Our family loves our stay at Quest! Booked this hotel for a birthday staycation in Tagaytay. Ianco12

1000/100. We had a wonderful experience during our stay with my husband and our little one. Arbian C

S u s t a i n a b i l i t y R e p o r t 2025

Looking Ahead : Strengthening Filipino Hospitality in 2026 In 2026, the Group will continue to focus on service consistency, capability development, and selected technology initiative. Key initiatives identified for 2026 include: • Leadership development through PRIMEPATH for Rooms and F&B managers and supervisors • Continued rollout of Brilliant in Skills digital platform for guest-facing teams, expanding on the 33 modules, with a focus on high-attrition roles and critical operational tasks.

• Increased kiosk utilization through process refinement, issue resolution, and guest-facing upsell integration • Expansion of the mobile app to Crimson Resort and Spa Boracay and Crimson Resort and Spa Mactan • Broader monitoring of online platform ratings beyond TrustYou ( ie agoda, booking.com) These initiatives are intended to support more consistent service delivery while maintaining the warmth and attentiveness associated with Filipino hospitality.

TrustYou Overall Score 2025 Property

YTD

YTD LY

2025 Target

2024

YTD 2025 vs 2024

CRSM

95.36

94.47

0.9

CRSB

95.7

96.62

-0.9

QPCM

93.89

93.15

0.7

QHCC

95.05

93.75

1.3

QPCC

93.96

93.32

0.6

QHTC

95.21

93.42

1.8

THR

92.92

91.73

1.2

Portfolio Average

94.58

93.78

94.50

93.78

0.8

Overall

98.3

99.4

100

Benchmark

F i l i nve s t H o s p i t a l i t y

Name

December

Chroma Hospitality

94.58

Shangri-La

93.02

Discovery Group

91.93

IHG

90.51

Marriott

89.65

Accor

89.20

Security and Safety Protecting People, Building Trust, and Ensuring Continuity Security and safety cover occupational health and safety, emergency preparedness, physical security, food safety, cybersecurity, data privacy, and crisis response across all operated properties. Filinvest Hospitality applies a preventive and risk-based approach to protect guests, employees, contractors, and assets, while supporting operational continuity during disruptions.

Key Highlights • Employee safe manhours increased to 2,974,443 in 2025 from 2,658,062 in 2024, indicating continued focus on occupational safety across operations. • Guest safety perception sustained at 99.4% in 2025 based on TrustYou Safety & Security scores. • Strengthened emergency preparedness through leadership-led activation of safety protocols during severe weather events. • Maintained zero reported data privacy breaches, supporting the integrity of guest and operational data systems

Performance and Integrated Metrics Occupational Health and Safety (GRI 403) In 2025, hotel operations recorded 2,974,443 employee safe manhours, compared with 2,658,062 hours in 2024. Safe manhours are tracked to monitor the ability to sustain operations without serious incidents over time. Zero fatalities remained a key objective, supported by ongoing safety controls, emergency preparedness measures, and workforce awareness programs.

SAFE MANHOURS

2,974,443 2025

2,658,062 2024

EMPLOYEE SAFE MANHOURS 2024 YTD

Management Approach and Scope Security and Safety is fundamental to hospitality. Guest trust, employee well-being, regulatory compliance, and business continuity depend on our ability to provide safe and secure environments. Climate-related events, public health risks, and increased digitization have heightened operational exposure, reinforcing Security and Safety as a material topic essential to long-term resilience and brand credibility.

S u s t a i n a b i l i t y R e p o r t 2025

Guest Safety and Trust (GRI 416) Guest safety perception remained high, with the TrustYou Safety and Security score sustained at 99.42% in 2025 from 98.81% in 2024.

TRUST YOU SURVEY OVERALL SCORE PROPERTY

2024

2025

TARGET

Crimson Mactan

99.1

99.2

100

Quest Alabang

99.5

99.3

100

Crimson Boracay

99.7

99.3

100

Quest Clark

99.6

100

Quest Cebu

99.5

99.6

100

Quest Tagaytay

98.9

99.3

100

Timberland

98.8

99.4

100

TOTAL

99.4

100

The Group maintained zero substantiated data privacy breaches in 2025 and continued compliance with the Data Privacy Act of 2012. Data protection is supported by defined governance structures and awareness initiatives across operations. In 2025, we significantly expanded our training programs and emergency drills, strengthening preparedness and reinforcing a culture of safety across our operations.

TOTAL TRAINING SESSIONS

PERSONNEL TRAINED

TOTAL NO. OF DRILLS

437

6,105

120

Direct Hires: 2,356 Agency Staff: 3,175 Interns: 529

Data Protection and Cybersecurity (GRI 418)

F i l i nve s t H o s p i t a l i t y

SUMMARY OF TRAININGS 2025 YTD PROPERTY

NUMBER OF TRAININGS CONDUCTED

REGULAR

CONTRACTUAL

INTERN

TOTAL NO. OF ATTENDEES

Quest Tagaytay

105

Quest Alabang

305

309

173

787

Timberland

237

396

711

Quest Clark

570

528

1,110

Crimson Boracay

225

523

110

903

Crimson Mactan

371

702

1,166

Quest Cebu

158

613

672

1,323

TOTAL

437

2,356

3,175

529

6,105

SUMMARY OF DRILLS 2025 YTD PROPERTY

NUMBER OF DRILLS CONDUCTED

REGULAR

CONTRACTUAL

INTERN

TOTAL NO. OF ATTENDEES

Quest Tagaytay

Quest Alabang

294

261

101

656

Timberland

143

212

383

Quest Clark

813

453

1,326

Crimson Boracay

231

183

438

Crimson Mactan

402

204

125

731

Quest Cebu

292

176

507

TOTAL

120

2,208

1,500

379

4,087

S u s t a i n a b i l i t y R e p o r t 2025

2025 Key Initiatives

Challenges & Responses

In 2025, our Security and Safety systems were tested beyond routine operations by climate-related and environmental disruptions. Emergency preparedness and crisis response procedures were activated during typhoon events in Cebu, as well as earthquake-related incidents, with response efforts led by senior leaders and property heads.

Challenges and trade‑offs

Other key initiatives in 2025 include: • Upgraded security infrastructure, including CCTV modernization, firmware updates, and expanded surveillance coverage across properties. • Strengthened occupational safety and emergency preparedness, with increased drills, training programs, and restructuring of OSH frameworks. • Enhanced incident response and security operations, including improved coordination, access control, and safe execution of major events with no significant incidents reported in several properties.

F i l i nve s t H o s p i t a l i t y

Scaling safety systems requires sustained investment. Expanded training, emergency drills, and security infrastructure increased operating costs. Data maturity also varies across properties, particularly in near-miss reporting and consolidated year-on-year safety metrics.

How we responded We standardized safety and security protocols across properties to ensure consistent minimum controls. We prioritized risk-based investments, focusing on higher-exposure locations and activities. During crises, we ensured visible leadership involvement, reinforcing clear command structures and coordinated response.

Looking Ahead (2026 Targets) Looking to 2026, we will continue to strengthen Security and Safety by: • Establishing a group-wide near-miss reporting framework to improve leading-indicator visibility and strengthen proactive safety monitoring across operations. • Maintaining zero fatalities and zero data privacy breaches across operations. • Ensuring all properties operate with updated emergency and crisis response plans informed by climate risk assessments, operational reviews, and recent learnings.

• Continue security system modernization, including CCTV expansion, communication upgrades, and adoption of new technologies (e.g., RFID, PoC radios). • Improve security coverage, access control, and manpower capacity to support growing operational demands and mitigate risks These priorities support continuous improvement in safety performance, resilience, and consistent implementation across hotel properties.

S u s t a i n a b i l i t y R e p o r t 2025

INCLUSIVE

F i l i nve s t H o s p i t a l i t y

Susta Siu nsatbai il n i taybR i le i tpyoR r te p 2025 o r t 2025 41

Advocating Tourism Growth At Filinvest Hospitality, we view tourism as both a business driver and a catalyst for destination development. Beyond providing accommodation, we help shape how destinations are experienced through campaigns, property-led activations, and partnerships with local stakeholders. In 2025, the Philippine tourism sector continued to drive economic activity and employment, reinforcing its role in the national economy. The sector generated:

F i l i nve s t H o s p i t a l i t y

Inbound Visitors

International Tourism Receipts

Php6.48 Million

Php694 Million

(up by 9% from 2024)

Contribution to GDP

Supported Jobs

Php5.9 Trillion

Php11.7 Million

While arrivals grew modestly, performance was increasingly supported by visitor spending, experience quality, and diversified tourism offerings.

Against this backdrop, Filinvest Hospitality is focused on supporting destination differentiation and improving the quality of tourism by encouraging guests to engage with local attractions, culinary experiences, and cultural communities, while integrating sustainability into tourism promotion.

S u s t a i n a b i l i t y R e p o r t 2025

Our Approach In 2025, our tourism strategy focused on destination promotion, partnerships, and experience design at the property level. This included:

• At Crimson Resort and Spa Boracay, Weddings by Crimson was expanded through a beachfront showcase featuring Bessie Besana

• Destination campaigns and storytelling Strategic partnerships with tourism stakeholders • Participation in local events and activations • Experience-led offerings linked to culture, dining, and leisure

• At Crimson Resort and Spa Mactan, destination positioning was supported through Weddings by Crimson and industry recognitions including the Michelin Guide and Condé Nast Johansens

Deepening Destination Engagement Across Properties.

Strengthening Partnerships and Industry Leadership.

We implemented targeted initiatives across the portfolio to strengthen the link between our properties and their surrounding destinations, positioning our locations as access points to local tourism experiences. These included:

We supported tourism growth through active engagement with industry organizations and stakeholders, contributing to collaboration and alignment with national tourism priorities.

Find Your Quest, which encourages guests to explore local attractions, support MSMEs, and engage with cultural and heritage sites • Weddings by Crimson, positioning Boracay and Mactan as destination wedding hubs through curated showcases and collaborations • The Grafik Hotel Collection launch, which highlighted Filipino craftsmanship, storytelling, and future destinations • Destination-led dining concepts, including The Hay Diner (Camp John Hay) and Le Stelle (Rizal), contributing to local food and lifestyle tourism

These initiatives were implemented across properties based on local context: • At Quest Plus Conference Center Clark, destination storytelling aligned with Pampanga supported positioning across MICE and guest experience

• At Quest Hotel Tagaytay, curated guides promoted cultural attractions such as Museo Orlina

F•i l i nve s t H o s p i t a l i t y

Our leadership representation includes: • Josephine Gotianun Yap, Steercom, Private Sector Advisory Council (PSAC) Tourism • James Montenegro, President, Tourism Congress of the Philippines (TCP) • Francis Gotianun, Vice President, Philippine Hotel Owners Association (PHOA) • Cecille Kimpo, Member, Philippine Tour Operators Association (PHILTOA) • Carmella Bocanegra, Member, Hotel Sales and Marketing Association (HSMA)

Through these engagements, we contributed to industry dialogue, strengthened collaboration across the tourism value chain, and supported efforts to enhance destination competitiveness.

Find Your Quest: Turning Stays into Destination Trails

Weddings by Crimson: Positioning Destinations Through Experience

Through Find Your Quest, we transformed our properties into starting points for destination discovery.

Through Weddings by Crimson, we positioned Boracay and Mactan as destination wedding locations anchored in Filipino creativity and place.

The campaign connects guests to local attractions, cultural sites, and partner establishments:

In Boracay, a beachfront bridal showcase featuring Bessie Besana highlighted the island’s appeal as a wedding destination. In Clark, it supports Pampanga’s destination storytelling

In Tagaytay, it highlights attractions such as Museo Orlina

In Mactan, the programme culminated in Furne One’s “Take Me to the Sea”, combining couture design with a coastal tourism experience. These initiatives position weddings as tourism drivers—enhancing destination visibility, extending stays, and strengthening overall destination appeal.

In Cebu, partnerships extend guest experiences to local destinations

S u s t a i n a b i l i t y R e p o r t 2025

Challenges and Our Response. Tourism recovery remained uneven across destinations, and portfolio-level tourism impact data is still being consolidated. •

Adapted initiatives based on local readiness and destination conditions

•

Strengthened internal documentation and tracking of tourism activities

These actions support more consistent programme execution and improved measurement moving forward.

F i l i nve s t H o s p i t a l i t y

Looking Ahead (2026) In 2026, Filinvest Hospitality will continue to build its growth momentum by advancing digital innovation and enhancing its culinary portfolio across key destinations. The Group will launch its mobile application, strengthening its direct guest engagement strategy and enabling a more seamless, personalized customer journey across its properties. This initiative is expected to enhance booking convenience, support loyalty-building efforts, and provide integrated access to services and experiences.

We will also expand its food and beverage offerings to elevate its dining experiences as a key driver of guest satisfaction and destination appeal. In Baguio, the Group will introduce a curated set of outlets—Saleng, Saddle Room, Mountain Club, and Sierra Bistro— each designed to reflect the city’s distinct character while broadening its lifestyle and dining portfolio. In Clark, new concepts including La Loca and Recado will further diversify offerings and strengthen the Group’s presence in emerging culinary destinations. Through these initiatives, Filinvest Hospitality aims to deepen guest engagement, enhance destination value, and reinforce its position as a dynamic and experience-driven hospitality operator.

S u s t a i n a b i l i t y R e p o r t 2025

Equitable Value Distribution Key Highlights

2,031 (88%) Local Hires

Direct and Indirect Jobs

In 2025, we supported 2,031 direct and indirect jobs, comprising 66% regular and 34% casual employees. Local hiring remained a priority, with 88% of employees sourced from communities where we operate.

PHP3.5 Billion

We distributed PHP 933.0 million in wages and benefits, aligned with market benchmarks and internal compensation policies, while maintaining statutory compliance and employee well-being.

PHP545.1 Million

Paid to Suppliers and Contractors, Primarily Domestic

Contributed to Government through Taxes, Licenses, and Leases

Payments to suppliers and contractors totaled PHP 3.5 billion, with engagements largely involving Philippine-based vendors. Responsible procurement practices and long-standing supplier relationships supported service continuity while generating economic activity across our value chain.

Contributions to government reached PHP 545.1 million, covering taxes, licenses, and lease payments. Consistent compliance supports public revenues and essential services in our host communities.

PHP772.3 Million Paid to Providers of Capital We paid PHP 772.3 million to providers of capital, reflecting disciplined capital management amid cost pressures and a dynamic operating environment.

PHP933 Million

distributed to employees as wages and benefits

F i l i nve s t H o s p i t a l i t y

PHP1.04 Million

Social and Environmental Investments

We invested PHP 1.04 million in social and environmental initiatives. While modest relative to core economic flows, these investments complement broader value distribution and remain an area for further strengthening as data maturity improves.

Challenges and Management Response Rising cost pressures required careful balancing of inclusive value sharing and financial resilience. We managed these trade-offs through responsible workforce planning, productivity improvements, and prudent cost management. Data granularity also constrained deeper analysis of local and regional value distribution. To address this, we strengthened data governance through clearer definitions, standardized templates, and closer coordination across entities.

Looking Ahead (2026) In 2026, we will further strengthen equitable value distribution by embedding it more deliberately into business planning, procurement, and performance management processes across the Group. Our focus will be on ensuring that value sharing remains aligned with operating scale, financial capacity, and long-term sustainability objectives. We will enhance visibility of local and regional value distribution, particularly in employment and supplier engagement, to better demonstrate community-level economic participation. Improving data segmentation and consistency will be critical to strengthening insights and decision-making. We will continue to improve the assurance readiness of economic data through clearer definitions, standardized reporting templates, and stronger coordination across entities. These efforts support more transparent, reliable, and decision-useful disclosure over time.

S u s t a i n a b i l i t y R e p o r t 2025

Community Engagements & Partnerships Our hotels operate within local social and economic ecosystems. We recognize that long-term business resilience depends on trust, collaboration, and community acceptance—especially during disasters and climate-related events. Community engagements and partnerships allow us to respond as responsible neighbors by generating shared social value while strengthening relationships with communities where we operate. We focus on employee volunteerism, community-based partnerships, education, health initiatives, disaster response, and environmental programs.

Property teams delivered a range of initiatives aligned with priority community needs: • Disaster response, including typhoon relief missions that mobilized food and relief goods for affected families. • Education support through Brigada Eskwela, combining volunteer labor with donated materials to improve school readiness. • Food security initiatives, including community feeding programs in partner communities. • Health and hygiene advocacy, such as the Soap for Hope program and participation in the Passionately Pink Run. Employee participation remained central to program delivery, reinforcing our belief that hospitality extends beyond hotel doors.

Key Highlights

Structured Community Partnerships with LGUs, NGOs, and Institutions

401

Employee Volunteer Hours Recorded Under a Refined Reporting Scope

Volunteer 3,937 TotalHours Delivery of programs across education, health, food security, and disaster response

Strengthened governance through adoption of the EESG Metrics Database as the single source of truth

In 2025, we sustained property-level community initiatives while improving how we define, track, and consolidate engagement data.

F i l i nve s t H o s p i t a l i t y

Hospitality Beyond Our Doors

Strengthening Communities Through Education and Health

When disasters strike, our response extends beyond business continuity. In 2025, our property teams worked alongside LGUs and local partners to deliver timely relief to affected communities, mobilizing food, essential goods, and manpower.

Our community programs focus on consistent, people-led engagement that addresses priority needs. In 2025, employees supported education initiatives such as Brigada Eskwela, contributing both labor and materials to improve school readiness.

Employee volunteerism played a central role, demonstrating how our people bring hospitality to life even outside our properties. These efforts strengthened trust and highlighted the value of sustained partnerships in enabling faster, more coordinated responses during critical moments.

We also advanced health and hygiene advocacy through programs such as Soap for Hope, combining access to basic services with community participation. These structured partnerships allow us to deliver meaningful impact while remaining responsive to local priorities.

Challenges & How We Responded

Looking Ahead (2026)

Changes in KPI definitions and reporting scope affected year-on-year comparability, particularly for volunteer hours and partnership counts. • We designated the EESG Metrics Database as the single source of truth for community engagement data. • We clarified ownership of reporting under HR and Sustainability Leads to improve accountability. • We reinforced the importance of documentation without compromising timely community response during emergencies.

In 2026, we aim to build on our foundations by: • Expanding structured community partnerships, supported by formal LGU and NGO frameworks • Increasing employee volunteer participation, guided by a structured annual calendar and improved reporting tools • Enhancing emergency and disaster response readiness, targeting full reporting coverage across all properties

These actions strengthened the credibility of our disclosures while preserving our ability to respond quickly to community needs.

S u s t a i n a b i l i t y R e p o r t 2025

Talent Development and Employee Engagement Talent Development and Employee Engagement remain material to us because our people shape service quality, business performance, and organizational resilience. We focus on building workforce capability and strengthening engagement through structured development and consistent follow-through on employee feedback.

Featured Program: Filinvest Core Values Workshop, Building a Values-Driven Culture

Average Learning Hours per Employee Employee learning remained a core focus, with an average of 40 learning hours per employee in 2025. Learning participation reflected continued access across the workforce, with female employees averaging 43.26 hours and male employees averaging 35.46 hours, indicating relatively balanced engagement in development programs. AVERAGE BY GENDER

The Filinvest Core Values Workshop was launched in 2025 at Crimson Boracay to reinforce the Company’s six core values: Customer Centricity, Change for the Better, Filinvest Family, Entrepreneurial Mindset, Shared Benefits, and Trustworthiness. The three-hour, interactive program engaged47 employees (34 Rank & File and 13 Supervisors) through structured discussions, case studies, and role-playing activities that translate values into everyday workplace behaviors. The workshop supports employee engagement and organizational alignment by strengthening the application of core values in decision-making, collaboration, and service delivery.

2024

2025

45.8

35.5

55.0

43.3

We continue to strengthen access to learning across the workforce while progressing toward a standardized learning measurement framework to be implemented in 2026.

Talent Review and Succession Planning

Employee Engagement

We further strengthened our talent review and succession planning processes, introducing improved assessment tools and adopting the 3A Framework (Aspiration, Ability, Agility) to support a more holistic evaluation of leadership potential. This enabled better visibility of employee readiness, mobility, and development needs.

In terms of employee engagement, no survey cycle was conducted in 2025. Instead, focus was placed on implementing action plans from the 2024 engagement survey, achieving 100% completion of identified initiatives, demonstrating accountability in addressing employee feedback.

F i l i nve s t H o s p i t a l i t y

2025 Key Challenges and Responses In 2025, we continued to enhance our approach to talent development and engagement while addressing gaps in measurement and feedback mechanisms. Learning and engagement metrics remain subject to varying measurement approaches; in response, we maintained the tracking of participation data while advancing plans to adopt a more standardized learning measurement framework. The absence of an engagement survey cycle during the year limited the capture of real-time employee feedback. To address this, we focused on the full implementation of action plans arising from the 2024 engagement survey, ensuring continuity in employee experience improvements.

The employer branding project led to the development of our employer value proposition, “A Place for You,” anchored on four pillars: • A Place to Belong - A place where everyone is welcomed, respected, and cared for like our guests • A Place to Grow - A place that nurtures your professional and personal growth • A Place to Add Value - A place where your creativity and contributions are valued and make a meaningful difference • A Place to Be Rewarded - A place where rewards are holistic and equitable These pillars will guide initiatives across attraction, development, engagement, and retention to strengthen the employee experience.

We also identified the need for more structured visibility into talent development and leadership pipelines. In response, we strengthened our talent review processes and introduced the 3A Framework (Aspiration, Ability, and Agility) to support more consistent and objective assessments of employee potential and readiness.

2026 Commitment and Aspirations In 2026, we will focus on: • Implementing the 4E Learning Framework (Education, Exposure, Experience, and Environment) to capture a broader range of development experiences. • Expanding Individual Development Planning beyond critical talents to support employee growth across the organization. • Activating our Employer Brand, building on research conducted in 2025 involving both external talent and employees.

S u s t a i n a b i l i t y R e p o r t 2025

A Commitment to Diversity, Equality and Inclusion At Filinvest Hospitality, Diversity, Equity, and Inclusion (DEI) remain integral to how we deliver Mindful Hospitality. As a people-centered organization, we foster environments where team members feel respected, valued, safe, and empowered, shaping how we care for our people, serve our guests, and engage with communities. Throughout 2025, our DEI efforts continued to evolve through learning programs, inclusive practices, and community engagement initiatives across our corporate office and properties.

2025 Key Initiatives

Gender Diversity and Representation As of 2025, FHG employed 1,391 regular employees, with 59.45% male and 40.55% female representation. Across ranks, employees comprised 49.96% Rank and File, 24.87% Supervisors, 21.06% Managers, and 4.10% Executives, reflecting a broad distribution of roles across the organization. Gender distribution across levels shows continued female representation in leadership pipelines, including 23 female executives and 135 female managers, supporting more balanced participation at decision-making levels.

Based in Gender: Headcount

Percentage

Male

827

59%

Female

15,495.81

41%

Total

12,702.82

100%

Based in Rank:

DEI Education In 2025, FHG strengthened DEI awareness through structured learning programs and inclusive engagement activities. During Pride Month, employees participated in a series of learning sessions focused on LGBTQIA+ inclusion, workplace safety, and respect. These included a self-paced awareness course, a session on the Safe Spaces Act, and facilitated dialogues that encouraged open discussion and understanding across identities. These efforts were complemented by property-level initiatives in partnership with community organizations and local government units, including inclusive events, wellness activities, and collaborations that promoted visibility, health, and empowerment.

F i l i nve s t H o s p i t a l i t y

Headcount

Percentage

Executive

Manager

293

21%

Supervisor

346

25%

Rank and File

695

50%

Total

1,391

100%

Based in Rank and Gender: MALE

FEMALE

Headcount

Percentage

Headcount

Percentage

Executive

Manager

293

21%

135

24%

Supervisor

346

25%

130

23%

Rank and File

695

50%

276

49%

2025 Percentage of Employees by Rank & Gender RANK & FILE

SUPERVISOR

MANAGER

51%

26%

19%

49%

23%

24%

EXECUTIVE

OVERALL

100%

S u s t a i n a b i l i t y R e p o r t 2025

Women in Leadership

Looking Ahead (2026)

In 2025, FHG continued to support women’s leadership development through targeted initiatives and visibility of role models across the organization. During International Women’s Day, learning sessions focused on career development and financial empowerment were conducted, featuring leadership insights from senior executives, including Ms. Mabel Roman.

FHG will continue to strengthen its DEI approach by enhancing program consistency, deepening awareness, and improving measurement frameworks. Key priorities include formalizing DEI metrics, expanding learning programs on inclusion and safe workplace practices, and sustaining initiatives that reinforce belonging across the organization.

Across properties, activities such as health and safety awareness, self-defense sessions, and wellness programs further supported confidence-building and professional growth among women employees.

Filinvest Hospitality remains committed to fostering workplaces where employees feel safe, respected, and empowered—recognizing that a strong culture of belonging supports both employee well-being and organizational performance.

Embedding a Culture of Belonging Building on FHG’s DEI strategy centered on belonging, initiatives in 2025 focused on integrating inclusive practices into everyday employee experiences. Programs such as onboarding, team engagement, and internal challenges emphasized collaboration, respect, and shared accountability for fostering inclusive workplaces.

Inclusion Through Community Impact and Accessibility FHG extended its DEI commitments beyond the workplace through initiatives that promote accessibility, dignity, and shared opportunity. The Soap for Hope Program, implemented in partnership with the Philippine Institute for the Deaf, provided skills development opportunities through the repurposing of used hotel soaps into reusable products—combining environmental stewardship with inclusive livelihood support. Following Typhoon Tino, teams mobilized relief efforts in affected communities, delivering essential supplies and support. Employees across properties also participated in community programs such as feeding initiatives and outreach activities, reflecting a shared commitment to service and inclusion.

F i l i nve s t H o s p i t a l i t y

F i l i nve s t D eve l o p m e n t C o r p o r a t i o n

A n n u aSl uRset a S pio u nrsattbaSi iltn i tyayl b eR i lG e i tu pyiodR rete p 2025 o r t 2025 57

GREEN

F i l i nve s t H o s p i t a l i t y

Susta Siu nsatbai il n i taybR i il e i tpyoR r te p 2025 o r t 2025 59

Energy Conservation and Efficiency Key Highlights: 259.69 kWh/m² Portfolio EUI

150,268.42 GJ

increased by

(1.99%)

Total Energy Consumption

use despite 2.23% electricity higher demand reduction in grid

97.88 kWh/room (+1.36%)

Performance in 2025 In 2025, we managed energy performance amid continued occupancy recovery and increased operational demand. Our portfolio Energy Use Intensity (EUI) increased to 259.69 kWh/ m2 from 254.55 kWh/ m2, reflecting higher utilization across our properties. Total energy consumption rose to 150,268.42 GJ, a 1.99% increase compared to 2024. This was primarily driven by: • Increased LPG usage to support expanded food and beverage operations • Increased stationary diesel consumption for backup gensets and boilers to support services. • Increased transportation fuel usage across both gasoline and diesel-powered vehicle services.

Energy per Room Sold (EPRS)

Even with higher room occupancy, efficiency initiatives drove a 2.23% absolute reduction in grid electricity use.

LED conversion reached 95% across the portfolio, supporting lower lighting-related demand and long‑term efficiency.

Taken together, these indicators show how energy performance was affected both in absolute terms and relative to building area and operational activity.

Our Approach Energy management remains an important part of how we improve operational efficiency and reduce environmental impact across our portfolio. Our approach focuses on optimizing energy use through targeted initiatives, including chiller upgrades, LED conversion, preventive maintenance, and expanded submetering, supported by stronger monitoring at the property level.

Our approach balances efficiency and operational demands, recognizing that energy performance is closely linked to occupancy levels and hospitality operations. In 2025, we enhanced our performance tracking by placing greater emphasis on Energy per Room Sold (EPRS), which better reflects the relationship between energy use, occupancy, and hotel operations.

F i l i nve s t H o s p i t a l i t y

We also observed an increase in Energy per Room Sold (EPRS), from 96.57 to 97.88 kWh per room sold, equivalent to a 1.36% increase. • F&B activity increased by 3.77%, contributing to higher kitchen and service-related energy demand • Occupancy increased by 0.65%, contributing to higher room-level consumption These trends reflect the return of full-service operations, including dining, events, and guest amenities.

73%

ENERGY IN GJ (GIGAJOULES)

Electricity

2024

2025 ENERGY CONSUMPTION TRENDS

12%

2025

2023

Electricity

111,589.74

109,104.91

Diesel - Genset & Boiler

15,495.81

18,093.32

LPG - Kitchen & Boiler

12,702.82

14,230.54

GasolineTransportation

3,341.88

4,395.27

Diesel Transportation

4,209.88

4,444.38

Diesel - Genset & Boiler

9% LPG ‑ Kitchen & Boiler

Gasoline Transpo

Diesel Transpo

Notes: * Excluding golf-related data for Quest Clark property and Welcome Center of Crimson Boracay * Standardized conversion factor: 1 GJ ≈ 277.78 kWh

Energy Use Intensity Trend

Energy per Room Sold Trend

EUI increased in 2025 due to higher operational demand, with performance remaining influenced by high-intensity properties.

Intensity metric shifted toward Energy per Room Sold (EPRS) to directly monitor energy consumption relative to actual hospitality volume and operational activity. Reflecting the return of full-service dining, events, and high guest-facing demand, the portfolio EPRS rose from 96.57 to 97.88 kWh per room sold (+1.36%). Aggressive optimization of room-level controls and system automation remains targeted for 2026 to push this operational variable downward.

Energy Use Intensity (EUI) ‑ Portfolio Trend

Energy per Room Sold (EPRS) Trend and Target

S u s t a i n a b i l i t y R e p o r t 2025

HOTEL EUI VS CORNELL BENCHMARK

Notes: *Cornell Hotel Sustainability Benchmarking Index for Energy in the Philippines 2019 *Excluding golf-related data for QPCC property and Welcome Center of CRSB

Energy Efficiency per Room Sold (EPRS) This metric provides a more occupancy-sensitive view of energy performance, helping align operational priorities and support informed decision-making. In 2025, our portfolio EPRS increased from 96.57 to 97.88 kWh per room sold, reflecting higher operational intensity associated with increased occupancy and F&B activity. YEAR

PORTFOLIO ENERGY USE PER ROOM SOLD (EPRS)

2024

96.57

2025

97.88

Notes: *Cornell Hotel Sustainability Benchmarking Index for Energy in the Philippines 2019 (used the mean value) *Cornell Benchmarking have no data for Upper Upscale Hotel Category (e.g. Crimson Boracay, Crimson Mactan) *Excluding Golf related data and Welcome Center of Crimson Boracay

Mimosa Plus Golf Course

HOTEL ENERGY USE PER OCCUPIED ROOM VS CORNELL BENCHMARK

Year

Electricity Index/sqm (ELUI)

2025

1.32

2024

1.02

F i l i nve s t H o s p i t a l i t y

The 29% increase in the ELUI of Golf areas is attributed to the rise in golf course-related activities, particularly at Hilltop Mimosa, an event space within the property that serves as a wedding venue, corporate event hall, and more. This growth was further driven by the opening of the driving range and the launch of Golf Night Lighting, a project utilizing high-bay LED lighting to illuminate the golf course for nighttime use.

Operational Improvements

Challenges & How We Responded

Despite higher demand, we continued to implement targeted energy efficiency initiatives:

The key challenge in 2025 was managing increased energy demand while maintaining guest comfort and service standards. As occupancy and F&B activity grew:

• We upgraded high-efficiency chillers in Crimson Boracay and Quest Clark, improving cooling system performance. • We achieved 95% LED conversion, supporting lower lighting-related demand and long-term efficiency. • We strengthened preventive maintenance programs, helping equipment operate at its optimal performance. • We expanded energy monitoring and submetering to improve visibility and control. • Guest Room Management System (GRMS) installation in Crimson Mactan is ongoing and did not materially impact 2025 performance.

ENERGY CONSUMPTION BY SOURCE (2024 VS 2025)

Total energy consumption increased in 2025, driven by higher electricity demand and increased LPG and diesel use associated with expanded operations.

• Total energy consumption increased • EPRS rose by 1.36%, indicating higher energy use per room sold • Higher-intensity properties such as Crimson Boracay, Quest Clark, Crimson Mactan, and Timberland continued to influence overall portfolio performance Energy performance reflects the higher demands of fullservice and guest-facing operations, making efficiency management a key focus. We addressed these challenges through targeted and data-driven interventions: • We shifted performance tracking toward EPRS, aligning efficiency with occupancy-driven demand • We prioritized high-impact systems, including chillers, lighting, and room-level controls • We continued expanding submetering installations: » Remaining coverage includes Quest Tagaytay (63% completed), Quest Clark (71% completed),and Timberland (54% completed) » Execution of the remaining phases—including basement areas, heat pumps, guestroom, and other high demand areas—is designed to leave the remaining unmetered baseline down to a strict target of 15–20% by the end of 2026 fiscal year • We maintained strict preventive maintenance protocols to sustain equipment efficiency No energy-related incidents or system failures were recorded during the year.

S u s t a i n a b i l i t y R e p o r t 2025

Energy and GHG Emissions in 2025

Energy and GHG Emissions in 2025 Total GHG emissions decreased slightly from 24,073 tons CO₂ in 2024 to 23,899 tons CO₂ in 2025, remaining below the Cornell benchmark of 24,350 tons CO₂. The reduction was primarily driven by lower electricity-related emissions, which offset increases in diesel, LPG, and gasoline emissions associated with higher operational activity. Scope 3 emissions, particularly from business travel and the supply chain, remain a challenge and an area of focus for future improvement.

583.88 Thousand

30,306.92 MWh KWH of Electricity

Liters of Diesel

= 21,584.59 Tons CO2

288.66 Tonnes

128.52 Thousand

of LPG

Liters of Gasoline

= 435.00Tons CO2

= 299.198 Tons of CO2

SCOPE 1

= 1,579.97 Tons CO2

F i l i nve s t H o s p i t a l i t y

SCOPE 2

TOTAL

2,314.16

21,584.59

23,898.75

Tons CO2

GHG EMISSION

GHG BENCHMARKING

Note: * Cornell Hotel Sustainability Benchmarking Index for GHG in the Philippines 2019 (used the mean value)

Looking Ahead (2026) We will continue to enhance energy performance through targeted operational improvements: • Achieve EPRS target of 97.17 kWh/room sold Complete 100% LED conversion and expanded submetering coverage • Implement solar PV projects in selected properties • Scale Guest Room Management Systems (GRMS) to improve room-level control

S u s t a i n a b i l i t y R e p o r t 2025

Performance In 2025

Water Conservation and Efficiency

Through these efforts, hotel portfolio water intensity was reduced to 1.41 m³ per room sold, achieving a 3% improvement from the 2024 baseline of 1.45. This performance reflects full participation across all properties, supported by 100% reporting coverage and internal validation procedures, enhancing consistency and comparability.

Key Highlights:

The chart below illustrates the portfolio’s progress in improving water intensity.

1.41m³ per room sold (a 3% improvement from 2024)

Water Intensity Improvement Trend

Water Intensity

PORTFOLIO WATER INDEX PER ROOM SOLD

100%

reporting coverage across all properties

golf 602,491.30 m³ (excluding operations)

Total Water Withdrawal

Sustained Daily Leak Detection and Monitoring Practices

Strengthened Preventive Maintenance Programs Across Most Properties

Our Approach

At the same time, total water withdrawal reached 602,491.30 m³, primarily reflecting increased demand as occupancy levels continued to recover. This figure excludes golf operations, which are tracked separately due to the use of a distinct metric.

Water is a critical operational resource, particularly in locations where supply conditions may vary. Effective water management supports business continuity, cost efficiency, and responsible use of shared resources across the communities where we operate.

Disclosure Note: Water intensity (m³ per room sold) covers hotel operations only. Golf operations are excluded as they are managed using a separate metric to ensure comparability and relevance of performance indicators.

Our approach focuses on disciplined operational execution—embedding monitoring, maintenance, and control practices into daily operations to drive consistent and measurable efficiency improvements. 66

Note: Intensity applies to hotel operations only (excludes golf)

F i l i nve s t H o s p i t a l i t y

Water Withdrawal by Source WATER RESOURCES, M3

Note: This chart reflects total water withdrawal across all tracked sources, which may differ from reported operational totals due to scope differences (e.g., inclusion of certain operations such as golf).

Water withdrawal decreased slightly in 2025 compared to 2024, with groundwater remaining the primary source. All water sources are consistently defined and measured across properties, supporting consistent tracking and comparison.

The automated irrigation system contributed to a 29% reduction in water use compared to the previous year. This indicates the value of controlled scheduling and system optimization in managing high-volume consumption areas.

Golf water performance is managed and reported independently from hotel operations to reflect the distinct nature of irrigation-based water use.

Golf water efficiency is measured using a water index based on gross area, to support comparability relative to the scale of operations. In 2025, the water index remained consistent with 2024 levels, indicating stable performance despite ongoing operational demands.

In 2025, total golf water consumption reached 760,929 m³, accounting for 74% of total groundwater withdrawal across tracked operations. This highlights the continued reliance on groundwater to support irrigation requirements across golf operations.

S u s t a i n a b i l i t y R e p o r t 2025

Operational Execution

Challenges & Management Response

Water efficiency was embedded into daily operations through the following actions:

While efficiency improved, several operational realities influenced overall performance:

• Implemented daily leak detection using monitoring and job order reporting systems, enabling earlier identification and response • Strengthened preventive maintenance programs under formal schedules across most properties • Applied operational controls in guestrooms, laundry, and landscaping, including monitoring and scheduling of water use • Tracked water performance alongside occupancy trends to help sustain efficiency improvements during periods of increased demand These practices enabled consistent control over water use and contributed to improved efficiency at the portfolio level.

Water Intensity by Property Water intensity improved across several properties in 2025, while variations in performance highlight opportunities to strengthen operational consistency and replicate efficient practices across the portfolio.

WATER INTENSITY, M3/ROOM SOLD

• At the start of 2025, preventive maintenance programs were not yet fully implemented in one property, which may have affected consistent leak prevention and system efficiency. • Current processes do not quantitatively track leak detection outcomes (e.g., avoided water losses), limiting the ability to assess the effectiveness of mitigation efforts. Management actions focused on balancing efficiency and operational growth through the following measures: • Prioritized water intensity (m³ per room sold) as the primary efficiency metric relative to activity levels. • Maintained daily monitoring and leak detection systems to support early intervention • Reinforced preventive maintenance programs to improve consistency across properties • Sustained 100% reporting coverage with internal validation procedures to ensure reliable data

These measures supported continued efficiency improvements while enabling operational recovery. No reportable water-related incidents were recorded during the year. Internal review identified no significant data gaps and no managed properties in high water-stress areas requiring additional disclosure during the reporting period.

F i l i nve s t H o s p i t a l i t y

Looking Ahead to 2026 We will build on 2025 performance by strengthening execution and data quality: • Water intensity target: Reduce to 1.35 m³ per room sold • Maintain 100% reporting coverage with internal validation Key Assumptions These targets are based on: • Continued occupancy growth • Planned capital expenditures (capex) to support efficiency improvements • Sustained operational controls and monitoring practices Key Focus Areas To achieve these targets, priority actions for 2026 include: • Completing preventive maintenance implementation across all properties • Sustaining daily monitoring and leak detection practices • Strengthening data validation and reporting processes • Maintaining operational discipline in highconsumption areas In 2026, Filinvest Hospitality’s priority is to ensure that efficiency gains are consistently applied, measured, and sustained across the portfolio.

S u s t a i n a b i l i t y R e p o r t 2025

Waste Management & Circular Waste Management remains a critical are for Filinvest Hospitality due to the inherent waste intensity of hospitality operations and its direct impact on environmental performance, regulatory compliance, and operating efficiency. We are focused on reducing waste at source, improving resource efficiency, and advancing circularity through systematic segregation, diversion, and responsible handling of both hazardous and nonhazardous waste streams.

Solid Waste Total solid waste declined by 30% to 750,331 kg in 2025 from 1,074,110 kg in 2024, driven by strengthened upstream controls, including improved portion management, production planning, and segregation discipline. Despite increasing occupancy and operational activity, waste volumes are increasingly being managed independent of business growth, reflecting improved operational efficiency.

Food Waste Food waste remains the most material waste stream, totaling 427,631 kg in 2025 from 408,000 kg in 2024. The increase in reported volumes reflects improved visibility from enhanced segregation and monitoring, rather than a corresponding increase in generation. These measures supported better production planning, cost control, and forecasting across F&B operations. As monitoring practices continue to mature, we prioritize absolute food-waste volumes alongside contextual percentage analysis to maintain data integrity and year-on-year comparability.

Key Highlights Total solid waste reduced by

30% to 750,331 kg

(supported by improved monitoring and segregation practices)

(from 1,074,110 kg in 2024)

Food Waste

Composting Expanded to

PHP 432,494

4 Properties

427,631 kg

F i l i nve s t H o s p i t a l i t y

Recycling Revenue

20,589 kg Waste Diverted from Landfill

16,537 kg (primarily used oil) generating approximately PHP 251,000

Hazardous Waste Recovered and Sold

Waste Diversion and Composting Landfill diversion performance improved in 2025, increasing from an estimated ~110,000 kg in 2024 to 120,589 kg. Diversion in 2025 consisted of 47,112 kg of plastic recycled (39%), 44,462 kg of kitchen waste composted (37%), 29,015 kg of paper recycled (24%), and balance from surplus food donated. Composting adoption expanded to four properties in 2025 from three in 2024, reflecting a phased and sitespecific approach based on infrastructure, space, and local conditions. These improvements were achieved alongside overall waste reduction, indicating that enhanced practices— not reduced activity—drove performance gains.

Revenue from Recyclables Recycling initiatives continued to generate economic value in 2025. Total revenue from recyclables reached PHP 432,494, of which PHP 365,705.51 was generated by Quest Clark. While portfolio-level consolidation remains under validation, these demonstrates the link between effective segregation, material recovery, and circular value creation.

Hazardous Waste Management and Recovery Hazardous waste was systematically managed through structured tracking and compliance measures: • 100% completion of Hazardous Waste Generator Certificate registration across all properties, ensuring full regulatory compliance and strengthening waste traceability and control systems • Total hazardous waste managed: 153,272 kg, with the following breakdown: » 16,537 kg sold (primarily used oil) equivalent to revenue of PHP 251,000 » 53,700 kg disposed through accredited treatment and disposal facilities » 83,035 kg stored on-site pending disposal In 2025, monitoring was further strengthened by formally including hazardous waste temporarily stored on-site within reporting scope, an area not fully captured in previous disclosures. Stored hazardous waste is closely monitored, with controls for proper segregation, labeling, and secure storage to ensure traceability and minimize environmental and health risks prior to final treatment or disposal. The recovery and sale of used oil demonstrate how regulated waste streams can contribute to circular value creation, while strict compliance protocols ensure safe handling and disposal of non-recoverable materials. These practices support both regulatory compliance and resource recovery, reinforcing the dual role of hazardous waste management.

S u s t a i n a b i l i t y R e p o r t 2025

Challenges & How We Responded

Looking Ahead to 2026

In 2025, scaling waste management and circular economy initiatives presented operational and structural challenges across the portfolio. External recycling capacity remained a constraint, particularly for materials such as glass, where acceptance depends on market demand and location-specific factors. Infrastructure and space limitations— especially in older and urban properties—also affected the consistent deployment of segregation systems and on-site composting. In addition, program effectiveness continued to depend on staff discipline and guest participation in waste reduction practices.

We aim to further embed circular economy practices into operations:

To address these challenges, we implemented targeted, operationally aligned responses: • Adopted site‑specific solutions and partnerships, including glass processing and shared recycling facilities, to address external market constraints • Prioritized segregation at high-volume waste generation points and implemented phased infrastructure improvements based on site conditions • Strengthened off‑site diversion strategies, supported by closer coordination with LGUs and service providers where on-site solutions are not feasible • Reinforced behavioral engagement through staff training and guest-facing initiatives, promoting shared responsibility in waste reduction These actions improved operational control and strengthened participation across both employees and guests, supporting continued progress in waste reduction and circular practices.

F i l i nve s t H o s p i t a l i t y

• Reduce landfill-disposed waste by at least 10% from the 2025 baseline • Expand food donation and textile recovery programs across properties • Increase recycling revenue and value recovery through strengthened partnerships and upcycling initiatives • Assess and expand circular solutions, including coffee grounds upcycling and glass processing, where feasible These priorities build on improved data systems, operational controls, and behavioral practices established in 2024–2025.

From Grounds to Grow: Turning Coffee Waste into Circular Value At Baker J, used coffee grounds are repurposed into fertilizer under the Grounds to Grow initiative, demonstrating how small, high-volume waste streams can be managed more efficiently. The program integrates collection, processing, and reuse into regular operations, with output distributed to guests using reused packaging. This approach improves visibility of circular practices while reinforcing segregation discipline at the source. Rather than relying on large-scale infrastructure, the initiative highlights how consistent execution and crossfunctional coordination can support practical circular outcomes within existing operations

Grounds Upcycling at Baker J Used coffee grounds repurposed into fertilizer under the Grounds to Grow initiative.

Data That Drives Action: Building a Waste Baseline for Better Decisions Value In 2025, improved waste data visibility enabled more structured management of waste streams across properties. Centralized monitoring provided a clearer understanding of waste sources, volumes, and diversion opportunities, allowing teams to better prioritize operational improvements. This data-driven approach supported more informed decisions in areas such as production planning, buffet management, and materials handling. While refinement continues, particularly for food waste classification and revenue consolidation, the experience demonstrates that reliable and consistent data is a key enabler of operational control, accountability, and sustained improvement in waste management practices.

Waste Segregation Stations (Back‑of‑House)

Composting Operations at Participating Property

Clearly labeled segregation bins supporting improved recycling and waste tracking.

Kitchen waste diverted from landfill through on‑site or partner-supported composting.

S u s t a i n a b i l i t y R e p o r t 2025

From Reef to Land: Expanding Our Commitment to Biodiversity Biodiversity is central to how we operate, grow, and create value. As a hospitality group rooted in destinations defined by natural beauty, our responsibility extends beyond delivering guest experiences—we are stewards of the ecosystems that make those experiences possible.

Coral reef rehabilitation remains a key focus, including the relaunch of an 8‑hectare marine sanctuary in Mactan, supported by coral propagation and transplantation programs.

Our properties are located across diverse landscapes, from coastal areas to forested environments and carefully managed green spaces. Maintaining healthy ecosystems—whether through coastal protection, wildlife habitats, or thriving green environments—is essential to both operational sustainability and long-term environmental care.

Our Approach Our biodiversity efforts have evolved from a primarily marine-focused approach to a broader, integrated model that covers both marine and land-based ecosystems. Today, biodiversity is embedded in daily operations through practices that link environmental care with how we manage our properties, including landscape management, food systems, and waste-to-resource initiatives.

Mangrove planting, tree growing, and clean-up activities support coastal protection and restoration of natural habitats.

Ecosystem Protection and Restoration

These efforts contribute to the recovery and maintenance of ecosystems directly connected to our operations.

We continue to implement biodiversity initiatives across marine and land-based environments:

F i l i nve s t H o s p i t a l i t y

Circular Environmental Practices Biodiversity efforts are reinforced through circular practices embedded in operations: • Composting and organic waste reuse support soil health and nutrient cycling • Conversion of organic materials into inputs for landscaping and agriculture These initiatives reduce waste while contributing to ecosystem regeneration within property environments.

Habitat Preservation Across our properties, we maintain landscapes that support local biodiversity: • Green spaces are actively managed to support plant and wildlife habitats • Property-level practices aim to balance development with ecological preservation These efforts ensure that operational environments continue to support ecological stability alongside business activity.

Employee and Community Engagement Our biodiversity programs are supported by active participation across stakeholders: • Employees engage in planting, clean-up, and conservation activities • Collaboration with local partners strengthens implementation and awareness Participation supports consistent execution and reinforces shared responsibility for environmental stewardship.

Sustainable Agriculture and Food Systems We integrate biodiversity considerations into food and sourcing practices through: • Development of edible gardens, vegetable plots, and organic growing areas • Use of on-site cultivation and hydroponics to support sustainable sourcing These practices strengthen the link between food systems and environmental sustainability while reducing reliance on external inputs.

S u s t a i n a b i l i t y R e p o r t 2025

Biodiversity Area

Property

Initiative

Coral reef rehabilitation program

Crimson Resort and Spa Mactan

Maintaining an 8 hectare marine sanctuary

Ecosystem Restoration

Quest Hotel and Conference Center Cebu Quest Plus Conference Center Clark

Habitat preservation

Quest Plus Conference Center Clark

Bug Hotel

Sustainable agriculture and food systems

Crimson Resort and Spa Mactan Crimson Resort and Spa Boracay Quest Plus Conference Center Clark Timberland Highlands Resort

Edible gardens, vegetable plots, and organic growing areas

Circular environmental practices

Crimson Resort and Spa Mactan Quest Plus Conference Center Clark Timberland Highlands Resort

Composting

Mangrove Planting Tree Planting at the Golf Course

Looking Ahead to 2026 We aim to deepen and scale our biodiversity efforts by: • Expanding nature-based solutions, including tree planting, coastal restoration, and urban gardening • Strengthening integration of biodiversity into property design, management, and operations

• Enhancing green spaces to support both ecological and guest experience outcomes • Increasing employee, guest, and community participation in biodiversity initiatives

Our focus is to ensure that biodiversity remains consistently embedded in how we operate, supporting both environmental sustainability and responsible tourism.

F i l i nve s t H o s p i t a l i t y

F i l i nve s t D eve l o p m e n t C o r p o r a t i o n

A n n u aSl uRset a S pio u nrsattbaSi iltn i tyayl b eR i lG e i tu pyiodR rete p 2025 o r t 2025 77

Moving Forward As we move forward, our priority is to strengthen how sustainability is embedded, executed, and measured across our operations. Building on the progress in 2025, we are focusing on translating our Environmental, Economic, Social, and Governance (EESG) priorities into consistent, portfolio-wide execution with measurable outcomes. At the center of this approach is our philosophy of “The Kind Host — Mindful Hospitality in Action.” Being a Kind Host means extending hospitality beyond guests to include our employees, communities, partners, and the environments where we operate. It is reflected in how we manage resources responsibly, design our operations, and make decisions that balance business performance with long-term impact.

Our Focus Areas for 2026 To advance this, we will focus on: • Driving execution across material topics, translating priorities into clear, site-level actions aligned with defined metrics • Strengthening data systems and reporting discipline, improving consistency, comparability, and decision-usefulness of performance data • Enhancing governance and accountability, supported by clear ownership and regular performance monitoring • Expanding stakeholder engagement, reinforcing shared responsibility across employees, partners, and communities Moving forward, our goal is to ensure that sustainability is consistently integrated into how we operate and create value—not as a separate initiative, but as a standard of execution across the organization. Through stronger systems, disciplined implementation, and continuous improvement, we aim to build a more resilient, responsible, and performance-driven business, fully aligned with our commitment to mindful hospitality.

F i l i nve s t H o s p i t a l i t y

S u s t a i n a b i l i t y R e p o r t 2025

SUSTAINABILITY INDEX

F i l i nve s t H o s p i t a l i t y

Susta Siu nsatbai il n i taybR i le i tpyoR r te p 2025 o r t 2025 81

Economic Performance and Governance 2025

2024

GRI and SASB index

Remarks

ECONOMIC DISCLOSURES Direct Economic Value Generated

P4,460.1 M

P4,316.2 M

GRI 201-1

• Employee Wages and Benefits

P 0.93 B

P1.02 B

GRI 201-1

Total mancost for regular employees only

• Payments to Suppliers and contractors

P 3.47 B

P3.97 B

GRI 201-1

Includes mancost for employees of service providers

• Payments given to providers of capital

P 0.77 B

P1.14 B

GRI 201-1

Pertains to loan principal and interest payments

• Taxes and lease paid to government

P 418.7 M

P467.2 M

GRI 201-1

Local and national government

• Community Investments

P1.04 M

P1.57 M

GRI 201-1

CSR initiatives and donations

GRI 204-1

Local suppliers based in the Philippines

LOCAL PROCUREMENT

Local Procurement: Proportion of Spending on Local Suppliers

P 3.27 Billion; representing 94% of total payments made to supply chain

P 3.85 Billion; representing 97% of total payments made to supply chain

ANTI CORRUPTION

Percentage of employees to whom the company’s anti-corruption policies and procedures have been communicated to

100%

GRI 205-2

Percentage of business partners to whom the company’s anti-corruption policies and procedures have been communicated to

100%

GRI 205-2

Percentage of directors and management that have received anti-corruption training

100%

GRI 205-2

Percentage of employees that have received anti-corruption training

100%

GRI 205-2

Number of incidents in which directors were removed or disciplined for corruption

GRI 205-3

Number of incidents in which employees were removed or disciplined for corruption

GRI 205-3

Number of incidents when contracts with business partners were terminated due to incidents of corruption

GRI 205-3

F i l i nve s t H o s p i t a l i t y

Social Performance 2025

2024

GRI and SASB index

Remarks

EMPLOYEE MANAGEMENT Male - 58.90% Female - 41.10%

Male - 59.48% Female - 40.52%

GRI 405-1

Executive - 4.01% • Male – 55.56% • Female – 44.44%

Executive - 3.56% • Male – 59.18% • Female – 40.82%

GRI 405-1

Manager - 21.29% • Male – 51.92% • Female – 48.08%

Manager - 21.57% • Male – 54.55% • Female – 45.45%

Supervisor - 24.78% • Male – 63.47% • Female – 36.53%

Supervisor - 25.85% • Male – 63.20% • Female – 36.80%

Rank and File - 49.93% • Male – 59.88% • Female – 40.12%

Rank and File - 49.02% • Male – 59.70% • Female – 40.30%

Local - 87.98% Non-local - 10.61% Expat - 1.41%

Local - 91.36% Non-local - 7.19% Expat - 1.45%

GRI 405-1

Employee Ratio by Location/Region

Luzon: 53.78% Visayas: 45.92% Mindanao: 0.30%

Luzon: 54.32% Visayas: 45.68%

GRI 405-1

Generation Z (18-25 y/o) - 27.38% Millennials (26-41 y/o) - 54.90% Generation X (42-57 y/o) - 17.07% Baby Boomer (Over 57 y/o) - 0.65%

GRI 405-1

Employee Ratio by Age (Generation)

Generation Z (18-25 y/o) - 16.77% Millennials (26-41 y/o) - 58.75% Generation X (42-57 y/o) - 21.29% Baby Boomer (Over 57 y/o) - 3.19%

Generation Z (18-25 y/o) – 49.65% Millennials (26-41 y/o) – 42.82% Generation X (42-57 y/o) – 7.53% Baby Boomer (Over 57 y/o) – 0%

GRI 401-1

New Employee Hires, by Age Group • <30 y.o. • 30-50 y.o. • >50 y.o.

Generation Z (18-25 y/o) – 21.04% Millennials (26-41 y/o) – 58.23% Generation X (42-57 y/o) – 19.99% Baby Boomer (Over 57 y/o) – 0.74%

• Male - 52.94% • Female - 47.06%

GRI 401-1

Employee Ratio by Gender

Employee Ratio by Role and Gender

Employee Ratio by Origin

New Employee Hires, by Gender • Male - 56.65% • Female - 43.35% • Male • Female

Local refers to the employees that live within the boundaries of the province or region where property is located

S u s t a i n a b i l i t y R e p o r t 2025

2025

2024

Consolidated - 21.8% CHI & Subs - 21.9% FHC - 14.7%

Consolidated - 20% CHI & Subs - 20% FHC - 17%

Employee Turnover

GRI and SASB index GRI 401-1 SASB SV-HL310a.1 SASB FB-RN310a.1

Remarks Employee turnover rate = (Number of employees who separated from the company from January 1 to December 31 ÷ Average number of employees by Begining of the year) x 100

EMPLOYEE TRAINING AND DEVELOPMENT Average Training Hours, by Gender

Male: 35.46 Female: 43.26

Male: 44.76 Female: 49.61

GRI 404-1

LABOR LAWS AND HUMAN RIGHTS Policies that explicitly disallow violations of labor laws and human rights (e.g. harassment, bullying) in the workplace

SASB SV-HL310a.4

Compliance with Safe Spaces Act. Anti-sexual harassment policy incorporated in Employee Code of Conduct.

DIVERSITY AND EQUAL OPPORTUNITY Gender Distribution

Male - 58.90% Female - 41.10%

Male - 59.48% Female - 40.52%

GRI 405-1

Employee Safe Manhours

2,974,443

2,658,062

GRI 403-9

Non-Employee Safe Manhours

No disclosure

GRI 403-9

OCCUPATIONAL HEALTH AND SAFETY

CUSTOMERS Customer Satisfaction Score

F i l i nve s t H o s p i t a l i t y

94.58

93.8

Number 1 in Trust You

Environmental Performance 2025

2024

GRI and SASB index

Remarks

RESOURCE MANAGEMENT ENERGY Energy consumption – gasoline

128,516.73 L 4,395.88 GJ

97,715.66 L 3,341.88 GJ

GRI 302-1 SASB SV-HL-130a.1 SASB FB-RN-130a.1

Energy consumption – diesel

583,878.26 L 22,537.70 GJ

833,741.2 L 32,182.41 GJ

GRI 302-1 SASB SV-HL-130a.1 SASB FB-RN-130a.1

Diesel is used mainly for generator sets, boiler, and vehicles for use within the properties.

Energy consumption - LPG

288,652.00 kg 14,230.54 GJ

257,663.72 kg 12,702.82 GJ

GRI 302-1 SASB SV-HL-130a.1 SASB FB-RN-130a.1

LPG is used in the F&B operations and boiler

Energy consumption – electricity (renewable)

GRI 302-1 SASB SV-HL-130a.1 SASB FB-RN-130a.1

Energy consumption – electricity (non-renewable)

30,306,918.88 kWhr 109,104.91 GJ

30,997,150.05 kWhr 111,589.74 GJ

GRI 302-1 SASB SV-HL-130a.1 SASB FB-RN-130a.1

Electricity purchased from district utility

Energy consumption – electricity, total

30,306,918.88 kWhr 109,104.91 GJ

30,997,150.05 kWhr 111,589.74 GJ

GRI 302-1 SASB SV-HL-130a.1 SASB FB-RN-130a.1

Total electricity used, renewable plus non-renewable

Energy consumption - TOTAL

150,268.42 GJ

159,816.85 GJ

GRI 302-1 SASB SV-HL-130a.1 SASB FB-RN-130a.1

Water used

602,491.30 cu.m.

613,863 cu.m.

GRI 303-3 GRI 303-5, SASB SV-HL-140a.1 SASB FB-RN-140a.1

Water withdrawn from sea water, surface water, deep wells, and purchased water from water utility providers; hotel only, excluding golf

Wastewater generated

301,245.65 cu.m.

306,931. 50 cu.m.

GRI 303-4

estimate only, 50% of total water consumption

Wastewater treated

301,245.65 cu.m.

306,931. 50 cu.m.

GRI 303-4

There are properties where the sewage is directly tapped and treated by the district water utility

WATER AND WASTEWATER

Technically all waste are treated before discharging to any body of water Wastewater recycled and reused

58,253 cu.m.

28,078 cu.m.

Water reused for irrigation. CRSM added to property reusing the effluent in 2025.

S u s t a i n a b i l i t y R e p o r t 2025

WASTES Solid Wastes Generated (total)

827.1 tons

1,079 tons

SASB FB-RN150a.1 SASB FB-RN150a.2

Reusable

3.8 tons

5.3 tons

GRI 306-3

Recyclables

95.1 tons

35.9 tons

GRI 306-3

Compostable

114.9 tons

102.9 tons

GRI 306-3

Residual

550.5 tons

932.6 tons

GRI 306-3

Hazardous Wastes Generated

153,271.67 kg

66,494.38 kg

GRI 306-3 SASB FB-RN150a.1

Hazardous Wastes Transported, Treated and Disposed

70,236.96 kg

58,723.1 kg

GRI 306-3

2025 - generated hazwaste but not yet disposed was properly recorded and monitored

AIR POLUTION AND GREENHOUSE EMISSIONS GREENHOUSE GASES Scope 1 – direct GHG emissions

2,314.16 Tons CO2

1,997.22 Tons CO2-eq

GRI 305-1

Fuel consumption of vehicles, gensets, and LPG used in kitchens

Scope 2 – indirect GHG emissions (electricity bought)

21,584.59 Tons CO2

22,076.17 Tons CO2-eq

GRI 305-2

Purchased electricity only.

Scope 3 – indirect GHG emissions (supply chain)

not being monitored

GRI 305-3

We are currently exploring which Scope 3 categories are material to Filinvest Hospitality

Total GHG (Scope 1, 2, 3)

23,898.75 Tons CO2

24,073.39 Tons CO2-eq

RI 305-7

Number of environmental NOVs issued

Number of pending cases

Number of cases resolved

Number of non-monetary sanctions for non-compliance with environmental laws and/or regulations

Total amount of monetary fines or penalties for non-compliance with environmental laws and/or regulations

557,000

ENVIRONMENTAL COMPLIANCE

F i l i nve s t H o s p i t a l i t y

CRSM - 1 THR - 1

Activity Metrics (SASB) 2025

2024

GRI and SASB index

Remarks

Number of available room-nights

618,412

SASB SV-HL000.A

Average occupancy rate*

67%

SASB SV-HL000.B

- Measured as number of (1) occupied room-nights divided by (2) available room-nights across all properties.

Total area of lodging facilities*

Gross floor area of all properties: 161,418 m2

SASB SV-HL000.C

Gross area of: • rooms • hotel premises • function rooms • restaurants

Number of lodging facilities and the percentage that are: (1) managed, (2) owned and leased, (3) franchised

SASB SV-HL000.D

Number of (1) company-owned and (2) franchise restaurants

27 restaurants/ outlets; all currently company owned 10 restaurant brands: Baker J, Firehouse, Alibi, Saffron, Mosaic, Azure, Enye, AKA, RARE, and Le Stelle

SASB FB-RN000.A

S u s t a i n a b i l i t y R e p o r t 2025

Acknowledgements Sustainability Leads Diana Bulawit

Karen Dimaculangan

Karla Macaranas

Business Planning And Strategy Head Filinvest Hospitality Corporation

Strategic Finance Manager Filinvest Hospitality Corporation

Executive Assistant Chroma Hospitality, Incorporated

Josue David Romano

Athena Rhae Bisnar

Asst. Vice President for Organizational Development and Culture Chroma Hospitality, Incorporated

Sr. Business Transformation Manager Filinvest Hospitality Corporation

Sustainability Council Ria Sarrosa

Herna Grace Galve

First Vice President - Hotel & Restaurant Operations Chroma Hospitality Incorporated

Sr. Human Resources Business Partner Filinvest Hospitality Corporation

Neil Esperanzate

Flordeliz Cabasa

Carla Magsombol

Area Director of Security Entrata Hotel Services Incorporated

Asst. Director of Engineering Chroma Hospitality Incorporated

Associate Director for Human Resources Chroma Hospitality Incorporated

Property Representatives Lyndee Reyes

Angelica Dionisio

Presley Magpantay

Human Resources Business Partner Mactan Seascapes Inc.

Hygiene Manager Boracay Seascapes Inc.

Assistant Chief Engineer Entrata Hotel Services Inc.

Jennie Piedra

Jayford Client Mapulong

Mercy Quiobe

Marion Carpio

Hygiene Manager Mimosa Citysscapes Inc.

Assistant Chief Engineer Property Specialist Resources Inc

Assistant Restaurant Manager Fora Services Inc

Landscape Supervisor Nature Specialist Inc.

Writers Team Marynette Olandria

Randolph Quiling

Ronel Arayata

Jackie Uy

Assistant Manager for Operations Chroma Hospitality Incorporated

Permits Manager Filinvest Hospitality Corporation

Electrical Engineer Chroma Hospitality Incorporated

Store Operations and Franchise Manager Chroma Hospitality Incorporated

Publication Team Veronica Beguas

Joshua Leo Hernandez

Asst. Vice President for Strategic Marketing Chroma Hospitality Incorporated

Director of Branding & Communications Chroma Hospitality Incorporated

Andre Jovoy Robrigado

Tassy Mae Chavez

Senior Graphic Designer Chroma Hospitality Incorporated

Junior Multimedia Designer Chroma Hospitality Incorporated

Advisers

F i l i nve s t H o s p i t a l i t y

Francis Gotianun

James Montenegro

Chief Executive Officer Filinvest Hospitality Corporation

President & Chief Operating Officer Filinvest Hospitality Corporation

Mark Tom Mulingbayan

Suzette Naval

Head of Sustainability Filinvest Development Corporation

Head of Corporate Communications Filinvest Development Corporation

S u s t a i n a b i l i t y R e p o r t 2025

8/F Vector Two Building, Northgate Cyberzone, Filinvest Corporate City Alabang, Muntinlupa City 1781 Philippines

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