Social and Relationship
Capital

Social and Relationship Capital as the Foundation of Trust 

First Gen prioritizes strong stakeholder relationships built on trust, cooperation, and shared success. By engaging with our stakeholders—customers, employees, partners, and the communities where we operate—the Company is driven to support both its operational goals and broader social and economic development, in line with its strategic choices.

First Gen operates within interconnected communities, supply chains, and energy markets, and we  recognize that trust and collaboration are essential to expand and sustain operations responsibly and to enable our customers to transition toward lower-carbon energy solutions. Through structured engagement and open communication channels, the Company identifies and responds to stakeholder concerns while strengthening partner relationships. In this way, First Gen’s approach reflects a core principle of its strategy: that good choices, made consistently and in partnership with others, build trust and compound into lasting value.

Our Partnership Ecosystem

First Gen’s operations are embedded within a network of stakeholders that form the Company’s partnership ecosystem, enabling collaboration across the energy value chain and the communities where it operates. By maintaining consistent engagement with these stakeholders, First Gen strengthens the relationships that support both operational continuity and community resilience.

FIRST GEN’S PARTNERSHIP ECOSYSTEM

Stakeholder Engagement Framework

First Gen manages consistent dialogue with its stakeholders through an Annual Stakeholder Engagement Plan. The plan guides how the Company maps its key stakeholders, understands their priorities, and determines appropriate engagement platforms across its operations. Through regular consultations, meetings, digital communications, and feedback channels, First Gen seeks to maintain open and constructive relationships with the groups that influence and are affected by its activities.

The engagement framework follows a continuous cycle that begins with defining the strategy and developing the engagement plan for the year. This is followed by consultations and dialogue, which allow the Company to gather insights on emerging concerns and expectations. These are then assessed through stakeholder mapping and review, enabling the Company to refine its responses and approach. Feedback and grievance mechanisms also provide additional channels for stakeholders to raise concerns or seek clarification, ensuring that the company remains accountable.

Stakeholder Engagement Summary Table

The table below summarizes First Gen’s key stakeholder groups, their primary concerns, the platforms used for engagement, and the actions taken by the company to address these concerns.

Partnering with Customers for the Energy Transition

First Gen is dedicated to providing integrated solutions that evolve alongside its customers’ needs to foster shared success. By leveraging the RCOA and the GEOP, the Company provides customers with streamlined access to renewable energy and competitive electricity supply options. Through Pi Energy, First Gen also delivers advanced solutions—including Remote Energy Monitoring Systems, energy audits, and solar photovoltaic (PV) systems—designed to help customers manage energy use more efficiently, lower operational costs, and reduce carbon emissions.

As the Philippine retail electricity market develops under RCOA, more customers become eligible to choose their electricity suppliers. The charts below provide an overview of contestable customers by phase and the composition of retail electricity suppliers in the market, illustrating the broader environment in which First Gen engages its customers and delivers energy solutions.

Within this evolving market landscape, First Gen continues to expand its customer partnerships. The succeeding table presents the Company’s customer distribution from 2023 to 2025 as the retail electricity market evolved.

FIRST GEN CUSTOMER PORTFOLIO BY SEGMENT (2023–2025)

*RES = Retail Electricity Supplier; GENCO = Generation Company

As shown in the table above, the number of contestable customers increased from 182 in 2023 to 245 in 2025, reflecting growing participation in competitive electricity supply arrangements. The number of GEOP end users also rose in 2025, reaching 165, indicating stronger uptake of renewable energy supply options during the year. Meanwhile, the number of distribution utilities served remained broadly stable, while directly connected consumers remained unchanged, indicating continuity in these customer segments. The increase in the number of customers can be attributed to the following initiatives.

To support a culture of continuous learning and collaboration with its customers, First Gen sustained several engagement initiatives throughout the year. The PowerEd Webinar Series serves as an online platform that shares industry insights and best practices on energy efficiency and energy management. Complementing this effort is The Green Shift, a series of face-to-face engagements with industry sectors such as cold storage, hospitals, feed manufacturers, data centers, and semiconductor companies. These sessions provide updates on developments in the power industry and promote practical approaches to improving energy efficiency and sustainability performance.

First Gen also conducts an annual Customer Satisfaction (CSAT) survey to assess the quality of its services and identify areas for improvement. While the results of the 2025 survey are still pending, the 2024 survey rated First Gen as “Very Satisfactory” as a retail electricity supplier under a four-point scale ranging from “Not Satisfied at All” to “Very Satisfied.” Customers cited the ease of communication with marketing officers and the efficient issuance of billing statements and receipts as key strengths. Feedback also highlighted opportunities to further enhance billing templates by including WESM charges and standardizing billing procedures for clients with multiple facilities—areas that the Company has since addressed.

Building Community Resilience Through Partnership

First Gen’s community programs align with the Company’s broader strategic priorities: maintaining resilient and valuable assets, securing policies and value for clean energy, and building a mission-driven, results-oriented organization. Through initiatives in education, health, and livelihood development, the Company works with its host communities to support local well-being while fostering stable and constructive partnerships in areas where it operates.

FIRST GEN COMMUNITY INVESTMENT (2023–2025)

Values are in USD, Thousands

The table above summarizes First Gen’s community investments across key focus areas, including education, environment, livelihood, health, emergency response, and socio-cultural programs. The 2025 First Gen investments include CSR programs and initiatives executed in our geothermal, hydro, wind, and solar operating sites. These initiatives are implemented in partnership with local stakeholders and are supported by continuous consultation throughout the project lifecycle—from planning and implementation to monitoring and evaluation. Regular engagement with community partners helps ensure that programs remain responsive to local needs and that resources are used effectively, while ongoing coordination enables the sustained implementation of community initiatives. 

Education and Youth Development

In Batangas City, First Gen provides scholarships to senior high school and college students in partnership with the Lopez Group Foundation Inc. (LGFI), which administers stipends and tuition payments to scholars and partner academic institutions. Due to the transition of First Gen’s gas business to Prime Infra in November 2025, Prime will take over and continue the implementation of these scholarship programs moving forward.

SIKATALKS 2025 SERIES

Scholars also receive guidance through quarterly Kumustahan (check-in) sessions, where they discuss academic challenges, well-being, and career aspirations.

As part of the program’s give-back component, scholars participate in volunteer activities such as onboarding new scholars, distributing school supplies, facilitating SIKATalks sessions, and tutoring Alternative Learning System (ALS) learners. In Burgos, Ilocos Norte, scholars also served as tutors for the SIKAT-Runungan Reading Pabasa Project, implemented with the Sangguniang Kabataan of Burgos to support students needing assistance with reading.

Supporting Indigenous and Local Enterprises

In Mt. Apo, EDC continued to support the Sondowa Coffee Farmers Association (SOCOFA), an organization of Obo-Monuvu coffee farmers managing a 30-hectare coffee plantation within the ancestral domain of MADADMA in Barangay Ilomavis, Kidapawan City, and the Municipality of Magpet.

SOCOFA members participated in training programs including Barista 101, 102, and 103, as well as Food Safety training, strengthening their skills in coffee preparation, equipment maintenance, and food handling. These initiatives support the planned expansion of a coffee shop and catering services at the EDC site facility in 2026.

Additional livelihood opportunities were also generated through cooperatives such as the Partnership of Accredited Contractors and Entrepreneurs Multipurpose Cooperative (PACE-MPC) and the Mt. Apo Ten Kilometer-Radius MPC (MATKR-MPC). Collectively, these cooperatives earned approximately PHP200 million from EDC contracts in 2025 for construction, building and maintenance, BINHI-related services, and transport. 

More in Mindanao, First Gen supports a Mamanwa Indigenous Peoples community from Maraiging, Jabonga, Agusan del Norte. Formed as the MAMAFASWAS Weavers, they are reviving buri and abaca weaving, transforming a fading cultural tradition into a regenerative livelihood. Since 2022, they have generated an aggregate income of PHP371,350.00—empowering women, strengthening community resilience, and uplifting the community with confidence and renewed purpose.

EDC also supported MMUFAMPC’s livelihood initiatives—including agricultural crop production, dairy livestock, poultry, and seedling nursery operations—by providing free access to two agricultural lots located in Bago City and the Municipality of Murcia.

In Burgos, Ilocos Norte, three community organizations—the Paddagan Upland Planters Association Inc. (PUPAI), Bacsil Upland Planters Association Inc. (BUFAI), and the Saguigui Tribal Council Association Inc. (STCI)—received PHP2.2 million in combined contracts for BINHI and compliance services. 

Meanwhile, in Pantabangan, Nueva Ecija, First Gen supported four farmer associations, Cadaclan Farmers Association (CAFA), Liberty Fisherman and Farmers Association (LFFA), Maluyon Indigenous Christian Farmers Association (MICFA), and Villanueva Farmers Association (VIFA), by strengthening market access and enterprise capacity through BINHI contracts, community-based production, and targeted trainings, resulting in approximately PHP8.5 million in company investments from First Gen, which have enhanced their organizational capacity and increased incomes at both the association and household levels.

These partnerships illustrate how community capability building, combined with inclusive sourcing and service arrangements, can create sustained economic opportunities in areas where the Company operates.

Disaster Preparedness and Community Resilience

EDC supports disaster preparedness and emergency response initiatives in its host communities through training programs, equipment support, and relief assistance. In 2025, the Company invested PHP1.24 million in community resiliency initiatives aimed at strengthening the capacity of local responders and communities to prepare for and respond to emergencies. Through sustained investments in preparedness, the Company supports communities in building the knowledge, skills, and systems needed to respond to disasters—recognizing that resilience is strengthened over time through consistent and well-considered actions.

Disaster Response and Relief

We are acutely aware of the impact of extreme climate events on local communities, and we provide assistance to those affected by natural disasters.

In 2025, 2,744 households affected by natural disasters and extreme weather events received assistance from the Company.

During the eruption of Mt. Kanlaon in Negros in May 2025, EDC distributed 1,000 boxes of face masks to affected communities. Following Typhoon Tino in November 2025, the Company also distributed 300 food packs to host communities in Barangay Mailum, Bago City, and Barangay Minoyan, Murcia.

For these efforts, the Company received recognition from the local government unit (LGU) of Bago City, Negros Occidental for its support during the Kanlaon Volcano eruption response and related humanitarian efforts.

Infrastructure and Climate Preparedness Initiatives

In Bac-Man, EDC supported the Municipality of Manito in addressing landslide hazards in Barangays Nagotgot and Buyo. These hazards resulted from Typhoon Kristine in late 2024 and subsequent heavy rainfall in 2025.

Initial efforts focused on clearing operations to restore road access. To support longer-term safety, the Company began the construction of masonry walls and canals and the installation of coconets in high-risk areas in October 2025, with completion targeted for February 2026.

Engagement with Indigenous Peoples and Cultural Communities

First Gen operates in areas where Indigenous Peoples and Indigenous Cultural Communities (IP/ICC) maintain deep cultural, social, and environmental ties to their ancestral domains. In several host communities, these groups form a significant portion of the local population and play an important role in shaping community life and local stewardship of natural resources. Recognizing this context, First Gen works with Indigenous communities to support cultural preservation, livelihood opportunities, and community well-being while respecting traditional knowledge systems and ancestral domains.

In the Mt. Apo area, Indigenous communities—including the Obo-Manobo and Bagobo-Tagabawa—comprise approximately 80 percent of the local population within the Company’s operational area, making sustained engagement an important component of EDC’s community partnerships.

Preserving Indigenous Knowledge

As part of its Cultural Heritage Program, EDC established two Schools of Indigenous Knowledge (SIK) to support the preservation and transmission of traditional knowledge. The schools were established in:

• Barangay Bongolanon, Municipality of Magpet (2022)
• Barangay Kisante, Municipality of Makilala (2023)


In 2025, structured session guides and learning modules were developed for the SIK program. These modules aim to formalize the teaching of Obo-Manobo and Bagobo-Tagabawa cultural knowledge, including indigenous language, art, and traditions. The modules are currently under review by the program’s Board of Directors and are expected to be finalized in 2026 for use in future cultural classes.

Livelihood Support for Indigenous Communities

EDC supports livelihood initiatives among these Indigenous communities in the Mt. Apo area.

In 2024, the company supported a Hog Raising Project by providing 12 piglets to the MADADMA 701 Relocatees and helped establish a sari-sari store for the MADADMA Pad RG Relocatee Payan Group.

By 2025, the initiative expanded as the initial livestock produced offspring, allowing 10 additional piglets to be distributed to other members of the community, increasing the number of household beneficiaries to 21.

The sari-sari store also grew in scale, with the value of its inventory increasing from an initial PHP150,000 investment to PHP220,000 by year-end.

Health Support for Indigenous Elders

EDC also provides health support to Indigenous elders and community leaders. Since 2024, this initiative has included annual physical examinations (APE) and medical assistance for 12 elders and leaders. In 2025, the program also supported six hospitalization cases among Indigenous elders and leaders.

In the Bac-man Geothermal Project (BMGP) area, EDC also provided PHP434,200 worth of medicines and medical supplies to nine host barangays in Manito and Sorsogon City to support local healthcare services.

Vendor ESG Survey Results

Data Privacy and Information Security

First Gen also prioritizes the protection of customer information as part of maintaining trusted relationships with its stakeholders.

The company implements data privacy notices whenever customer information is collected, outlining how personal data will be handled. Security measures are also in place to prevent unauthorized access and data breaches.

As of 2025, the Company recorded zero complaints related to customer data privacy or information theft.

Public and Private Sector Partnerships

First Gen engages with government institutions and partner organizations on policies and initiatives related to climate change and environmental management. While the Company does not maintain a formal policy or management system for lobbying or participating in trade association activities, it provides its views on public policies related to climate change in alignment with the goals of the Paris Agreement.

First Gen and its subsidiary, EDC, regularly participate in consultations on environmental protection and regulatory policies. Through these engagements, the Company shares operational and technical insights that may inform policy development. In addition, First Gen collaborates with various organizations to support initiatives related to climate action and sustainable development.

NETWORK OF EXTERNAL PARTNERS

Summary of Our Social and Relationship Capital Performance, Impacts, and Plans

First Gen’s approach to Social and Relationship Capital focuses on maintaining strong partnerships with stakeholders who influence and are affected by the company’s operations. Through ongoing engagement with customers, host communities, Indigenous Peoples, suppliers, government institutions, and other partners, the Company works to support reliable operations while contributing to community development and stakeholder well-being. The following table summarizes key areas of performance, the outcomes observed from these engagements, and the initiatives planned to strengthen these relationships in the coming period.

Through these partnerships and engagement mechanisms, First Gen strengthens the relationships that enable the Company to operate responsibly and create shared value with its stakeholders. Sustained collaboration with customers, communities, institutions, and partners helps ensure that operational decisions are informed by stakeholder perspectives and evolving societal needs. These relationships—built through consistent engagement and responsible practices—form an important part of how First Gen creates and delivers value over time. The Value Creation Diagram on the following page illustrates how these relationships, together with the Company’s other capitals and business activities, contribute to First Gen’s overall value creation process.