Filinvest Hospitality Sustainability Report | 2024

SUSTAINABILITY

ABOUT THE COVER

This theme highlights the power of reassessment and adaptation, embracing change as a path to growth. In 2024, we enter a new era of sustainability—driven by bold thinking, innovation, and renewed purpose. As we reflect and recalibrate, we remain committed to resilience, creativity, and impact. By aligning our values with forward-thinking strategies, we strengthen our sustainability pillars and advance mindful hospitality—grounded in kindness and dedicated to creating lasting, positive change for both people and the planet.

ABOUT THE REPORT

This Sustainability Report presents Filinvest Hospitality Group’s Environmental, Social, and Governance (ESG) performance from January 1 to December 31, 2024. It builds on key topics and initiatives from our 2021–2023 reports, guided by past materiality assessments.

ESG performance is evaluated based on evolving standards and assumptions, which remain flexible in response to new insights and challenges. This report includes forwardlooking statements subject to risks and uncertainties the group may face, thus reflecting current plans and assumptions but do not guarantee future outcomes.

Prepared in line with Global Reporting Initiative (GRI) standards and guided by SASB criteria for Hotels, Lodging, and Restaurants, this report also references SEC Memorandum Circular No. 4, Series of 2019. Filinvest Hospitality publishes this report voluntarily.

For inquiries, contact inquiry@filinvesthospitality.com.

Table of Contents

Message

About

Core

Vision and

Business

Our Brands and Services

Strategic Portfolio of Assets with Strong Homegrown Hospitality Brands

Our Properties

Scope, Materiality and Stakeholder Engagement

Scope and Materiality

Stakeholder Engagement

Filinvest Hospitality’s Sustainability Commitments & Performance

Filinvest Hospitality’s Sustainability Framework

Service

Delivering Filipino Hospitality and Unique Guest Experience

Building Guest Trust through Proactive Security and Safety in our Hotels

Inclusive

Advocating Tourism Growth

Growing Hand in Hand with our Stakeholders

Enriching Hospitality, Empowering Communities

Talent Development and Employee Engagement

A Commitment to Diversity, Equity and Inclusion

Green

Environmental Stewardship: Advancing Efficiency and Conversation

Driving Efficiency Through Water Conservation

Waste Stewardship

Our On-going Biodiversity Journey

Moving Forward

Sustainability Index

LEADERS MESSAGE FROM THE

First Senior Vice President

Filinvest Hospitality Corporation

FRANCIS GOTIANUN

To our dear shareholders,

As we step into 2024, we proudly embrace the theme “Evolving with Purpose,” a principle that reflects our unwavering commitment to transformation, sustainable growth, and meaningful progress. We believe that change is a powerful catalyst for reflection, adaptation, and forward momentum, driven by renewed clarity and purpose.

At the heart of everything we do is Filipino hospitality—a promise of warmth, thoughtfulness, and inclusivity. These core values shape every initiative we pursue, ensuring that we consistently create memorable experiences for our guests. As we rethink our goals and refresh our strategies, we reaffirm our commitment to resilience, innovation, and impact. For us, sustainability is not just a goal—it’s a mindset that fuels continuous improvement, bold innovation, and responsible leadership, all grounded in kindness.

We embrace innovative solutions and thoughtful strategies that not only advance our sustainability goals but also inspire positive change throughout our operations and communities.

Our commitment to our customers remains steadfast as we continually adapt to meet their evolving needs. At the same time, we invest in the growth and development of our people,

“As we rethink our goals and refresh our strategies, we reaffirm our commitment to resilience, innovation, and impact. For us, sustainability is not just a goal—it’s a mindset that fuels continuous improvement, bold innovation, and responsible leadership, all grounded in kindness.”

empowering them to lead with passion, purpose, and accountability. By fostering a culture of collaboration and mutual respect, we strengthen our relationships with stakeholders, ensuring we work together toward shared success and long-term growth.

With integrity at our core, we are building a future founded on excellence and meaningful impact—one that leaves a lasting, positive imprint on the environment, our communities, and future generations.

JAMES MONTENEGRO Country Manager

Chroma Hospitality, Incorporated

To our dear shareholders,

Filinvest Hospitality Group: Our Sustainability Journey So Far

Since publishing our first Sustainability Report covering the year 2021, the Filinvest Hospitality Group has made remarkable strides in integrating sustainability into the very fabric of our operations. We’re not just committed; we’re seeing tangible results, and this report highlights the significant achievements that showcase our progress in building a more responsible and resilient business.

Enriching Guest Experiences, Sustainably

Our commitment to excellence extends to every aspect of the guest journey. TrustYou data for 2024 proudly positions us as the number one in guest satisfaction among competitors. This isn’t just about service; it reflects our dedication to creating experiences that are both exceptional and mindful of our environmental and social footprint. By consistently surpassing our annual guest experience targets, we demonstrate that operational excellence and sustainability go hand-in-hand.

Engaging Our People

At the heart of our success are our dedicated team members. This year’s Willis Towers Watson employee engagement survey for Filinvest Hospitality produced outstanding results, with an overall engagement score of 94 (out of 100) and a 100% participation rate. This outcome underscores our commitment to fostering a supportive and responsive environment where our people feel valued and heard.

Championing Diversity, Equity, and Inclusion

We believe a truly sustainable organization embraces and celebrates diversity. Our strong commitment to inclusion is evident in our DEI score of 91, which is aligned with Conglomerate average and one point above the Philippine average. These results are driven by high scores in critical areas: 92 for ensuring “Everyone has the same opportunity to advance in this company regardless of personal identity,” and 91 for fostering an environment where “People in my company treat each other with dignity and respect regardless of their personal identities.” We recognize that a diverse and inclusive workforce is not only equitable but also a powerful driver of innovation and resilience.

A Story of Biodiversity

When we launched our first Sustainability Report, we shared our vision for restoring the marine sanctuary at Crimson Resort and Spa Mactan, a vital ecosystem severely damaged by Typhoon Odette. Today, we are incredibly proud to announce the successful propagation and transplantation of local coral species rescued from the rubble. Through the dedicated efforts of David Gotianun and his team, this achievement marks a crucial step in healing and revitalizing this precious underwater ecosystem, showcasing our commitment to preserving the natural beauty that surrounds our properties.

Waste Management

As our business grows, so does our responsibility to manage our waste effectively. Food waste makes up 50% of our total solid waste. This is a major concern because it can pollute our water, soil, and air, and also spread diseases. This challenge has spurred our hotels and resorts to innovate with creative solutions. We’re proud to announce that as of this year, five of our seven hotels have implemented

“We’re not just committed; we’re seeing tangible results, and this report highlights the significant achievements that showcase our progress in building a more responsible and resilient business.”

composting programs. These initiatives are not only diverting waste from landfills but, in some cases, are even generating revenue, demonstrating that environmental responsibility can also be economically viable.

Smart Water Conservation for a Greener Future

Water is a precious resource, and its conservation is paramount. Our new Landscape Irrigation System at Mimosa Plus Golf Course has revolutionized our water conservation efforts. We’re pleased to announce that this system not only keeps our golf course lush but also significantly reduces unnecessary withdrawals from the water source. Its ability to automatically adjust water usage according to rainfall has driven our water consumption down to under 500 m³ during the rainy season, a testament to our commitment to efficient resource management.

Looking Forward to a Deeper Impact

These milestones are a powerful testament to our progress, but they also serve as a reminder of the significant work that still lies ahead. As we commemorate the 10th year of the Chroma brand in 2025, we’re not just celebrating history; we’re launching a new chapter. We will redefine our commitment to being a responsible business by embedding data-driven sustainability into everything we do and by inviting independent third-party reviews. This isn’t just about checking boxes; it’s about maximizing our positive impact, building greater accountability, and fostering deeper trust with everyone we serve. We are committed to a future where growth and sustainability are inseparable.

ABOUT FILINVEST HOSPITALITY GROUP

Operating across key segments of the hospitality industry, the company develops, owns, and manages a diverse portfolio of hotels and resorts. Its operations are anchored on two entities: Filinvest Hospitality Corporation (“FHC”), which focuses on hotel asset ownership and development, and Chroma Hospitality, Inc. (“CHI”), which handles hotel management and operations.

We enable Filipinos to achieve their dreams.

CORE VALUES OF THE FILINVEST GROUP

Customer Centricity

Keep our customers top of mind.

Filinvest Family

Invest in bringing out the best in ourselves and our team.

Shared Benefit

Grow hand in hand with our stakeholders.

Change for the Better Innovation and agility rule our quest for operational excellence.

Entrepreneurial Mindset

Pursue new opportunities and take ownership of our decisions.

Trustworthiness

Deserve and preserve trust.

Filinvest Hospitality Corporation (FHC), established on August 22, 2011, serves as the hotel investment and development arm of the 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.

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.

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.

Chroma Hospitality, Inc. (CHI) (rebranded from Filarchipelago Hospitality Inc. in 2015) was established in November 28, 2008 as 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

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

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

3

HOTEL BRANDS

1,800+

9

ROOMS IN OPERATION FOOD & BEVERAGE CONCEPTS

OPERATING PROPERTIES

7 2

CHAMPIONSHIP GOLF COURSES (18 HOLES EACH)

2,300+

WORKFORCE (DIRECT AND INDIRECT)

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, 2024, our company’s operating hotel portfolio comprises seven distinct properties with a combined total of 1,836 rooms.

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

Properties under the Crimson brand target mass affluent business and leisure clientele. Properties developed under this brand are designed to be luxurious full-service accommodations with a full range of amenities and meeting facilities for the utmost comfort and convenience of its guests.

Grafik Hotel Collection is envisioned to cater to the mass middle to affluent independent travelers, groups of friends, “bizcationers” and couples who are looking for an experience that will engage their curiosity and sense of adventure without sacrificing the comfort of a full-service hotel. The Grafik Hotel Collection properties will be ingrained in the culture of its location where spaces are thoughtfully designed to merge style and art with practicality, offering communal areas to eat, connect and even work.

Growing Food and Beverage Business

Quest is a premium value driven hotel for the business and leisure traveler looking for consistent services. Quest properties have further categories: Quest Basic which caters to the traveler looking for straightforward and consistent services with a cool, clean and comfortable experience; Quest Plus which provides unique meeting and event destinations to cater to the business and convention traveler looking for dependable and efficient MICE services; and Quest Residences which provides business travelers with the comforts of a home.

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

OUR PROPERTIES

Crimson Resort & Spa, Mactan

290 rooms, opened in 2010 (Crimson Mactan)

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

Crimson Resort & Spa, Boracay

192 rooms, opened in 2018 (Crimson Boracay)

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.

Crimson Hotel Filinvest City, Manila

345 rooms, opened in 2013 (Crimson Alabang)

This gem of the south is a five-star hotel located in one of the metro’s modern central business districts and premier lifestyle destinations in southern Manila. With its contemporary guestrooms and world-class facilities, it offers a restful sanctuary to both business travelers and leisure guests.

Quest Hotel & Conference Center, Cebu 470 rooms, opened in 2012 (Quest Cebu)

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

Quest Plus Conference Center, Clark 304 rooms, launched in 2016 (Quest Clark)

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, Tagaytay 164 rooms, opened in 2019 (Quest Tagaytay)

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.

Timberland Highlands Resort, Rizal 71 rooms, launched in 2021 (Timberland)

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.

Mimosa Plus Golf Course 36-hole championship course, launched in 2016

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.

Grafik Pine House Baguio

256 rooms, under construction as of 2024 (Grafik Baguio)

A dual-brand hotel located in Camp John Hay will feature an upbeat property targeting middle-income trav elers who have a need for fun, relaxing, and enjoyable holidays and a residence that provides business travelers’ basic hotel services while providing the comforts of home.

SCOPE,MATERIALITY AND STAKEHOLDER ENGAGEMENT

Scope

This report covers the non-financial or EESG (Economic, Environmental, Social, and Governance) performance of Filinvest Hospitality Corporation (FHC) and Chroma Hospitality Inc. (CHI). It includes the hotel and restaurant/s of seven operating properties under the Filinvest Hospitality portfolio, as well as the Mimosa Plus Golf Course. There have been no changes in the scope of properties covered since the previous reporting cycle.

Materiality

The disclosures within this report adhere to the principles of materiality, focusing on the economic, environmental, social, and governance impacts of Filinvest Hospitality’s operations and activities. The report also outlines the management approach for each identified material topic.

In line with our governance commitment to reassess material topics every three years, we completed a comprehensive materiality reassessment in 2024. This process involved both internal and external stakeholders and reflected

the evolving expectations of our industry and our communities. The reassessment was guided by the SASB Standards for Hotel and Lodging (Development and Operations), benchmarking of direct industry peers and indirect competitors, the Green Lodging Trends Report, and the Hotel Sustainability Basics framework.

While the reassessment is now complete, the previously identified material topics remain in effect for this reporting cycle. The updated list of material topics and corresponding disclosures will be reflected in the 2025 Sustainability Report.

This ongoing review process enables us to remain focused on the most relevant EESG issues while strengthening alignment between stakeholder priorities and our sustainability strategy.

Material Topics Which Have an Impact on Both Stakeholders and Filinvest Hospitality Group Environment

• Environmental Compliance

• Resource Efficiency

• Energy Efficiency

• Water Conservation

• Waste Minimization

• Single-use Plastics

• Biodiversity

• Green Buildings and Spaces

• Climate Change Mitigation

• Distribution of Economic Value

• Supply Chain Support, Particularly Local Businesses Jobs Generation

• Direct Jobs Generation

• Domestic Tourism

• International Tourist Arrivals

• Tourism Infrastructure and Hotel Rooms Backlog

• Transportation and Interconnectivity

• Food Security

Social Economy Governance

• Employee Development

• Employee Engagement

• Diversity, Inclusivity and Equal Opportunities

• Occupational Health and Safety

• Work from Home and Flexible Work Arrangements

• Employee Attrition

• Customer Service Quality

• Customer Relations

• Data Privacy

• Community Relations and Investments

• Operational Resiliency and Climate Change Adaptation

• Food Safety

• Procurement Practices

• Code of Conduct and Business Ethics, including Anti-corruption Compliance

• Risk Management

• Asset Management

Stakeholder Engagement

Filinvest Hospitality remains committed to engaging with stakeholders to ensure our sustainability efforts reflect shared priorities and generate lasting value. As part of our 2024 materiality reassessment, we conducted focused consultations, surveys, and discussions with both internal and external stakeholders. These reaffirmed the continued relevance of our existing material topics and surfaced new considerations, which will be reflected in our 2025 Sustainability Report. The stakeholder concerns and corresponding company responses remain consistent with those presented in our 2023 Sustainability Report, as outlined in the table below.

Stakeholder Concerns

• Service and product quality

• Health and safety

• Value for money

Guests

Employees

• Data privacy

• Food safety

• Physical security

• Wages and benefits

• Career development

• Work-life balance

• Health and safety

• Job security

• Accreditation

• Transparency of processes

Supply Chain

• On-time payments

• Compliance

• Transparency and reporting

• Ethical business processes

Regulators and Government Partners

• Revenue from taxes and licenses

Lenders and Investors

Communities

• Transparency

• EESG/non-financial disclosures

• Financial liquidity

• Corporate governance

• Financial liquidity/debt servicing

• Employment and economic impact

• Site-specific community or LGU issues

• Environmental impact

Environment

Company Response

• Guest experience tracker

• Customer service and satisfaction surveys

• Well-trained staff

• Safety and Security Protocols and Trainings

• Cybersecurity and Data Privacy protocols and compliance

• Compensation and benefits benchmarking study

• Training program for each employee

• Career pathing and Succession planning

• Mental health and employee engagement programs

• Work from Home arrangements pilot implementation

• Fair employment practices

• E-procurement System

• Documented accreditation process

• Systems process review and revised procedures, with digitization initiatives

• Timely and accurate payment of taxes

• Timely renewal of permits

• Strong reporting system

• Compliance with government requirements

• Continuous collaboration with DOT and attached agencies, industry peers, and local governments

• Business code of conduct and employee trainings on good governance

• Timely and accurate reporting

• Maintain good track record

• Clear business strategies

• Strong corporate governance principles

• Risk Management

• Increase local job generation

• Relationship management and community social investments, including partnerships on specific programs

• Green design principles and materials

• Energy and resource efficiency initiatives

• Water conservation and reuse

• Solid waste and hazardous waste management

• Environmental compliance: projects and operations

• Biodiversity-related programs

Filinvest Hospitality Group’s Sustainability Commitments and Performance

To uphold our sustainability vision at Filinvest Hospitality Group, 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 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 Group 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.

SERVICE

Delivering Filipino Hospitality and Unique Guest Experience

In 2024, we continued to elevate Filipino hospitality rooted in heartfelt care, personalized service, and genuine connection. In a competitive, experience-driven market, this authentic approach is key to guest loyalty and brand differentiation.

Filipino hospitality means making every guest feel seen, valued, and at home— an emotional connection that sets us apart.

To bring this to life in a fast-evolving landscape, we invested in two core areas: people and technology We empowered our team to deliver exceptional service through targeted training and leadership development. At the same time, we infused smart technologies into our guest touchpoints to make the guest experience seamless and personalized.

The result of these initiatives are evident in our guest experience metrics.

Number 1 in Trust You

In 2024, we exceeded our TrustYou target of 93.5, achieving a score of 93.78—up by 1.31% from last year’s 92.57— placing us first in our competitive set. Our Net Promoter Score also rose significantly to 85.42 from 75.08, a 13.77% increase. TrustYou captures post-stay and onsite guest feedback, enabling us to continuously assess and enhance guest satisfaction.

Elevating Guest Experience through People, Technology, and Innovation

We implemented strategic programs that empowered our teams and enriched guest experiences:

• GEMS Program: 25 Guest Experience Managers (GEMs) led weekly quality meetings across all properties to identify guest issues, address root causes, and drive service improvements. GEMs underwent certifications including TrustYou Expert, Brilliant in Skills, Lean Six Sigma, and more.

• Brilliant in Skills: This annual training equipped team members across departments—F&B, Housekeeping, Front Office, and more—with essential operational skills. In 2024, we introduced modules on Food Safety and Spa services.

• Problem Resolution Training (Fail Safe Program): Rolled out across all properties, this training empowered teams to address guest concerns effectively. Our Problem Resolution score improved from 55.8% in 2023 to 73.5% in 2024 .

• Service Alarm Request Application (S.A.R.A.): A centralized messaging platform replaced manual service requests, enhancing response time, coordination, and guest satisfaction.

• Automation Initiatives:

» HiJiffy AI Chatbot: Achieved a 72% guest engagement rate, supporting inquiries, bookings, and promotional campaigns.

» Check-in/out Kiosks: Despite limited adoption due to integration issues, only 2 of 26 technical issues remain unresolved, with active efforts underway to resolve them.

• New Dining Concepts: We opened two new venues at Crimson Mactan: the expanded Saffron Café (now seating 255 guests) and AKA, our first Japanese Omakase restaurant offering an 8-course tasting menu with premium seasonal ingredients from Japan.

Looking Ahead: 2025 Commitments

To achieve a TrustYou score of 94.50 in 2025, we will:

• Expand and mentor future leaders through the GEM Trainee Program .

• Digitize the Brilliant in Skills program, prioritizing guest-facing departments.

• Maximize kiosk usage by refining processes and resolving technical barriers.

Awards

• Launch a fully integrated Customer Relationship Management (CRM) system to enhance personalization and service continuity.

• Define a unique service culture for the Grafik Hotel Collection, starting with the opening of Grafik Pine House Baguio, rooted in local heritage and traditions.

Best for Value Experience Spa

Spa

Best For Families Crimson

Spa

Listed: Michelin Guide Hotel 2024 Crimson Resort & Spa Mactan

Crimson Resort & Spa Mactan

Quest Hotel & Conference Center Cebu

Quest Plus Conference Center Clark

Global Winner for Best Luxury Seaside Resort Crimson Resort & Spa Boracay

Philippines’ Best Golf Course Mimosa Plus Golf Course

Crimson Resort & Spa Mactan

Crimson Resort & Spa Boracay Quest Hotel & Conference Center Cebu

Crimson Hotel Filinvest City Manila

Crimson Resort &

Mactan

Resort &

Boracay

Azure Beach Club Boracay

Building Guest Trust through Proactive Security and Safety in our Hotels

At Filinvest Hospitality Group safety and security are top organizational priorities, guided by a structured, risk-based approach. We understand that a secure environment is crucial for fostering guest trust, ensuring employee well-being, and maintaining business continuity across all our properties. Our strategy focuses on prevention, preparedness, effective response, and continuous improvement to create a safe and reliable experience for all.

TrustYou Survey Overall Score SECURITY & SAFETY

Our Trust You Guest Experience tracker shows a 1.12-point increase in safety perception, rising from 98.3% in 2023 to 99.4% in 2024. This improvement is attributed to customer-centric training, warm arrival experience, and consistent delivery of authentic hospitality, all of which have strengthened trust and satisfaction among our guests.

EMPLOYEE SAFE MANHOURS 2024 YTD

2,658,062

2,291,374

Safe Manhours Increased by 366,688 Hours

Safe manhours representing work hours without major incidents, increased by 366,688 hours. This growth highlights the effectiveness of our safety protocols and the strong safety culture upheld by both staff and management.

Safety Training and Emergency Preparedness

In 2024, we significantly expanded our training programs and emergency drills, strengthening preparedness and reinforcing a culture of safety across our operations.

• Total training sessions: 477 (up from 180 in 2023)

• Training hours: 1,145 (up from 688.5 in 2023)

SUMMARY

Emergency Drills:

• Total drills: 171 (up from 44 in 2023) Drill types included fire, earthquake, water rescue, medical emergencies, bomb threat simulations, and active threat response exercises, enhancing readiness across all risk categories

Notable Projects and Infrastructure Enhancements

Manpower and Training Technology and Infrastructure

• All emergency response team members (10–12 per property) completed accredited Basic Life Support and First Aid training.

• Organization-wide Enhanced Occupational Safety and Health (OSH) programs were enhanced, focusing on fire safety, active shooter response, and medical emergencies.

• 24/7 security coverage was strengthened with certified CCTV operators in Security Control Rooms (3 per shift).

• Installed 42 additional CCTV cameras at Crimson Boracay, covering high-risk areas like beachfronts, service corridors, and main entrances.

• Launched a Guard Tour System with RFID checkpoints and centralized dashboards for real-time patrol monitoring.

• Upgraded Fire Detection and Alarm Systems (FDAS) for faster, more accurate emergency response.

Cybersecurity Initiatives

• Partnered with IT to implement advanced firewalls, intrusion detection, and access control.

• Updated data protection policies to enhance secure data handling and storage.

Looking Ahead

2025 Security and Safety Goals

• Reduce incidents by 20%

• Achieve 100% CCTV uptime with AI analytics

• Ensure 100% compliance in Fire Life Safety audits

• Reach 90% completion of advanced safety training for all security staff

• Attain a perfect Trust You safety score from guests and staff

Future Enhancements

• Install emergency public address systems and panic alarms at front desks and cashier outlets

• Standardize emergency response protocols across all locations

• Expand crisis training to cover cyber threats, data fraud, terrorism, and hostage situations

• Upgrade internal communication with new two-way radios and centralized PA systems

INCLUSIVE

Advocating Tourism Growth

At Filinvest Hospitality Group, we see tourism not just as leisure, but as a force for good. It fuels economic progress, creates meaningful jobs, and empowers local communities. Every hotel stay, every guest we welcome, is part of a bigger mission—to help move the Philippines forward. Because as tourism grows, so does our positive impact—not only on our business, but more importantly, on the people and places we serve.

In 2024, the sector hit new highs:

This momentum reflects strong global and domestic travel demand, driving growth across key sectors such as food, accommodations, recreation, and transport.

Top Source Markets in 2024:

Expanding Horizons. In 2024, Filinvest Hospitality Group strengthened its role in Philippine tourism through expanded reach, impactful programs, and enhanced sustainability. We maintained a strong presence in key markets, joining major trade shows like the World Travel Market in London and conducting coverage initiatives in Australia, alongside active participation in local exhibitions—boosting brand visibility and driving business growth. To improve access and strengthen relationships with accounts in Quezon City and Manila, we opened a North Manila Sales Office.

Green Meetings. We also launched the MICE MATTERS Program, an initiative designed to address the growing Meetings, Incentives, Conventions, and Exhibitions (MICE) segment across all our properties. A core feature of this program is the introduction of Green Meetings — eco-conscious packages tailored for responsible events.

Today and Beyond. Sustainability remained central to our strategy with the launch of Today and Beyond, a group-wide campaign spotlighting our current and future green initiatives. Three properties joined the Green Seal Certification Program, with Quest Plus Conference Center, Clark already accredited and others nearing completion.

Tourism Leadership in Action. Filinvest Hospitality Group continued to lead in key tourism bodies with Chroma Hospitality’s Country Manager serving as the President of the Tourism Council of the Philippines (TCP) and our First Senior Vice President of Filinvest Hospitality Corporation sits on the board of the Philippine Hotel Owners Association (PHOA). We remain active members of the Hotel Sales and Marketing Association (HSMA), Philippine Tour Operators Association (PHILTOA), Philippine Travel Agencies Association (PTAA), Tourism Promotions Board (TPB), and the Private Sector Advisory Council (PSAC). Through these associations, we are advancing industry initiatives that align with Department of Tourism priorities.

Celebrating Excellence, Championing Local. In 2024, recognition for excellence continued. Crimson Boracay and Crimson Mactan were honored by Condé Nast Traveler, with Crimson Mactan also earning a spot in the prestigious Michelin Guide—a global mark of culinary and hospitality distinction. Through our Live Love Local initiative, we showcased Filipino culture and community across our properties, partnering with local entertainers, farmers, and artisans in support of sustainability, inclusivity, and cultural preservation.

Looking Ahead

Filinvest Hospitality Group remains committed to growing its portfolio and shaping new tourism opportunities in the Philippines. In 2025, we are to debut the Grafik Hotel Collection, with its first property opening in the iconic Camp John Hay, Baguio—blending heritage, culture, and culinary excellence. We will continue to elevate our flagship Crimson and Quest brands, with the vision of becoming the most trusted local hotel group.

Sustainability remains central. Two to three properties are on track to receive Green Seal Sustainable Property certifications, reinforcing our dedication to responsible hospitality.

To support industry growth, we will expand the MICE Matters Program, engage new markets, and participate in three major international trade shows. We’re also enhancing our digital capabilities with a new CRM and Loyalty Program, and deepening partnerships to boost both reach and relevance.

Through these initiatives, we aim to strengthen the Philippines’ position as a premier travel destination—ensuring our growth remains inclusive, resilient, and future-ready.

Growing Hand in Hand with our Stakeholders

At Filinvest Hospitality Group, value creation is a collaborative process that thrives on the contributions of our key stakeholders, including employees, suppliers, contractors, service providers, national and local governments, providers of capital, and local communities. These partners are not just stakeholders—they are essential co-creators in our shared journey. We recognize that long-term success depends on equitably distributing the value we generate, and this principle is deeply embedded in our sustainability strategy.

By continuously refining our practices and expanding our initiatives, we aim to deliver lasting value for all stakeholders, ensuring a balanced and sustainable approach that drives mutual benefit. Together, we strive to foster a prosperous future for our business and the communities we serve, while promoting positive environmental and social impact.

Key Metrics for 2024

2,342(+13%)

Direct and Indirect Jobs

We employed and partnered with 2,342 individuals, a 13% increase from the previous year, including direct employees (58%) and service providers (42%) at both our corporate office and properties. Of these, 1,365 (89%) were local hires from the regions where our properties are located. This commitment resulted in PHP1.02 billion in salaries and benefits, a 23% increase from last year.

97%

Spending on Suppliers based in the Philippines

We generated business opportunities for contractors, service providers, and suppliers, with 97% based in the Philippines and 34% locally based within the regions where our businesses operate. This contributed to PHP3.97 billion in payments to our supply chain, a 65% increase from last year, driven by business growth and project construction.

PHP467.2 Million(+14%)

Contributions to Government

We paid PHP346.1 million in taxes to national and local governments and PHP121.0 million in lease payments to government partners—a total increase of 14% from the previous year.

PHP1.14 Billion

Payments to Providers of Capitals

We paid a total of PHP1.14 billion to our capital providers, including PHP317 million in interest and PHP827 million in principal payments.

PHP1.57 Million(+111%)

Social and Environmental Investments

As stewards of society and the environment, we invested PHP1.57 million in social and environmental initiatives—double the amount from last year.

Our Commitments and Aspirations

As we continue to grow alongside our stakeholders, Filinvest Hospitality Group is committed to deepening our positive impact across all areas of our operations. Our future efforts will focus on the following key areas:

• Empowering Local Talent: We aim to increase our percentage of local hires by strengthening partnerships with regional educational institutions and implementing targeted training programs that build long-term career pathways in hospitality.

• Sustainable Supply Chain Development: We will expand our network of local suppliers and service providers, with a focus on sustainability, ethical sourcing, and capacity-building initiatives to foster inclusive economic growth.

• Stronger Government Collaboration: We are committed to maintaining transparent and proactive relationships with national and local government units, while supporting public infrastructure and community development through timely contributions and partnerships.

• Responsible Capital Stewardship: We will continue to manage capital responsibly, ensuring financial resilience while prioritizing investments that generate long-term stakeholder value.

• Increased Social and Environmental Investments: We plan to significantly grow our social and environmental programs, particularly those aligned with climate resilience, waste reduction, community livelihood, and inclusive tourism.

These commitments reflect our belief that value creation must go hand in hand with responsibility. By aligning our aspirations with stakeholder needs and global sustainability goals, we are building a more resilient, inclusive, and forward-looking future.

Enriching Hospitality, Empowering Communities

At Filinvest, our purpose – “to enable Filipinos to achieve their dream” – isn’t just a statement; it’s the bedrock of our ethical responsibility. We believe that true success lies in creating tangible economic, cultural, and environmental benefits that uplift every member of the communities we serve. By actively translating our purpose into impactful initiatives, we not only fortify our brand reputation and mitigate potential risks, paving the way for sustainable growth, but also cultivate invaluable trust and foster collaboration, effectively reducing opposition through genuine local involvement. We understand that by co-creating our projects with the rich insights of the community, we build more than just destinations; we craft vibrant spaces that deeply resonate with local identity, attract conscious visitors, and generate a lasting positive legacy for generations to come.

Active Community Engagement in Action

Across our properties, this commitment manifests in diverse and meaningful ways:

Resort and Spa Mactan: Giving New Life with Project CLAP.

Even before the pandemic underscored the importance of resourcefulness, Crimson Mactan launched Project CLAP (Crimson Livelihood Assistance Program). This initiative directly supports the Manpower and Human Development Training Center on neighboring Olango Island by donating discarded uniforms and linens. Through this simple act, students gain invaluable skills, learning to repurpose these materials into a variety of marketable bags, fostering entrepreneurship within their local community.

Demonstrating a commitment to civic collaboration, Quest Cebu has forged a meaningful partnership with the Armed Forces of the Philippines at Camp Lapu-lapu. Quest Cebu also channels its discarded linens to the Camp Hospital, providing essential materials for various patient care needs.

(SOS).

Taking a proactive stance against food waste and food insecurity, Quest Plus Clark has partnered with Scholars of Sustenance (SOS), a respected non-profit environmental organization operating in Thailand, Indonesia, and the Philippines. SOS expertly rescues high-quality surplus food from establishments like ours, ensuring it reaches vulnerable communities. Every Tuesday since 2023, Quest Plus Clark diligently provides safely prepared surplus food from its buffet, which SOS then distributes to the Paraluman Foundation, making a direct impact on local food security.

Crimson

Quest Hotel & Conference Center Cebu: Partnering for Purpose with the Armed Forces.

Quest Plus Conference Center Clark: Combating Waste and Hunger with Scholars of Sustenance

Empowering Communities Through Employment

Our commitment to community well-being extends beyond resourcefulness and aid. Quest Cebu actively generates employment opportunities through its Guided Tours Partnerships. This initiative not only provides livelihoods for local residents who serve as knowledgeable tour guides but also beautifully showcases the unique charm and attractions of Cebu, fostering local pride and sustainable tourism.

Unlocking Our Collective Potential: A Vision for Greater Impact

While the tailored community engagements at each of our properties reflect a sensitivity to local needs, our size as a business unit presents an opportunity. Imagine the amplified impact if all Filinvest Hospitality properties collectively committed to a focused set of initiatives. Envision a unified effort where every hotel, regardless of size, actively participates in donating repurposed linens or partners with organizations dedicated to food rescue. The collective power of our business unit could become a truly transformative force within the communities where we operate.

To realize this vision, we must:

Gather Data for Strategic Alignment: We should systematically collect data to build a compelling case for one or two signature community engagement programs that Filinvest Hospitality will champion long-term across all properties. This will ensure consistent and meaningful impact, regardless of individual hotel size.

Forge Meaningful NGO Partnerships: We should strategically partner with local Non-Government Organizations that possess the specialized expertise to ensure our social service initiatives are effective, sustainable, and truly value-adding for the communities we aim to support.

Empower Our Team Through Volunteerism: We should identify engagement opportunities that allow our team members to actively participate as volunteers, offering their time and skills to directly contribute to the well-being of our communities.

While individual properties will undoubtedly continue their vital localized community work, the time is ripe for Filinvest Hospitality to harness its collective resources and capabilities. By uniting our efforts, we can amplify our impact and become an even more powerful force for good, building brighter futures for the communities we are proud to be a part of.

Talent Development and Employee Engagement

Companies with strong talent development programs are more attractive to job seekers who value growth and career advancement. Investing in employee development also improves retention, reducing the costs and disruptions of turnover—an important advantage in today’s competitive talent market.

As a response, the Learning & Development department used competency sets to design more targeted training plans. We now reference three competency sets—Core, Functional, and Leadership—when building programs tailored to our team’s learning needs.

The process starts with defining role profiles and developing competency models with specific proficiency levels. These models help identify skill gaps. Using a Competency Assessment Form, Immediate Heads assess each team member’s development needs, which then informs their Individual Development Plan (IDP). This strategic focus is reflected in the way we track individual learning hours since we only credit those that relate to one of three competencies (from 54.5 in 2023 to 49.51 in 2024)

New Training Programs

This year marked a key milestone in advancing our business goals while addressing critical leadership competency gaps at Filinvest Hospitality. A highlight was the Problem Handling for Leaders program, which equipped guest facing leaders with best practices for resolving guest issues. This initiative directly contributed to improved guest satisfaction, as reflected in our Trust You scores exceeding targets.

Recognizing the dynamic nature of our industry, particularly the impact of our own digitization initiatives, we proactively launched the Leading Change training early in the year. This program empowers our leaders to confidently navigate organizational shifts.

Filinvest Hospitality’s Learning Hours

49.51

To further enhance team performance, the Coaching Clinic was introduced, providing our Supervisors with the practical application of the Goal, Reality, Options, Way Forward (GROW) coaching model to effectively address performance gaps within their teams.

In our pursuit of revenue growth, Brilliant in Sales 2 was specifically developed to equip our Sales Teams with advanced negotiation skills, enabling them to engage more effectively with key decision-makers.

Recognizing the critical role of our Food and Beverage leadership in business success, the BPXE (Brand, Product, Experience, and Economics) program was designed to cultivate crucial business management skills within this growing business segment.

Importantly, these new strategic learning programs were implemented alongside our ongoing commitment to foundational training initiatives such as Make a UGE (Unique Guest Experience) Difference and Brilliant in Skills, ensuring continuous professional development opportunities for all our valued team members.

New Talent Management System

We also rolled out a new human capital management platform that will help the Group transform our Talent Management processes, making them more agile, data-driven, and user-friendly. This offers a simple and intuitive interface, which should make it easy for team members and management to use it for:

• uploading, review, discussion of objectives, key results and initiatives

• assessment of team member competencies and the practice of values (behavioral)

• uploading, review and tracking of Individual Development Plans

All these allow for on-demand access to workplace performance and development data in aid of timely and accurate decision making.

Talent Review Employee Engagement

Towards the latter part of the year, Filinvest Hospitality conducted a talent review exercise with our leaders. During said exercise key leaders assessed and evaluated the skills, potential, performance and motivation of our team members. The exercise helps decision makers see the current talent landscape, account for our high potential individuals, and ensure alignment between our talent strategies and our leadership pipeline.

Growing Talents from Within: The Alignment of Personal Growth and Business Growth Aspirations

We are proud to be a part of the development of many of our colleagues who responded to the challenge of building their careers with us across the years.

Mabel Roman

Former Executive Assistant Manager now General Manager

Renzelle Ann Palma

Former Assistant Director of Marcomm & PR now Director of Marketing & PR

Glenda Estolano

Former Assistant Executive Housekeeper now Executive Housekeeper

Guia Francesca Dizon

Former Assistant Food & Beverage Manager now Food & Beverage Manager

Joseph Tan

Former Rooms & Maintenance Manager now Repair & Maintenance Engineer

Jennie Piedra

Former Assistant Hygiene Manger now Hygiene Manager

Ricardo Nogoy, Jr.

Former Assistant Housekeeping Manager now Housekeeping Manager

Krixia Melo

Former Assistant Reservations Manager now Reservations & Revenue Manager

Also this year Filinvest Hospitality Group marked a significant milestone alongside its parent company, FDC, by partnering with Willis Towers Watson to conduct a Conglomerate-wide employee engagement survey. This collaboration enabled a more structured and benchmarked approach, allowing us to assess employee engagement levels and compare results against both industry peers and national norms in the Philippines.

The overall employee engagement score reached an impressive 93%, aligning with the Philippine national benchmark. The 98% response rate is reflective of a company whose team members feel safe enough to voice their sentiments. We have highest employee satisfaction in Employee Growth and Development, Work Environment, and Inclusion. While the scores are still relatively high, we have opportunities for improvement in Execution Excellence, Operating Efficiency, and Change Management (which validates our training on Leading Change).

To better understand the root causes behind these lower-scoring areas, focus group discussions (FGDs) are scheduled through the latter part of the year to early next year (2025). The insights we will gather from these sessions will play a key role in the development of our action plans to drive meaningful improvements.

EMPLOYEE ENGAGEMENT SCORE

Employee Net Promoter Score

Our latest Employee Net Promoter Score (eNPS), which gauges employee loyalty and satisfaction by measuring how likely they are to recommend their company as a place to work is 35, indicating overall positive employee engagement. While the majority show strong support, we are focused on addressing concerns through initiatives that enhance employee experience and communication. This score serves as a benchmark for our commitment to building a sustainable, engaged workforce.

How likely is it that you would recommend this company as agood place to work?

Net Promoter Score SM

Our Commitments and Aspirations

• Tailored Development Plans: Align development plans with team members’ specific learning needs.

• Wellness Programs: Expand well-being initiatives to include physical, mental, financial, and personal wellness.

• Leadership Development: Offer programs to enhance leaders’ ability to lead teams and the business.

• Employee Engagement Tracking: Continuously monitor engagement to ensure alignment with team priorities.

• Action Planning from Survey Results: Develop actionable plans based on employee engagement survey feedback.

• Talent Mobility: Align talent development with business goals to foster growth for both the organization and its people.

A Commitment to Diversity, Equity and Inclusion

Our approach to Diversity, Equity, and Inclusion (DEI) is integral to our organizational strategy and sustainability goals. We are committed to creating a workplace that values diverse perspectives, ensures equitable opportunities, and fosters an inclusive culture. This approach empowers us to drive innovation, enhance employee engagement, and deliver exceptional guest experiences. We focus on:

Diversity: Cultivating a broad range of perspectives to drive innovation.

Equity: Ensuring fair opportunities and recognizing talent across all levels.

Inclusion: Creating a supportive culture where every employee thrives.

By embedding DEI principles into our day-to-day operations, we strengthen our commitment to sustainability, reduce turnover, and improve both

• International Women’s Day: Now in its third year, this program provides a platform to engage with women in the workforce, reflect on progress, and commit to positive action.

• Safe Spaces Act Classes: Integrated into employee onboarding, these classes educate new hires on gender-based sexual harassment in public spaces, online platforms, workplaces, and educational institutions.

internal processes and the experiences we offer to our guests.

91 2024 Towers Watson Employee Engagement Survey Score

Our group demonstrated a strong commitment to inclusion in the 2024 Towers Watson Employee Engagement Survey, scoring 91 — exceeding the Philippine Norm by 1 point. Key inclusion scores include:

• 92 for “Everyone has the same opportunity to advance in this company regardless of personal identity” and

• 91 for “People in my company treat each other with dignity and respect regardless of their personal identities.”

These results reflect the impact of various inclusion initiatives.

• Pride Month: In its third year, this companywide campaign fosters discussions on SOGIE (Sexual Orientation, Gender Identity, and Expression) issues.

• Passionately Pink: A platform dedicated to raising awareness and discussing women’s health.

DEI Education

Gender Balance Across Roles

In 2024, our workforce demonstrated a consistent gender representation across all levels. These figures reflect our ongoing efforts to foster a balanced and inclusive workplace at every level of the organization.

2024 Percentage of Employees by Rank & Gender

EXECUTIVE OVERALL

Women in Leadership

While men make up 60% of the organization, women occupy key leadership roles within Filinvest Hospitality including:

3 out

of 8

Hotel Heads are women

100% Women Front Office Managers

Quest Hotel Cebu Promotes Team Member with Hearing Loss to Supervisor

Female Corporate Head of Engineering

Female Corporate Head of Operations

In a testament to its unwavering commitment to inclusivity and equal opportunity, Quest Hotel and Conference Center Cebu has proudly promoted Denven Verano, one of its pioneering deaf team members, to the position of Public Area Supervisor.

Denven’s journey with Quest Hotel began in 2017 as an agency staff member. His dedication and capabilities shone brightly, leading to his permanent absorption into the hotel’s ranks in 2023. Denven experiences profound hearing loss, meaning he navigates a world without sound, perceiving no auditory input whatsoever, not even vibrations.

Even with the inherent pressures of a supervisory role, Denven has seamlessly embraced his responsibilities. A significant factor in his success is the proactive and inclusive environment fostered by Quest Hotel. Recognizing the importance of connection, Denven’s colleagues have embraced sign language, ensuring effective communication and fostering a sense of belonging for all deaf and mute team members.

Denven approaches challenges with remarkable resilience and a can-do attitude. This tenacity may omit have been honed through his involvement with the Philippine Accessible Disability Services (PADS) Dragon Boat Team. This remarkable organization empowers individuals with disabilities through the demanding yet unifying sport of dragon boat racing. As a valued member, Denven has contributed to the team’s impressive achievements, including multiple gold medals at prestigious events like the

Denven’s inspiring ascent serves as powerful proof that determination transcends perceived limitations and that disability need not be a barrier to professional success. His achievement not only highlights his individual capabilities but also underscores Quest Hotel Cebu’s progressive and inclusive hiring practices.

Denven’s success story is already inspiring other team members with disabilities within Quest Cebu, paving the way for a more inclusive and diverse workforce.

This move by Quest Hotel Cebu sets a commendable example for the hospitality industry, demonstrating the potential and valuable contributions that persons with disabilities bring to the workplace. Denven Verano’s story is not just about overcoming a disability; it’s a celebration of talent, perseverance, and the power of an inclusive and supportive work environment.

International Dragon Boat Federation (IDBF) World Nations Championships.

Fostering a “Culture of Belonging” at the Heart of Our DEI Strategy

As Filinvest Hospitality continues to grow, we recognize that our people are our greatest asset. That’s why we’re intentionally embedding a “Culture of Belonging” into every aspect of our DEI strategy. For us, belonging goes beyond acceptance—it’s about making every team member feel seen, heard, and valued for their unique perspectives and experiences.

Our Brilliant Beginnings New Employee Orientation sets the tone, offering new hires an authentic glimpse into our inclusive culture from day one.

Building a culture of belonging is a continuous effort—reflected in how we give empowering feedback, hold inclusive team huddles, and design every interaction to foster connection and shared purpose.

We’re also aligning our reward systems to reflect this commitment, through fair recognition, proactive pay equity, and a strong focus on meritocracy.

As we practice the culture of belonging, we expect to see stronger retention, greater engagement, and improved performance—driving both peoplecentered and financial success.

Live, Love, Local

Launched in 2022, Live, Love, Local is an ongoing inclusion initiative that supports local businesses by providing free space in our public areas to showcase and sell their products—promoting community growth.

GREEN

Environmental Stewardship: Advancing Efficiency and Conservation

Energy efficiency and conservation remain central to our sustainability strategy, with the aim of reducing operational costs while minimizing our environmental impact. These initiatives promote responsible energy consumption and long-term resilience by minimizing carbon emissions, encouraging innovation, and paving the way for the integration of renewable energy.

While cost optimization is a key consideration, our broader objective is to mitigate climate-related risks through a balanced energy management approach, focusing on two key strategies: (1) implementing practical energy efficiency measures, and (2) optimizing energy sourcing with Retail Electricity Supply (RES) for select properties, while exploring renewable energy integration.

Energy Intensity Advancements

In 2024, all properties—except Quest Clark—continued to outperform the Cornell benchmark, reflecting overall system efficiency despite increased energy use. Crimson Alabang led with a 20.27% reduction driven by expanded conservation efforts and improved chiller plant performance. Crimson Boracay followed with a 3.64% decrease. Crimson Mactan saw a 157.41% increase in energy use after reopening fully post-typhoon yet still performed better than the benchmark. Quest Clark’s elevated EUI was linked to a 35.84% rise in guests and a 10.72% increase in F&B covers, signaling the need for targeted efficiency improvements.

The portfolio EUI increased by 12.42% driven by increased occupancy (14%), guest volume (21%), and F&B activity (10%), with Crimson Mactan as the major contributor. Despite being above the ASEAN benchmark, our portfolio EUI is still better than the per-hotel benchmark.

Energy Consumption Trends in 2024

Portfolio energy consumption increased by 12.40%, driven by higher electricity, LPG, and diesel usage. LPG consumption rose 23.14%, fueled by expanded kitchen operations with Crimson Mactan’s new F&B outlets (Azure, AKA, Saffron) and Quest Clark’s Rare Bar & Grill launch. Diesel use increased by 24.51%, reflecting higher transport activities and Crimson Mactan’s laundry boiler operations following reopening.

Additionally, the LED lighting conversion to reduce energy loads and improve efficiency has increased its completion rate from 85% to 94%.

Energy Efficiency per Room Sold (EPRS)

This metric offers a more occupancy-sensitive view of energy performance, aligning operational priorities and supporting informed decision-making. In 2024, our portfolio EPRS improved from 98.19 to 96.57, driven by Crimson Mactan’s reopening and Crimson Alabang’s collective conservation efforts, and improved chiller plant efficiency.

Crimson Alabang and Timberland restatements are due to input errors, previous value was

* Quest Cebu restatement is due to input error, previous value was 24.56.

and

Mimosa Plus Golf Course

The 28% increase in the ELUI for Golf areas is due to higher golf course activity, particularly at Hilltop Mimosa, an event space for weddings, corporate events, and more. Further increases are expected next year with the launch of Golf Night Lighting and the Driving Range. Golf Night Lighting uses high-bay LEDs to illuminate the course for nighttime use.

Energy and GHG Emissions in 2024

Despite an 11.12% increase in GHG emissions, our portfolio’s emissions remain below the benchmark, indicating relative efficiency compared to industry standards. Scope 1 emissions rose by 300 tons of CO₂, driven by higher diesel and LPG usage. Scope 2 emissions, which account for 91.7% of total emissions, increased by 2.96 MWh in electricity consumption. Continued efforts to reduce electricity use and integrate renewable energy are essential. Scope 3 emissions, particularly from business travel and the supply chain, remain a challenge and a focus for future improvement.

30,997.15 Million KWH of Electricity = 22,076.17 Tons CO2

257.66 Tonnes of LPG = 388.30 Tons CO2

510.51 Thousand Liters of Diesel = 1,381.44 Tons CO2

97.72 Thousand Liters of Gasoline = 227.48 Tons of CO2

1,997.22 22,076.17 24,073.39

* Restatement of 2023 Scope 1 GHG Emission is due to input errors, previous value reported was 1,664 Tons CO2.

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

* Restatement of 2023 Total GHG Emission is due to input error, previous value reported was 21,629.61 Tons CO2

Energy Efficiency Goals and Strategies for Sustainable Operations

To reinforce the portfolio’s commitment to energy efficiency and sustainability, the following initiatives and targets have been established:

Initiatives:

• Submetering: Achieve 100% submetering across all properties to enable accurate tracking and analysis of energy consumption by system or end-use. Remaining installations in 4 properties.

• LED Lighting Conversion: Ensure 100% LED lighting conversion to reduce lighting-related energy loads and improve efficiency. Portfolio completion rate has increased from 85% to 94%.

• Retro-Commissioning & Optimization: Continue retro-commissioning and performance optimization of major equipment, including chillers and boilers.

• Preventive Maintenance: Maintain 100% implementation of preventive maintenance programs and revisit standard operating procedures to reinforce energy-conscious practices.

• Operational Improvements: Sustain existing energy-saving initiatives while proactively identifying new areas for operational improvements.

Target:

• Energy Use Intensity (EUI) Benchmark: Attain the ASEAN Energy Use Intensity (EUI) Benchmark of 216 kWh/sqm for the portfolio, aligning with regional best practices.

Resource Management Disclosure

Driving Efficiency Through Water Conservation

Addressing the dual challenge of high water consumption and prevalent water scarcity, we are actively implementing robust water conservation measures across our hotel and resort portfolio. This proactive approach is integral to building truly sustainable operations and simultaneously enhancing our operational efficiency. Given the presence of numerous properties in water-stressed areas like Cebu, Boracay, Clark, Baguio, Alabang, and Rizal, our deliberate water conservation efforts are crucial for ensuring our continued success within these communities and contributing meaningfully to their long-term environmental resilience. Moreover, our commitment to maintaining high water quality, especially in our coastal environments, directly enriches the guest experience and reinforces our broader sustainability commitments.

Portfolio Performance and Efficiency in 2024

In 2024, portfolio water intensity per room sold improved from 1.51 to 1.45, driven by a 14.3% increase in occupancy. Four hotels outperformed the benchmark, up from three last year.

Crimson Mactan, which reopened in March with 205 rooms, was the primary driver of the occupancy increase, reducing the index by 10 points. Crimson Boracay also showed improvement, exceeding their target and boosting the use of treated STP effluent for landscape irrigation by 18.2%, saving 26.5% in water consumption. However, Timberland Highlands Resort’s high index persists due to lower occupancy, offset by increased kitchen operations and ongoing Chiller Plant improvements.

WATER RESOURCES, M³

Groundwater extraction rose by 6.8% due to increased golf irrigation and higher kitchen and renovation activities at Timberland. Seawater use for desalination also increased by 12.5% following Crimson Mactan’s reopening. In contrast, mixed resource use dropped by 10.3%, reflecting more efficient operations at Quest Cebu. Additionally, three of seven properties have completed water submetering installations.

Strategic Objectives for Water Conservation and Efficiency

Our goal is to significantly reduce water usage across all properties through the following strategic actions:

• Accelerate Submetering Installation: Fast-track submetering in high-usage areas (kitchens, laundry, pools, cooling towers) in the remaining four properties.

• Set Reduction Targets: Establish per-room water reduction targets in four hotels that have exceeded benchmark levels.

• Improve Water Intensity: Maintain water intensity per room sold below benchmark levels in three properties.

• Enhance F&B Water Efficiency: Achieve water intensity of ≤0.5 per F&B cover at CRSB and CRSM.

• Sustain Conservation Initiatives: Continue water-saving campaigns, including awareness sessions during town halls.

• Promote Water Recycling: Expand use of treated wastewater for landscape irrigation at THR’s hotel-managed STP.

• Implement Water-Efficient Landscaping: Continue planting drought-resistant species to reduce irrigation needs.

• Maintain Reviews and Audits: Conduct regular water balance reviews and wastewater compliance audits to ensure efficiency and compliance

Waste Stewardship

The escalating global challenge of waste management shows no signs of stopping. In the Asia-Pacific region alone, solid waste is expected to rise from 802 million tons in 2016 to 1.1 billion tons by 2030—an alarming increase fueled in part by industries like tourism and hospitality.

Hotels contribute to this through single-use plastics, food waste, old linens, and furniture. When not managed properly, these materials end up in landfills, releasing harmful greenhouse gases like methane and depleting our planet’s limited resources.

2024 Results

At Filinvest Hospitality, we see waste management as more than just efficiency—it’s a responsibility. That’s why we track and analyze our solid waste carefully using a standardized system across all properties. This data helps us measure progress and identify where we can do better. While we’ve made strides, there’s still much to improve as we work to reduce our environmental impact.

This year, our hotels collectively generated 1,079 tons of solid waste. To truly grasp the magnitude of this figure, consider that this represents a substantial 26.7% increase compared to 2023. While this rise in waste generation is likely linked to a positive upturn in our business – a 14.3% increase in occupancy, including a 10.5% increase in food covers – it also underscores the pressing need to decouple growth from waste.

Note: Residual waste is a combination of disposed food waste, recyclables, and construction debris.

Food waste makes up nearly half (48-50%) of our total solid waste, making its management a top priority. Composting is our most popular solution, with five properties recycling organic waste. This has led to a 243% increase in composted volume and a rise in diversion rate from 3.5% in 2023 to 9.5%. Quest Clark leads with 56 tons composted, followed by Crimson Mactan’s Vermicompost program at 24.25 tons.

9.5%

Food Waste Diversion

5 of 7 hotels initiate composting programs diverting food waste

18.56 Tons of Fertilizer

Crimson Mactan produced 18.56 tons of fertilizer through vermicomposting—a 560% increase from last year. While revenue was minimal (Php13K), most fertilizer was used onsite for landscaping, saving Php451K in costs. The property also donates used linens and towels to the local community, especially persons with disabilities. New 2024 initiatives include Brigada Eskwela, a Livelihood Program with MHDTC, and a BJMP Donation Drive. These efforts increased waste upcycling from 1.4 to 5.3 tons.

0.2%

Avoided Food Waste

35.94 Tons of Sold Recyclables

Total revenue generated was Php345,621.50, with Quest Clark leading at Php332K. We continue our no-single-use plastics policy by replacing plastic utensils and straws with eco-friendly alternatives, using non-plastic guest amenities, and switching plastic packaging to paper. In May 2024, we completed the hotel-wide rollout of the S.A.R.A app, a paperless system for daily work orders, saving 208.74 kg of paper.

Hazardous Waste Management

Total hazardous waste disposal increased by 33.2% to 14.6 tons in 2024, mainly due to the inclusion of grease waste data. Without this, hazardous waste disposal actually decreased by 21.1%.

Continuous improvement in monitoring and reporting is implemented in the properties to achieve complete and accurate data.

36.4% of the total hazardous waste sold

Used oil and batteries made up 36.4% of total hazardous waste sold, generating PhP340,021—a 3.1% revenue increase despite a 404% volume rise from 2023.

•Quest Clark sold 19.3 tons, earning PhP288,800.

•Crimson Alabang and Quest Tagaytay sold used oil worth PhP51,221.

LED lighting conversion improved from 85% to 94% , reducing mercury hazards and cutting weight and volume due to longer-lasting, lighter components.

Our goals remain:

• Reduce food waste, cut residual waste, and boost diversion rates using 2024 as a baseline with improved data.

• Strengthen reuse initiatives targeting local communities.

• Enhance current strategies and awareness with staff training on Solid Waste Management and regular waste audits for accurate data.

On Food Waste Reduction:

• Maintain and enforce composting and food donation programs.

• Find buyers or equipment for composting where needed.

• Improve food waste tracking consistency.

• Donate used coffee grounds to farmers and encourage guests to take them as fertilizer.

• Expand the successful “No Bin Day” initiative from select sites to all properties in 2025, tracking waste reduction impact.

On Operational Solid Waste:

• Source renewable materials for guest consumables.

• Strengthen waste segregation in offices and back-of-house, equipping housekeeping trolleys with segregation bins.

• Introduce smaller napkins at Baker J and Firehouse to cut paper waste in 2025.

• Continue “Linen for Life” program empowering communities by repurposing linens, with goals to track impact in 2025.

On Hazardous Waste:

• Continue recycling/selling used oil and e-waste through accredited recyclers

• Achieve 100% LED lighting conversion

• Regularly dispose or sell used oils.

• Improve tracking of stored hazardous waste.

Our On-going Biodiversity Journey

Post-pandemic travelers increasingly seek authentic, immersive experiences that connect them with nature and local culture. In response, the tourism industry is placing greater value on wildlife, natural landscapes, and ecosystems—key attractions for many destinations.

At Filinvest Hospitality, biodiversity is a core focus. We’ve made meaningful progress, such as Crimson Mactan’s ongoing restoration of the 8-hectare marine sanctuary located directly in front of the resort—demonstrating our commitment to preserving and enhancing the natural environments that define our guest experiences.

Crimson Mactan’s Marine Sanctuary

Despite heavy damage from Typhoon Odette, the sanctuary is recovering thanks to the efforts of David Gotianun, Vice President and Special Projects Head of Share Pro Inc., and his dedicated team. Their successful propagation and transplantation of local coral species are revitalizing this once-damaged underwater ecosystem.

Coral reefs, often called the rainforests of the sea, provide essential spawning and nursery grounds for fish populations. They also protect coastal communities from storm surges and erosion, threats that are increasingly critical due to rising sea levels.

60 NURSERIES

500 CORALS IN EACH NURSERY

Quest Cebu’s Partnership with the Army to Save the Mangroves

Quest Cebu’s 7-year partnership with the Philippine Army has successfully propagated over 30,000 mangrove seedlings through the National Greening Program. This year, around 30 Quest Cebu volunteers joined the Philippine Army in multiple planting activities at Inuboran, Naga City. The initiative promotes biodiversity conservation, climate change adaptation, and educates team members on environmental stewardship

30,000 CORALS CURRENTLY UNDER CULTURE

Mimosa Golf’s Geotagging of Trees Quest Clark’s Bug Hotel

Up north at Mimosa Golf, the team has geotagged more than 1,500 trees using Greenstand’s Treetracker app.

Geo-Tagging helps the golf course track tree distribution, understand their environment, and assess their health, helping improve sustainability efforts.

Rory Young, Director of Golf, said: “The majority of golf clubs in South-East Asia still rely on paper or Excel files to track tree locations. We are now digitally recording all tree locations to capture coordinates and gain a better understanding of the layout.”

This Geo-Tagging project demonstrates how golf courses can coexist harmoniously with the surrounding environment. With the right technology it can even enhance the ecological balance fostering a thriving ecosystem.

A Collective Approach

Next door at Quest Clark, the team created a Bug Hotel to support insects, which are vital for pollination, soil health, and the food chain. Located at Holes 14 and 15, these makeshift habitats provide shelter for pollinators and other insects. They also offer a fun, educational activity for younger guests, raising awareness about the importance of insects in ecosystems.

Filinvest Hospitality must adopt a collective approach to biodiversity, recognizing its importance to both our business and stakeholders. The species around our hotels and resorts are part of our community, and we must proactively protect them.

Currently, our knowledge of biodiversity is limited, preventing us from fully recognizing opportunities to make an impact. To address this, we need an educational campaign to raise awareness among our team members about the environmental impact of our operations.

By educating our team on biodiversity’s value and our role in its conservation, we can encourage participation across all properties. Each property can become a species champion by identifying and protecting local species.

Moving Forward

Our commitment to sustainability is central to our efforts to create lasting change. By strengthening our internal foundation and inspiring external communities, we are making sustainability an ongoing journey that requires the dedication of our employees, partners, guests, and local communities.

Fostering Internal Buy-in: A Unified Team Approach

Sustainability starts at the heart of our organization. We empower employees with clear, actionable goals, cultivate a culture where everyone feels personally invested in our mission, and offer continuous capacity building to ensure all team members actively contribute to our sustainability efforts.

Inspiring External Participation: Guests, Partners and Communities

We engage guests, partners and local communities to join our sustainability journey. Through promoting sustainable behaviors, building strong community relationships, and creating an emotional connection to our brand, we make sustainability a shared purpose.

Developing a Long-Term Sustainability Campaign

Our sustainability campaign is designed to evolve with future challenges. By staying at the forefront of environmental innovation, using storytelling to highlight the impact of our actions, and leveraging data to track our progress, we aim to create lasting transparency and engagement. Additionally, we aim to seek third-party certifications to validate our efforts, ensuring external accountability and fostering trust.

Strengthening Governance and Oversight

We ensure accountability through a robust governance framework. With a clear, long-term roadmap aligned with both immediate and future goals, we revisit flagship projects to maintain relevance and impact, while strengthening oversight mechanisms to ensure compliance and continuous progress.

Communication

and Engagement: Sharing Our Journey

Engagement and communication are key to our sustainability efforts. We connect with stakeholders through consistent communication, provide opportunities for dialogue, and share our successes and challenges to inspire participation and contribution to our journey.

A Sustainable Legacy for the Future

We are committed to creating a positive impact for future generations. By adapting to challenges and driving innovation, we shape a sustainable future with lasting benefits for both people and the planet.

Economic Performance and Governance

ECONOMIC DISCLOSURES

Direct Economic Value Generated

• Employee Wages and Benefits

• Payments to Suppliers and contractors

• Payments given to providers of capital

• Taxes and lease paid to government

• Community Investments

Local Procurement: Proportion of Spending on Local Suppliers

B

B

M

M

M

M

M

M

LOCAL PROCUREMENT

Php3.85 Billion; representing 97% of total payments made to supply chain Php2.37 Billion; representing 98% of total payments made to supply chain

ANTI CORRUPTION

201-1 Total mancost for regular employees only

201-1 Includes mancost for employees of service providers

Pertains to loan principal and interest payments

201-1 Local and national government

201-1 CSR initiatives and donations

204-1 Local suppliers based in the Philippines

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

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

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

Percentage of employees that have received anti-corruption training

205-2 Number of incidents in which directors were removed or disciplined for corruption

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

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

205-3

Social Performance

Employee Ratio by Gender

GRI 405-1

Employee Ratio by Role and Gender

Employee Ratio by Location/Region

Employee Ratio by Age (Generation)

New Employee Hires, by Age

Group

• <30 y.o.

• 30-50 y.o.

• >50 y.o.

New Employee Hires, by Gender

• Male

• Female

Luzon: 54.32% Visayas: 45.68% Luzon: 50.5 Visayas: 48.0 Foreign: 1.5

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%

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%

• Male - 52.94%

• Female - 47.06% “

Generation Z (18-25 y/o) – 18.90%

Millennials (26-41 y/o) – 60.95%

Generation X (42-57 y/o) – 19.32%

Baby Boomer (Over 57 y/o) – .83%

No disclosure

GRI 405-1 Local refers to the employees that live within the boundaries of the province or region where property is located

GRI 405-1

GRI 405-1

GRI 401-1

Not included

GRI 401-1

Consolidated - 20%

CHI & Subs - 20%

FHC - 17%

Employee Turnover

by

Filinvest Hospitality Corporation – 22.6% Chroma Hospitality, Inc. and all properties – 22.4%

GRI 401-1

SASB SV-HL 310a.1

SASB FB-RN310a.1

EMPLOYEE TRAINING AND DEVELOPMENT

LABOR LAWS AND HUMAN RIGHTS

Policies that explicitly disallow violations of labor laws and human rights (e.g. harassment, bullying) in the workplace 2 2

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

SASB SV-HL310a.4 Compliance with Safe Spaces Act. Anti-sexual harassment policy incorporated in Employee Code of Conduct

DIVERSITY AND EQUAL OPPORTUNITY

OCCUPATIONAL HEALTH AND SAFETY

Safe Manhours No disclosure No disclosure

CUSTOMERS

403-9

Environmental Performance

RESOURCE MANAGEMENT

ENERGY

Energy consumption – gasoline

Energy consumption – diesel

L 3,341.88 GJ

L 4,009.60 GJ

GRI 302-1

SASB SV-HL130a.1

SASB FB-RN130a.1

GRI 302-1

SASB SV-HL130a.1

SASB FB-RN130a.1

Remarks

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

In 2023, data includes Golf related consumption due to lack of benchmarking. Data is purely on Hotel properties. Energy consumption - LPG

GRI 302-1

SASB SV-HL130a.1

SASB FB-RN130a.1

Energy consumption – electricity (renewable) 0 0

Energy consumption – electricity (non-renewable)

30,997,150.05 kWhr 111,589.74 GJ 28,036,167.8 kWhr

GJ

Energy consumption – electricity, total 30,997,150.05

GJ

GRI 302-1

SASB SV-HL130a.1

SASB FB-RN130a.1

GRI 302-1

SASB SV-HL130a.1

SASB FB-RN130a.1

GRI 302-1

GJ

Energy consumption - TOTAL 159,816.85 GJ 131,081.00 GJ

Water used

SASB SV-HL130a.1

SASB FB-RN130a.1

GRI 302-1

SASB SV-HL130a.1

SASB FB-RN130a.1

WATER AND WASTEWATER

613,863 cum 559,943.2 cum

Wastewater generated 306,931. 50 cum 279,971.60 cum

Wastewater treated 306,931. 50 cum 279,971.60 cum

GRI 303-3

GRI 303-5,

SASB SV-HL140a.1

SASB FB-RN140a.1

LPG is used in the F&B operations and boiler

In 2023, data includes golf-related consumption due to lack of benchmarking. Data is purely on hotel properties.

Electricity purchased from district utility

In 2023, data includes Golf related consumption due to lack of benchmarking. Data is purely on Hotel properties.

Total electricity used, renewable plus non-renewable

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

GRI 303-4 Estimate only, 50% of total water consumption

GRI 303-4 There are properties where the sewage is directly tapped and treated by the district water utility

Technically all waste are treated before discharging to any body of water

Wastewater recycled and reused

Wastewater discharged

Remarks

Water reused for irrigation

303-4 estimate only, treated less the reused

cum

Solid Wastes Generated (total) 1,079 tons 852 tons

WASTES

FB-RN150a.1

SASB FB-RN150a.2

Reusable

Residual (sent to landfill)

Hazardous Wastes Generated

Hazardous Wastes Transported, Treated and Disposed

306-3 SASB FB-RN150a.1

2022 additional requirement needed; they disposed hazardous wastes in 2023

AIR POLUTION AND GREENHOUSE EMISSIONS

GREENHOUSE GASES

Scope 1 – direct GHG emissions 1,997.22 tonnes CO2eq 1,664 tonnes CO2-eq

305-1

Scope 2 – indirect GHG emissions (electricity bought) 22,076.17 tonnes CO2eq 19,967 tonnes CO2-eq GRI 305-2

Scope 3 – indirect GHG emissions (supply chain) not being monitored not being monitored

GRI 305-3

Total GHG (Scope 1, 2, 3) 24,073.39 tonnes CO2eq 21,632 tonnes CO2-eq RI 305-7

ENVIRONMENTAL COMPLIANCE

Number of environmental NOVs issued 2 1

Number of pending cases 0 0

Number of cases resolved 1 0

Number of non-monetary sanctions for non-compliance with environmental laws and/or regulations 0 0

Total amount of monetary fines or penalties for non-compliance with environmental laws and/or regulations 0 0

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

Purchased electricity only.

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

Activity Metrics (SASB)

all properties: 161, 418 m2

Number of lodging facilities and the percentage that are:

(1) managed, (2) owned and leased, (3) franchised 7 7

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

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

17 restaurants/ outlets; all currently company-owned 2 restaurant brands: Baker J and Firehouse Pizza

SV-HL000.A

SASB SV-HL000.B

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

SV-HL000.C Gross area of: • rooms • hotel premises • function rooms • restaurants

SASB SV-HL000.D

SASB FB-RN000.A

QHCC - Puso and Pool Bar

QPCC - Baker J/ Mequeni Live/ Mequeni Lounge/ Rare/ Baker J/ Baker J CIA

QHTC - Baker J

THR - Ridge/ Baker J/ Le Stelle

CFCM - Cafe 8/ Firehouse/ Baker J/ Alibi/ Lobby Lounge/ Deck Bar

CRSB - Mosiac/ Azure/ Saffron/ J’s Bar

CRSM - Enye/ Azure/ Saffron/ Kalma/ Crimzone AKA

Acknowledgements

Sustainability Leads

Diana Bulawit

Sr. Business Planning and Strategy Manager Filinvest Hospitality Corporation

Josue David Romano

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

Athena Rhae Bisnar

Sr. Business Transformation Manager Filinvest Hospitality Corporation

Karen Dimaculangan Strategic Finance Manager Filinvest Hospitality Corporation

Rommeleen Estolano Training Coordinator Chroma Hospitality, Incorporated

Margarette Ann Soledad Business Transformation Specialist Filinvest Hospitality Corporation

Sustainability Council

Nancy Rivera Head of Finance and Controllership Filinvest Hospitality Corporation

Carmela Bocanegra Vice President for Sales & Marketing Chroma Hospitality, Incorporated

Michael Favorito Head of Permits Filinvest Hospitality Corporation

Flordeliz Cabasa Asst. Director of Engineering Chroma Hospitality, Incorporated

Veronica Beguas Asst. Vice President for Strategic Marketing Chroma Hospitality, Incorporated

Francis Gotianun

Neil Esperanzate Area Director of Security Entrata Hotel Services Incorporated

Janet Dayunot Sr. Project Development Manager Filinvest Hospitality Corporation

Herna Grace Galve Human Resources Business Partner Filinvest Hospitality Corporation Ria Sarrosa Vice President for Operations Chroma Hospitality, Incorporated

Publication Team

Joshua Leo Hernandez Director of Branding & Communications Chroma Hospitality, Incorporated

Advisers

First Senior Vice President for Hospitality Filinvest Hospitality Corporation

Mark Tom Mulingbayan Head of Sustainability Filinvest Development Corporation

Albert Jasper Acuña Sr. Graphic Designer Chroma Hospitality, Incorporated

James Montenegro Country Manager Chroma Hospitality, Incorporated

Suzette Naval Head of Corporate Communications Filinvest Development Corporation